Agenda 06/24/2025 Item #16B3 (Approve Collier Area Transit (CAT) Public Transportation Agency Safety Plan (PTASP) Update in accordance with Final Rule 49 C.F.R. Part 673 requirements)6/24/2025
Item # 16.B.3
ID# 2025-1919
Executive Summary
Recommendation to approve Collier Area Transit (CAT) Public Transportation Agency Safety Plan (PTASP) Update in
accordance with Final Rule 49 C.F.R. Part 673 requirements.
OBJECTIVE: To obtain Board approval for the Public Transportation Agency Safety Plan (PTASP) Update.
CONSIDERATIONS: On July 19, 2018, Federal Transit Administration (FTA) published the Public Transportation
Agency Safety Plan Final Rule, which requires certain operators of public transportation systems that receive federal
funds under FTA's Urbanized Area Formula Grants to develop safety plans that include the processes and procedures to
implement Safety Management Systems (SMS). The PTASP regulation implements a proactive, risk-based approach to
managing transit safety and requires recipients and subrecipients of financial assistance under the Urbanized Area
Formula Program (49 U.S.C. Section 5307) and rail transit agencies that are subject to the FTA State Safety Oversight
Program to have an Agency Safety Plan.
Each safety plan is required to include several components including:
• The documented processes of the agency’s SMS, including the agency’s Safety Management Policy and
processes for Safety Risk Management, Safety Assurance, and Safety Promotion;
• An employee reporting program;
• Performance targets based on the safety performance measures established in FTA’s National Public
Transportation Safety Plan (NSP);
• Criteria to address all applicable requirements and standards set forth in FTA’s Public Transportation Safety
Program and the NSP; and
• A process and timeline for conducting an annual review and update of the safety plan.
Collier Area Transit (CAT) initially adopted its safety plan on May 12, 2020, as documented in agenda Item 16D5.
Since its original adoption, the plan has undergone the necessary revisions to align with evolving Federal Transit
Administration (FTA) requirements. The impetus for this update stems from the Public Transportation Agency Safety
Plans (PTASP) final rule, published on April 11, 2024, which amended 49 CFR part 673 and required agencies to update
their Agency Safety Plans. A critical aspect of the revised plan is the formal approval by the Safety Committee, with
specific provisions for the date of approval and supporting documentation (§§ 673.11(a)(1)(i) and 673.19(d)(1), §
673.31). A newly added requirement, § 673.19(d)(1), details the process and timeline for the Safety Committee's
activities, including their review and approval of the PTASP and any subsequent amendments. Staff have implemented
these and other required modifications to ensure the plan's full compliance. Lastly, as required, the Agency Safety
Committee reviewed and approved the modifications on May 8, 2025.
This item is consistent with the Collier County strategic plan objective to design and maintain an effective transportation
system to reduce traffic congestion and improve the mobility of our residents and visitors. Additionally, the item is
consistent with the objective of supporting access to health, wellness, and human services.
FISCAL IMPACT: Approval of the PTASP ensures compliance with federal requirements to receive annual
appropriations awarded by FTA. FTA grant programs are typically funded within CAT Grant Fund (4031).
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is approved as to form and
legality and requires a majority vote for approval. -JAK
RECOMMENDATIONS: To approve Collier Area Transit (CAT) Public Transportation Agency Safety Plan (PTASP)
Update in accordance with Final Rule 49 C.F.R. Part 673 requirements.
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6/24/2025
Item # 16.B.3
ID# 2025-1919
PREPARED BY: Omar De Leon, Transit Manager, Public Transit and Neighborhood Enhancement Division
ATTACHMENTS:
1. PTASP 2025 Update
2. Collier County PTASP Final Draft-4-21-25 - Strikethrough and Underline
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1
Public Transportation
Agency Safety Plan
20252025
March 25
Collier Area Transit
Authored by: Public Transit & Neighborhood
Enhancement Division
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Final Rule 49 CFR Part 673
The Public Transportation Agency Safety Plan (PTASP) final rule (49 C.F.R. Part
673) requires certain operators of public transportation systems that are
recipients or sub-recipients of FTA grant funds to develop safety plans that
include the processes and procedures necessary for implementing Safety
Management Systems (SMS). The rule requires that safety plan include the
processes and procedures for implementing SMS.
“Safety is a core organizational function that focuses
on management of safety risk through all aspects of
Collier Area Transit’s operations.”
Under Part 673, a transit agency is required to maintain documents that describe
its Safety Plan, including those related to implementation and results from
processes and activities. Also, a transit operator may have existing
documentation that describes processes, procedures, and other information
required in Part 673. These documents are referenced in our Safety Plan by the
applicable document name and its location within the appropriate sections of
the plan.
Documentation related to the implementation of this SMS; the programs,
policies, and procedures used to carry out this ASP; and the results from its SMS
processes and activities will be maintained for three years after creation. They
will be available to the FTA or other Federal or oversight entity upon request.
This document has been prepared by Collier County to meet the requirements
of this final rule.
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Table of Contents
Section 1. Transit Agency Information ....................................4
Section 2. Plan Development, Approval, and Updates............6
Section 3 – Safety Performance Targets ..................................8
Section 4 – Risk Reduction Program.........................................9
Section 5 – Public Health........................................................10
Section 6 – Development and Implementation of a Safety
Management System (SMS)...................................................12
Section 7 - Safety Management Policy...................................12
Section 8 – Safety Risk Management.....................................19
Section 9 – Safety Assurance..................................................27
Section 10 – Safety Promotion...............................................34
Definitions of Special Terms Used in the Safety Plan.............37
List of Acronyms Used in the Safety Plan...............................40
SRM Form...............................................................................41
Collier County System Safety Program Plan (SSPP)................42
MV SMS Plan..........................................................................43
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Section 1. Transit Agency Information
Collier County is located in southwest Florida and is bordered on the northwest by Lee County and on
the northeast by Hendry County, on the east by both Broward and Miami-Dade County, on the west by
the Gulf of MexicoAmerica, and on the south by Monroe County. The county is 2,305 square miles in
total size, including water area and consists of three incorporated areas: Naples, Everglades City, and
Marco Island.
The Public Transit and Neighborhood Enhancement (PTNE) Division, a division of the Transportation
Management Services Department of Collier County Government is charged with providing fixed route
and demand response operations for residents and visitors of Collier County. The County utilizes a
contractor to perform the operations by utilizing County owned and maintained vehicles. As a
contractual requirement of 20% of paratransit trips are provided on non-County owned vehicles in
order to meet the demands of the system. The Contractor provides the resources required to operate
the delivery of services that includes, management, personnel, administration, supplies, equipment,
services to manage and administer for all of the requirements of that contractual agreement.
The fixed-route service is provided seven days a week from 3:30 a.m. to 8:50 p.m. from Monday
through Saturday (depending on the route) and 6:50 a.m. to 6:40 p.m. on Sunday. No services are
provided on major holidays, including on Thanksgiving Day, Christmas Day, New Year’s Day, Memorial
Day, U.S. Independence Day, or Labor Day.
For persons who are unable to use the CAT fixed-route system due to physical or mental impairment,
the CATconnect Collier Area (Paratransit) System is available. An eligibility application process must be
completed, and the persons must qualify in order to use the paratransit service. Trips may be scheduled
that begin and end within the Americans with Disabilities Act (ADA) corridor which is three-quarters (¾)
of a mile from a CAT fixed-route. Hours of operation for Collier Area Paratransit are the same as the
CAT fixed- route bus schedule.
Transportation Disadvantaged (TD) service is also available to qualifying persons with origins or
destinations outside of the ¾-mile ADA corridor. An application is required to qualify for the service
and proof of income for all household residents must be submitted. To be eligible for TD service, an
individual must be unable to transport themselves or purchase transportation because and meet one
of the of one of the following three criteria.
1. Mental or physical disability
2. Income status
3.Age
3.4.Child at Risk
The TD service operates Monday through Sunday, from approximately 4 a.m. to 6 p.m.
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Transit Agency Name Collier Area Transit (CAT)
Transit Agency
Address 8300 Radio Rd. Naples, FL 34104
Name and Title of
Accountable Executive Brian Wells, Director of PTNE
Name of Chief Safety
Officer or SMS
Executive
Omar Deleon, CAT Transit Manager
Mode(s) of Service
Covered by This Plan
Fixed Route, Demand
Response
List All FTA Funding
Types (e.g., 5307,
5310, 5311)
5307, 5310, 5311, 5339
Mode(s) of Service
Provided by the
Transit Agency
(Directly operated or
contracted service)
Motor Bus (MB), Demand Response (DR).
All operating transportation services contracted through MV Transportation,
Inc.
Does the agency
provide transit
services on behalf of
another transit agency
or entity?
Yes No Description of
Arrangement(s)
Name and Address of
Transit Agency(ies) or
Entity(ies) for Which
Service Is Provided
Collier County Board of County Commissioners – Collier Area Transit
Public Transit & Neighborhood Enhancement Division
8300 Radio Road
Naples, FL 34104
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Section 2. Plan Development, Approval, and Updates
The following section provides information on the approval process for the Plan development. This
section will also document the annual review of the plan and track all the updates that are made as a
result of the annual review or periodic changes made to the plan to improve safety.
Section 2.1 – Plan Approval
Name of Entity That
Drafted This Plan
Collier Area Transit (CAT)
(A section of the Public Transit & Neighborhood Enhancement Division)
Safety Committee Safety Committee review and approval of PTASP Date:
Signature of Accountable Executive Date of Signature
Signature by the
Accountable Executive
Brian Wells
Name of Individual/Entity That Approved This
Plan Date of Approval
Rick LoCastroBurt L. Saunders
Relevant Documentation (title and location)
Approval by the Board of
Directors or an Equivalent
Authority
Collier County Board of County Commissioners, Chairman
3299 Tamiami Trail East, Suite 303, Naples, Florida 34112
Name of Individual/Entity That Certified This Plan Date of Certification
Brian Wells
Relevant Documentation (title and location)
Certification of
Compliance
Director of Public Transit & Neighborhood Enhancement (PTNE) Division
Section 2.2 – Version Management
A record of the complete history of successive versions of the plan shall be maintained in the table
below.
