HomeMy WebLinkAboutAgenda - 03-10-20; 8-n Attachment 1 - System Safety Plan Orange County Public Transportation
PUBLIC
TRANSPORTATION
SYSTEM SAFETY PLAN (SSP)
""Tal
I U z
ELI [I [I [I
ow
from wheel, Back Wheels
Drlverrs Sk ie Curb Slde OrlverY Side Curb Side
1 Page
THE SIX PLANS
1. Emergency Action Plan
2. Fire Prevention Plan
3. Preventive Maintenance Plan
4. Drug & Alcohol Policy X7
5. Security Plan
1
6. Continuity of Operations Plan
2 Page
WELCOME !
Think about your responsibility as someone who serves the transportation needs of the public:the men, women and
children of your community. While you're not a member of the police or fire department,your unique job requires you to
be responsible for the safety and security of your customers and in some cases,the community at large.
In an emergency, you may not be free to go home right away to look after your family.As part of your public
service,you may be obligated to ensure that your customers are given every opportunity to overcome the
emergency safely and quickly. Your agency may also be an integral part of the community or region's emergency
evacuation plan, requiring you to play a role in safely and efficiently moving people to shelters from flooded or
other endangered areas.
By anticipating emergency situations and knowing how to manage them, you will be better prepared to serve your
customers and the public.Just as important,you will be prepared to protect the safety and security of your family
while you are working. It goes without saying—emergency preparedness is important to you, your family, and
your customers.
• protect yourself and assist your customers if disaster strikes
• Protect your family if you are at work
• Stock and maintain job and home preparedness kits
Even after you have become familiar with the contents of this plan, it may be useful for you to occasionally review the
material and certain sections. Enter the date each Plan was revised at the bottom of the 15tpage (title page) of each
Plan, each time it is updated and distributed to the appropriate employees.
Remember: A written System Safety Plan (SSP) is only effective if it is put into place!
3 1 P a g e
EMERGENCY ACTION PLAN
[Ref: 1910-J81
), lo*p
11/12/2019
4 1 P a g e
INTRODUCTION:
This document is a plan to prepare for workplace emergencies. By auditing the workplace, training
employees, obtaining and maintaining the necessary equipment, and by assigning responsibilities, human
life and company resources will be preserved. The intent of this plan is to ensure all employees a safe and
healthful workplace. Those employees assigned specific duties under this plan will be provided the
necessary training and equipment to ensure their safety. This plan applies to emergencies that could be
reasonably expected in our workplace such as fire/smoke, tornadoes, bomb threats, leaks, etc.
EMERGENCY PLAN COORDINATORS:
Building/Department Name/Title Phone#
Transportation Services TeLeishia Holloway 919-245-2002
Coordinators are responsible for the proper inventory and maintenance of equipment. They may be
contacted by employees for further information on this Plan.
PLAN OUTLINE/DESCRIPTION:
I. Means of Reporting Emergencies:All fires and emergencies will be reported by one or more of the
following means as appropriate:
a) Verbally to the Coordinator during normal working hours.
b) Via telephone if after hours/weekends.
c) Via the building alarm system.
Note:The following emergency numbers will be posted throughout the facility:
FIRE: Hillsborough Rural Fire Department 919-732-7911
POLICE: Town of Hillsborough Police 919-296-9500
AMBULANCE: Orange County Emergency Services 919-245-6100
GENERAL EMERGENCY: CALL 9-1-1
II. Alarm System Requirements: Alarm system requirements for notifying employees during an
emergency are as follows:
a. Provides warning for safe escape.
5 1 P a g e
b. Can be perceived by all employees.
C. Alarm is distinctive and recognizable.
d. Employees have been trained on the alarm system.
e. Emergency phone numbers are posted.
f. Emergency alarms have priority over all other communications.
g. Alarm system is properly maintained.
III. Sounding the Alarm:The signal for immediate evacuation of the facility will be the fire alarm. The
alternate means of notification will be verbal communication or OC Alert.
IV. Evacuation Plans: Emergency evacuation escape route plans (see Appendix A) are posted in key
areas of the facility. All employees shall be trained on primary and secondary evacuation routes.
V. Employee Accountability: In the event of an evacuation, all occupants shall promptly exit the
building via the nearest exit. Go to your designated assembly point and report to your supervisor.
Each supervisor (or designee) will account for each assigned employee via a head count. All
supervisors shall report their head count to the Transportation Administrator (TeLeishia Holloway)
who will be located at the old motor pool location and accessible via cell phone#919-259-6977.
VI. Building Re-Entry: Once evacuated, no one shall re-enter the building. Once the Fire Department or
other responsible agency has notified us that the building is safe to re-enter, then personnel shall
return to their work areas.
VII. Hazardous Weather: A hazardous weather alert consists of an OCAlert or a County website
report. When a hazardous weather alert is made, all employees shall immediately report to the
closest tornado refuge area. Stay in this area until given the all-clear sign which is an all-clear
message over the radio.
Orange County Emergency Services monitors weather conditions daily, and reports hazardous
weather conditions to the County Manager's Office. All Orange County employees can sign up for
notifications from the Orange County Alerts Employee Notification System (OCAlerts) or call (919)
732-8181 for the current weather status.
Vill. Training: The personnel listed below have been trained to assist in the safe and orderly emergency
evacuation of employees. OCPT is classified as ESF-1 which means we respond at the same time as
the Sheriff's Department and EMS.
Task Building/Department Name/Title/Phone#
Fire Extinguisher/Hoses Transportation Services TeLeishia Holloway/Transit Administrator
Evacuation Assistant Transportation Services TeLeishia Holloway/Transit Administrator
Emergency Shut-down Transportation Services TeLeishia Holloway/Transit Administrator
6 1 P a g e
Employee training should be provided when:
• this Program is initiated
• the responsibilities of essential employees changes
• when the Program is revised
• When new employees are hired.
Subjects addressed include:
a. Emergency escape procedures/routes
b. Fire extinguisher locations and proper use
C. Head count procedures
d. Major facility fire hazards
e. Fire prevention practices
f. Means of reporting fires/emergencies (use of alarm systems)
g. Names/titles of Coordinators
h. Availability of the plan to employees
i. Housekeeping practices
j. No smoking areas
k. Hazardous weather procedures
I. Special duties as assigned to Coordinators and those listed above.
Written records shall be maintained of all Emergency Action Plan training.
*For further information on Employee Alarm Systems, see 1910.165.
7 Page
FIRE PREVENTION PLAN
I. Policy
Established 11/12/19
(Date)
It is the policy of OCPT to provide to employees the safest practical workplace free from areas where
potential fire hazards exist. The primary goal of this Fire Prevention Plan is to reduce or eliminate fire in the
workplace by heightening the fire safety awareness of all employees. Another goal of this Plan is to provide
all employees with the information necessary to recognize hazardous conditions and take appropriate
action before such conditions result in a fire emergency.
This Fire Prevention Plan complies with the requirements of 29 CFR 1910.39.
This Plan details the basic steps necessary to minimize the potential for fire occurring in the workplace.
Prevention of fires in the workplace is the responsibility of everyone employed by the company, but must
be monitored by each supervisor overseeing any work activity that involves a major fire hazard. Every
effort will be made by the company to identify those hazards that might cause fires and establish a
means for controlling them.
The Fire Prevention Plan will be administered by the Administrative Coordinator who will compile a list of
all major workplace fire hazards, the names or job titles of personnel responsible for fire control and
prevention equipment maintenance, names or job titles of personnel responsible for control of fuel source
hazards and locations of all fire extinguishers in the workplace. The Plan administrator, or safety officer,
must also be familiar with the behavior of employees that may create fire hazards as well as periods of the
day, month, and year in which the workplace could be more vulnerable to fire.
This Plan will be reviewed annually and updated as needed to maintain compliance with applicable
regulations and standards and remain up-to-date with best practices in fire protection. Workplace
inspection reports and fire incident reports will be maintained and used to provide corrections and
improvements to the plan.
This Plan will be available for employees to view at all times during normal working hours.
II. CLASSIFICATION
Fire is a chemical reaction involving rapid oxidation or burning of a fuel. It needs four elements to occur as
illustrated below in the tetrahedron. This is described by the following illustration:
Heat
Oxygen *4 Fuel
Chemical Reaction
9 1 P a g e
The first component of the tetrahedron is fuel. Fuel can be any combustible material such as: solid (such as
wood, paper, or cloth), liquid (such as gasoline) or gas (such as acetylene or propane). Solids and liquids
generally convert to gases or vapors before they will burn.
Another component of the tetrahedron is oxygen. Fire needs an atmosphere with at least 16 percent
oxygen.
Heat is also a component of the tetrahedron. Heat is the energy necessary to increase the temperature
of the fuel source to a point in which sufficient vapors are emitted for ignition to occur.
The final side of the tetrahedron represents a chemical chain. When these components are brought
together in the proper conditions and preparations, fire will develop. Take away any one of these elements,
and the fire cannot exist or will be extinguished if it was already burning.
Fires are classified into four groups according to sources of fuel: Class A, B, C, and D based on the type
of fuel source. Table 1 below describes the classifications of fire which can be used in making hazard
assessment.
Class A Ordinary combustible materials such as paper, wood, cloth and some rubber and plastic
materials.
Class B Flammable or combustible liquids, flammable gases, greases and similar materials, and some
rubber and plastic materials.
Class C Energized electrical equipment, power supply circuits, and related materials.
Class D Combustible metals such as magnesium, titanium, zirconium, sodium, lithium and potassium.
III. DETERMINING FIRE HAZARDS
This section consists of two steps: first, identifying the existing fire hazards in the workplace and, second,
taking action to resolve them.
The inspection checklist, in Appendix A, provides a guide for precise fire-safe practices that must be
followed. The location of these major fire hazards are denoted in Appendix C. Also included in Appendix C
is a listing of the personnel responsible for the maintenance of the equipment and systems installed to
prevent or control fires.
Material hazards shall be identified, as evident on the specific Material Safety Data Sheets (MSDS), and
labeled on containers as soon as they arrive in the workplace. The identification system shall also
include incorporation into the company's hazard communication program.
101Page
OXYGEN-ENERGIZED ATMOSPHERES
Oxygen-enriched atmospheres involve operating rooms and anesthesia machines, oxygen tents as used by
ambulances, fire and police or rescue squads; hospitals and laboratory supply systems; cutting and welding
areas. If practical, nonflammable anesthetic agents will be used. To prevent dangerous adiabatic heating of
flammable anesthetic gases, the cylinder valves will be opened very slowly to allow the gradual introduction
of the high pressure gas downstream from the cylinder valve. This will permit a slow buildup of pressure
and hence temperature. An aid to the identification of hazards associated with medical agents and gases in
NFPA 704, Standard System for the Identification of the Fire Hazards of Materials.
INDUSTRIAL TRUCKS
The type of industrial truck being used shall be approved for use within any building storing hazardous
materials. All refueling operations shall be conducted outside and away from storage of flammable
materials. Areas that are used for maintenance and battery charging of electrical trucks should be separated
from storage areas.
IV. STORAGE AND HANDLING PROCEDURES
The storage of material shall be arranged such that adequate clearance is maintained away from heating
surfaces, air ducts, heaters, flue pipes, and lighting fixtures. All storage containers or areas shall
prominently display signs to identify the material stored within. Storage of chemicals shall be separated
from other materials is storage, from handling operations, and from incompatible materials. All individual
containers shall be identified as to their contents.
Only containers designed, constructed, and tested in accordance with the U. S. Department of
Transportation specifications and regulations are used for storage of compressed or liquefied gases.
Compressed gas storage rooms will be areas reserved exclusively for that purpose with good ventilation and
at least 1 hour fire resistance rating. The gas cylinders shall be secured in place and stored away from any
heat or ignition source. Pressurized gas cylinders shall never be used without pressure regulators.
ORDINARY COMBUSTIBLES
• Wooden pallets will not be stacked over 6 feet tall. If feasible, extra pallets will be stored outside
or in separate buildings to reduce the risk of fire hazards.
• Piles of combustible materials shall be stored away from buildings and located apart from
each other sufficiently to allow firefighting efforts to control an existing fire.
FLAMMABLE MATERIALS
• Bulk quantities of flammable liquids shall be stored outdoors and away from buildings. Smaller
quantities are subsequently brought into a mixing room where they are prepared for use. The
mixing room shall be located next to an outside wall equipped with explosion relief vents. The
room shall also have sufficient mechanical ventilation to prevent the accumulation of
flammable vapor concentration in the explosive range.
• Small quantities (limited to amount necessary to perform an operation for one working shift)
of flammable liquids shall be stored in, and dispensed from, approved safety containers
equipped with vapor-tight, self-closing caps, screens or covers.
11 I Page
• Flammable liquids shall be stored away from sources that can produce sparks.
• Flammable liquids shall only be used in areas having adequate and, if feasible, positive
ventilation. If the liquid is highly hazardous, the liquid shall only be used in areas with local
exhaust ventilation.
• Flammable liquids shall never be transferred from one container to another by applying air
pressure to the original container. Pressurizing such containers may cause them to rupture,
creating a serious flammable liquid spill.
• When dangerous liquids are being handled, a warning sign will be posted near the operation,
notifying other employees and giving warning that open flames are hazardous and are to be kept
away.
• The storage and usage areas will include fire-resistive separations, automatic sprinklers, special
ventilation, explosion-relief valves, separation of incompatible materials, and the separation of
flammable materials from other materials.
V. POTENTIAL IGNITION SOURCES
• Ensure that utility lights always have some type of wire guard over them.
• Do not misuse fuses. Never install a fuse rated higher than specified for the circuit.
• Investigate any appliance or equipment that smells strange. Space heaters, microwave ovens,
hot plates, coffee makers and other small appliances shall be rigidly regulated and closely
monitored.
• The use of extension cords to connect heating devices to electric outlets shall be prohibited.
• If a hot or under-inflated tire is discovered, it should be moved well away from the vehicle.
As an alternative, the driver should remain with the vehicle until the tire is cool to the touch,
and then make repairs. If a vehicle is left with a hot tire, the tire might burst into flames and
destroy the vehicle and load.
The table below lists common sources of ignition that cause fires in the workplace, gives examples in
each case, and suggests preventive measures.
Sources of Ignition Examples Preventive Measures
Electrical Equipment Electrical defects,generally due Use only approved equipment.
to poor maintenance. Mostly in Follow National Electrical Code.
wiring, motors switches, lamps Establish regular maintenance.
and hot elements.
Friction Hot bearings, misaligned or Follow a regular schedule of
broken machine parts, poor inspection maintenance and
adjustment. lubrication.
Open Flames Cutting and welding torches, gas Follow established welding pre-
oil burners, misuse of gasoline cautions. Keep burners clean and
torches. properly adjusted. Do not use
open flames near combustibles.
Smoking and matches Dangerous near flammable Smoke only in permitted areas.
liquids and in areas where Make sure matches are out. Use
combustibles are stored or used. appropriate receptacles.
Static Electricity Occurs where liquid flows from Ground equipment. Use static
pipes. eliminators. Humidify the
atmosphere.
Hot Surfaces Exposure of combustibles to Provide ample clearances,
12 Page
furnaces, electric lamps or irons insulation, air circulation.
Check heating apparatus prior to
leaving it unattended.
WELDING AND CUTTING
Welding and cutting will not be permitted in areas not authorized by management.
If practical, welding and cutting operations shall be conducted in well-ventilated rooms with a fire-resistant floor.
If this practice is not feasible, staff should ensure that the work areas have been surveyed for fire hazards; the
necessary precautions taken to prevent fires; and that a hot permit is issued. This hot permit shall only
encompass the area, item and time specified.
If welding is to be performed over wooden or other combustible type floors, the floors will be swept clean,
wetted down, and covered with either fire-retardant blankets, metal or other noncombustible coverings.
Welding will not be permitted in or near areas containing flammable or combustible materials (liquids,
vapors, or dusts). Welding will not be permitted in or near closed tanks that contain or have contained
flammable liquids unless they have been thoroughly drained, purged and tested free from flammable
gases or vapors. Welding shall not begin until all combustible materials have been removed at least 35 feet
from the affected areas, or if unable to relocate, covered with a fire resistant covering. Openings in walls,
floors, or ducts shall be covered if located within 35 feet of the intended work area. Welding will not be
permitted on any closed containers.