Version Number and Updates
Version
Number Section/Pages Affected Reason for Change Date Issued
1 Original Original Safety Management System (SMS) Plan May 12, 2020
2 Added sections to comply with new requirements Dec 13,2022
3 Updated Accountable Executive August 1, 2023
4 Annual Review and addition of 9-h-1. Reporting
assaults on transit workers.
Dec 18, 2024
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5 Annual Review, addressed CUTR comments, FTA
recommendations, and updated targets
May 8, 2025
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Section 2.3 – Annual Review and Update of the Public Transportation Agency Safety Plan
Each year during the month of June, a review of the Plan will be conducted by members of the Safety
Committee. All necessary revisions will be made, and the updated Plan will be signed off by the
Accountable Executive and the Collier County Board of County Commissioners.
Safety Committee
Safety Committees are required to serve as the basic forum to review safety issues and hazards, hazard
reports, safety inspections reports, accident investigations, and corrective actions. The Safety
Committee representatives are front line employee representatives and management representatives
that communicate safety concerns from their work areas to the Safety Committee, and report back to
their work groups.
The safety committee is also responsible for identifying and recommending risk-based mitigations or
strategies necessary to reduce the likelihood and severity of consequences identified through the
agency’s safety risk assessment. Identifying mitigations or strategies that may be ineffective,
inappropriate, or were not implemented as intended; and identifying safety deficiencies for purposes
of continuous improvement.
The Committee will review the Agency Safety Plan Annually
Name of Individual/Entity That Certified This Plan Date of Certification
Ivan Esteves May 8th, 2025
Relevant Documentation (title and location)
Certification of
Review
Union Steward
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Section 3 – Safety Performance Targets
Collier Area Transit has established safety performance targets based on the safety performance
measures reported under the National Public Transportation Safety Plan. These measures will be
evaluated periodically to determine when action must be taken to address inadequate safety
performance. In conducting the assessment of the system’s safety performance, the information may
not directly show us what is wrong as much as it discloses that something is wrong. A deeper look into
the information available may be required to better determine how best to address safety deficiencies.
A plan to address identified safety deficiencies could involve:
•Addressing underlying hazards and potential consequences through Safety Risk
Management;
•Changing data collection or analysis techniques to better understand what’s really going
on;
•Testing and evaluating new approaches to Safety Management System (SMS) processes.
Section 3.1 – Annual Safety Performance Targets
CAT’s safety committee sets safety performance targets based on the safety performance measures established in the
National Safety Plan. Targets are established using a 3-year rolling average of data reported to NTD. The safety committee
reviews and approves all performance targets for the calendar year.
Fixed Route Target
2021 2022 2023
1,381,925 1,366,218 1,352,831 SPT Category Measure- per 100K VRM
13.82 13.66 13.53
AVG Target
Total Number of Safety Events 6 4 2 4.00 4.00Safety Events
Safety Event Rate 0.43 0.29 0.15 0.29 0.29
Fatalities 0 0 0 0.00 0.00FatalitiesFatality Rate 0.00 0.00 0.00 0.00 0.00
Total Number of Injuries 6 3 2 3.67 3.67InjuriesInjury Rate 0.43 0.22 0.15 0.27 0.27
Total Number of Assaults on
Transit Workers 0 0 0 0.00 0.00
Assaults Assaults on Transit Workers
Rate 0.00 0.00 0.00 0.00 0.00
Total Number of Major
Mechanical System Failures 134 70 137 113.67 113.67
System Reliability
Mean distance (miles) between
major mechanical failures 10,312.87 19,517.40 9,874.68 13,234.98 13,234.98
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Paratransit Target
2021 2022 2023
989,918 1,306,827 1,400,491 SPT Category Measure- per 100K
VRM
9.90 13.07 14.00
AVG Target
Total Number of Safety
Events 3 5 1 3.00 3.00Safety Events
Safety Event Rate 0.30 0.38 0.07 0.25 0.25
Fatalities 0 0 0 0.00 0.00FatalitiesFatality Rate 0.00 0.00 0.00 0.00 0.00
Total Number of Injuries 3 5 1 3.00 3.00InjuriesInjury Rate 0.30 0.38 0.07 0.25 0.25
Total Number of
Assaults on Transit
Workers
0 0 0 0.00 0.00
Assaults
Assaults on Transit
Workers Rate 0.00 0.00 0.00 0.00 0.00
Total Number of Major
Mechanical System
Failures
60 9 44 37.67 37.67
System Reliability Mean distance (miles)
between major
mechanical failures
16,498.63 145,203.00 31,829.34 64,510.32 64,510.32
Section 3.2 – Safety Performance Target Coordination
PTNE Division Director and Transit Manager will communicate regularly with Collier Metropolitan
Planning Organization (MPO) and the Florida Department of Transportation (FDOT) for establishing and
maintaining safety performance targets. An annual meeting schedule between Collier MPO and CAT
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will be organized and the safety activities that impact the performance targets will be reviewed during
these meetings. Upon completion of the PTASP, in which the performance targets are established, the
safety activities will be monitored regularly, and documentation of these activities will be made
available at the annual meetings. The safety performance target review shall include discussion about
whether the targets are being met and if not, what steps will be required to better meet the established
targets. An evaluation of the targets shall also consider whether the targets are realistic and attainable.
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If it has been determined that the targets are not attainable, recommendations for modification or
replacement of the target will be considered.
On or around June 30th of each year the Safety Performance targets will be transmitted to the Collier
MPO and FDOT for their records.
Section 4 – Risk Reduction Program
Collier County is considered an urbanized area with population of 200,000 or more. Consequently, this
PTASP contains a Risk reduction program for transit operations to improve safety by reducing the
number and rates of accidents, injuries, and assaults on transit workers based on data submitted to
the National Transit Database, including:
1. A reduction of vehicular and pedestrian accidents involving buses that includes measures to
reduce visibility impairments for bus operators that contribute to accidents, including retrofits
to buses in revenue service and specifications for future procurements that reduce visibility
impairments.
2. The mitigation of assaults on transit workers, including the deployment of assault mitigation
infrastructure and technology on buses, including barriers to restrict the unwanted entry of
individuals and objects into the workstations of bus operators when a risk analysis performed
by the recipient’s Safety Committee determines that such barriers or other measures would
reduce assaults on transit workers and injuries to transit workers.
Through risk identification and assessment, a determination is made of the probability and severity of
potential losses. Safety and loss control programs are developed to modify and eliminate or reduce the
risks of these exposures.
To reduce vehicular and pedestrian accidents involving buses, including measures to reduce visibility
impairments for bus operators that contribute to accidents, prompt reporting, responding and
thorough investigation of each occurrence is necessary.
Identifying all factors that came into play to cause an incident, accident, or injury, and getting down to
the root cause, is the only way to ensure proper steps will be taken to prevent a recurrence. This
includes examining driving and work procedures and revising them if found faulty; and providing the
appropriate training so that staff can recognize unusual activity and know how to respond accordingly
to prevent or reduce assault and injury to transit workers.
Operator safety is paramount for Collier Area Transit, so much so that the system has invested in
barriers to restrict the unwanted entry of individuals and objects into their workstations. An evaluation
was completed before the purchase of barrier for the agency, including monitoring other agency risk
reduction after the installation of barriers. For mitigation strategies to be effective, the evaluation of
safety risk must identify what is being done now compared to what can be done in the future to reduce
or prevent recurrence. Statistics from accidents and incidents are tracked and compared to
performance measures and targets to determine whether mitigations are effective. The risk analysis is
performed by the Safety Committee with recommendations to management.
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Section 5 – Public Health
FTA encourages each transit agency to consider identifying mitigations or strategies related to
exposure to infectious diseases. The following is Collier Area Transit’s Infectious Disease Plan and
implement recommendations from the CDC and/or Florida Department of Health.
To protect staff and others from infectious disease and slow the spread, workspaces will be evaluated
to identify locations where workers cannot maintain social distancing of at least 6 feet from each other
and/or customers. The following hierarchy of controls will be utilized to address these situations to
limit the spread of the virus that causes COVID-19. The PTASP Safety committee of both workers and
management staff may be consulted to effectively recognize all scenarios.
Hierarchy of Controls - Overview
Controlling exposures to occupational hazards is the fundamental method of protecting workers.
Traditionally, a hierarchy of controls has been used as a means of determining how to implement
feasible and effective control solutions.
One representation of this hierarchy is as follows:
The idea behind this hierarchy is that the control methods at the top of graphic are potentially more
effective and protective than those at the bottom. Following this hierarchy normally leads to the
implementation of inherently safer systems, where the risk of illness or injury has been substantially
reduced.
Elimination and Substitution
Elimination and substitution, while most effective at reducing hazards, also tend to be the most difficult
to implement in an existing process. If the process is still at the design or development stage,
elimination and substitution of hazards may be inexpensive and simple to implement.
For an existing process, major changes in equipment and procedures may be required to eliminate or
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substitute for a hazard.
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Engineering Controls
Engineering Controls are favored over administrative and personal protective equipment (PPE) for
controlling existing worker exposures in the workplace because they are designed to remove the
hazard at the source, before it comes in contact with the worker. Well-designed engineering controls
can be highly effective in protecting workers and will typically be independent of worker interactions
to provide this high level of protection. The initial cost of engineering controls can be higher than the
cost of administrative controls or PPE, but over the longer term, operating costs are frequently lower,
and in some instances, can provide a cost savings in other areas of the process.
Administrative Controls and PPE
Administrative controls and PPE are frequently used with existing processes where hazards are not
particularly well controlled. Administrative controls and PPE programs may be relatively inexpensive to
establish but, over the long term, can be very costly to sustain. These methods for protecting workers
have also proven to be less effective than other measures, requiring significant effort by the affected
workers.
While protecting workers, it is important to note that control recommendations or interventions to
reduce risk of spreading COVID-19 must be compatible with any safety programs and personal
protective equipment (PPE) normally required for the job task. Approaches to consider may include the
following:
COVID-19 Workplace Health and Safety Plan
• Identify an on-site workplace coordinator who will be responsible for COVID-19 assessment
and control
• When developing plans, include key employees in the workplace
• Develop plans to communicate with passengers entering the bus regarding modifications to
work or service processes
• Notify all workers that any COVID-19 concerns should be directed to the identified coordinator
• Implement flexible sick leave and supportive policies and practices
• Develop policies that encourage sick employees to stay at home without fear of reprisals, and
ensure employees are aware of these policies
• If contractors are employed in the workplace, develop plans to communicate with the
contracting company regarding modifications to work processes
Take action if an employee is suspected or confirmed to have COVID-19
• Immediately separate employees who report with or develop symptoms at work from other
employees and arrange for private transport home. These employees should self-isolate and
contact their health care provider immediately
• Close off and sanitize any areas used for prolonged periods of time by the sick person
• Employees who test positive for COVID-19 should immediately notify their employer of their
results
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• Sick employees should follow CDC recommended steps to self-isolate or seek care. Employees
should not return to work until they meet the criteria to discontinue home isolation, in
consultation with healthcare providers
Section 6 – Development and Implementation of a Safety Management System (SMS)
Collier Area Transit in coordination with the contractor has established and implemented an SMS Plan.
The SMS has appropriately been scaled to the size, scope, and complexity of the transit agency.
Safety Management System (SMS) Goals
6.1 Goal 1: SMS to reduce casualties/occurrences
Utilize a safety management systems framework to identify safety hazards, mitigate risk and reduce
casualties and occurrences resulting from transit operations to meet or exceed the acceptable level of
safety performance.
6.2 Goal 2: SMS to foster a robust safety culture
Foster agency-wide support for transit safety by establishing a culture where management is held
accountable for safety and everyone in the organization takes an active role in securing transit safety;
cultivate a generative safety culture in which employees are comfortable and encouraged to bring
safety concerns to the attention of management.
6.3 Goal 3: SMS to enhance system/equipment reliability
Provide a safe and reliable transit operations by ensuring that all vehicles, equipment and facilities are
regularly inspected, maintained and serviced as needed.
6.4 Concept of SMS Operations:
The four components of the LYNX Safety Management System are:
•Safety Policy — Establishes senior management's commitment to continually improve safety;
defines the methods, processes, and organizational structure needed to meet safety goals.
•Safety Risk Management — Determines the need for, and adequacy of, new or revised risk
based on the assessment of acceptable risk.
•Safety Assurance — evaluate the continued effectiveness of implemented risk control
strategies;
•supports the identification of new hazards.
Safety Promotion — Includes training, communication, and other actions to create a positive safety
culture within all levels of the workforce.
Section 7 - Safety Management Policy
In accordance with Part 673, Collier Area Transit has developed a policy statement that states our
organization’s safety objectives and sets forwards policies, procedures and organizational structures
that will achieve the safety objectives.
Collier County Public Transit system is known as Collier Area Transit (CAT) and identifies safety and
safety management as core business functions, and we are committed to a proactive safety risk
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management process by identifying potential hazards, analyzing risks associated with those hazards,
and putting in place necessary mitigations that can save lives, reduce injuries, and reduce costs.
CAT refers to both Collier County personnel and its contractor team as “employees” of the CAT system.
Collier County and its contractor have adopted Safety Management System (SMS) principles, following
the safety management processes identified in this Safety Plan and in the corresponding plan
developed by the contractor. Working together, Collier County and its contractor will implement,
maintain, and continuously improve safety management processes to ensure CAT’s employees,
customers and the general public are safe when on our property and travelling on our systems.
Section 7.1 – Policy Statement and Objectives
Safety is a core value of Collier Area Transit and its management team and we are committed to
developing, implementing, maintaining and constantly improving processes to ensure the safety of our
employees, customers and the general public.
The Safety Management System process will be utilized to set a focus of safety as a priority and to
allocate organizational resources – people, processes, and technology – at a level scaled to the size,
scope and complexity of our agency.
Collier Area Transit is committed to:
Executive Commitment to Safety: Executive management will lead the development of an
organizational culture that promotes safe operations and provides appropriate resources to supporting
this core management function by fostering and ensuring safe practices, improving safety when
needed, and encouraging effective employee safety reporting and communication. Collier Area Transit
will hold executives, County and contracted managers, and County and contracted employees
accountable for safety performance. But ultimately, the responsibility for safety rests with the
Accountable Executive.
Responsibility & Accountability: All levels of managements must ensure the performance of CAT’s
Safety Management System and take an active role in the Safety Risk Management process and ensure
that Safety Assurance functions are adequately supported. Managers also are responsible for ensuring
that Safety Risk Management is being performed in their operational areas of control so that safety risk
associated with safety hazards is assessed and mitigated.
Communication & Training: Employee engagement is crucial to a functioning Safety Management
System. Communication systems will be put in place to enable greater awareness of CAT’s safety
objectives and safety performance targets as well as to provide on-going safety communication up,
down, and across the organization. All levels of management must proactively engage employees and
work to keep the lines of safety communication honest and open. All employees will be made aware
of the importance of CAT’s Safety Management System and trained in safety reporting procedures.
Responsibility of Employees & Contractors: All employees and contractors will support safety
management by ensuring that hazards are identified and reported.
Employee Reporting: Executive management will establish a safety reporting program as a viable
tool for employees to voice their safety concerns. All frontline employees will be responsible for
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utilizing this program as part of the Safety Management System. No action will be taken against any
employee who communicates a safety condition through the CAT’s safety reporting program unless
such disclosure indicates the following: an illegal act, gross misconduct or negligence, or a deliberate
or willful disregard of CAT’s rules, policies, and procedures.
Performance Monitoring & Measuring: Collier Area Transit will establish realistic measures of safety
performance and establish safety performance targets to ensure continual improvement in safety
performance. Managers will verify that the safety risk mitigations put in place are appropriate and
effective.
Review & Evaluation: Collier Area Transit will measure Safety Management System performance by
analyzing key safety performance indicators, reviewing inspections, investigations and corrective
action reports, and auditing the processes that support the Safety Management System. These
activities will become the basis for revising or developing safety objectives, safety performance targets
and plans with the goal of continuous safety improvement.
Acknowledgement from Accountable Executive:
Signature: Date:
Brian Wells, PTNE Division Director
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Section 7.2 – Safety Management Policy Communication
It is the policy of CAT to maintain open communication between management and employees on
matters pertaining to safety. All input regarding safety is considered important and is valued.
Employees are encouraged to actively participate in the Employee Safety Reporting Program (ESRP).
Employees should feel free to express any safety concerns during safety meetings, individually to
supervisors or in writing without fear of retaliation. CAT takes a non-punitive approach to safety
management and encourages employee safety reporting by providing protections to employees, with
exception to illegal act, gross negligence or deliberate or willful disregard of regulations or procedures.
Detailed procedures are discussed in CAT’s, PTASP/Safety Management System (SMS) Plan.
Management supports, encourages and accepts both positive and negative feedback. Management
assures employees that there is no fear of retaliation when it comes to safety. To make safety reports
employees can contact the employee hotline at 877-687-2338. Employees may also submit their
concerns electronically by submitting their concerns via email to rideCAT@colliercountyfl.gov.
Safety communication methods vary but will be comprised of both internal and external platforms and
tools. The Safety Management Policy (SMP) is posted in the CAT employee area(s) and kept
electronically at the Transit Division office.
Assault Mitigation and Reporting
All employees are directly responsible for safety techniques as a tool that can be used when attempting
to diffuse a potentially volatile situation or reduce the level of agitation so that discussions are possible.
This training provides an overview of potential passenger issues, behaviors, and methods to employ in
order to prevent persons from causing harm to Operators, themselves or others. This subject is an
element of training and can be used in re-training sessions.
Customer Service Representative are available at the terminals so that Operators may have an
opportunity to express problematic trends on routes, issues with specific passengers or other concerns
affecting their security. Prompt communications systems are afforded to Operators via radio system as
well as covert alarms and covert alarms to quickly contact Dispatch to summon police assistance at any
time during an incident.
Surveillance camera systems with audio capabilities and are present in revenue vehicles to act as both a
deterrent and an investigative tool should an assault occur.
The COVID-19 pandemic led to the installation of plexiglass barriers on fixed-route buses to provide
separation and protection for Operators. These barriers also provide a measure of added security. All
fixed-route buses have been equipped with these safety barriers, and they will be standard equipment
for all new purchases. The committee is also tasked with evaluating the need for deploying assault
mitigation infrastructure and other technology on transit vehicles and in transit facilities in the event
Citrus Connection fails to meet its risk reduction targets.
Internal Communication:
Internal communication/awareness may be accomplished using:
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•Notice boards
•Intranet postings
•Regular safety meetings and/or training sessions
•Safety advisories (local, state or national)
•Telephone or email communications
•In-person, informal employee exchanges
•MV Corporate Information Monitor
The Accountable Executive, with assistance from the Chief Safety Officer, is responsible for internal
safety communication.