Fire extinguishers will be provided at each welding or cutting operation. A trained watcher will be stationed
at all times during the operation and for at least 30 minutes following the completion of the operation. This
person will assure that no stray sparks cause a fire and will immediately extinguish fires that do start.
OPEN FLAMES
No open flames will be permitted in or near spray booths or spray rooms. If indoor spray-painting work
needs to be performed outside of standard spray-painting booths, adequate ventilation will be provided. All
potential ignition sources will also be eliminated.
Gasoline or alcohol torches shall be placed so that the flames are at least 18 inches away from wood
surfaces. They will not be used in the presence of dusts, vapors, flammable combustible liquids, paper or
similar materials. Torches shall never be left unattended while they are burning.
The company has a specific policy regarding cigarette/cigar/pipe smoking in the workplace. Smoking and
non-smoking areas will be clearly delineated with conspicuous signs. Rigid enforcement will be maintained
at all times. The plan administrator will enforce observance of permissible and prohibited smoking areas for
employees and outside visitors to the workplace. Fire-safe, metal containers will be provided where
smoking is permitted. Non-smoking areas will be checked periodically for evidence of discarded smoking
materials.
131Page
STATIC ELECTRICITY
The company recognizes that it is impossible to prevent the generation of static electricity in every situation,
but the company realizes that the hazard of static sparks can be avoided by preventing the buildup of static
charges. One or more of the following preventive methods will be used: grounding, bonding, maintaining a
specific humidity level (usually 60-70 percent), and ionizing the atmosphere.
Where a static accumulating piece of equipment is unnecessarily located in a hazardous area, the
equipment will be relocated to a safe location rather than attempt to prevent static accumulation.
VII. HOUSEKEEPING PREVENTATIVE TECHNIQUES
The following are housekeeping techniques and procedures to prevent occurrences of fire.
• Keep storage and working areas free of trash.
• Place oily rags in covered containers and dispose of daily.
• Do not use gasoline or other flammable solvent or finish to clean floors.
• Use noncombustible oil-absorptive materials for sweeping floors.
• Dispose of materials in noncombustible containers that are emptied daily.
• Remove accumulation of combustible dust.
• Do not refuel gasoline-powered equipment in a confined space, especially in the presence
of equipment such as furnaces or water heaters.
• Do not refuel gasoline-powered equipment while it is hot.
• Follow proper storage and handling procedures.
• Ensure combustible materials are present only in areas in quantities required for the work operation.
• Clean up any spills of flammable liquids immediately.
• Ensure that if a worker's clothing becomes contaminated with flammable liquids, these individuals
change their clothing before continuing to work.
• Post "No Smoking" caution signs near the storage areas.
• Report any hazardous conditions, such as old wiring, worn insulation and broken electrical
equipment to the supervisor.
• Keep motors clean and in good working order.
141Page
• Do not overload electrical outlets.
• Ensure all equipment is turned off at the end of the work day.
• Maintain the right type of fire extinguisher available for use.
• Use the safest cleaning solvents (nonflammable and nontoxic) when cleaning electrical equipment.
• Ensure that all passageways and fire doors are unobstructed. Stairwell doors shall never be propped
open, and materials shall not be stored in stairwells.
• Periodically remove spray residue from walls, floors, and ceilings of spray booths and
ventilation ducts.
• Remove contaminated spray booth filters from the building as soon as replaced, or keep immersed
in water until disposed.
• Do not allow material to block automatic sprinkler systems, or to be piled around fire extinguisher
locations. To obtain the proper distribution of water, a minimum of 18 inches of clear space must be
maintained below sprinkler deflectors. If there are no sprinklers, a 3 foot clearance between piled
material and the ceiling must be maintained to permit use of hose streams. These distances must be
doubled when stock is piled higher than 15 feet.
V& `�'
• Check daily for any discarded lumber, broken pallets or pieces of material stored on site and
remove properly.
• Remove immediately any pile of material which falls into an aisle or clear space.
• Use weed killers that are non-toxic and do not pose a fire hazard.
FIRE PROTECTION EQUIPMENT
Every building will be equipped with an electrically managed, manually operated fire alarm system. When
activated, the system will sound alarms that can be heard above the ambient noise levels throughout the
workplace. The fire alarm will also automatically transmit to the fire department. Any fire suppression or
fire detection system will automatically actuate the building alarm system.
The automatic sprinkler system, if applicable, will adhere to NFPA 13, Standard for the Installation of
Sprinkler Systems. The sprinkler system and components will be electrically supervised to ensure reliable
operation. This includes gate valve tamper switches with a local alarm at a constantly attended site when
the valve is closed. If a single water supply is provided be a connection to the city mains, a low pressure
monitor is included. If pressure tanks are the primary source of water, air pressure, water level, and
temperature shall be supervised. If fire pumps are provided to boost system pressure, supervision will
monitor loss of pump power, pump running indication, low system pressure, and low pump suction
pressure.
151Page
In hospitals, every patient sleeping room will be provided with an outside window or door that can be
opened from the inside; this will allow venting of products of combustion if there is a fire. A specially
designed smoke control system can be a substitute for an outside window.
Portable fire extinguishers are placed in a building. Fire extinguishers must be kept fully charged and in their
designated places. Extinguishers will not be obstructed or obscured from view. A map indicating the locations of
all fire extinguishers for this company is located in Appendix E. The fire extinguishers will also be inspected by
the Transportation Administrator, at least monthly, to make sure that they are in their designated places,
have not been tampered with or actuated, and are not corroded or otherwise impaired. Attached inspection
tags shall be initialed and dated each month.
The location of all hydrants, hose houses, portable fire extinguishers, or other fire protective equipment
should be properly marked with arrows and signs painted on the pavement.
VII. TRAINING
All employees shall be instructed on the locations and proper use of fire extinguishers in their work areas.
Employees shall also be instructed as to how to operate the building's fire alarm system, and be familiar
with evacuation routes. The training of all employees shall include the locations and types of materials
and/or processes which pose potential fire hazards. The training program shall also emphasize the
following:
1. Use and disposal of smoking materials
2. The importance of electrical safety
3. Proper use of electrical appliances and equipment
4. Unplugging heat-producing equipment and appliances at the end of each work day
5. Correct storage of combustible and flammable materials
6. Safe handling of compressed gases and flammable liquids (where appropriate)
Initial training and ongoing training shall include regularly scheduled fire drills. Training documentation shall
be place in Appendix D.
Appendix A
FIRE PREVENTION CHECKLIST
This checklist should be reviewed regularly and kept up-to-date.
ELECTRICAL EQUIPMENT
_No makeshift wiring _Fuse and control boxes clean a closed
_Extension cords serviceable _Circuits properly fused or otherwise protected
_Motors and tools free of dirt and grease _Equipment approved for use in hazardous areas
(if required)
_Lights clear of combustible materials _Safest cleaning solvents used
FRICTION
_Machinery properly lubricated _Machinery properly adjusted and/or aligned
SPECIAL FIRE-HAZARD MATERIALS
_Storage of special flammable isolated _Nonmetal stock free of tramp metal
16 Page
WELDING AND CUTTING
_Area surveyed for fire safety
_Combustible removed or covered
_Permit issued
OPEN FLAMES
_Kept away from spray rooms and booths
_Portable torches clear of flammable surfaces
_No gas leaks
PORTABLE HEATERS
_Set up with ample horizontal and overhead clearances _Safely mounted on noncombustible surfaces
_Secured against tipping or upset _Use of steel drums prohibited
Combustibles removed or covered Not used as rubbish burners
HOT SURFACES
_Hot pipes clear of combustible materials _Soldering irons kept off combustible surfaces
_Ample containers available and serviceable —Ashes in metal containers
SMOKING AND MATCHES
_"No smoking"and "smoking"areas clearly marked _No discarded smoking materials in prohibited areas
Butt containers available and serviceable
SPONTANEOUS IGNITION
_Flammable waste material in closed, metal containers _Piled material, dry,and well ventilated
_Flammable waste material containers emptied frequently _Trash receptacle emptied daily
STATIC ELECTRICITY
_Flammable liquid dispensing vessels grounded and bonded _Proper humidity maintained
_Moving machinery grounded
HOUSEKEEPING
_No accumulation of rubbish
_Premises free of unnecessary combustible materials_Safe storage
of flammables
_No leaks or dripping of flammables and floor free
of spills
_Passageways clear of obstacles
_Automatic sprinklers unobstructed
FIRE PROTECTION
_Proper type of fire extinguisher _Fire doors unblocked and operating freely
_Fire extinguisher in proper location _Extinguishing system in working order
—Access to fire extinguishers unobstructed _Service date current
_Access to fire extinguishers clearly marked _Personnel trained in use of equipment
_Fire protection equipment turned on _Personnel exits unobstructed and maintained
17 Page
APPENDIX B
INSPECTION LOGS AND FIRE INCIDENT REPORTS
Insert fire incident reports and inspection records behind this page in this section.
181Page
APPENDIX C
IDENTIFIED FIRE HAZARDS AND RESPONSIBLE PERSONNEL
HAZARD IDENTIFICATION
Type Location Control Extinguisher Responsible
Location Personnel
REVIEW ACTION i
A. =No remediation action possible
B. Remediation to be done
Hazard Action Schedule Responsible Personnel
191Page
FOLLOW-UP ABATEMENT ACTION
Hazard Abatement Action Completed Date Completed By
1.
2.
3.
APPENDIX D
TRAINING RECORD
Employee Department Name of Training Date of Training
201Page
APPENDIX E
FIRE EXTINGUISHER LOCATIONS
Black dots indicate fire extinguisher locations in facility
2q� 1
---------------
---------------
FLOOfi PLAN M XftNE AAI
LE�m r� pL
--------------
MOTOR POOL
600 HIGHWAY BG NORTH
21 jPage
r
;
R
OPT ADMINISTRATION BUILDING
00 HIGHWAY 86 NORTH
22 Page
PREVENTATIVE MAINTENANCE
PLAN
Preventive maintenance is a term used to describe the performance of regularly scheduled
maintenance procedures of a vehicle to prevent the possibility of malfunctions. It is OCPT's policy to
follow that minimum required maintenance set forth by the manufacturer standards. All
preventative maintenance will be reported and completed in a timely manner.
MAINTENANCE
Each vehicle is assigned a number by the Coordinator of Transportation which is affixed to each
vehicle in a visible location (driver side front under the headlight, on the cover for the gas tank and
the back passenger side above the brake light). The phone number and facility name is put on the
vehicles when purchased.
Every transit driver is responsible for ensuring that periodic maintenance is performed on the
vehicle assigned to him/her. The transit driver will indicate on the Pre-Trip Inspection Form when
the vehicle is within 500 miles of the next scheduled service.
A004 .
All requests for service and maintenance must be given to the Coordinator. Repairs are posted on
the Maintenance Repair form generated by the AssetWorks program. A copy of the form must be
taken with the vehicle to the maintenance provider and a copy of the form is filed with the
coordinator and posted in the Vehicle Maintenance Log.
In the event of a mechanical failure while the vehicle is in service, the driver will call the Coordinator
to report the need for service. The coordinator will contact the maintenance provider during normal
business hours or the wrecker service at other times.
The goal is to ensure vehicles, wheelchair lifts, and other equipment are properly maintained to
maximize the service life, maintain reliability, mitigate high maintenance costs and sustain proper
241Page
safety and mechanical condition. To accomplish this goal we will at a minimum adhere to the
manufacturer's maintenance and service requirements for the vehicles, wheelchair lifts, and
equipment. In the event that the county garage services are not available, OCPT will contract
through a private vendor.
Preventative Maintenance Codes --
PM CHECKLIST--Vans
CLASS—CLASS—CODE = OCPT-PM-VAN OCPT-PM-VAN,A
PMMP-00 ***** MULTIPOINT INSPECTION *****
PMDSC-07 WARNING SYSTEM: HORN;SWITCHES GAUGES;TROUBLE LIGHT;BACKUP
PMDSC-08 WINDSHIELD WIPERS;WIPER FLUID/SPEED;CONDITION/OPERATION
PMDSC-09 ALL GLASS:WINDSHIELD; REAR;AND SIDE GLASS FOR CONDITION
PMDSC-10 COMFORT SYSTEM: HEATER; DEFROSTER;AIR CONDITIONER-OPERATION
PMUHI20 CHECK AIR FILTER CONDITION
PMSAC29 CHECK FOR OIL LEAKS
PMSAC55 INSPECT COMPLETE EXHAUST SYSTEM AND HEAT SHIELDS
PMSAC03 STEERING TIGHT/ NO SLACK
PMMP-01 SHOCKS/STRUTS: OTHER SUSPENSION COMPONENTS; LEAKS/DAMAGE
PMMP-02 BRAKE SYSTEM: LIN ES;HOSES;PARKING BRAKE;WHEEL END PLAY/NOISE
PMMP-02A INSPECT BRAKE PADS&ROTORS; REPLACE IF NECESSARY
PMMP-03 ENGINE COOLING SYSTEM: HOSES AND CLAMPS
PMSOI-01 FLUIDS/LEVEL/LIN ES:TRANSMISSION; FILTER; POWER STEERING;AXLE
PMUHI07 BATTERY:SECURE;TERMINALS CLEAN; PERFORMING PROPERLY
PMUHI98C INSPECT ACCESSORY DRIVE BELT(S); REPLACE IF NECESSARY
PMHBI93 ROTATE TIRES;INSPECT FOR WEAR AND TEAR
PMEXT-01 TIRES;TREAD;WEAR;WHEEL LUGS; HUBCAPS;VALVE CORES CONDIT
PMDSV02 TREAD DEPTH L/F /32 PRESSURE
PMDSV04 TREAD DEPTH L/R OUTSIDE /32 PRESSURE
PMDSV05 TREAD DEPTH L/R INSIDE /32 PRESSURE
PMRSV02 TREAD DEPTH R/F /32 PRESSURE
PMRSV04 TREAD DEPTH R/R OUTSIDE /32 PRESSURE
PMRSV05 TREAD DEPTH R/R INSIDE /32 PRESSURE
PMDCOI ***** OTHER ITEMS*****
PMSAC28A CHANGE OIL; REPLACE OIL FILTER; USE OEM RECOMMENDED OIL
PMSAC93 INSPECT WHEELS FOR END PAY AND NOISE
PMUHI05 BRAKE MASTER CYLINDER FULL/ NO LEAKS
PMWDE81A INSPECT CABIN AIR FILTER(IF EQUIPPED)
PM-QT12 CHECK OPERATION OF ALL EMERGENCY EXITS; HATCH/WINDOWS/DOORS
25 Page
OCPT-PM-VAN, C
PMMP-00 ***** MULTIPOINT INSPECTION *****
PMDSC-07 WARNING SYSTEM: HORN;SWITCHES GAUGES;TROUBLE LIGHT;BACKUP
PMDSC-08 WINDSHIELD WIPERS;WIPER FLUID/SPEED;CONDITION/OPERATION
PMDSC-09 ALL GLASS:WINDSHIELD; REAR;AND SIDE GLASS FOR CONDITION
PMDSC-10 COMFORT SYSTEM: HEATER; DEFROSTER;AIR CONDITIONER-OPERATION
PMUHI20 CHECK AIR FILTER CONDITION
PMSAC29 CHECK FOR OIL LEAKS
PMSAC55 INSPECT COMPLETE EXHAUST SYSTEM AND HEAT SHIELDS
PMSAC03 STEERING TIGHT/ NO SLACK
PMMP-01 SHOCKS/STRUTS: OTHER SUSPENSION COMPONENTS; LEAKS/DAMAGE
PMMP-02 BRAKE SYSTEM: LINES;HOSES;PARKING BRAKE;WHEEL END PLAY/NOISE
PMMP-02A INSPECT BRAKE PADS&ROTORS; REPLACE IF NECESSARY
PMMP-03 ENGINE COOLING SYSTEM: HOSES AND CLAMPS
PMSOI-01 FLUIDS/LEVEL/LIN ES:TRANSMISSION; FILTER; POWER STEERING;AXLE
PMUHI07 BATTERY:SECURE;TERMINALS CLEAN; PERFORMING PROPERLY
PMUHI98C INSPECT ACCESSORY DRIVE BELT(S); REPLACE IF NECESSARY
PMHBI93 ROTATE TIRES;INSPECT FOR WEAR AND TEAR
PMEXT-01 TIRES;TREAD;WEAR;WHEEL LUGS; HUBCAPS;VALVE CORES CONDIT
PMDSV02 TREAD DEPTH L/F /32 PRESSURE
PMDSV04 TREAD DEPTH L/R OUTSIDE /32 PRESSURE
PMDSV05 TREAD DEPTH L/R INSIDE /32 PRESSURE
PMRSV02 TREAD DEPTH R/F /32 PRESSURE
PMRSV04 TREAD DEPTH R/R OUTSIDE /32 PRESSURE
PMRSV05 TREAD DEPTH R/R INSIDE /32 PRESSURE
PMDCOI ***** OTHER ITEMS*****
PMSAC28A CHANGE OIL; REPLACE OIL FILTER; USE OEM RECOMMENDED OIL
PMSAC93 INSPECT WHEELS FOR END PAY AND NOISE
PMUHI05 BRAKE MASTER CYLINDER FULL/ NO LEAKS
PMWDE81A INSPECT CABIN AIR FILTER(IF EQUIPPED)
PM-QT12 CHECK OPERATION OF ALL EMERGENCY EXITS; HATCH/WINDOWS/DOORS
PMUHI01 TRANSMISSION FLUID FULL/ NO LEAKS
PM255A LUBRICATE FRONT AXLE&U-JOINTS
PMSAC97 INSPECT HALF SHAFT DUST BOOTS;IF EQUIPPED
PMSAC91A INSPECT STEERING LINKAGE;DRIVESHAFT;BALL/U-JOINTS;LUBRICATE
PMWDE81 REPLACE CABIN AIR FILTER(IF EQUIPPED)
PMSAC52 CHANGE FUEL FILTER
PMSAC51 CHANGE TRANSMISSION FLUID AND REPLACE FILTER
PMSAC79 REPLACE WHEEL BEARING GREASE;GREASE 4X2 WHEEL BEARING SEALS
261Page
OCPT-PM-VAN, D
PMMP-00 ***** MULTIPOINT INSPECTION *****
PMDSC-07 WARNING SYSTEM: HORN;SWITCHES GAUGES;TROUBLE LIGHT;BACKUP
PMDSC-08 WINDSHIELD WIPERS;WIPER FLUID/ SPEED;CONDITION/OPERATION
PMDSC-09 ALL GLASS:WINDSHIELD; REAR;AND SIDE GLASS FOR CONDITION
PMDSC-10 COMFORT SYSTEM: HEATER; DEFROSTER;AIR CONDITIONER-OPERATION
PMUHI20 CHECK AIR FILTER CONDITION
PMSAC29 CHECK FOR OIL LEAKS
PMSAC55 INSPECT COMPLETE EXHAUST SYSTEM AND HEAT SHIELDS
PMSAC03 STEERING TIGHT/ NO SLACK
PMMP-01 SHOCKS/STRUTS:OTHER SUSPENSION COMPONENTS; LEAKS/DAMAGE
PMMP-02 BRAKE SYSTEM: LINES;HOSES;PARKING BRAKE;WHEEL END PLAY/NOISE
PMMP-02A INSPECT BRAKE PADS&ROTORS; REPLACE IF NECESSARY
PMMP-03 ENGINE COOLING SYSTEM: HOSES AND CLAMPS
PMSOI-01 FLUIDS/LEVEL/LINES:TRANSMISSION; FILTER; POWER STEERING;AXLE
PMUHI07 BATTERY: SECURE;TERMINALS CLEAN; PERFORMING PROPERLY
PMUHI98C INSPECT ACCESSORY DRIVE BELT(S); REPLACE IF NECESSARY
PMHBI93 ROTATE TIRES; INSPECT FOR WEAR AND TEAR
PMEXT-01 TIRES;TREAD;WEAR;WHEEL LUGS; HUBCAPS;VALVE CORES CONDIT
PMDSV02 TREAD DEPTH L/F /32 PRESSURE
PMDSV04 TREAD DEPTH L/R OUTSIDE /32 PRESSURE
PMDSV05 TREAD DEPTH L/R INSIDE /32 PRESSURE
PMRSV02 TREAD DEPTH R/F /32 PRESSURE
PMRSV04 TREAD DEPTH R/R OUTSIDE /32 PRESSURE
PMRSV05 TREAD DEPTH R/R INSIDE /32 PRESSURE
PMDC01 *****OTHER ITEMS*****
PMSAC28A CHANGE OIL; REPLACE OIL FILTER;USE OEM RECOMMENDED OIL
PMSAC93 INSPECT WHEELS FOR END PAY AND NOISE
PMUHI05 BRAKE MASTER CYLINDER FULL/ NO LEAKS
PMWDE81A INSPECT CABIN AIR FILTER(IF EQUIPPED)
PM-QT12 CHECK OPERATION OF ALL EMERGENCY EXITS; HATCH/WINDOWS/DOORS
PMUHI01 TRANSMISSION FLUID FULL/ NO LEAKS
PM255A LUBRICATE FRONT AXLE&U-JOINTS
PMSAC97 INSPECT HALF SHAFT DUST BOOTS; IF EQUIPPED
PMSAC91A INSPECT STEERING LIN KAG E;DRIVESHAFT;BALL/U-JOINTS;LUBRICATE
PMWDE81 REPLACE CABIN AIR FILTER IF EQUIPPED)
PMSAC57A REPLACE SPARK PLUGS IF NECESSARY
PMSAC63 CHANGE MOTORCRAFT PREMIUM GOLD ENGINE COOLANT
PMSAC68 REPLACE REAR AXLE FLUID ON DANA AXLES;SYNTHETIC LUBRICANT
PM-CAM-OOP ***** PERFORM 6 MONTH CAMERA INSPECTION *****
PMSEON-1 CHECK OPERATION;ADJUSTMENT AND CONDITION OF ALL CAMERAS
PMSEON-2 CHECK CAMERA SYSTEM DVR RECORDING PROPERLY; LIGHTS ON ETC
PMSEON-3 CLEAN BACK OF CAMERA DVR WITH COMPRESSED AIR
PMSAC79 REPLACE WHEEL BEARING GREASE;GREASE 4X2 WHEEL BEARING SEALS
PMSAC52 CHANGE FUEL FILTER
PMSAC51 CHANGE TRANSMISSION FLUID AND REPLACE FILTER
PMSFW61 REPLACE CLIMATE-CONTROLLED SEAT FILTER(IF EQUIPPED)
27 Page
OCPT-PM-VAN, ANNUAL
•escription
PMRCT- ***** PERFORM ANNUAL INSPECTION *****
ANN00
PM CHECKLIST Lifts
CLASS—CLASS—CODE = OCPT LIFT
OCPT-PM-LIFTS, LIF-TA BUS #
1 - . • 1
PMBL75-OOP ****PERFORM BRAUN WHEELCHAIR LIFT 750 CYCLE
INSPECTION****
PMBL75-01100 APPLY LIGHT OIL OUTER BARRIER PIVOT POINTS (2)
PMBL75-01101 APPLY LIGHT OIL OUTER BARRIER LATCH PIVOT POINT
PMBL75-01102 APPLY LIGHT GREASE TO BOTH SIDES OF OUTER BARRIER
LATCH SLOT
PMBL75-0103 APPLY LIGHT OIL OUTER BARRIER LEVER BEARINGS (2)
PMBL75-01104 APPLY LIGHT OIL -LTIIFTE LATCHE(LSOWER PIVOT POI-2N)TS
PMBL75-01105 APPLY LIGHT OIL -LTIIFTE LATCH GAS (DAMPENING) SPRING
PIVOT
PMBL75-01106 INSPECT LI-FTTITE LATCHES; GAS SPRINGS; WEAR; DAMAGE;
SECURE
PMBL75-01107 INSPECT OUTER BARRIER FOR PROPER OPERATION; CORRECT;
REPLACE
PMBL75-011081 INSPECT OUTER BARRIER LATCH; OPERATION; SECUREMENT
PMBL75-01109 INSPECT LIFT FOR WEAR; DAMAGE; ABNORMAL CONDITION;
CORRECT
PMBL75-01110 INSPECT LIFT FOR RATTLES
PMBL75-01111 ADJUST FOLD PRESSURE; OUTER BARRIER FOLD PRESSURE
PMBL75-01112 VERIFY FMVSS 403 404 CERTIFICATION CHECKLIST
PMBLO-100 LIFT CYCLE COUNT
28 Page
OUT-PM-LIFTS, LIFT-B BUS #
PMBL1500- ****PERFORM BRAUN WHEELCHAIR LIFT 1500 CYCLE
OOP INSPECTION****
PMBL750- APPLY LIGHT OIL OUTER BARRIER PIVOT POINTS(2)
1100
PMBL750- APPLY LIGHT OIL OUTER BARRIER LATCH PIVOT POINT
1101
PMBL750- APPLY LIGHT GREASE TO BOTH SIDES OF OUTER BARRIER LATCH
1102 SLOT
PMBL750- APPLY LIGHT OIL OUTER BARRIER LEVER BEARINGS(2)
1103
PMBL750- APPLY LIGHT OIL LIFT-TITE LATCHES(LOWER PIVOT POINTS-2)
1104
PMBL750- APPLY LIGHT OIL LIFT-TITE LATCH GAS(DAMPENING)SPRING
1105 PIVOT
PMBL750- INSPECT LIFT-TITE LATCHES;GAS SPRINGS;WEAR; DAMAGE;
1106 SECURE
PMBL750- INSPECT OUTER BARRIER FOR PROPER OPERATION;CORRECT;
1107 REPLACE
PMBL750- INSPECT OUTER BARRIER LATCH;OPERATION;SECUREMENT
1108
PMBL750- INSPECT LIFT FOR WEAR; DAMAGE;ABNORMAL CONDITION;
1109 CORRECT
PMBL750- INSPECT LIFT FOR RATTLES
1110
PMBL750- ADJUST FOLD PRESSURE;OUTER BARRIER FOLD PRESSURE
1111
PMBL750- VERIFY FMVSS 403 404 CERTIFICATION CHECKLIST
1112
PMBL1500- APPLY GREASE TO CONTACT AREAS INNER OUTER FOLD ARMS(2)
100
PMBL1500- APPLY LIGHT OIL PLATFORM PIVOT PIN BEARINGS(4)
101
PMBL1500- APPLY LIGHT OIL OUTER FOLD ARM BEARINGS(8)
102
PMBL1500- APPLY LIGHT OIL INNER ROLL STOP PIVOT BEARINGS(2)
103
PMBL1500- APPLY LIGHT OIL STOP LEVER BEARINGS(2)
104
PMBL1500- APPLY LIGHT OIL INNER STOP LEVER SLOT(2)
105
PMBL1500- APPLY LIGHT OIL SADDLE SUPPORT BEARINGS(8)
106
PMBL1500- APPLY LIGHT OIL INNER FOLD ARM ROLLER PIN BEARINGS(4)
107
PMBL1500- APPLY LIGHT OIL INNER FOLD ARM CAM FOLLOWERS(4)
108
PMBL1500- APPLY LIGHT OIL PARALLEL ARM PIVOT BEARINGS(16)
109
PMBL1500- APPLY LIGHT OIL HANDRAIL PIVOT PIN BEARINGS(4)
110
PMBL1500- APPLY LIGHT OIL HYDRAULIC CYLINDER BUSHINGS(8)
111
PMBL1500- APPLY LIGHT GREASE BOTH SIDES OUTER BARRIER LEVER GUIDE
112 SLOT
PMBL1500- j INSPECT LIFT-TITE LATCH ROLLERS(2);WEAR; DAMAGE;SECURE
113
29 Page
OCPT-PM-LIFTS, LIFT-C
PMBL4500-OOP ****PERFORM BRAUN WHEELCHAIR LIFT 4500 CYCLE INSPECTION****
PMBL750-1100 APPLY LIGHT OIL OUTER BARRIER PIVOT POINTS(2)
PMBL750-1101 APPLY LIGHT OIL OUTER BARRIER LATCH PIVOT POINT
PMBL750-1102 APPLY LIGHT GREASE TO BOTH SIDES OF OUTER BARRIER LATCH SLOT
PMBL750-1103 APPLY LIGHT OIL OUTER BARRIER LEVER BEARINGS(2)
PMBL750-1104 APPLY LIGHT OIL LIFT-TITE LATCHES(LOWER PIVOT POINTS-2)
PMBL750-1105 APPLY LIGHT OIL LIFT-TITE LATCH GAS(DAMPENING)SPRING PIVOT
PMBL750-1106 INSPECT LIFT-TITE LATCHES;GAS SPRINGS;WEAR; DAMAGE;SECURE
PMBL750-1107 INSPECT OUTER BARRIER FOR PROPER OPERATION;CORRECT; REPLACE
PMBL750-1108 INSPECT OUTER BARRIER LATCH;OPERATION;SECUREMENT
PMBL750-1109 INSPECT LIFT FOR WEAR; DAMAGE;ABNORMAL CONDITION;CORRECT
PMBL750-1110 INSPECT LIFT FOR RATTLES
PMBL750-1111 ADJUST FOLD PRESSURE;OUTER BARRIER FOLD PRESSURE
PMBL750-1112 VERIFY FMVSS 403 404 CERTIFICATION CHECKLIST
PMBL1500-100 APPLY GREASE TO CONTACT AREAS INNER OUTER FOLD ARMS(2)
PMBL1500-101 APPLY LIGHT OIL PLATFORM PIVOT PIN BEARINGS(4)
PMBL1500-102 APPLY LIGHT OIL OUTER FOLD ARM BEARINGS(8)
PMBL1500-103 APPLY LIGHT OIL INNER ROLL STOP PIVOT BEARINGS(2)
PMBL1500-104 APPLY LIGHT OIL STOP LEVER BEARINGS(2)
PMBL1500-105 APPLY LIGHT OIL INNER STOP LEVER SLOT(2)
PMBL1500-106 APPLY LIGHT OIL SADDLE SUPPORT BEARINGS(8)
PMBL1500-107 APPLY LIGHT OIL INNER FOLD ARM ROLLER PIN BEARINGS(4)
PMBL1500-108 APPLY LIGHT OIL INNER FOLD ARM CAM FOLLOWERS(4)
PMBL1500-109 APPLY LIGHT OIL PARALLEL ARM PIVOT BEARINGS(16)
PMBL1500-110 APPLY LIGHT OIL HANDRAIL PIVOT PIN BEARINGS(4)
PMBL1500-111 APPLY LIGHT OIL HYDRAULIC CYLINDER BUSHINGS(8)
PMBL1500-112 APPLY LIGHT GREASE BOTH SIDES OUTER BARRIER LEVER GUIDE SLOT
PMBL1500-113 INSPECT LIFT-TITE LATCH ROLLERS(2);WEAR; DAMAGE;SECURE
301Page
PMBL1500-114 INSPECT INNER ROLL STOP;WEAR;OPERATION;SECUREMENT
PMBL1500-115 INSPECT HANDRAIL;WEAR; DAMAGE;OPERATION
PMBL1500-116 INSPECT MICROSWITCHES;SECURED; PROPER ADJUSTMENT
PMBL1500-117 MAKE SURE LIFT OPERATES SMOOTHLY
PMBL1500-118 INSPECT EXT SNAP RINGS;OUTER FOLD ARM (6); LATCH ROLLER(2)
PMBL1500-119 INSPECT EXT SNAP RINGS; LATCH GAS(DAMPENING)SPRING(4)
PMBL1500-120 INSPECT EXT SNAP RINGS;INNER FOLD ARM CAM FOLLOWERS(4)
PMBL1500-121 INSPECT EXTERNAL SNAP RINGS;INNER FOLD ARM ROLLER PINS(4)
PMBL1500-122 INSPECT EXT SNAP RINGS;OUTER BARRIER HYD CYLINDER PIN(2)
PMBL1500-123 INSPECT EXT SNAP RINGS; INNER ROLL STOP LEVER BRACK PINS(2)
PMBL1500-124 INSPECT INNER ROLL STOP LOCKS(2);TORSON SPRINGS(2);OPER
PMBL1500-125 INSPECT OUTER FOLD ARM PINS(2);AXLES(2); BEARINGS(8);
PMBL1500-126 REMOVE PUMP MODULE COVER;INSPECT; HYDRAULIC HOSES; FITTINGS
PMBL1500-127 REMOVE PUMP MODULE COVER;CABLES;WIRES;TERMINALS;SECURE
PMBL1500-128 REMOVE PUMP MODULE COVER; RELAYS; FUSES; POWER SWITCH;LIGHTS
PMBL4500-100 INSPECT COTTER PINS ON PLATFORM PIVOT PIN(2)
PMBL4500-101 CHECK HYDRAULIC FLUID PUMP
PMBL4500-102 INSPECT CYLINDERS;FITTINGS;HYDRAULIC CONN ECTIONS;WEAR;LEAKS
PMBL4500-103 INSPECT OUTER BARRIER CYLINDER HOSE ASSEMBLY;WEAR; LEAKAGE
PMBL4500-104 INSPECT PARALLEL ARMS; BEARINGS; PIVOT PINS;WEAR; DAMAGE
PMBL4500-105 INSPECT PARALLEL ARM PIVOT PIN MOUNTING BOLTS(8)
PMBL4500-106 INSPECT PLATFORM PIVOT PINS; BEARINGS;VERTICAL ARMS;SECURE
PMBL4500-107 INSPECT INNER OUTER FOLD ARMS;SAD DLE;SU PPO RT;PIVOT PINS;BEA
PMBL4500-108 INSPECT GAS SPRINGS(CYLINDERS);WEAR; DAMAGE;OPERATION
PMBL4500-109 INSPECT SADDLE BEARING(UHMW-2)
PMBL4500-110 INSPECT VERTICAL ARM PLASTIC COVERS
PMBL4500-111 INSPECT POWER CABLE
PMBL4500-112 CHECK MOUNTING;SECURELY ANCHORED
PMBL4500-113 REPLACE DECALS AND ANTISKID IF WORN; MISSING; ILLEGIBLE
PMBL01-00 LIFT CYCLE COUNT
31 Page
PREVENTATIVE MAINTENANCE INTERVAL SCHEDULE
Regularly Wash vehicle interior and exterior—determine need by the amount of use and
road conditions. (Salt used for clearing roads and chloride compounds used to
control dust on unpaved roads may require more frequent washes.