Internal communication will consist of ad hoc and regularly established activities designed to
communicate and reinforce the SMS policy and related elements to all affected employees, to include:
•The importance of conformance and the potential consequences of non-conformance
with the SMS policy, processes or procedures
•Individual roles and responsibilities in achieving conformance with the SMS process
•The risks associated with work activities revealed from safety data collected and
analyzed
•Relevant output from management safety reviews
•Reported hazards/near-misses and incidents
•Changing safety requirements
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•Safety performance data
•Key results of internal/external assessments and audits
•Other information needed to support the SMS Implementation Plan
External Communication:
CAT has determined that significant risks identified through the operation of the SMS Implementation
Plan will not be communicated to the general public unless required by federal, state or local
regulations. Information regarding general SMS operation and specific risks identified will be
communicated to the appropriate governing body, as required only.
The Accountable Executive or designee is responsible for media communications regarding safety
issues and in consultation with the county’s Risk Manager, County Attorney Office and Public
Information Officer, where appropriate.
Section 7.3 – Authorities, Accountabilities, and Responsibilities
Safety accountabilities and responsibilities span from executive management to contract management
down to front-line employees. All employees, whether County personnel or contracted employee, are
responsible for safe operations of the Transit system, as outlined in our Commitment to Safety
statement.
The Executive Officer, also titled Department Head, provides strategic direction and has the
responsibility for providing the leadership and resources to carry out the Safety Management System
(SMS) plan.
The following defines the roles of individuals responsible for the development and management of
Collier Area Transit’s Safety Management System (SMS).
Accountable Executive: The Director of Public Transit & Neighborhood Enhancement (PTNE) Division
is designated as the Accountable Executive and has ultimate responsibility for the safe, effective and
reliable operation of Collier county’s public transit system and accordingly, he/she is responsible for
ensuring resources are dedicated to the management of safety, through the successful development
and implementation of the Agency Safety Plan (ASP) and the SMS implementation plan and ensuring
transit operation is safe and sustainable. Lastly, the role is accountable for ensuring action is taken to
address substandard performance of the agency’s SMS.
Chief Safety Officer or SMS Executive: Under the guidance of the Transit Manager, the Contractor
Safety Manager is tasked with developing the Agency Safety Plan (ASP) and Safety Management System
(SMS) implementation plan in collaboration with CAT leadership, which includes Directors, the
contractor General Manager, and County representatives. This role also encompasses monitoring the
contractor to ensure transit services remain safe and sustainable. Furthermore, the ASP must explicitly
state that the Chief Safety Officer fulfills the requirements outlined in § 673.5 and § 673.23(d)(2),
confirming that the CSO is an adequately trained safety professional who reports directly to the
Accountable Executive without intermediaries and possesses the authority and responsibility for the
day-to-day implementation and operation of the SMS.The Contractor Safety Manager, under guidance
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from the Transit Manager, is responsible for developing the ASP and SMS implementation plan with
CAT leadership, including the Directors, contractor General Manager, and the County representatives,
and is also responsible for monitoring the contractor to ensure transit service is safe and sustainable.
Agency Leadership and Executive Management: Agency Leadership and Executive Management
are tasked and authorized with making sure that the organization safety policies and procedures are
followed and communicated to their direct reports, general managers, managers and front-line
supervisors. They will provide positive leadership and direction in maintaining the safety policy as a
major priority in all operations. This group is responsible for providing resources to acquire and
maintain safety and health equipment, devices and programs. They will support safety standards and
behaviors ensuring that steps are made to identify and mitigate hazard and risk.
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In the case of CAT where the County has ultimate responsibility of developing and implementing the
ASP and SMS but the contractor is responsible for the day to day operations, it is essential that the
County management team and the contractor management team work together to ensure that the
plan is adhered to and promoted with a coordinated effort. The contractor’s General Manager is
responsible for implementing CAT’s Agency Safety Plan and SMS implementation plan, including
activities associated with the county’s safety program.
The coordination effort involves partnering with the contractor’s Safety Leadership team which
includes the Chief Safety Officer, VP of Safety, or Director of Safety, has the authority and responsibility
for making sure the safety policies and procedures are adhered by and promoted by senior
management, department supervisors and managers, area safety directors and key safety team
members. The Safety Leadership team will stay informed of law changes or updates concerning
employee safety and record keeping and will amend safety policies as required. This group will conduct
periodic reviews of safety standards to remain current with federal and state requirements. They will
provide guidance in maintaining a high standard of safety training programs and assist in analyzing
safety data to identify future mitigation strategies. The Directors of Safety will conduct an annual audit
to ensure compliance with Federal, State and Local rules and regulations as well as company policies
and procedures.
Key Personnel: Key staff includes the County’s Transit Manager, and Maintenance Supervisor, and
the contractor’s Safety Manager, Operations Manager, Road Supervisors, and Dispatchers who are all
responsible for following CAT’s safety policies including any applicable state and federal safety
regulations, including FTA, FDOT and ADA). These individuals must stay current on all internal and
external safety training and are responsible for reporting and responding to accidents, injuries, near
misses, unsafe working conditions and potential hazards within their scope of influence. Supervisors
and Managers will evaluate employee performance ensuring each employee’s safe behavior and work
methods and coach, retrain and discipline as required. They are also responsible for promoting the
Employee Safety Reporting Program (ESRP) and reviewing and resolving all submissions responsibility.
The County’s Maintenance Supervisor is responsible for OSHA compliance and site maintenance
activities.
The Contractor has identified the following specific roles and responsibilities for their supervisors and
managers in their corporate Safety Management System Plan.
•General Manager: Ultimate responsibility for the safety performance of the location and
authorizes activities to support an effective SMS.
•Operations Manager: Responsible for promoting operational safety and adhering to our
policies and procedures.
•Trainers/Instructors: Responsible for ensuring that every employee is trained
proficiency in accordance with the performance standards.
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•Supervisors: Responsible for playing an active role in SMS activities, including sufficient
road observations and identifying potential safety hazards with recommended solutions.
Section 7.4 – Employee Reporting Program
CAT has many sources of information related to safety concerns that employees can use to help identify
hazards. CAT at times collects this information through proactive activities, such as using an employee
safety reporting program or monitoring service operations, and reactive measures, such as
investigating past events that may or may not have resulted in injuries or damage. By analyzing this
collected safety data, CAT can determine the greatest safety concerns and how we will prioritize the
investment of resources to address them.
CAT retains many sources of safety data and information, but the Employee Safety Reporting Program
(ESRP) may be the single most important source of information for the management of safety. Despite
all our planning efforts we aren’t able to anticipate all unsafe scenarios. Therefore, when unplanned
conditions occur during operations, frontline employees observe them first. And it is imperative that
these employees understand the importance of safety reporting program and they function as “safety
eyes” of the system.
CAT’s ESRP allows employees who observe safety concerns in their day-to-day duties to notify
designated personnel – without fear of reprisal – of safety concerns, operational deficiencies, instances
of non-compliance and deviations from procedures, before they result in an actual safety event. For
example, employees may report observed speeding on bus routes, failure to complete pre-trip
inspections, detours and traffic work zones on route, non-working traffic lights or crossing gates,
damage to terminals and bus stops that might impact safety, defective roadways (i.e. potholes, worn
striping, crumbling asphalt), and clearance issues.
When an employee becomes aware of a safety hazard or concerns, they shall submit a report within
eight (8) business hours at the end of a shift by one of the following different ways:
•County 311 hotline to call and report safety or other concerns;
•Safety email or reporting form on the County intranet or website;
•Completion of an Incident Report Form/note dropped in a safety box in a break room or
facility;
•Completing an SMS employee report form available from dispatch;
•Verbal or written reports to supervisors, managers, or safety officers.
Supervisor/management is then required to file a report using the incident report form or
other effective means;
•Safety committee meetings;
•Driver meetings; and/or
•Reports issued to dispatch over the radio or on mobile data terminals.
The County will be advised of all reported conditions for coordination and resolution. The contractor
will do their best to come up with a mitigation solution for the reported condition. At times, resolution
will have to be completed with the assistance of the County because the mitigation measure is outside
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of the contractor’s control. In these circumstances the reported condition will be forwarded to the
County for follow up.
Although all employees are encouraged to report safety conditions to senior management without
threat of disciplinary action, disciplinary action could result if the condition reported reveals the
employee willfully participated in or conducted a/an illegal act, gross negligence or deliberate or willful
disregard of regulations or procedures, including violated motor vehicle laws or safety policies adopted
by the contractor.
Section 8 – Safety Risk Management
Section 8.1 - Safety Risk Management Process
It is the intent of CAT’s Safety Risk Management processes to promote the identification of hazards or
risks before they escalate into accidents or incidents. The following section will identify what methods
CAT will use to identify hazards and the consequences of those hazards; the processes used to assess
the safety risks associated with the identified hazards; and the methods used to identify mitigations or
strategies necessary as a result of safety risk assessments.
Section 8.2 - Safety Hazard Identification
The primary method used by CAT to identify safety hazards or concerns, threats to the transit system,
and the vulnerabilities of the system is through the collection of historical data, incident reports
submitted by drivers and supervisors, data collected through the employee safety reporting program,
and information provided by federal and state agencies and local law enforcement. The data is
evaluated to identify the origin of any safety concern or potential sources of hazards in the operations
or construction projects. The resources are reviewed to determine whether any patterns/trends exist.
The findings of the evaluation are then documented in order to establish corrective actions to prevent
hazards in the future. Actions taken are monitored to measure their effectiveness.
Some information resources evaluated to properly identify safety hazards include, but are not limited
to the following:
•Operator incident reports
•Risk management reports
•Bus maintenance reports
•Passengers' letters and telephone calls
•Management's written concerns
•Staff meeting notes
•Special requests
•Historical data
•Information from public safety officials
•Operator observed hazards
•Real-time, GPS-based bus video surveillance system on CAT transit buses
•Employee reported concerns
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Inspections
Inspections conducted is another important source of information about hazards. Results from these
inspections help to identify areas where mitigations designed and adopted to manage safety risk are
not being carried out as required. CAT conducts audit of internal and Contractor personnel performing
their job duties, vehicles, facilities, and data to identify potential safety concerns or issues, such as:
•Rules compliance checks, which may identify:
o Non-compliance with safety rules,
o Challenges in complying with safety rules, and/or
o Emerging practices.