Clean the windshield wiper blades as required.
Unscheduaed Replace:
• Alternator
• Starter motor
• Windshield wiper motor
• Windshield wiper blades
• Exhaust components: muffler, manifolds, pipes, hangers and clamps,
headlamps, turn signal bulbs, brake lights and marker lights.
• Vehicle interior fittings, seat materials
• Wheelchair lift components
• Wheelchair restraint components
Every Year Flush radiator, Service air conditioner, and replace coolant.
Every 2 year Replace all hoses; more often if necessary.
Every 2 Years Replace battery
Mileage Specific * In dusty areas, the air filter should be replaced every 10,000 miles.
**PVC value and brake pad replacements and engine tune-ups may need to be performed more often than suggested in this schedule.
32 Page
PREVENTATIVE MAINTENANCE VEHICLE MILEAGE SCHEDULE
6,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV
joints (if equipped) and front suspension components.
12,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system and
brake hoses.
18,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
24,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires,
Check transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system
and brake and brake hoses, inspect CV joints (if equipped) and front suspension components.
30,000 Change oil, oil filter, lubricate outer tie rod ends, replace engine air cleaner filter, replace
spark plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant
level, hoses and clamps, check transfer case fluid level, inspect exhaust system and brake
hoses, inspect the CV joints (if equipped) and front suspension components.
36,000 Change oil, oil filter, flush and replace engine coolant regardless of mileage, lubricate outer
tie rod ends, lubricate front suspension ball joints, lubricate steering linkage, rotate tires,
check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
42,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses, and clamps, inspect exhaust system and brake hoses. Inspect CV
(if equipped) and front suspension components.
48,000 Change oil, oil filter, flush and replace engine coolant, lubricate out tie rod ends, lubricate
steering linkage, rotate tires, check transmission fluid level, check coolant level, hoses, and
clamps, inspect exhaust system and brake hoses, inspect CV joints (if equipped) and front
suspension components.
54,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
331Page
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearings, clean and repack if required.
60,000 Change oil, oil filter, flush and replace engine coolant, replace ignition cables, replace ignition
cables, replace engine air cleaner filter, replace spark plugs, lubricate steering linkage, rotate
tires, check transfer case fluid level, check transmission fluid level, and fill plug condition,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect the
CV joints (if equipped) and front suspension components, inspect PCV valve, replace as
necessary, inspect auto tension drive belt and replace if required.
66,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV joints (if
equipped).
72,000 Change oil, oil filter, lubricate steering linkage, rotate tires, lubricate outer tie rod ends,
lubricate front suspension ball joints, check transmission fluid level, check coolant level,
hoses and clamps, inspect exhaust system, brake hoses and brake linings, Inspect CV joints (if
equipped) and front suspension components, inspect front wheel bearings, clean and repack
if required, inspect and replace auto tension drive belt if required.
78,000 Change engine oil, oil filter, flush and replace engine coolant, lubricate outer tie rod ends,
rotate tires, check transmission fluid level, check coolant level, hoses and clamps, inspect CV
joints (if equipped) and front end suspension components.
84,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires,
check transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system
and brake hoses, inspect CV joints (if equipped) and front suspension components.
90,000 Change oil, oil filter, drain and refill transfer case fluid, lubricate front suspension ball joints,
lubricate outer tie rod ends, replace ignition cables, replace engine air cleaner filter, replace
spark plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant
level, hoses and clamps, inspect exhaust system, brake hoses and brake linings, inspect the
CV joints (if equipped) and front suspension components, inspect PCV valve, replace if
necessary, inspect auto tension drive belt and replace if required, inspect front wheel
bearings, clean and repack if required, inspect auto tension drive belt and replace if required.
96,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and
brake hoses, inspect CV joints (if equipped) and front suspension components.
100,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV
joints (if equipped) and front suspension components.
Drain and fill automatic transmission fluid, change filter, and adjust bands, flush and replace
engine coolant, flush and replace power steering fluid.
341Page
106,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV
joints (if equipped) and front suspension components.
112,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust system and
brake hoses.
118,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
124,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires,
Check transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system
and brake and brake hoses, inspect CV joints (if equipped) and front suspension components.
130,000 Change oil, oil filter, lubricate outer tie rod ends, replace engine air cleaner filter, replace
spark plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant
level, hoses and clamps, check transfer case fluid level, inspect exhaust system and brake
hoses, inspect the CV joints (if equipped) and front suspension components.
136,000 Change oil, oil filter, flush and replace engine coolant regardless of mileage, lubricate outer
tie rod ends, lubricate front suspension ball joints, lubricate steering linkage, rotate tires,
check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearing, clean and repack if required.
142,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses, and clamps, inspect exhaust system and brake hoses. Inspect CV
(if equipped) and front suspension components.
148,000 Change oil, oil filter, flush and replace engine coolant, lubricate out tie rod ends, lubricate
steering linkage, rotate tires, check transmission fluid level, check coolant level, hoses, and
clamps, inspect exhaust system and brake hoses, inspect CV joints (if equipped) and front
suspension components.
154,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate front suspension ball joints, rotate
tires, check transmission fluid level, check coolant level, hoses, and clamps, inspect exhaust
system, brake hoses and brake linings, inspect CV joints (if equipped) and front suspension
components, inspect front wheel bearings, clean and repack if required.
160,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV
joints (if equipped) and front suspension components.
351Page
166,000 Change oil, oil filter, flush and replace engine coolant, replace ignition cables, replace ignition
cables, replace engine air cleaner filter, replace spark plugs, lubricate steering linkage, rotate
tires, check transfer case fluid level, check transmission fluid level, and fill plug condition,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect the
CV joints (if equipped) and front suspension components, inspect PCV valve, replace as
necessary, inspect auto tension drive belt and replace if required.
172,000 Change oil, oil filter, lubricate steering linkage, rotate tires, lubricate outer tie rod ends,
lubricate front suspension ball joints, check transmission fluid level, check coolant level,
hoses and clamps, inspect exhaust system, brake hoses and brake linings, Inspect CV joints (if
equipped) and front suspension components, inspect front wheel bearings, clean and repack
if required, inspect and replace auto tension drive belt if required.
178,000 Change engine oil, oil filter, flush and replace engine coolant, lubricate outer tie rod ends,
rotate tires, check transmission fluid level, check coolant level, hoses and clamps, inspect CV
joints (if equipped) and front end suspension components.
184,000 Change oil, and filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires,
check transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system
and brake hoses, inspect CV joints (if equipped) and front suspension components.
190,000 Change oil, oil filter, Drain and refill transfer case fluid, lubricate front suspension ball joints,
lubricate outer tie rod ends, replace ignition cables, replace engine air cleaner filter, replace
spark plugs, rotate tires, check transmission fluid level and fill plug condition, check coolant level,
hoses and clamps, inspect exhaust system, brake hoses and brake linings, inspect the CV joints (if
equipped) and front suspension components, inspect PCV valve, replace if necessary, inspect
auto tension drive belt and replace if required, inspect front wheel bearings, clean and repack if
required, inspect auto tension drive belt and replace if required.
196,000 Change oil, oil filter, lubricate outer tie rod ends, lubricate steering linkage, rotate tires, check
transmission fluid level, check coolant level, hoses and clamps, inspect exhaust system and
brake hoses, inspect CV joints (if equipped) and front suspension components. Drain and fill
automatic transmission fluid, change filter, and adjust bands, flush and replace engine
coolant, flush and replace power steering fluid.
202,000 Change oil, oil filter, lubricate outer tie rod ends, rotate tires, check transmission fluid level,
check coolant level, hoses and clamps, inspect exhaust system and brake hoses, inspect CV
joints (if equipped) and front suspension components.
Wheelchair Lift Maintenance Schedule
Perform lift maintenance at scheduled intervals according to number of cycles or elapsed time, whichever comes
first. Correct any potentially dangerous situations at once. County Maintenance will maintain all OCPT vehicles
361Page
and wheelchair lifts in the best possible operational condition. This will be accomplished by adhering to
and/or exceeding the manufacturer's recommended minimum maintenance requirements.
Daily Inspections
Pre/Post-trip inspections are crucial to the success of the OCPT Preventative Maintenance Program.
Each driver will inspect his or her vehicle before leaving the OCPT depot by completing the Pre-Trip
Vehicle Inspection Form. The completed checklist must be submitted to the Administrative
Operations Coordinator at the end of the driver's shift so that necessary maintenance can be noted
and scheduled accordingly. At the end of each driver's assigned shift, the drivers must complete a
Post-trip Inspection Sheet, found on the back of the Pre-trip Inspection Sheet. Drivers must sign each
Pre-trip and Post-trip checklist for each vehicle used that day. The Administrative Operations
Coordinator will review each Pre-trip and Post-Trip inspection sheets daily, schedule any required or
necessary maintenance, and sign off on each sheet.
MANAGEMENT REVIEWS
There must be an effective mechanism to monitor and document the contractor's maintenance
activities. An acceptable program would consist of periodic written reports on maintenance activities
submitted by the contractor to the grantee, supplemented by periodic inspections by the grantee.
PRE-TRIP INSPECTION
Under the Hood
Check for problems under the hood at the beginning of the inspection before starting the engine. It is easier
and safer when the engine is cool.
Check the oil, radiator and battery fluid levels. If low, list this on the inspection checklist. If any fluids are
below the safe level, see the Transit Coordinator for assistance.
Also, check hoses for cracks or possible leaks and belts for any visible damage. Report any wear on the
checklist, as soon as it begins to show.
Vehicle Interior
Since the will need to remain started while you conduct the inspection, best practices encourage
placing chocks behind the wheels prior to starting the motor. First, engage the parking brake.
Second, start the vehicle.
Next, check the oil pressure, fuel and alternator gauges.
371Page
If the oil pressure light remains on or the gauge shows the oil pressure to be dangerously low, turn the
motor off until the problem can be corrected. Alert the Transit Coordinator and document this information
on the pre-trip inspection form.
If the alternator or generator light stays on, the battery may not be charging. To guard against the
possibility of becoming stranded along the route by a dead battery, have the problem located and corrected
right away.
Check the windshield wipers to make sure they are working and not worn or stripped.
Vehicle Exterior
Turn on all exterior lights. With the vehicle in park and the emergency brake still on, begin the exterior
check from the front of the vehicle.
During the exterior inspection, be sure to note and report any evidence of fresh damage to the vehicle.
Reporting such damage now may save you a lengthy and difficult explanation or report later. Space is
provided for you on the Daily Vehicle Inspection Checklist to note and describe any exterior damage.
Check all lights (clearance, head, tail, signal and emergency flashers) to make sure they are working. (You
may need a co-worker's assistance).
Check the left front tire for any signs of road damage or under-inflation.
Check the air pressure with an air pressure gauge.
Take care to maintain your tires at the recommended pressure.
A soft tire is very susceptible to severe road damage.
An over-inflated tire causes a bumpier and less comfortable ride, especially for elderly or disabled
passengers.
Check the condition of the side marker light.
Move to the back of the vehicle and inspect the rear left tire or duals for obvious damage.
Check the air pressure with an air pressure gauge.
While at the back of the vehicle, check the tail lights, brake lights, turn signal lights, emergency flashers
and any other clearance lights, reflectors or signs (this will require assistance). Make sure tires are free of
mud and dirt buildup.
Store a cloth to clean any dirty lights, which may be hard to see even after dark.
Check the right rear tire. If there are any other lights or outside signs for your boarding doors or lifts, make
sure they are in place and clean.
Next, look under the vehicle. Make sure there are no foreign or unfamiliar objects hanging down or wedged
underneath.
Also, check to see if there are any puddles of vehicle fluids under the vehicle. If the vehicle is leaking fluid,
report it to the Transit Coordinator.
381Page
Move to the front of the vehicle and examine the right front tire in the same manner as the left tire
and check the condition of the side marker light.
Adjust each mirror so that you can see what you need to see from your normal driving position. When
adjusting mirrors, keep in mind what you want to be able to see within your safety zone. Test the horn
to make sure it works.
Turn the steering wheel gently to make sure it is not loose.
Depress the brake pedal. If the tension feels spongy or soft, note this on your checklist, the brakes may
need to be adjusted.
Check the blower fan to verify it works so the heater, defroster or air conditioner can all be utilized.
Check the interior lights. If any lights are not working, note this on the checklist.
Note on your checklist anything in the interior of the vehicle that needs attention.
Safety Equipment
Check your emergency equipment to make sure it is in the right location and in working order.
Emergency equipment should include:
• A properly charged fire extinguisher
• Warning devices such as cones, triangles, flares
• A first aid kit
• Extra fuses
• A flashlight with fresh batteries
• Blood Borne Pathogens Kits
Look around the inside of your vehicle to make sure it is clean. Clear out trash, debris or loose items. Trash
or debris left in the vehicle can be tossed about by careless passengers and can cause slips, falls and fires. A
clean vehicle presents a professional image.
Check any special accessibility equipment if your vehicle is so equipped.
Examine tie downs for signs of damage or excessive wear. Make sure they can be properly secured to the
floor.
Check all lifts and ramps by operating them through one complete cycle. Make sure they are functioning
properly. You may have to move the vehicle to ensure proper clearance while performing this part of the
inspection.
Make sure all doors and emergency exits are functional and unobstructed.
Purpose of OUT Security Program
391Page
The overall purpose of OCPT Security Program is to optimize --within the constraints of time, cost,
and operational effectiveness --the level of protection afforded to OCPT vehicles, equipment,
facilities, passengers, employees, volunteers and contractors, and any other individuals who come
into contact with the system both during normal operations and under emergency conditions.
The security of passengers and employees is paramount to promoting the objectives of FTA, NCDOT
and their partner organizations in developing a Security Program. OCPT will take all reasonable and
prudent actions to minimize the risk associated with intentional acts against passengers, employees
and equipment/facilities. To further this objective, OCPT has developed security plans and procedures
and emergency response plans and procedures. The plans have been coordinated with local law
enforcement, emergency services and with other regional transit providers, which addresses the
conduct of exercises in support of their emergency plans, and assessment of critical assets and
measures to protect these assets.
PREPOST-TRIP INSPECTION WORKSHEET
Date: Vehicle:
Mileage: Maintenance Due Date:
Wheelchair Lift Cycles:
UNDERHOOD SAFETY EQUIPMENT
Oil level Fire extinguisher
Oil added Web cutter
quarts
Radiator level Triangles
Battery level First Aid Kit
Windshield washer fluid level Back-up alarm
Engine/hoses/belts '416, Rear door buzzer (LTV only)
Blood borne Pathogen Kit
EXTERIOR INTERIOR
Tires Brakes
Turn signals Steering
Headlights Transmission
Tail/brakes lights Mirrors
Windshield wipers Gauge/instruments
Fresh body damage Controls (equipment)
40 Page
Cleanliness Radio (two-way)
Cycle lift (light oil every 2 wks.) Damage/cleanliness
ACCESSIBILITY EQUIPMENT
Fully operable wheelchair lift Wheelchair lift ramp
Proper number of belts/securement devices Belts/securement devices in good condition
POST-TRIP INSPECTION: PERFORMED AT THE END OF THE TRIP/DAY
Check interior for damage, personal items and to assure vehicle is clean. Check exterior for damage which has
occurred during your trip, windows and tires (flat, leak, damage). Record any problems detected while vehicle was
in service. For example: fluid leaks, nose or operational issues with the engine or transmission. Also record any fluids
which were added.
****Immediately notify Dispatch of any vehicle emergency or maintenance issue.
Notes:
Operator Name & Signature:
Management Comments:
Management Signature:
411Page
MAINTENANCE REPAIR REQUEST FORM
VAN # MILEAGE
Air Conditioner:
Belts & Hoses:
Brakes:
Battery:
Oil Change (Last Oil Change Mileage):
Lights:
Wheelchair Lift:
Radiator:
Transmission:
Tires:
Other:
Driver Date in Garage
Date �Nj Date out of Garage
42 Page
Vehicles Operated by Contractor
or Services Outsourced
PREVENTATIVE MAINTENANCE
Preventive maintenance is a term used to describe the performance of regularly scheduled
maintenance procedures of OCPT vehicles to prevent the possibility of malfunctions.
[NAME OF CONTRACTOR] will maintain all
vehicles and wheelchair lifts in the
best possible operational condition. This will be accomplished by adhering to and/or exceeding the
manufacturer's recommended minimum maintenance requirements.
MAINTENANCE SCHEDULE
Each vehicle is assigned a number by the
Public Transportation Director, which is affixed to each vehicle in a visible location along with the
phone number of the OCPT office.
Preventative Vehicle Maintenance Schedule
All vehicles will have a preventative maintenance service and inspection at established intervals. (See
Attachment 1, Vehicle Preventative Maintenance Service Schedule)
Wheelchair Lift Preventative Maintenance Schedule
All wheelchair lifts will have a preventative maintenance service and inspection at established
intervals. (See Attachment 2, Wheelchair Lift Preventative Maintenance Service Schedule)
431Page
Unscheduled Vehicle Maintenance
First Transit will ensure all maintenance is performed to meet manufacturer's specification. (See
Attachment 3, Vehicle/Wheelchair Lift Maintenance Request)
DAILY INSPECTION
Pre/Post-Trip inspections are crucial to the success of each transit system's Preventative Maintenance
Program. Each driver will inspect his or her vehicle before leaving the parking lot by completing the Pre-Trip
Vehicle Inspection Form. The completed checklist must be submitted to the Lead Driver at the end of the
driver's shift to maintain a record of inspections. At the end of each driver's assigned shift, the driver must
also complete a Post-trip Inspection Sheet, found on the back of the Pre-trip Inspection Sheet. Drivers must
sign each Pre-trip and Post-trip checklist for each vehicle used that day. The Lead Driver will review each
Pre-trip and Post-Trip inspection sheets daily, schedule any required or necessary maintenance, and sign off
on each sheet. (See Attachment 4, Pre/Post-Trip Checklist)
= MANAGEMENT REVIEWS
There must be an effective mechanism to monitor and document the contractor's maintenance
activities. An acceptable program would consist of periodic written reports on maintenance activities
submitted by the contractor to the grantee, supplemented by periodic inspections by the grantee. The
grantee must provide oversight in order to verify the contractor's compliance with FTA and NCDOT
regulations and policies.
441Page
DRUG AND ALCOHOL
POLICY
DRUG AND ALCOHOL ABUSE PROGRAMOVERVIEW
Purpose
To provide an overview of established guidelines that ensure a safe, healthy and
productive drug-free work environment for the employees of the Agency.
Scope
The Drug and Alcohol Policy affects and applies to all department employees.
Overview
Being under the influence of a drug or alcohol while on the job poses serious safety and
health risks to the user and to co-workers. Therefore, the Agency has established the
following policy to ensure a drug-free work environment:
OUT has a stringent policy for the misuse of alcohol, illegal substances, or the misuse of
prescription medications during work hours or the presence of these substances in
the body during work hours regardless of when consumed.
Drug and alcohol tests may be administered pre-employment, upon return to work, post-
accident, under reasonable suspicion or random selection, and as part of follow-
up testing.
A positive test result is any amount of alcohol or illegal substance as revealed by the test.
Medical Review Officer will make the final decision as to a positive or negative test
result. A positive test result could lead to disciplinary action according to the
Orange County Administrative guidelines of the Drug & Alcohol policy.
Failure to submit to a drug/alcohol test when requested or leaving the test site without completing
the test is subject to the Orange County Administrative Guidelines of the Drug &Alcohol
policy. Other behaviors will be considered a refusal; tampering with the specimen or not
reporting for a drug test without a valid reason immediately following an accident refer to
Appendices A and B for more clarity.
An ongoing drug-free awareness program to inform employees has been established and
begins with their initial agency orientation then continues on an annual basis.
All supervisory personnel will receive one hour of substance abuse awareness education and one
hour of training on the physical, behavioral, speech, and performance indicators of
probable alcohol misuse.
Each employee will sign a statement of understanding that, as a condition of employment and
under grants providing funding for his/her position, the employee will abide by the terms of
the drug-free workplace statement and notify OCPT in writing of his/her conviction for a
violation of a criminal drug statute occurring in the workplace no later than five calendar days
after such a conviction.
An employee may voluntarily come forward and ask for substance abuse counseling. He/she
would be referred to a Substance Abuse Professional. Any employee with a substance abuse
problem is encouraged to seek help through the Employee Assistance Program. Whenever
461Page
the Drug and Alcohol Policy is changed or revised all employees will be notified on the policy
changes and/or revisions. All training will be properly documented in the employee's training
records.
Administration
*Orange County Human Resources Department will administer this policy*
Drug and Alcohol Program
"Prevention of Alcohol Misuse and Prohibited Drug Use in Transit Operations," as
implemented by49 CFR Part 655(August 2001), as amended, and to be read in
conjunction with 49 CFR Part40, requires all sub-recipients receiving Federal Transit
Administration funds under Capital Grant, Urbanized Area Formula Grant, or Non-
Urbanized Area Formula Grant Programs to have a drug and alcohol testing program
in place for all safety sensitive employees.
In addition, U.S. Department of Transportation has issued 49 CFR Part 40, "Procedures for
Transportation Workplace Drug and Alcohol Testing Programs," which prescribes the
testing methods to be followed.
Certification must be signed by the sub-recipient's governing board or other authorized
individual or body in compliance with the above. Failure to certify compliance with the drug
and alcohol rules will jeopardize federal funding from FTA. In addition, an FTA grant recipient
is subject to criminal sanctions and fines for false statements or misrepresentation under
Section 1001 of Title 18 of the U.S. Code.
Drug and Alcohol Regulations
NCDOT sub-recipients of specific Federal Transit Administration (FTA) funding must establish
and maintain a Drug and Alcohol Testing Program in accordance with 49 CFR 655, and in
consonance with 49 CFR Part 40.
To ensure compliance with FTA Drug and Alcohol Testing Program requirements
public transportation providers must:
• Establish an an i- rug use and alcohol misuse program as outlined in49 CFR Iri
655.11-12;
• Establish an education and training program for all covered employees as
outlined in49 CFR § 655.14;
• Establish and provide written notice to every covered employee, of the employer's anti-
drug and alcohol misuse program policy, in accordance with 49 CFR § 655.15 - 17;
• Establish a program that provides testing for prohibited drugs as outlined in 49 CFR
§ 655.21;
• Establish a program that provides testing for alcohol as outlined in49 CFR § 655.31-
471Page
35, and in conjunction with49 CFR Part 40;
• Comply with the testing requirements as detailed in49 CFR § 655.41-62;
• Maintained in a secure location with controlled access, all records of its anti-drug and
alcohol misuse program as detailed in49 CFR § 655.71, and in accordance with records
disclosure instructions provided in49 CFR § 655.73; and
• Annually prepare, maintain, and electronically complete and submit a Drug and
Alcohol Management Information System (DAMIS) Report reflecting the results of
its anti-drug and alcohol misuse testing programs performed for the previous
calendar year. Transit agencies complete this report electronically. The
NCDOT/PTD will provide DAMIS Report preparation instructions, along with a
transit agency user ID#and Password to all FTA Section 5311 sub-recipients, upon
receipt from FTA.
To ensure NCDOT sub-recipient compliance with FTA mandated Drug and
Alcohol Testing Program and the Drug-Free Workplace requirements, the
NCDOT:
• Periodically reviews each transit agency's Drug and Alcohol Program Policy for
compliance;
• Conducts on-site visits to review all aspects of each transit agency's Drug and
Alcohol Program that cannot be accomplished via desktop audit, such as
compliance with program management requirements, records maintenance and
storage review, ensuring that all applicable Drug and Alcohol Program regulations
are readily available, reviewing documentation of employee training, collector
compliance with regulations, and reviewing any other program compliance
requirements;
• Provides technical assistance in all matters pertaining to transit agency Drug and
Alcohol Program management as requested, or deemed to be appropriate;
• Provides employee/supervisor training, such as "Reasonable Suspicion Referral for
Supervisors" and other program related training as available/required;
• Monitor transit agency Drug and Alcohol program management activities via
accessing and reviewing the 3 Party Administrator (TPA) Website;
• nitors collection sites for compliance with FTA Drug and Alcohol Testing
Program requirements;
• Coordinates efforts that would eventually allow individual transit agencies to
review their Drug and Alcohol Testing Program activities via accessing the current
TPA website;
• Collects, compiles, and reviews all data necessary to validate each transit agency's Drug
and Alcohol Management Information System (DAMIS) Report. Human Resources will
prepare this report electronically and provide a copy of the report to the transit agency.
The NCDOT reviews each report and then electronically forwards the data to FTA prior to
March 15 of each year.
481Page
Drug-Free Workplace Act
The Drug-Free Workplace Act of 1988, as well as Section 44-107-30, S.C. Code of Laws (1976), as
amended, requires all grantees receiving grants from any state agency to certify they will
maintain a drug-free workplace.
I or -q ►
491Page
SAFETY AND SECURITY PLAN
O
Table of Contents
PREFACE 4
1. MISSION DEFINITION 6
1.1 INTRODUCTION — ESTABLISHING THE PARAMETERS OF THE PLAN 6
1.2 SYSTEM OVERVIEW—WHO WE ARE AND WHAT WE DO s
2. PREPARATION 10
2.1 OVERVIEW 10
2.2 HAZARD AND THREAT ASSESSMENT 10
COMMUNICATING ABOUT RISK: TRANSIT THREAT ALERT
2.3 SYSTEM 18
2.4 EMERGENCY PLANNING 18
2.5 COORDINATING WITH STAKEHOLDERS 20
2.6 EXERCISES AND DRILLS 22
3. PREVENTION 24
3.1 OVERVIEW 24
3.2 RISK REDUCTION 24
3.3 TRAINING AND DEVELOPMENT 31
3.4 SECURITY AWARENESS 35
3.5 SAFETY DATA ACQUISITION/ANALYSIS PROCEDURES 37
41, N� 1%�
51 Page
PREFACE
Community transportation systems operate in a wide variety of environments including rural,
urban and resort areas. Community transit includes fixed route, shared ride, paratransit and
specialized service for the general public, as well as high-risk passengers such as individuals
with disabilities, the elderly and young children.
Safety has always been a priority for local community transportation providers, state
Departments of Transportation and the Federal Transit Administration. As a result of 9/11, and
the transit attacks in Spain, England, and India, there are heightened concerns for transit
security even in rural communities. The destruction wrought by Hurricanes Katrina, Rita and
other acts of nature have renewed our national awareness for the role that public
transportation can play as a first responder resource.
Every transit system - whether a large fixed-route bus system or a small rural provider— is being
asked to designate safety, security and emergency preparedness as a top priority, and to
prepare to manage critical incidents for the wide array of the hazards that transit faces.
Critical Incidents could include accidents, natural disasters, sabotage, civil unrest, hazardous
materials spills, criminal activity, or acts of terrorism. Regardless of the cause, critical incidents
require swift, decisive action to protect life and property. Critical incidents must be stabilized
prior to the resumption of regular service or activities. Successful resolution of critical incidents
typically requires cooperative efforts by a variety of responding agencies.
To establish the importance of safety, security and emergency preparedness in all aspects of
our organization, OCPT has developed this Safety, Security and Emergency Preparedness Plan.
This SECURITY PLAN outlines the process used by OCPT to make informed decisions that are
appropriate for our operations, passengers, employees and communities regarding the
development and implementation of a comprehensive security and emergency preparedness
program.
As a result of this program, OCPT achieves not only an effective physical security program, but
enhances associations with the local public safety agencies in our service area. Improved
communication increases their awareness of our resources and capabilities, and improves our
readiness to support their efforts to manage community-wide emergencies, including,
accidents and incidents, acts of nature, hazardous materials, criminal activity and terrorism.
In order to be effective for OCPT, the activities documented in this SECURITY PLAN focus on
establishing responsibilities for safety, security and emergency preparedness, identifying our
methodology for documenting and analyzing potential safety, security and emergency
preparedness issues, and developing the management system through which we track and
monitor our progress in addressing these issues.
The structure of this SECURITY PLAN focuses first on a description of OCPT's Mission and a
comprehensive overview of the system, then on Preparation—identifying critical assets, threats
521Page
and vulnerabilities to the transit system and the environment in which it operates, along with
preparing our transit staff to manage incidents in concert with external emergency
management organizations and first responders, followed by Prevention — strategies for
reducing risk, including training on safety/security awareness, then on Response — staff
responsibilities and emergency protocols, and finally, on Recovery — putting things back
together. The Appendix of this SECURITY PLAN contains forms that we use to ensure
documentation of our SECURITY PLAN activities.
531Page
1. MISSION DEFINITION
1.1 Introduction — Establishing the parameters of the plan
1.1a. -AUTHORITY
The authority for implementing the SECURITY PLAN resides with OCPT.
1.1b. - PURPOSE
This SECURITY PLAN defines our process for addressing safety, security and emergency
preparedness as:
System Safety—The application of operating policies and procedures to reduce
vulnerability to safety-related hazards.
• System Security—The application of operating policies and procedures to reduce
vulnerability to security threats.
• Emergency Preparedness — The system of policies and procedures that assure rapid,
controlled, and predictable responses to a wide variety of safety and/or security
incidents.
The SECURITY PLAN supports OCPT's efforts to address and resolve critical incidents on our
property and within our community.
Critical Incidents—Critical Incidents could include accidents, natural disasters, sabotage, civil
unrest, hazardous materials spills, criminal activity, or acts of terrorism. Regardless of the
cause, critical incidents require swift, decisive action to protect life and property. Critical
incidents must be stabilized prior to the resumption of regular service or activities. And
successful resolution of critical incidents typically requires cooperative efforts by a variety of
responding agencies.
The overall purpose of the OCPT SECURITY PLAN is to optimize --within the constraints of time,
cost, and operational effectiveness --the level of protection afforded to OCPT's passengers,
employees, volunteers and contractors, and any other individuals who come into contact with
the system, both during normal operations and under emergency conditions.