•Operations personnel fitness-for-duty checks, which may identify:
o Impairment,
o Fatigue,
o Absence of corrective lenses,
o Apparent injuries, and/or
o Uniform or equipment issues.
•Radio or digital communication checks, which may identify radio failures, dead spots, and
areas of high interference.
•CDL and driver citation checks, which may identify driver non-compliance with driving
regulations and requirements.
•Pre-trip inspections, which may identify instances of a bus beginning revenue service after
failing a pre-trip inspection.
•Vehicle inspections, which may identify a series of defects in components and part with
the potential to impact the safety performance of the vehicle.
•Facility inspections, which may identify conditions with the potential to impact safety.
Investigations
As part of our SMS, CAT investigates safety events to identify causal factors. These safety events include
accidents, incidents, and occurrences.
As defined in § 673.5 “Investigation” is defined as “the process of determining causal and contributing
factors” for the purpose of “preventing recurrence and mitigating risk”. Causal and contributing factors
may include key actions, situations, or conditions, the elimination of which, would have prevented or
reduced the effects of the safety event.
Investigations may be an important source of data for monitoring and measuring compliance with and
effectiveness of procedures and safety risk mitigations.
Hazards identified in Investigations are considered in our Safety Risk Management (SRM) process, from:
• Driver, dispatcher, supervisor, and mechanic performance information,
• Training and evaluation information,
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• Rule compliance and sufficiency information,
• Camera and event recorder information,
• Vehicle information,
• Vehicle performance and maintenance information,
• Radio or digital communications information, and/or
• Environmental information.
Causal and contributing factors also present potential issues and concerns that are assessed through
our SRM process. These factors may include organizational issues, technical failures, environmental
conditions, and other issues.
Safety Trend Analysis
Safety trend analysis identifies patterns or changes that might otherwise be overlooked during the
collection of safety data. Patterns and changes can be related to behavior, occurrences, or other
aspects of operations. They are usually identified through analysis of a particular period of time. CAT
reviews data for the following periods of times as applicable to identify safety trends:
• Weekly,
• Monthly,
• Seasonal,
• Yearly, or
• Over a certain number of years.
Notable trends may indicate hazards to be assessed through your SRM process.
Cameras and Data Recorders
CAT utilizes technologies, including onboard cameras and accelerometers, video systems, and GPS and
mobile data terminals to help ensure the safety of the driver and passengers.
Recordings resulting from these technologies may identify potential sources of hazards in our
operations, including driver behaviors, operating environments, road conditions, changing
configurations, vehicle handling, and use of defensive driving techniques.
Training and Evaluation Records
Information compiled from the vendor’s training program and the training evaluations of personnel to
help identify hazards for assessment through your SRM process.
Analysis of this information helps to recognize where personnel may struggle to understand rules,
requirements, or safe behaviors identified, and where particular procedures, practices, or
requirements may need to be modified to address safety issues or concerns.
CAT plans to review the results of training assessments and evaluations quarterly and annually to
identify potential issues or concerns for further assessment.
Internal Safety Audits
Internal safety audits and reviews highlight how well safety in all aspects of the Transit Agency functions
such as maintenance, operations, administrative, etc. is working at CAT. Examples of internal audits that
may help you identify safety concerns or hazards include:
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• Route qualification audits, which identify situations such as:
o An operator who is assigned to a route without receiving route qualification, or
o An extra board operator who is not qualified on all potential route assignments.
• Recertification or refresher status audits, which may identify operators past their
recertification or refresher training window.
• Observation audits, which typically include line rides by instructors and safety officers,
and which may identify operator behaviors and road conditions with potential safety impacts.
• Hours of service audits, which may identify operators working excessive hours with
limited opportunity for sufficient rest, as defined in your agency’s policies and procedures.
• Conduct a walkthrough of the affected area, assessing the possible hazardous condition,
generating visual documentation (photographs and/or video), and taking any measurements
deemed necessary;
• Conduct interviews with employees in the area to gather potentially relevant
information on the reported hazard;
Monitoring of Normal Operations
Observing normal operations helps understand how well service is provided in our system. Normal
operations are observed from a safety perspective to understand how things are done.
Targeted monitoring activities designed to observe normal service can help identify hazards for
assessment. For example, observations of the bus dispatch center may identify and avoid practices that
lead to confusion or distraction for dispatchers. Observing how buses pull in and out of a transit center
may help identify concerns affecting pedestrians. Observing the performance of preventive
maintenance inspections may indicate a potential concern with the use of lubricants that could lead to
overheating and fire.
External Sources
External sources also provide valuable information to review safety performance and identify hazards,
including:
• FTA and other oversight authorities, which provide information based on Federal, State
or local findings, research, considerations, or assessments.
• Reports from the public, such as motorists, bicyclists, or pedestrians, which may contain
safety information such as reckless driving, near misses, unsafe acts, or inattention. These
reports should be confirmed by management before being entered as a hazard for SRM.
• Safety audit findings and recommendations, which often require action in response to
underlying concerns that your agency may want to run through its SRM process.
• Safety bulletins and information from manufacturers and transit associations, which
may identify issues or concerns to be reviewed by CAT in our SRM process.
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CAT reviews safety/security information resources and determines if additional methods should be
used to identify system threats and vulnerabilities. This includes a formal evaluation program to ensure
that safety/security procedures are maintained and that safety/security systems are operable.
Safety/security testing and inspections may be conducted to assess the vulnerability of the transit
system. Testing and inspection include the following three-phase approach: (a) Equipment
preparedness, (b) Employee proficiency, and (c) System effectiveness.
Other potential sources of hazard to CAT include the following:
Accidents:
Transit vehicle accidents - defined as collisions with other vehicles, objects or persons with the potential
for damage to people and/or property and the possibility of lawsuits and/or criminal charges.
Transit passenger incidents - involving passenger falls, injuries relating to lift and securement operation,
injuries before boarding or after alighting and passenger illnesses.
Employee accidents and incidents - include injuries within the office, on official travel, while maintaining
the equipment, and on-premises, but not while operating a vehicle for public transport. Such
accidents/incidents create the possibility for loss of workforce, worker’s compensation claims, etc.
Acts of Nature
Floods - heavy rain, and storm surge, may cause flooding than can result in loss of life, damage to
facilities, danger to vehicles on roadways and loss of power and communications.
Forest Fire – an uncontrolled fire in a wooded area that may damage buildings and restrict access to
roadways. Severe fires may have effects on the environment.
Fog - a thick cloud of tiny water droplets suspended in the atmosphere at or near the earth's surface
which obscures or restricts visibility.
Hurricanes – severe winds that depending on the wind impact can result in damage to property and
structures and potentially loss of life.
Critical Infrastructure
Power outages - whether short or long in duration, can impact overall ability to operate transit services
and limit functional nature of transit equipment and facilities.
Vehicle fires – could cause transit employee and passenger injuries and death, and damage or loss of
transit equipment and have the potential for lawsuits.
Facility loss - loss of administrative, maintenance, or operations facilities– whether caused by structural
collapse, presence of toxic materials, violation of municipal codes, fire, or significant events on
neighboring properties – can hamper the ability to sustain service.
Hazardous Materials
Blood-borne pathogens - exposure can put drivers, passengers, maintenance employees and bus
cleaners at risk of contracting disease.
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Toxic material spills - toxic materials fall into four basic categories: blister agents such as solvents;
cardio-pulmonary agents such as chlorine gas; biological agents such as anthrax; and nerve agents such
as Sarin. While some of these materials may be agents of terrorist acts, accidental release is also
possible. Additionally, low-level exposure to maintenance related chemicals and vehicle fluids can pose
a risk to employee and environmental health.
Section 8.3 - Safety Risk Assessment
All identified and system accepted hazards, near-miss situations and safety events that occur shall be
risk assessed. Risk assessment will be conducted for the “as reported” condition and again conducted
for the “mitigated” condition.
Additionally, and separate to individual proactive reports, system-wide annual risk assessments will be
conducted. The risk assessment and risk control process shall be reviewed and revised:
▪As a part of the monthly safety meetings
▪As applicable due to new or revised activities or procedure
▪Annually by management
A safety risk assessment has two elements: hazard severity and hazard probability. Hazard severity is
a qualitative determination of the worst likely case that could be anticipated because of human error,
poor design, failure or malfunction of component(s). Hazard severity ratings are as follows:
•Catastrophic – Operating conditions are such that human error, poor design, failure or
malfunction of components may commonly cause multiple deaths, numerous casualties or major
system loss. Catastrophic hazards require immediate cessation of the unsafe activity or operation
•Critical – Operating conditions are such that human error, poor design, failure or malfunction
of components may commonly cause death, limited casualties or significant system loss that will
require immediate termination of the unsafe activity or operation.
•Serious – Operating conditions are such that human error, environment, poor design, failure or
malfunction of components or procedural deficiencies may commonly cause severe injury, severe
occupational illness, or major subsystem damage requiring immediate corrective action.
•Marginal – Operating conditions are such that they commonly cause minor injury, minor
occupational illness, or minor system damage. Human error or component failures can be
controlled or counteracted.