This SECURITY PLAN demonstrates the OCPT's commitment to do the following:
Prepare
Identify assets essential to our mission
Assess hazards and threats facing our agency and our community
Train staff how to prevent, respond to and recover from prime risks
541Page
- Coordinate with other emergency response organizations
• Prevent
Take steps to eliminate threats where possible
Institute policies and procedures that reduce the likelihood of incidents occurring
Take steps that reduce the impact on system assets when incidents do occur
• Respond
- React quickly and decisively to critical incidents focusing on:
a) Life Safety
b) Property Protection
c) Stabilization of Incident
Recover
- Resume service delivery based on availability of resources
- Repair and replace critical assets
- Assess incident response and make changes based on lessons learned
1.1c. - GOALS
The SECURITY PLAN provides OCPT with a safety, security and emergency preparedness
capability that:
• Ensures that safety, security and emergency preparedness are addressed during all phases of
system operation including hiring and training of personnel; procurement and maintenance
of equipment; development of policies and procedures; delivery of service, and coordination
with local emergency management and first responder agencies
• Creates a culture that supports employee safety and security through the appropriate use
and operation of equipment and resources
• Promotes analysis tools and methodologies that identify changing threat conditions and
bolster agency response capabilities
• Ensures that our agency achieves a level of security performance and emergency readiness
that meets or exceeds the operating experience of similarly-sized agencies
• Identifies and pursues grant funding opportunities at the state and federal level to support
safety, security, and emergency preparedness efforts
• Makes every effort to ensure that, if confronted with a safety or security event or major
emergency, our personnel will respond effectively, using good judgment and building on
best practices identified in policies and procedures and exercised through drills and training
1.1d. - OBJECTIVES
In this new environment, every threat cannot be identified and eliminated, but OCPT takes
steps to be more aware, to better protect passengers, employees, facilities and equipment, and
stands ready to support community needs in response to a critical incident. To this end, our
SECURITY PLAN has five objectives:
551Page
1. Achieve a level of security performance and emergency readiness that meets or exceeds
the operating experience of similarly-sized agencies around the nation.
2. Partake in and strengthen community involvement and participation in the safety and
security of our system.
3. Develop and implement a Threat and Vulnerability Assessment program and, based on the
results of this program, establish a course of action for improving physical safety and
security measures and emergency response capabilities.
4. Expand our training program for employees, volunteers and contractors to address safety
and security awareness and emergency management concerns.
5. Enhance our coordination with partner agencies regarding safety, security and emergency
preparedness issues.
1.1e. - DEFINITION
In this SECURITY PLAN, the terms "transit vehicle" or "bus" is used to describe all types of
transit surface conveyances including sedans, mini-vans, vans, body-on-chassis, mini-buses and
the wide range of full-size coaches.
1.2 System Overview—Who We Are and What We Dob '
M Ir1.2a. - ORGANIZATIONAL DESCRIPTION
Orange County Public Transportation (OCPT) is a consolidated transportation system operating in
Orange County, North Carolina.
Days and Hours of Service
Normal Hours of Operation: Monday—Friday 8:00 am to 5:00 pm. OCPT will be closed for the
following holidays:
� s
I
Independence Day (July 4) Labor Day
Thanksgiving and Day After Thanksgiving Martin Luther King Day
(Friday)
New Year's Day (Jan. 1) Christmas Holidays (Dec. 24, 25, 26)
Good Friday Memorial Day
561Page
1.2b. - MISSION STATEMENT
"Safety, Customer Service and Performance Excellence are our goals. We are in the
business of serving people through transportation. It is not good enough to accept the
way things have been done in the past. This is a new day. We must have the drive to be
both dependable and compassionate. By utilizing our skills from experience and
developing effective techniques through training, we will yield overwhelming results.
Teamwork is our creed, complacency is our enemy. We must work with a spirit of
excellence. Performance lacking this quality is unacceptable."
1.2c. - ORGANIZATIONAL STRUCTURE
Orange County Transportation Services
Organizational Chart
* :.- 1 .
.i
OperVlarations. ..._ ...
CoordinatorTransit Road Fleet
. ._ L
SupervisorL ..
57 Page
A list of OPT KEY PERSONNEL AND SECURITY PLAN
RESPONSIBILITIES is found in the section of this document
entitled SECURITY PLAN SUPPORTING DOCUMENTS at SECTION
,1.
1.2d. -SERVICE AREA
The OCPT transit system serves all of Orange County including the municipalities within its
borders. OCPT serves under the Durham Chapel Hill-Carrboro and Burlington-Graham
Metropolitan Planning Organizations. Orange County is a predominantly rural county
located in the triangle of North Carolina. The ridership of OCPT is comprised mainly of the
clients and consumers of the participating organizations. Destination points are at the
discretion of the participating agency and include transportation services to points outside
Orange County.
1.2e. - SERVICE DESIGN
OCPT offers subscription route and demand/response transportation by contractual
agreement with the following human service organizations:
• Orange County Department on Aging
• Orange County Department of Social Services
Rural General Public (RGP) service is available in Orange County. All service is accessible to
persons with disabilities. 1%
'4t ;11111k11P*
1.2f. -VEHICLES AND FACILITIES
The vehicle fleet of OCPT consists of(2) 22-FT 15 passengers LTV buses, (8) 28-FT 22
passengers LTV buses, (7) 25-FT 17 passengers LTV buses, and (1) Dodge Minivan 7
passengers.
OCPT facilities consist of:
Orange County Transportation Services Modular Office
Building 600 North Carolina Highway 86 North Hillsborough,
North Carolina 27278
Motor Pool Facility
600 North Carolina Highway 86 North
Hillsborough, North Carolina 27278
58 Page
2. PREPARATION
2.1 Overview
While safety addresses the day-to-day issues of transporting passengers in the community
safely and without accident, security deals with the entire transit system and the potential for
threats against it. Security also includes OCPT as part of the larger community and the response
within the community to environmental hazards, criminal or terrorist acts, or natural disaster.
The OCPT Threat and Vulnerability Assessment provides a framework by which to analyze the
likelihood of hazards and threats damaging critical assets. Included in this assessment are:
• Historical analysis
• Physical surveys
• Expert evaluation
• Scenario analysis
The Threat and Vulnerability Assessment offers OCPT the ability to identify critical assets and
their vulnerabilities to threats, to develop and implement countermeasures, and to monitor
and improve program effectiveness. This analysis is guided by clear investigation of three
critical questions:
1. Which assets can we least afford to lose?
2. What is our responsibility to protect these assets?
3. Where do we assume total liability for risk and where do we transfer risk to others, such as
local public responders, technical specialists, insurance companies, and the state and Federal
government?
W,
A completed "CAPABILITIES ASSESSMENT"' is Found in the section
of this document entitled SECURZTY PLAN SUPPORTZNG
DOCUMENTS at SECTION 7.2.
2.2 Hazard and Threat Assessment
2.2a.—CRITICAL ASSETS— IDENTIFYING THE IMPORTANT ELEMENTS OF OUR
ORGANIZATION REQUIRING PROTECTION
Overview
In security terms, OCPT's assets are broadly defined as:
• People— Passengers, employees, visitors, contractors, vendors, community members, and
others who come into contact with the system
591Page
• Information — Employee and customer information, computer network configurations and
passwords, ridership, revenue and service statistics, operating and maintenance
procedures, and vehicle identification systems
• Property — Revenue vehicles, non-revenue vehicles, storage facilities, passenger facilities,
maintenance facilities and equipment, administrative offices, computer systems and
communications equipment
Assets are critical when their loss either endangers human life or impacts the OCPT's ability to
maintain service. In reviewing assets, the transportation system has prioritized which among
them has the greatest consequences for the ability of the system to sustain service. These
critical assets may require higher or special protection.
Hazard Identification and Analysis Methodology
Hazard Assessment Matrix
One way to conduct hazard assessments is to use a "Hazard Assessment Matrix". The
Matrix condenses "hazard assessment" into a chart and prioritizes those hazards that are
evaluated. Two hazard severity categories are used to designate the magnitude of the
"worst case" potential effects of the hazard are as follows:
• Category I—Critical
Hazard can result in severe injuries or death to passengers, employees, or others
who encounter the Transportation System and/or cause major property damage.
• Category 11 — Marginal
Hazard can result in minor injury or negligible property damage
After hazards are assessed for their potential severity, they can be examined to determine
the probability that they may lead to an accident. As an increase in knowledge about
safety is established through the course of the System Safety Program, prior accident
information will be factored into the probability analysis if it is appropriate to do so.
A. Frequent
The hazard is likely to cause an accident on a recurrent basis.
B. Remote
An accident is unlikely but possible during the life of the hazard
601Page
HAZARD ASSESSMENT MATRIX
Frequency of Hazard Categories
Occurrence
Critical I Marginal II
A Frequent I A II A
B Remote I B II B
HAZARD RISK INDEX
I A Unacceptable or Undesirable (Management Decision
Necessary)
II A, I B Acceptable with Management Review
II B Acceptable without Management Review
SAFETY TERMS AND DEFINITIONS
ACCIDENT: Nk
An unforeseen event or occurrence that results in death, injury, or
property damage—System Safety Program Training Participant's
Guide
An incident involving a moving vehicle. This includes collisions with another
vehicle, object, or person (excluding suicides) and derailment/left roadway.
This also includes Personal Casualty incidents on the vehicle and
entering/exiting the vehicle. —Federal Transit Administration (FTA)
- Safety Management Information Statistics (1999 SAMIS Annual Report) (2000)
An occurrence in a sequence of events that produces unintended injury,
death or property damage. Accident refers to the event, not the result of the
event. —National Safety Council(NSC), National Safety Council Statistics
Glossary[online]
(Research & Statistics, 25 July 2000[15 March 2002]);
http_//www.nsc.org/irs/glossa ry.htm
61 JPage
HAZARD
Any real or potential condition that can cause injury, death or
damage to or loss of equipment or property
- theoretical condition
- identified before an incident actually occurs
- FTA - Implementation Guidelines for State Safety Oversight of Rail Fixed
Guideway Systems(1996)
http://transit-safety.volpe.dot.gov/publications/default.asp
INCIDENT
An unforeseen event or occurrence which does not necessarily result in
death, injury, contact or property damage - FTA - Implementation
Guidelines for State Safety Oversight of Rail Fixed Guideway Systems (1996)
httpJ/transit-safety.volpe.dot.gov/publications/default.asp
RISK
Collisions, personal casualties, derailments/left roadway, fires, and
property damage greater than $1,000 associated with transit agency
revenue vehicles and all transit facilities - FTA -Safety Management
Information Statistics (1993 SAMIS Annual Report) (1995) httpJ/transit-
safety.volpe.dot.gov/publications/default.asp
Probability of an accident multiplied by consequences of an accident (often in $)
-System Safety Program Training Participant's Guide
Exposure or probable likelihood of a hazard (accident, crisis, emergency or
disaster) occurring at a system. Risk is measured in terms of impact and
vulnerability
- FTA- Critical Incident Management Guidelines (1998) httpJ/transit-
safety.volpe.dot.gov/publications/default.asp
SAFETY
Freedom from those conditions that can cause death, injury, occupational illness,
damage to or loss of equipment or property, or damage to the environment
—Military Standard 882-D
Freedom from danger- FTA -Implementation Guidelines for State Safety
Oversight of Rail Fixed Guideway Systems (1996) httpJ/transit-
safety.volpe.dot.gov/publications/default.asp
SECURITY
Precautions taken to guard against crime, attack, sabotage, espionage, etc.
—The Learning Network, Inc., A-Z Dictionary[online](2000-2002(15 March
2002Dhttp,/www.infoplease.com
621Page
Freedom from intentional danger- FTA - Implementation Guidelines
for State Safety Oversight of Rail Fixed Guideway Systems (1996)
http://transit-safety.volpe.dot.gov/publications/default.asp
SYSTEM SECURITY
All activities associated with providing security to transit patrons and
securing transit property including supervision and clerical support.
Includes patrolling revenue vehicles and passenger facilities during revenue
operations; patrolling and controlling access to yards, buildings and
structures; monitoring security devices; and, reporting security breaches—
US Department of Transportation, Bureau of Transportation Statistics,
Transportation Expressions [online] (1996[15 March 2002])
http://www.bts.gov/btsprod/expr/expsearch.htmI
Asset Analysis
In identifying and analyzing critical assets for the entire system, under the full range of
operational conditions, a simple process called "asset criticality valuation" has been performed
by OCPT. This process helped OCPT management to prioritize the allocation of limited
resources for protecting the most vital elements of its operation. In this asset analysis OCPT
considered the following:
s
• Criticality to mission
• Asset replacement cost
• Severity of impact on public health and safety
• Impact on other assets including intangibles such as public trust and employee morale
For those assets that are mission-critical, steps are taken for risk avoidance (i.e. stop the activity
altogether), risk retention (e.g. accept the risk but take steps to reduce the likelihood or impact of
an incident) and risk transference (e.g. have someone else, like an insurer, assume the risk).
An Agency "CRITICAL ASSET IDENTIFICATION AND ANALYSIS" is
found in the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.3.
2.2b.—THREAT AND VULNERABILITY ANALYSIS
A threat is any action with the potential to cause harm in the form of death, injury, destruction
of property, interruption of operations, or denial of services. OCPT threats include accidents
and incidents, hazardous materials, fires, acts of nature, or any event that could be perpetrated
by criminals, disgruntled employees, or terrorists.
631Page
Threat analysis defines the level or degree of the threats by evaluating the probability and
impact of the threat. The process involves gathering historical data about threatening events
and evaluating which information is relevant in assessing the threats against OCPT. Some of the
questions answered in our threat analysis included.
• How safe are vehicles and equipment?
• How secure is the transportation facility?
• What event(s) or act(s) of nature has a reasonable probability of occurring?
• Have similar-sized agencies been targets of criminal or terrorist acts in the past?
• How significant would the impacts be?
A vulnerability is anything that can make an agency more susceptible to a threat. This includes
vulnerabilities in safety/security procedures and practices involving transit facilities, transit
equipment and transit staff. Vulnerability analysis identifies specific weaknesses to threat that
must be mitigated.
Threat and Vulnerability Identification
The primary method used by OUT to identify the threats to the transit system and the
vulnerabilities of the system is a collection of historical data and incident reports submitted by
drivers and supervisors and information provided by federal and state agencies and local law
enforcement.
Information resources include but are not limited to the following:
• Operator incident reports ar
• Risk management reports
• Bus maintenance reports
• Marketing surveys
• Passengers' letters and telephone calls
• Management's written concerns
• Staff meeting notes
• Statistical reports
• Special requests
• Historical data
• Information from public safety officials
OUT 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 includes the following three-phase
approach:
1. Equipment preparedness
2. Employee proficiency
3. System effectiveness
641Page
A completed "PRIORITIZED VULNERABILITY REPORT" is found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.4.
Scenario Analysis
Scenario analysis is brainstorming by transportation personnel, emergency responders, and
contractors to identify threats to the system and to assess vulnerability to those threats. By
matching threats to critical assets, OCPT identifies the capabilities required to counteract
vulnerabilities. This activity promotes awareness and enables staff to more effectively
recognize, prevent, and mitigate the consequences of threats.
For each scenario, the OCPT has attempted to identify the potential impacts of probable threats
using a standard risk analysis protocol in which threats are segmented by probability from low
to high and severity of impact from modest to catastrophic.
Scenario-based analysis is not an exact science but rather an illustrative tool demonstrating
potential consequences associated with low-probability to high-impact events. To determine
the actual need for additional countermeasures, and to provide the rationale for allocating
resources to these countermeasures, the OCPT uses the scenario approach to pinpoint the
vulnerable elements of the critical assets and make evaluations concerning the adequacy of
current levels of protection.
At the conclusion of the scenario-based analysis, the OCPT assembled a list of prioritized
vulnerabilities for its top critical assets. These vulnerabilities are divided into the following
categories:
• lack of planning;
• lack of coordination with local emergency responders;
• lack of training and exercising; and
• lack of physical security
Based on the results of the scenario analysis, the OCPT identifies countermeasures to reduce
vulnerabilities.
2.2c. - IDENTIFIED POTENTIAL TRANSIT SYSTEM THREATS
The security of passengers and employees is paramount to promoting the objectives of FTA,
NCDOT and their partner organizations in developing a Security Program. OCPT will take all
reasonable and prudent actions to minimize the risk associated with intentional acts against
passengers, employees and equipment/facilities. To further this objective, OCPT has
651Page
developed security plans and procedures and emergency response plans and procedures.
The plans have been coordinated with local law enforcement, emergency services and with
other regional transit providers, which address the conduct of exercises in support of their
emergency plans, and assessment of critical assets and measures to protect these assets.
OCPT is committed to focusing on organizational emergency planning activities and preparing
its transit staff to react to any potential threatening event. OCPT understands that threat
reaction planning and preparation is a dynamic and ongoing process which requires constant
attention and organizational energy. It is essential to identify each potential threat that a transit
system could face, evaluate those threats in terms of their potential impact on transit system
assets and to analyze transit system vulnerability to those threats. The OCPT has done such a
Threat and Vulnerability Assessment for the following potential threats:
Completed "THREAT AND VULNERABILITY ANALYSIS" forms and
"THREAT AND VULNERABILITY ASSESSMENT" forms for each of
the below listed threats are found in the section of this document
entitled SECURITY PLAN SUPPORUNG DOCUMENTS at 5ECT10JY
.5.
ACCIDENTS AND INCIDENTS
• 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
Involve 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, lawsuits, and worker's
compensation claims.
ACTS OF NATURE
• Floods
Are caused by heavy rain, storm surge, rapid snowmelt, ice jams, dam breaks or levee failures
and can result in loss of life, damage to facilities, danger to vehicles on roadways and
661Page
loss of power and communications. Such events could require the use of transit system
assets for evacuation purposes.
• Winter weather
Snow and ice storms can cause power failures, make roads dangerous or impassable, cause
sidewalk hazards, and affect the ability to deliver transit service.
• Tornado/hurricane
High winds have the potential to cause flying debris, down trees and/or power lines, make
roadways impassable or dangerous, damage facilities or vehicles and threaten the
safety of passengers and employees. Such events could require the use of transit
system assets for evacuation purposes.
• Thunderstorms
May trigger flash flooding, be accompanied by strong winds, hail or lightning, can possibly cause
power or communication system outages, damage facilities and equipment and make
roads dangerous or impassable.
• Wildfire
Whether natural or human-caused, are particularly dangerous in drought conditions, can
reduce visibility, impair air quality, and have the potential to damage facilities,
equipment and make roadways impassable. Such an event could require the use of
transit system assets for evacuation purposes.
• Earthquake
Has the potential to cause extensive damage to buildings, water systems, power systems,
communications systems, roads, bridges and other transportation infrastructure. Such
events often overwhelm first responder resources. In coastal areas, tsunamis, or tidal
waves, are a hazard following major earthquakes and underwater tectonic activity. A
transit system's assets could be used for evacuation purposes after damage
assessment.
• Landslide/Avalanche
Has the potential to close roadways, damage vehicles and facilities and injure employees and
passengers.
• Dust storm
Usually arrives suddenly in the form of an advancing wall of dust and debris which may be miles
long and several thousand feet high, and usually last only a few minutes. Blinding,
choking dust can quickly reduce visibility, causing accidents. While dust storms may last
only a few minutes, they tend to strike with little warning.
CRITICAL INFRASTRUCTURE
671Page
• 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.
• Computer crashes/cyber attacks
Cause loss of critical data and negatively impact the ability to schedule and dispatch services.
• Communication system failure
Can have serious effects on the ability to deliver service and keep employees out of harm's way.
• Supply chain interruption
Transit service is dependent upon a ontinuous supply of fuel, lubricants, tires, spare parts,
tools, etc. Interruption of material supplies due to weather conditions, roadway
closures, acts of terrorism, acts of war, or loss of supplier facilities can limit your ability
to maintain service
• Vehicle fires
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, or significant events
on neighboring properties—can hamper the ability to sustain service
Structural Fire
Whether natural or human-caused, structural fire can threaten employees and customers and
damage facilities and equipment. Such an event could require the use of transit vehicles
for temporary shelter or for evacuation purposes.
low
• Staff shortage
Caused by labor disputes, poor human resource management, or regional employee shortages.
Can have immediate impacts on the ability to deliver service, and have longer-term
impacts on facility and equipment resources.
• Employee malfeasance
Illegal and illicit behavior by agency employees, particularly when in uniform or on duty, can
seriously damage intangible assets such as organizational image and employee morale.
HAZARDOUS MATERIALS
• Blood borne pathogens
Exposure can put drivers, passengers, maintenance employees and bus cleaners at risk of
contracting disease.
681Page
• 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.
• Radiological emergencies
Could include accidental release of radioactivity from power plants or from materials being
transported through the service area by truck or train. Have the potential to cause
danger to human life or the need for use of transit system assets for evacuation
purposes.
• Fuel related events
Include accidental release of natural gas and petroleum, rupture of pipelines, and fire and
explosion involving alternative fuel use. Dangers include risk of human life, damage to
facilities and vehicles, and events that may require the use of transit system assets for
evacuation purposes.
CRIMINAL ACTIVITY
Trespassing
Penetration of organizational security system can increase vulnerability to criminal mischief,
theft, workplace violence, and terrorist attack
• Vandalism/Criminal mischief
Includes graffiti, slashing, loitering, or other such events that damage buses, bus stops,
shelters, transit facilities and/or organizational image.
• Theft and burglary
Includes loss of assets due to facility and vehicle break-ins as well as employee theft, and can
threaten information assets, property assets, and organizational image.
• Workplace violence
Includes assaults by employees on employees, passengers on passengers, and passengers on
employees including menacing, battery, sexual assault, and murder.
• Commandeered vehicle
Includes the taking of a transit vehicle to perpetrate a crime and the taking of hostages as a
negotiating tool. This puts the lives of transit employees and passengers at risk.
691Page
TERRORISM
Dangerous mail
Chemical, biological, radiological and explosive devices delivered through the mail put the lives
of transit employees and occupants of transit facilities at risk, and have the potential
for damage of facilities and equipment.
• Suicide bombers
Internationally, transit systems have been common terrorist targets. American transit systems
are not immune. The major inherent vulnerabilities of transit are that transit systems by
design are open and accessible, have predictable routines/schedules, and may have
access to secure facilities and a wide variety of sites, all of which make transit an
attractive target.
Improvised Explosive Devices (IED)
Activities could involve the use of conventional weapons and improvised explosive devices or
bombs on transit vehicles, within transit facilities or within the environment of the
transit service area, putting the lives of transit employees, passengers and community
members at risk. Such events could require the use of transit vehicles in evacuation
activities.
Weapons of mass destruction
Use of chemical, biological or radiological weapons could cause massive loss of life involving
everyone in the community and lead to the destruction of transit vehicles and facilities,
as well as require the use of transit vehicles for evacuation purposes.
OCPT BOMB THREAT CHECKLIST is found in the section of this
document entitled SECURZTY PLAN SUPPORTrNG DOCUMENTS at
SECTION 7.6.
2.3 Communicating about Risk: Transit Threat Alert System
The Federal Transit Administration has developed a transit Threat Condition Model that
parallels that of the Department of Homeland Security. The FTA model progresses from green
through red to indicate threat levels from low to severe. It also includes purple designating
disaster recovery. This model, along with its recommended protective measures, has been
adapted for use by OCPT.
701Page
OCPT SAFETYISECURITY ALERT SYSTEM is found in the section of
this document entitled SECURITY PLAN SUPPORTING DOCUMENTS
at SECTION 7.7.
2.4 Emergency Planning
2.4a.— INTERNAL CONTACT INFORMATION
OCPT maintains accurate and up-to-date internal contact information on key staff and board
members required to respond to safety and security emergencies.
2.4b.— EXTERNAL CONTACT INFORMATION
OCPT maintains accurate and up-to-date external contact information on key community
emergency management personnel and first responders to be notified in the case of safety and
security emergencies.
Completed Intemal and External "CONTACT LISTS" are found in
the section of this document entitled SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.8.
2.4c—EMERGENCY RESPONSE TEAM ROSTER
OCPT maintains an accurate and up-to-date roster that includes contact information of the
transit incident management team in advance of any incident. This team is based on the
Incident Command System (ICS) and includes representation from each area of the
organization.
2.4d.— DELEGATION OF AUTHORITY
OCPT has a plan to ensure continuity of management throughout any emergency incident. The
succession plan provides for automatic delegation of authority in cases where:
The Emergency Response Coordinator (ERC) or other agency incident response
personnel are no longer able to perform incident-related duties due to injury, illness or
exhaustion/rest and recuperation.
71 JPage
• A member of the incident response team is temporarily unable to perform incident-
related duties due to loss of radio or phone service.
• Regular members of the agency incident response team are unavailable due to travel
(e.g., vacation, professional development, etc.)
The succession plan designates the next most senior leader required to manage temporary
duties normally assigned to higher-level personnel.
A completed "SUCCESSION LIST" reflecting OCTS emergency
internal chain of command is found in the section of this
document entitled SECURITY PLATY SUPPORTING DOCUMENTS at
SECTION 7.9.
2.5 Coordinating with Stakeholders
OCPT is committed to proactively coordinate with local emergency management, law
enforcement and other first responders in preparing for an integrated response to emergencies
and security related events. Toward this end OCPT meets on a regular basis with local
emergency management staff, local law enforcement and other first responders, and reviews
local and transit agency emergency plans to ensure that transit is integrated into these plans
and is prepared to play its defined role in any emergency.
2.5a.—COORDINATION WITH EMERGENCY MANAGEMENT
Effective emergency response does not happen by accident. It is the result of planning, training,
exercising, and intra/interagency cooperation, coordination and communication. Integration
into the local community's emergency planning process is central to the success of the OCPT
SECURITY PLAN and to the preparedness of the system. OCPT coordinates with local community
emergency management to fulfill all SECURITY PLAN functions including threat mitigation,
consequence management planning, exercising and training, and post-incident analysis.
In this SECURITY PLAN, OCPT has defined its internal processes for identifying safety and
security events, mitigating consequences and managing or assisting in incident response
Completed "MEMORANDUM OF UNDERSTANDING" between OCTS
and Community Emergency Management is found In the section of
this document entitled SECURITY PLAN SUPPORTING DOCUMENTS
at SECTION 7.10.
721Page
2.5b.—COORDINATION WITH FIRST RESPONDERS
Law Enforcement
OCPT management regularly works with local and state law enforcement to improve security
and emergency/incident preparedness and response capabilities. These activities include:
• Maintaining regular communication with law enforcement
• Meeting at least once a year to ensure transit issues are understood by law
enforcement
• Developing an emergency contact list for dispatchers
• Communicating regularly on optimal incident reporting methods that will offer law
enforcement all the information they need
• Participating in cooperative emergency preparedness training programs
• Establishing appropriate methods of communication for continuous coordination during
an emergency
• Establishing procedures for supplying the unique types of emergency service that may
be required in particular emergency situations
Fire
OCPT works with the local fire departments on a regular basis to support improved security and
emergency/incident preparedness and response. This includes the following activities:
• Maintaining regular communication with fire services
• Establishing the level of service (e.g., equipment and personnel) to be delivered in
response to various types of emergencies
• Specifying in advance the level of notification, command and control, and the degree of
responsibility that will apply on site
• Establishing appropriate methods of communication, and developing procedures for
continuous coordination and transfer of command
• Providing training for fire department personnel to familiarize them with transit vehicles
and equipment, including wheelchair lifts and access/egress procedures
• Conducting periodic drills in cooperation with the fire department
• Scheduling a meeting at least annually to ensure transit issues (e.g., evacuation of
transit vehicles, considerations for persons with disabilities) are understood by fire
officials
• Identifying any special tools and equipment the firefighters might need to address
transit emergencies (particularly items that they would not normally possess) by inviting
firefighters to visit the agency annually, and walking them through transit vehicles and
facilities
• Reviewing current fire-related plans and policies
731Page
• Ensuring fire annunciation and evacuation procedures are part of the standard
procedures and training for operators
Emergency Medical Services
OCPT works with the local emergency medical services including hospitals on a regular basis to
support improved medical response. Preparations include the following activities:
Maintaining regular communication with EMS
• Scheduling a meeting on transit property or at the offices of EMS at least annually to
ensure transit issues are understood by the organization
Establishing appropriate EMS unit jurisdictions
• Establishing the level of service (equipment, personnel, etc.) to be delivered in
response to various types and degrees of emergencies
• Establishing appropriate methods of communication for continuous coordination
during a response
• Familiarizing EMS personnel with transit vehicles and facilities
• Conducting periodic drills in conjunction with EMS personnel
Completed public Transportation Emergency Response Mutual Aid
Agreement between OCPT and First Responders are found in the
section of this document entitled SECURITY PLAN SUPPORTING
DOCUMENTS at SECT101V 7.11.
Training of First Responders on Transit Equipment
OCPT holds annual training with local first responders to improve familiarity with transit fleet,
facilities and operations. Key areas covered include:
Vehicle and facility entry- windows, doors and hatches
Hazardous materials
Facility escape routes and safety zones
Equipment shutdown
Emergency dump valves
Battery cut-off switches
Appropriate zones to breach transit vehicles in the event of an incident
Communications compatibility
741Page
2.6 Exercises and Drills
In crisis management as in sports, the transit agency plays the way it practices. That is why
OUT is committed to testing their emergency preparedness plans through disaster drills and
exercises.
OCPT is committed to participating in community emergency response exercises. This
commitment requires the transportation system and community public response agencies to
plan and conduct increasingly challenging exercises over a period of time. Implementation of
such a program allows the collective community to achieve and maintain competency in
executing the transportation component of local emergency response plans.
There are five major types of exercises that comprise this program, each with a different
purpose and requirement. Each step is progressively more sophisticated in nature and will be
undertaken in a step-by-step and long-term implementation plan that is integrated into overall
community response.
1. Basic awareness training to familiarize participants with roles, plans, procedures, and
resolve questions of coordination and assignment of responsibilities
2. Operational training to familiarize front-line staff with roles, plans, procedures, and
resolve questions of coordination and assignment of responsibilities.
3. Tabletop exercises that simulate emergency situations in an informal, low stress
environment. It is designed to elicit discussion as participants examine and resolve problems
based on existing crisis management plans and practical working experience.
4. Drills that test develop or maintain skills in a single response procedure (e.g.,
communications, notification, lockdown, evacuation procedures, etc.). Drills can be handled
within the organization, or coordinated with partner agencies, depending upon the drill
objective(s). Drills help prepare players for more complex exercises in which several functions
are simultaneously coordinated and tested.
5. Functional exercises are full-scale simulated incidents that tests one or more functions
in a time-pressured realistic situation that focuses on policies, procedures, roles and
responsibilities. It includes the mobilization of emergency personnel and resources appropriate
to the scale of the mock incident. Functional exercises measure the operational capability of
emergency response management systems in an interactive manner resembling a real
emergency as closely as possible.
751Page
3. PREVENTION
3.1 Overview
OCPT follows the guidelines provided by the Federal Transit Administration's (FTA) description
of Core Elements addressing Model Bus Safety Programs in our internal focus on safety and the
FTA's Public Transportation System Security and Emergency Preparedness Planning Guide in our
internal focus on security.
A Completed "FTA 'TOP 20 SECURITY PROGRAM ACTION ITEMS
FOR TRANSIT AGENCIES: SELF-ASSESSMENT CHECKLIST" is found
in the section of this document entitled SFCURrTY PLAN
SUPPORTING DOCUMENTS at SECTION 7.12.
3.2 Risk Reduction
The OCPT reviews current methods of threat and vulnerability resolution and establish
procedures to 1) eliminate; 2) mitigate; 3) transfer, and/or 4) accept specific risks. Prioritization
of safety/security remediation measures are based on risk analysis and a course of action
acceptable by OCPT management.
Risk reduction/elimination implies changes to equipment, facilities, training or operational
implementation in order to no longer be exposed to the hazard (e.g. moving maintenance
facility out of the floodplain). Risk control/mitigation implies changes in policies or procedures
that reduce the likelihood of an event, or reduce its impact on critical assets (e.g. defensive
driver training). Risk transference implies that the risk exposure is borne by someone else (e.g.
hazard and liability insurance).
3.2a. -STRATEGIES TO MINIMIZE RISK
Protocol that OCPT employs to reduce vulnerability to unknown hazards and threats includes:
• Involving staff in the identification of hazards and threats
• Involving staff in creating strategies that prevent or mitigate unwanted incidents
• Providing training that raises staff awareness, across all departments, about agency-specific
hazards and threats
• Using tabletop exercises to establish, assess and improve emergency response protocols
• Conducting Drills that raise staff proficiency in reacting to unwanted incidents, including
proper use of emergency equipment and communication technologies
761Page
• Participating in exercises that improve coordination across departments and between
responding agencies for any sort of critical incident
3.2b. - EMERGENCY OPERATIONS POLICIES
Checking Weather and Other Hazardous Conditions
OCPT has in place Operations Policies that address responding to emergencies. Particular
attention is given to the following issues:
At OCPT, management is responsible for checking the weather and other reports to ensure it is
safe to send vehicles on the road. A designated individual checks this information before each
shift and at appropriate intervals, especially if severe weather is expected. Drivers performing
their routes continuously assess road conditions, evaluating weather, construction, accidents,
and other situations to ensure it is safe to proceed. Every effort is made to avoid sending
drivers on routes if it is unsafe to do so. However, if a condition arises requiring a driver to
abort a route, the dispatcher will contact the driver (or the driver will alert the dispatcher), and
the dispatcher will provide instructions on how to proceed.