•Negligible – Operating conditions are such that human error, poor design, failure or malfunction
of components may commonly cause no, or less than minor injury, occupational illness, or system
damage
Hazard probability is a subjective measure of likelihood that a specific hazard will occur during the
useful life of the asset. Hazard probability is categorized as follows:
Frequent – Likely to occur frequently
Probable – Likely to occur several times
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Occasional – Likely to occur sometime
Remote – Unlikely but possible to occur
Improbable – So unlikely that it can be rejected from consideration
Hazard severity and probability are used to determine the magnitude of the hazard and the priority in
the form of a Risk Assessment Matrix (Figure1). This will help to assess the level of risk (risk rating) for
each identified hazard and subsequent control measures to apply through hazard resolution or
mitigation.
Figure 1. Risk Assessment Matrix
LIKELIHOOD
Risk Rating Action Required
Very High Risk must be immediately mitigated and constantly monitored
High Risk must be treated and constantly monitored
Moderate Risk may be managed, and reduction strategies implemented
Low Risk may be accepted after a risk review
Very Low Risk would normally not be treated
Section 8.4 – Safety Risk Mitigation
Each hazard category in the Risk Assessment Matrix (Figure 1) requires a specific level of resolution and
control as shown in the Hazard Decision Matrix (Figure 2).
Hazard resolution and/or control involves the analysis and corrective action taken to eliminate or
reduce the risk associated with an identified hazard to the lowest practical level. In most cases,
acceptable hazard resolution will require a combination of actions or methods of control. The preferred
order to satisfy system safety requirements and to resolve the identified hazards is as follows:
POTENTIAL CONSEQUENCES OR SEVERITY
Catastrophic Critical Serious Marginal Negligible
Frequent Very High Very High High Moderate Low
Probable Very High High High Moderate Low
Occasional High High Moderate Moderate Low
Remote High Moderate Moderate Low Very Low
Improbable Moderate Moderate Low Very Low Very Low
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•Design to eliminate/minimize risk. Where possible, hazards will be eliminated through
design. If the hazard cannot be eliminated because it is inherent or it is not financially feasible,
it will be reduced to an acceptable level. Specific actions to be taken include building in
redundancy or backups, use of highly reliable components, and use of fail-safe devices or
transfer the risk to a third party.
•Use appropriate safety devices for hazards that cannot be eliminated or minimized
through design. This involves the installation of permanent system design features to improve
safety by automatically controlling the risk of hazard with no human intervention.
•Use warning devices to reduce the risk associated with the hazard to acceptable level.
This is applicable when neither design nor safety devices can effectively eliminate identified
hazards or adequately reduce the risk associated with the hazard to acceptable level.
•Approved procedures and training programs are the lowest level of control, and they
will be used when it is not possible or practical to eliminate hazards or reduce risks through
system design, and safety or warning devices. The purpose of training programs is to recognize
the hazard and personnel actions to avoid the hazard. Procedures will include precautionary
notations, warning signs and use of personal protective equipment.
The Operations Contractor, MV Transportation Inc., also has an established PTASP/Safety Management
System (SMS) Plan which details how safety risk mitigation efforts will be implemented. As
reinforcement of the County’s PTASP, MV Transportation and County staff reviews any risks that have
been identified during weekly meeting, and an action plan discussed. It is the responsibility of the
Transit Manager to monitor the mitigation process. MV Transportation’s General Manager will ensure
the mitigation process that is agreed upon is completed.
Figure 2. Hazard Decision Matrix
FREQUENCY HAZARD CATEGORY
OF
OCCURRENCE Catastrophic Critical Serious Marginal Negligible
Frequent Unacceptable Unacceptable Unacceptable Undesirable Undesirable
Probable Unacceptable Unacceptable Undesirable Undesirable Acceptable
with Review
Occasional Unacceptable Undesirable Undesirable Acceptable
with Review
Acceptable
with Review
Remote Undesirable Undesirable Acceptable
with Review
Acceptable
with Review Acceptable
Improbable Acceptable
with Review
Acceptable
with Review
Acceptable
with Review Acceptable Acceptable
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Section 9 – Safety Assurance
Section 9.1 – Safety Performance Monitoring and Measurement
Collier Area Transit’s Safety Assurance processes within our Safety Management System (SMS)
functions to ensure the implementation and effectiveness of safety risk mitigation, and to ensure we
meets or exceeds our safety objectives through the collection, analysis, and assessment of information.
As the agency responsible for the Transit system in Collier County, CAT will ensure that the safety
assurance requirements are met and that the data/documentation collected and maintained to carry
out the ASP is maintained a minimum of three years and will be made available upon request by all
reviewing agencies.
Safety assurance is the means to demonstrate that organizational arrangements and processes for
safety achievement are properly applied and continue to achieve their intended objectives. This is
achieved through safety performance monitoring and measurement processes by which the
performance is verified against the safety policy, stated safety objectives and targets. The safety
performance monitoring and measurement for CAT includes activities that:
•Monitors our system compliance with and sufficiency of the procedures for operations and
maintenance;
•Monitors our operations to identify any safety risk mitigations that may be ineffective,
inappropriate, or were not implemented as intended;
•Conducts investigations of safety events to identify causal factors; and
•Monitors information reported through any internal safety reporting programs.
Section 9.2 – Operations and Maintenance Monitoring Procedures
The contractor will be responsible for ensuring that all organizational arrangements and processes for
safety achievement are properly applied and continue to achieve their intended objectives. It is the
responsibility of the Contractor’s safety management team to provide the appropriate training to all
employees and reinforce those safety activities so that it becomes a way of general day to day
operations. Self-monitoring of its staff must be conducted but ultimately it is the responsibility of the
County’s transit management staff to conduct safety performance monitoring to ensure that the
contractor is complying with all established procedures.
The monitoring process shall consist of a review of all operational and maintenance procedures to
determine if they are being complied with. The frequency of review will depend on the procedure
being reviewed. If compliance is not being achieved and evaluation of any potential hazards will be
done. Any inefficient procedures will be addressed through the safety risk management. The mitigation
options will also be evaluated for appropriateness, whether they are achievable. If not, alternate
mitigation approaches can be considered for implementation.
Specific activities to monitor the transit system for compliance with procedures for operations and
maintenance include the following:
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Operator Selection
MV Transportation management is responsible for ensuring that the following State of Florida
Operational and Maintenance Requirements are met when hiring new drivers.
•Complete employment application.
•All drivers must pass a complete criminal background check before being put into revenue
service. MV Transportation or its subcontractors will, at a minimum, perform the following
checks to determine if the Driver has a criminal background:
o National Sex Offender database
o Widescreen National Criminal Search
o Address history
o Motor Vehicle Records
o Social Security Number Check
o Prior Drug and Alcohol use
•Drivers will not be used in revenue service if they have been convicted of a felony offense
involving murder, attempted murder, assault, sexual assault or battery, theft, fraud, burglary,
grand theft auto, robbery, crimes against children and/or adults, a felony offense including
drug-related incidents, or other offense related to the performance of this contract with MV
Transportation, except as allowed by Florida Statutes Title XXXI - Chapter 435.07 (exemption
from disqualifications).
•All background checks will be updated every five years.
•Applicants who were previously terminated by any previous employer for drug or alcohol use
shall not be eligible for hire.
•A conviction includes a guilty verdict, a determination of guilt after trial to a judge, a guilty plea,
deferred adjudication, or a plea of nolo contendere or no contest.
•The driver must not have been convicted of a serious traffic violation such as driving under the
influence of alcohol or drugs, leaving the scene of an accident, using a vehicle in the commission
of a felony, reckless driving and/or reckless endangerment within the last ten (10) years.
•Each driver must undergo a commercial and personal driving record check with the Florida
Department of Highway Safety and Motor Vehicles.
•The driver must not have more than 2 (Two) traffic citations for a moving violation in the past
3 years. An MVR review will be conducted every 6 months after hire.
•The driver must not have had a driver’s license suspended or revoked for moving violations
within the last two (2 or 3) years.
•The driver must have possessed a valid CDL Driver’s License from any U.S. State for the last
three (3) years.
•All applicants must possess a High School Diploma or General Equivalency Diploma (GED).
•Each Driver must possess and maintain a Commercial Driver’s License with the proper
endorsements if required by the position.
•Current Driver’s License must be issued by the State of Florida.
•All drivers must be able to speak and understand English, and drivers must be proficient in
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written English to successfully complete all paperwork required for this contract, including, but
not limited to, vehicle manifests, incident and accident reports.
•Drivers of vehicles must pass a pre-employment physical and drug/alcohol test in accordance
with U.S. Department of Transportation requirements.
•Drivers and all other employees performing safety-sensitive function(s) will satisfy the
requirements of MV Transportation’s Drug and Alcohol Testing Program, which will be
administered in conformance with the requirements of 49 C.F.R., Parts 40 and 655, as they may
be amended or superseded from time to time.
•Drivers must be physically able to perform all duties and tasks required or necessary to achieve
full performance of the obligations relating to the transporting of passengers with disabilities,
including, but not limited to:
i. Assisting passengers in getting to, on, off and from the vehicles.
ii. Securing mobility devices within the paratransit vehicle.
iii. Assisting passengers with the carrying of small packages (as determined by MV
Transportation).
•Train and certify all drivers.
•All drivers are given access to a copy of the SSPP and all subsequent revisions. All drivers must
sign the acknowledgement of agreement to comply with the SSPP during their training as one
of the hiring requirements.
•MV Transportation shall require drug and alcohol testing of Drivers including but not limited to
pre-employment, reasonable suspicion, post-accident, and follow-up. All drug and alcohol
testing costs shall be borne by the Transportation Providers.
•Noncompliance with any regulatory or agency specific requirement may result in suspension or
termination of employment.
•It is the policy of MV Transportation to screen applicants to eliminate those that pose a safety
or security threat to the agency or who would not be capable of carrying out agency safety and
security policies.
•Signed acknowledgement of receipt and agreement to comply with drug-free workplace policy.
The County Transit Manager, or designee, inspects the personnel files for the operators to ensure these
safety-related items was processed as part of the selection process. Background checks are required
every five years for operators.
Drug and Alcohol Policies
A critical element of CAT’s commitment to safe operations is ensuring that employees are not impaired
due to the use of alcohol, illegal drugs, prescription drugs or over-the-counter medication. CAT requires
its contractor to follow the requirements set forth under 49CFR Part 655 and 49CFR Part 40 Amended
as mandated by the FTA. The contractor’s drug and alcohol program include specific policies, procedures
and responsibilities for pre-employment, random and post-accident testing.
The County Transit Manager, or designee, monitors the contractor’s drug and alcohol testing program
for compliance.
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Transit Bus & Door to Door Service Safety and Security
The comprehensive, onboard GPS-based video surveillance system on all fixed route revenue vehicles
provides coverage of all activities in and around the transit vehicles in real time. These videos are
continuously recorded and available for up to 30 days. The bus video surveillance system helps make
passengers and drivers feel safe and secure, prevent/deter crime, etc. The video footage is also used
in accident and other investigative works by the department and/or law enforcement agencies.
To ensure that the footage is available when needed, the Transit Manager, or designee, conducts a
periodic review of the camera inspection logs.
Driver’s Vehicle Checklist
CAT drivers complete a vehicle pre-trip inspection checklist when putting a vehicle into service. This
pre-trips inspection includes:
•Inspection of the vehicle’s required safety equipment;
•Inspection of the interior of the vehicle to detect unauthorized objects or tampering;
•Inspection of the interior lights to make sure they are operational and have not been tampered
with;
•Inspection under the vehicle to detect items taped or attached to the frame;
•Inspection of the exterior of the vehicle for unusual scratches or marks made by tools; signs of
tampering; unusually clean or dirty compartments; or items attached using magnets or duct
tape;
•Following established policy governing suspicious packages, devices, or substances to
determine if an unattended item or an unknown substance found during inspection is
potentially dangerous;
•Immediately notifying a supervisor in the case of a potentially suspicious packages(s) or
evidence of tampering. Do not start or move the vehicle or use electronic means of
communication.
Periodically throughout the driver’s shift, the above inspections are conducted.
The County Transit Manager, or designee, monthly monitors the drivers’ inspection logs to ensure that
they are being performed appropriately. The time it took to complete the inspection is also evaluated.
Mechanic’s Vehicle Checklist
CAT mechanics or contracted mechanics make the following security checks before releasing a vehicle
for revenue service:
•Ensures that required safety equipment is on vehicle;
•Inspects the interior of the vehicle for unknown objects or tampering;
•Inspects the interior lights to make sure they are operational and have not been tampered with;
•Inspects under the vehicle for items taped or attached to the frame;
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•Inspects the exterior of the vehicle for unusual scratches or marks made by tools; signs of
tampering; unusually clean or dirty compartments; or items attached using magnets or duct
tape;
•Inspects the gas cap for signs of tampering or unusual items;
•Inspects the engine compartment and other areas to detect foreign objects or false
compartments in the air filter area or the cold oil filter. Also look for additional wires running to
or from the battery compartment, and take note of unusually clean components and devices;
•Inspects the fuel and air tanks to detect inconsistent and missing connections.
Monthly maintenance reports are provided to the Transit Manager, or designee for inspection.
Vehicle Maintenance
CAT provides proper maintenance of vehicles and equipment critical to the continued safe operation
of the transit system. Vehicle maintenance practices regularly address safety-related vehicle
equipment to ensure that no unsafe vehicles are dispatched for service. Safety-related vehicle
equipment includes:
•Service brakes and parking brake
•Tires, wheels, and rims
•Steering mechanism
•Vehicle suspension
•Mirrors and other rear vision devices (e.g., video monitors)
•Lighting and reflectors or reflective markings
•Wheelchair lifts
Most safety-related equipment is inspected during a pre-trip inspection to ensure that the vehicle is fit
for service. The vehicle maintenance program addresses the following categories:
▪Daily servicing needs – This relates to fueling, checking and maintaining proper fluid levels (oil,
water, etc.), vehicle cleanliness, pre- and post-trip inspections and maintenance of operational
records and procedures.
▪Periodic inspection – These activities are scheduled to provide maintenance personnel an
opportunity to detect and repair damage or wear conditions before major repairs are necessary.
Inspection items include suspension elements, leaks, belts, electrical connections, tire wear, and
any noticeable problems.
▪Interval related maintenance – The focus is to identify wear, alignment, or deterioration
problems of parts or fluids. Replacement intervals of these items are determined through transit
agency experience and manufacturer recommendations.
▪Failure maintenance - When a failure is encountered that makes the vehicle unsafe or unable
to continue operation, the vehicle is removed from service and returned to the garage for repair.
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Section 9.3 – Safety Risk Mitigations Monitoring
The Mitigation Monitoring plan helps ensure safety performance monitoring and measurement
activities are performed to confirm that mitigations are effective, appropriate, and fully implemented.
Data will be collected as part of the safety assurance activities to identify performance indicators.
Safety performance indicators are signals or early warning signs that will help measure inputs, outputs,
outcomes, or impacts.
These performance indicators can be classified as either leading or lagging indicators. Leading
indicators are used to anticipate and prevent injuries and accidents. This data source can include
information collected from road observations, ride checks, mobile blitzes, or the ESRP. Lagging
indicators measures what has happened, including accidents and injuries. This information will be
collected and tabulated so that the metric can be utilized to allow for analyzation of historical
information, as well as view in real-time whether our risk mitigation plans are reducing the accidents
and injuries.
Upon evaluation of the performance indicators, a corrective action plan will be developed to help
address short-term defects or any compliance issues. The intent is to continuously monitor the hazards
to establish corrective measure to eliminate the behavior that caused an event.
Section 9.4 – Safety Event Investigations
CAT will conduct investigations of safety events such as accidents, incidents and occurrences to identify
causal factors. The investigations will determine whether or not the event is preventable and identify
whether any external factors such as organizational issues, technical failures, environmental conditions
or other factors may have contributed to the event.
In order to promote the continuous safety performance improvement of the SMS, CAT will promptly
and thoroughly investigate events that result in safety of transit risk, product, service, and employee
safety risk. Near-miss incidents are investigated if it is not readily determined the root cause of the
near-miss. Details of the contractor’s responsibilities are discussed in the MV Transportation Inc.,
PTASP/Safety Management System (SMS) Plan.
Investigations are a methodical search into an event where information relating to factors that may
have caused or contributed to the event are discovered. The SMS uses a structured Investigative
process where evidence, contributing factors and root cause is recorded such that follow-on mitigating
actions may be tracked.
As with any investigation, time is of the essence, therefore investigations should proceed as soon as
practical to avoid potentially losing valuable information. Investigations are to be concluded within 5
business days of the incident. Only trained investigators are to conduct investigations and under no
circumstance may an investigator examine his/her own work area incident.
A complete investigation is comprised of the following three stages being completed:
1. Investigation and interview stage: All relevant information is found.
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2. Root Cause Stage: Contributing factors and root cause is determined and information is
recorded.
3. Preventative strategies recommendations are prepared and recorded.
For near-miss reports, a full investigation may not be required. In this case, the Accountable Executive
will determine the level of investigation appropriate to effectively address the report.
Section 9.5 – Internal Safety Reporting Monitoring
The safety assurance process within CAT is achieved by monitoring and measuring the outcomes of
activities that operational personnel must engage in for the delivery of services. CAT management
obtains information for safety performance monitoring from a variety of sources including direct
employee input, a hazard reporting system, meetings, or assessments/audits.
Each of these types of information sources may exist to some degree and should be assessed on a
routine schedule for risk identification and trend analysis by the operations manager, maintenance
manager and safety manager in particular. CAT will accomplish continual safety performance
monitoring and oversight of the SMS as indicated below.
As a part of the annual safety objectives and targets development process, contractor management
will work with County transit staff to establish the initial list of safety objectives and targets. Contractor
management will assist vehicle operations and maintenance departments with monitoring of the
objectives and targets.
Weekly staff meetings and monthly safety and operators’ meetings where safety performance and
means to continually improve safety performance will be discussed. Once data from all safety-related
activity is reviewed, management and/or supervisors will communicate the appropriate information to
all employees in the organization. This includes updating any existing response/mitigation and an
assessment of the appropriateness and effectiveness of the mitigations to address the hazards or event
contributing factors.
The mitigation will be considered as appropriate if it actually addresses any identified hazard. The
mitigation will only be considered effective if it consistently manages the safety risk under normal
operating conditions. Effective mitigation must reduce the safety risks to an acceptable level as defined
by the risk assessment in the risk assessment matrix. Management will also propose prioritization of
the responses/mitigations based on the risk assessment for each hazard.
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Section 10 – Safety Promotion
Safety Promotion (SP) outlines requirements for promoting both Safety Management System (SMS)
practices and safety throughout CAT’s transit agency and consists of two elements; Competencies and
training and Safety communication.
Section 10.1 – Competencies and Training
In accordance with Part 673, Collier Area Transit has established and implemented a comprehensive
safety training program for all employees and contractors that are directly responsible for safety,
including refresher training.
In addition to specifying who is directly responsible for safety and their training requirements, CAT
identifies the competencies necessary to perform different job roles within the SMS operations.
The County’s Operations Contractor, MV Transportation, Inc., utilizes a commercial product called
Avatar for new driver training. Details of the entire training program, including recurrent training is in
their Safety Manual located at the CAT offices.
The purpose of SMS training is to establish a department-level approach, which ensures that all
employees have the appropriate level of knowledge about the CAT SMS Plan and how the policies,
processes and procedure affect how they perform their duties. SMS training will help establish initial
competency and for on-going competence building. Additionally, this is a method for demonstration of
the SMS and its contribution to safety culture development.
The contractor will appropriately train employees at each relevant function and level such that they
are aware of:
•The SMS Safety Policy
•The SMS Safety Culture Policy
•The SMS manual, website and subsequent use
•The importance of conformance with SMS
•Individual roles and responsibilities specific to the SMS (Safety Accountabilities)
•General hazard reporting requirements of the SMS
•General risk assessment procedure of the SMS
•General accident/incident or near-miss reporting and investigation requirements
•General responsibilities with respect to the SMS emergency preparedness and response
plan
•De-escalation training.
The contractor’s SMS training takes into account different levels of responsibility, ability, literacy, and
risk to ensure that there is an appropriate awareness among employees and managers as to what their
role responsibilities are. Accordingly, CAT will provide SMS training as follows:
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Managers/Supervisors: Awareness of SMS roles and responsibilities, safety policy, safety culture
policy, SMS requirements, related DOT/FTA regulations, management commitment and
responsibilities, and safety performance monitoring responsibilities.
Transit Supervisors/Dispatchers: SMS policy, SMS processes management, management
commitment and responsibilities, hazard identification and risk management, safety performance
monitoring responsibilities.
Frontline personnel including vehicle operators, and maintenance mechanics: SMS Overview, safety
policy, safety culture policy, safety reporting, hazard identification and risk assessment procedure,
accident/incident investigation process.
Competence
Frontline employees and management competence within the SMS operations will be assured through
continuous communication and involvement in the SMS as follows:
Employees shall be:
•Involved in the review of hazard and risk assessments, accident/incident investigation
findings and department or process-specific SMS standard operating process
development where appropriate.
•Consulted where there are workplace changes that occur as a result of SMS-related
activities
•Informed of significant issues arising from the operation of the SMS; including lessons-
learned from hazards, near-miss reports and accident/incident investigation findings.
Employee involvement shall be accomplished by:
•Submission of hazard reports
•Involvement in risk assessment results and implementation of post-event investigation
findings
•Participation in safety performance monitoring in his/her division
•Participation in SMS assessments
Managers shall:
•Be involved in the review of hazard and risk assessments, accident/incident investigation
findings and department or process-specific SMS standard operating process
development where appropriate
•Coordinate workplace changes that need to occur as a result of SMS-related activities
•Lead resolution of SMS matters in their division
•Coordinate resolution of significant issues arising from the operation of the SMS at their
site, including lessons-learned from hazards, near-miss reports, and implementation of
accident/incident investigation findings
•Lead monthly division SMS reviews
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Section 10.2 – Safety Communication
In accordance with Part 673, CAT documents and maintains records of safety and safety performance
which is then communicated throughout the Transit organization.
Our safety communication includes information on hazards and safety risk relevant to employees’ roles
and responsibilities. We also inform employees of safety actions taken in response to reports
submitted through our employee safety reporting program.
The operating contractor is required to consistently reinforce SMS through monthly safety meetings,
memos, one-on-one discussions with operators, and on-going analysis of data. Additionally, through
technology such as GPS and on-board camera systems identify unsafe behavior taking swift corrective
action. At weekly meetings between County Transit staff and the contractor, any employee reports
regarding incidents or observed unsafe conditions are reviewed and mitigation strategies, if warranted,
are discussed followed by development of an action plan.
To ensure that employees understand what is communicated or what action they must take as a result
of the information, questions are asked of the employees and safety messages are repeated/re-
enforced depending on the responses received.
The County reviews the information that is disseminated to employees and occasionally sit in on
training session to ensure the information is accurate and kept up to date.
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Definitions of Special Terms Used in the Safety Plan
Accident - Accident means an Event that involves any of the following: A loss of life; a report of a serious
injury to a person; a collision of public transportation vehicles; a runaway train; an evacuation for life
safety reasons; or any derailment of a rail transit vehicle, at any location, at any time, whatever the
cause.
Accountable Executive - Accountable Executive means a single, identifiable person who has ultimate
responsibility for carrying out the Public Transportation Agency Safety Plan of a public transportation
agency; responsibility for carrying out the agency's Transit Asset Management Plan; and control or
direction over the human and capital resources needed to develop and maintain both the agency's
Public Transportation Agency Safety Plan, in accordance with 49 U.S.C. 5329(d), and the agency's
Transit Asset Management Plan in accordance with 49 U.S.C. 5326.
Agency Safety Plan - Public Transportation Agency Safety Plan means the documented comprehensive
agency safety plan for a transit agency that is required by 49 U.S.C. 5329 and this part.
Chief Safety Officer - Chief Safety Officer means an adequately trained individual who has responsibility
for safety and reports directly to a transit agency's chief executive officer, general manager, president,
or equivalent officer. A Chief Safety Officer may not serve in other operational or maintenance
capacities, unless the Chief Safety Officer is employed by a transit agency that is a small public
transportation provider as defined in this part, or a public transportation provider that does not
operate a rail fixed guideway public transportation system.
Equivalent Authority - Equivalent Authority means an entity that carries out duties similar to that of a
Board of Directors, for a recipient or subrecipient of FTA funds under 49 U.S.C. Chapter 53, including
sufficient authority to review and approve a recipient or subrecipient's Public Transportation Agency
Safety Plan.
Event - Event means any Accident, Incident, or Occurrence.
Federal Transit Administration - Federal Transit Administration, an operating administration within
the United States Department of Transportation.
Hazard - Hazard means any real or potential condition that can cause injury, illness, or death; damage
to or loss of the facilities, equipment, rolling stock, or infrastructure of a public transportation system;
or damage to the environment.
Incident - Incident means an event that involves any of the following: A personal injury that is not a
serious injury; one or more injuries requiring medical transport; or damage to facilities, equipment,
rolling stock, or infrastructure that disrupts the operations of a transit agency.
Investigation - the action of investigating something or someone; formal or systematic examination or
research.
National Public Transportation Safety Plan - National Public Transportation Safety Plan means the plan
to improve the safety of all public transportation systems that receive Federal financial assistance
under 49 U.S.C. Chapter 53.
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Occurrence - Occurrence means an Event without any personal injury in which any damage to facilities,
equipment, rolling stock, or infrastructure does not disrupt the operations of a transit agency.
Operator - Operator of a public transportation system means a provider of public transportation as
defined under 49 U.S.C. 5302(14).
Performance Measure - Performance measure means an expression based on a quantifiable indicator
of performance or condition that is used to establish targets and to assess progress toward meeting
the established targets.
Performance Target - Performance target means a quantifiable level of performance or condition,
expressed as a value for the measure, to be achieved within a time period required by the Federal
Transit Administration (FTA).
Risk - Risk means the composite of predicted severity and likelihood of the potential effect of a hazard.
Risk Mitigation - Risk mitigation means a method or methods to eliminate or reduce the effects of
hazards.
Safety Assurance - Safety Assurance means processes within a transit agency's Safety Management
System that functions to ensure the implementation and effectiveness of safety risk mitigation, and to
ensure that the transit agency meets or exceeds its safety objectives through the collection, analysis,
and assessment of information.
Safety Management Policy - Safety Management Policy means a transit agency's documented
commitment to safety, which defines the transit agency's safety objectives and the accountabilities and
responsibilities of its employees in regard to safety.
Safety Management System (SMS) - Safety Management System (SMS) means the formal, top-down,
organization-wide approach to managing safety risk and assuring the effectiveness of a transit agency's
safety risk mitigation. SMS includes systematic procedures, practices, and policies for managing risks
and hazards.
SMS Executive - Safety Management System (SMS) Executive means a Chief Safety Officer or an
equivalent.
Safety Performance Target - Safety Performance Target means a Performance Target related to safety
management activities.
Safety Promotion - Safety Promotion means a combination of training and communication of safety
information to support SMS as applied to the transit agency's public transportation system.
Safety Risk Assessment - Safety Risk Assessment means the formal activity whereby a transit agency
determines Safety Risk Management priorities by establishing the significance or value of its safety
risks.
Safety Risk Management - Safety Risk Management means a process within a transit agency's Public
Transportation Agency Safety Plan for identifying hazards and analyzing, assessing, and mitigating
safety risk.
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Serious Injury - Serious injury means any injury which:
(1) Requires hospitalization for more than 48 hours, commencing within 7 days from the date
of the injury was received;
(2) Results in a fracture of any bone (except simple fractures of fingers, toes, or noses);
(3) Causes severe hemorrhages, nerve, muscle, or tendon damage;
(4) Involves any internal organ; or
(5) Involves second- or third-degree burns, or any burns affecting more than 5 percent of the
body surface.
Small Public Transportation Provider - Small public transportation provider means a recipient or
subrecipient of Federal financial assistance under 49 U.S.C. 5307 that has one hundred (100) or fewer
vehicles in peak revenue service and does not operate a rail fixed guideway public transportation
system.
State - State means a State of the United States, the District of Columbia, Puerto Rico, the Northern
Mariana Islands, Guam, American Samoa, and the Virgin Islands.
State of Good Repair - State of good repair means the condition in which a capital asset is able to
operate at a full level of performance.
State Safety Oversight Agency - State Safety Oversight Agency means an agency established by a State
that meets the requirements and performs the functions specified by 49 U.S.C. 5329(e) and the
regulations set forth in 49 CFR part 674.
Transit Agency - Transit agency means an operator of a public transportation system.
Transit Asset Management Plan - Transit Asset Management Plan means the strategic and systematic
practice of procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital
assets to manage their performance, risks, and costs over their life cycles, for the purpose of providing
safe, cost-effective, and reliable public transportation, as required by 49 U.S.C. 5326 and 49 CFR part
625.
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List of Acronyms Used in the Safety Plan
Acronym Word or Phrase
CAT Collier Area Transit
ESRP Employee Safety Reporting Plan
FTA Federal Transit Administration
SMS Safety Management System
PTASP Public Transit Agency Safety Plan
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Collier County System Safety Program Plan (SSPP)
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