OCPT uses National Weather Service warnings, forecasts, and advisories available
at www.weather.gov, and weather radios monitored at dispatch site to track real-
time information on the following conditions:
• Hazardous weather outlooks , • High wind warnings
• Special weather statements High wind watches
• Winter storm watches Wind advisories
• Winter storm warnings Gale warnings
• Snow and blowing snow advisories Tornado watches and warnings
• Winter weather advisories Hurricanes
• Heavy freezing spray warnings Flood warnings
• Dense fog warnings Flood statements
• Fire weather forecasts Coastal flood statements
OCPT also maintains a dispatcher log, a narrative description of what occurs during each shift.
This enables the incoming dispatcher to read the previous shift log and know what needs to be
tracked, problem areas of concern, or what is going right and wrong.
Aborting or Changing Route Due to a Hazard
To the extent possible, OCPT avoids sending vehicles out in conditions that might pose a
hazard. It is the responsibility of the management to check weather and other relevant
conditions at the beginning of a shift, and on an ongoing basis, to safeguard the wellbeing of
passengers, employees, and others. If a hazard is encountered that causes it to be unsafe to
continue on a route, agency policy is as follows:
771Page
• If the hazard is noted by the driver, he/she must call the dispatcher, describe the
situation, and await further instructions.
• If the hazard is noted by staff other than the driver (e.g., the dispatcher becomes aware
that a tornado is approaching), the dispatcher will contact the driver and provide
direction.
Direction may be as follows:
• To abort the route, and drive the passengers to the nearest emergency drop point (see
policy on emergency drop points)
• To abort the route and return to the agency (particularly if there are no passengers on
the vehicle)
• To drop off some or all passengers at the next stops and then abort the route, following
the instructions of the dispatcher (returning to the agency or using an emergency drop
point)
With most hazards or emergencies, it is the primary policy of OCPT that the driver, first,
communicates with the dispatcher, describes the situation, and awaits instruction. The
exception to this is in the case of an immediate life threatening situation when the driver acts
first, then communicates. Policies are in place for a range of situations.
3.2c.—TRANSIT FACILITY SAFETY AND SECURITY REVIEW
OCPT assesses on an ongoing basis the system's physical and procedural security systems and
exposures. Findings from past and current threat and vulnerability assessments are of particular
significance.
The conditions affecting facility security change constantly. Employees come and go, a facility's
contents and layout may change, various threats wax and wane, and operations may vary. Even
such mundane changes as significant growth of bushes or trees around a facility's exterior may
affect security by shielding the view of potential intruders. OCPT reviews our security measures
periodically, as well as whenever facilities or other conditions change significantly. OCPT also
does the following:
• updates risk assessments and site surveys;
• reviews the level of employee and contractor compliance with security procedures;
• considers whether those procedures need modification; and
• Establishes ongoing testing and maintenance of security systems including access
control, intrusion detection and video surveillance.
Special attention is given by OCPT to:
• developing and refining security plans
• encouraging personnel to maintain heightened awareness of suspicious activity
• providing special attention to perimeter security and access control
781Page
• maintaining a proactive effort of facility visitor access and control
• verifying the identity of service and delivery personnel
• heightening security measures involving buses and other vehicles
• securing access to utilities, boiler rooms and other facility maintenance operations
• examining and enhancing physical security measures related to outside access to HVAC
(heating, ventilation and air conditioning) systems and utility controls (electrical, gas,
water, phone)
• securing chemical and cleaning product storage areas and maintaining appropriate
records of such items
• conducting status checks of emergency communication mechanisms
• implementing information security programs including web site access to sensitive
information
• identifying high risk facilities, organizations and potential targets in the community
surrounding the transit facility
• using ID badges for all employees for security purposes
• considering using cameras to monitor facilities and/or transit vehicles
• ensuring adequate lighting for the facility grounds
• considering placing fencing or similar barrier around perimeter of facility and storage
areas
• developing, reviewing, refining and testing crisis preparedness procedures
Bus Stop Locations
When a decision is made to establish a bus stop, OCPT assesses bus stop locations to ensure
that stops are located in the most secure areas possible. Guidelines for this assessment are:
• Highly visible
• Well lighted
• Located in populated areas when possible
• Located away from unsafe areas
or • Co-located with other activity centers if possible
3.2d. - OSHA REQUIREMENTS
OCPT periodically inspects its facilities and staff working conditions in order to ensure that the
agency is compliant with all applicable OSHA requirements.
3.2e.—ALTERNATE BUSINESS LOCATIONS
OCPT has established plans for alternate facilities, equipment, personnel, and other resources
necessary to maintaining service during a crisis, or to resume service as quickly as possible
following a disaster.
A Completed "ALTERNATE FA C STY CERTrFZCATrON CHECKLIST'-'
is found in the section of this document entitled .SECURITY PLAN
SUPPORTING DOCUMENTS at SECTION 7.13.
791Page
Emergency Drop Points
Emergency drop points are pre-designated safe locations that are used by drivers to drop off
passengers whenever instructed to do so by the dispatcher or the designated backup. In the
event of an emergency, the dispatcher ensures that the driver has been contacted and given
instructions as to where to drop off passengers, and the estimated time to drop off.
Decisions on selection of drop points are based on the following:
• All points must be manned
• Geographic distribution
• Physical safety of drop points
• Availability of on-site personnel to address passenger needs
• Prioritization of passenger needs based on critical factors (i.e., medical needs of persons
in the area, environmental conditions, etc.)
Pre-existing agreements are in place for all drop points and the list of drop points is maintained
by OCPT and reviewed on a quarterly basis.
3.2f.—COMPUTER SECURITY
Computer backups of key financial, personnel, dispatching, and other information are
performed regularly. These backups are stored in a fireproof and secured location. Computer
backups and duplicate hard copies of important documents are kept off-site in a secure location
with a rotation schedule that is updated daily so that all copies are never on the property at the
same time. Access to documents of security critical systems and facilities are controlled. Access
to security sensitive documents is controlled.
3.2g.—VEHICLE INSPECTION
Driver's Vehicle Checklist
OCPT 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
801Page
• 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.
Mechanic's Vehicle Checklist
OUT 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
• Inspect under the vehicle for items taped or attached to the frame
• 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
Note: If the mechanic finds an unattended item or an unknown substance while conducting the
inspection, the policy on suspicious packages, devices, or substances to determine whether
the package is potentially dangerous is followed, and a supervisor is immediately notified.
3.2h. -VEHICLE MAINTENANCE
The goal is to ensure vehicles; wheelchair lifts and equipment are properly maintained to
maximize the service life, maintain reliability, mitigate high maintenance costs and sustain
proper safety and mechanical condition. To accomplish this goal we will at a minimum adhere
to the manufacturer's maintenance/service requirements for the vehicles, wheelchair lifts
and equipment. Each transit driver is responsible for ensuring that periodic maintenance is
performed on the vehicle assigned to him/her at the Orange County OUT Garage. The transit
driver will indicate on the Pre-Trip and Post Inspection Form when the vehicle is within 500
811Page
miles of the next scheduled service. Preventive maintenance and wheelchair lift servicing will
be entered into Asset Works system as a schedule PM servicing needed, to help maintain
current and up to date maintenance on each vehicle. In the event that the county garage
services are not available OCPT will contract through a private vendor.
OCPT provides proper maintenance of vehicles and equipment critical to the continued safe
operation of the transit system. Unsafe vehicles present unnecessary hazards to the driver,
passengers and other vehicles on the road. Basic 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. OCPT has an established a formal plan to address the maintenance
requirements of our vehicles and equipment. 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—This 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 - Regardless of the preventative maintenance activities, in-service
failures will occur. When a failure is encountered that makes the vehicle unsafe or unable to
continue operation, the vehicle is usually removed from service and returned to the garage
for repair.
When possible, OCPT vehicles are stored in a secured and well- lighted location.
821Page
3.2i.—VEHICLE READINESS
It is the policy of OCPT to maintain fully stocked first aid kits, biohazard cleanup packs, fire
suppression equipment, vehicle emergency equipment, and emergency instructions in all
vehicles. Battery operated equipment batteries will be replaced semi-annually. The assigned
driver inspects the vehicle daily for the following emergency supplies and documents the
results on the pre-trip inspection sheet. In addition, when a mechanic places a vehicle back in
service, he/she ensures the required safety equipment is on the vehicle. The required safety
equipment includes:
First Aid Kit Bio-hazard Kit
Fire Extinguisher Reflective Triangles
Seat Belt Cutter Flashlight
3.2j.—OPERATOR SELECTION
Operator selection is critical to OCPT safe transit operations. The driver of a OCPT transit bus is
directly responsible for the safety of his or her passengers and other drivers that share the road
with the transit vehicle. The driver selection criterion addresses specific, safety-related items.
• Licensing—The driver is properly licensed and the license is appropriate for the type of
vehicle the driver is assigned. Licensing also considers local jurisdiction requirements.
• Driving record — The driver has an acceptable past driving record over a reasonable
period of time. The driving record demonstrates an ability to follow traffic rules and
regulations and thus avoid accidents.
• Physical requirements - The driver is physically able to perform the functions
associated with the assignment. These factors include good eyesight with true color
perception, good hearing, physical strength and dexterity to assist disabled passengers
(especially in demand responsive/para-transit assignments), or other factors that may
be unique to the service area and/or specific driving assignments.
• Background checks- OCPT does background checks on all employees to protect against
hiring personnel with a history of aberrant behavior.
3.2k. - DRUG AND ALCOHOL POLICIES
A critical element of OCPT's commitment to safe operations is ensuring that our employees are
not impaired due to the use of alcohol, illegal drugs, prescription drugs or over-the-counter
medication.
OCPT follows the requirements set forth under 49CFR Part 655 and 49CFR Part 40 Amended as
mandated by the FTA. The bottom line is protection of the riding public and transit employees,
and all efforts are geared toward this end. The OCPT drug and alcohol program includes specific
831Page
policies, procedures and responsibilities, or references the appropriate master document
containing that information.
The goal is to provide a safe, healthy and productive drug-free work environment for all
employees. A person being under the influence of a drug or alcohol while on the job poses
serious safety and health risk to the user, co-workers as-well-as passengers. OCPT has
established a policy of a drug-free work environment. Any safety-sensitive or non-safety-
sensitive employee that has a verified positive drug or alcohol test or refuses to take a drug
test will be placed on paid administrative leave pending the County decision as to disciplinary
action. And employees will be informed of educational and rehabilitation programs available,
and referred to a Substance Abuse Professional (SAP) for assessment. A positive drug and/or
alcohol test will also result in disciplinary action up to and including termination. OCPT will
follow guidelines established by the Orange County Administration Rules & Regulations of
the Drug &Alcohol policy.
3.3 Training and Development
3.3a.—VEHICLE OPERATOR/DRIVER TRAINING
Driver Training
Once qualified candidates are identified and hired, OCPT provides initial and ongoing refresher
training critical to ensure proper operations and adherence to the transit providers' rules and
regulations. OCPT understands that proper qualification of operating and maintenance
personnel is a vital part of a safe transit environment. Driver training addresses specific safety-
related issues appropriate to the type of vehicle and driving assignment. Special consideration
is also given to crisis management concerns such as fire and evacuation.
• Traffic Regulations—Training addresses state and local traffic rules and regulations, traffic
signs and signals, and proper vehicle operations (including proper use of hand signals).
• Defensive Driving and Accident Prevention —Training stresses defensive driving principles,
collision prevention, and concepts of preventable accidents as a measure of defensive
driving success.
OCPT drivers are taught to always drive defensively. This means driving to avoid and prevent
accidents. It means driving with the vehicle under control at all times, within the applicable
speed limits, or less if driving conditions so indicate, and anticipating possible unsafe actions of
other drivers. Special attention is given in the OCPT safety program to hazardous conditions.
These hazardous conditions include but are not limited to:
Winter driving Fog
Rainstorms/thunderstorms Flash flooding
Tornadoes Skids
841Page
Intersections Following distance
Backing Passing
Lane changes and turns Pedestrians, bicycles and motorcycles
Railroad crossings Rollovers
Expressways Traffic congestion
• Vehicle Orientation and Inspection — Training focuses on the type of vehicle that will be
used in service. Significant differences can exist among different bus models and among
different manufacturers, and equipment may have characteristics that are unique to the
service environment.
• Behind-the-wheel Training — Training includes all core driving maneuvers for the type of
vehicle in service, including the difficulties in backing maneuvers that can lead to accidents,
stopping distance requirements, and equipment-specific functions such as door opening
and closing procedures for passenger boarding and alighting.
• Passenger Sensitivity and Assistance Training—Training covers topics ranging from general
customer service techniques to elderly and disabled sensitivity to technical skills in lift and
securement. The following subjects are included in the training:
• Understanding passenger needs
• Understanding disabilities
• Americans with Disabilities Act (ADA)
• Communicating with passengers
• Sensitivity to passenger needs
• Mobility devices
• Lifting and body mechanics
• Providing assistance to passengers
• Wheelchair management/wheelchair management
• Lift and ramp operations
• Emergency procedures
Radio Usage
To ensure the safety of our drivers and passengers and to enhance the performance of our
operations, all OCPT employees are familiar with two-way radio operations. Basic procedures
are as follows:
• Staff using the two-way radio will follow the standard use practices of the FCC. Profanity,
abusive language, or other inappropriate transmissions are not allowed, and could result in
disciplinary action.
• All transmissions will be as brief as possible.
• All base stations and vehicle units shall be tuned to the appropriate assigned frequency at
all times.
851Page
• Staff will initiate communications by first stating who they are calling, and then who is
making the call. At the completion of the transmission both parties will indicate that the
transmission is completed by stating their call sign and "clear".
• Except in the event of an emergency, all staff will listen for five seconds before transmitting
to ensure there are no transmissions in progress. Other units' transmissions will not be
interrupted unless it is an emergency.
• When an emergency is declared, all non—emergency transmissions will cease until a
supervisor clears the emergency.
• In the event of an emergency, establish communications on the primary frequency and
immediately shift to the secondary frequency. State the nature of the emergency and what
assistance is required. To ensure appropriate help arrives promptly, staff will transmit the
following items as soon as possible:
Who they are and their location, in
detail, What assistance they need,
How many passengers they have and the nature of their condition(s),
Staff not involved with the emergency will stay off the radio; communications will be
between Dispatch and the unit requesting assistance.
After initial contact, emergency communications may also take place between a
supervisor and the unit, or between Dispatch and a supervisor.
Crisis Management Training — Training covers emergencies the driver may face while out on
the bus. Topics of this training range from breakdowns to accidents to fire/evacuation to
handling violent perpetrators. The following subjects are included in the training:
• Accidents
• III and injured passengers
• Lift operations
• Fire safety
• Vehicle evacuation
• Blood borne pathogens (bodily fluid spill containment and clean up)
• Handling conflict
• Basic crisis management steps
• Transit security
• Securing the vehicle
First Aid
OCPT provides basic First Aid training to drivers, including triage procedures, focusing on:
• Clearing air passages
• Controlling bleeding
• Blood borne pathogen protection
• Handling shock victims
• Reacting to seizures
861Page
3.3b.—TRAINING OF OTHER PERSONNEL
At a minimum, OCPT includes the as part of the training curriculum for agency personnel not
directly involved in revenue service:
Maintenance
• Mechanic Skill Development
Defensive Driving
CPR/First Aid/Triage
• Incident response protocols
Scheduling and Dispatching
• Scheduling and Dispatching Skill development
• Customer Relations
Radio Usage
• Crisis Management
• Incident response protocols
Management and Supervision
• Leadership Skills
• Coaching, Counseling and Discipline
• Crisis Management
• Accident Investigation
• Crime scene Preservation and evidence collection requirements
3.3c.—TRAINING DOCUMENTATION
The OCPT maintains complete and accurate records of all driver training and certification, as
well as the training materials and grading mechanism. Drivers are required to demonstrate skill
and performance competency in the type of vehicle to which they are assigned as a part of
training requirements. Because training transit operations personnel is not a one time activity
OCPT provides ongoing/recurring training necessary to reinforce policies and procedures as
well as to provide a mechanism to brief drivers on new policies, procedures and/or regulations.
3.4 Security Awareness
3.4a.—TRANSIT WATCH
The OCPT supports Transit Watch and prepares all its employees to help promote safety and
security within the community, region and nation.
871Page
Transit Watch was developed by the Federal Transit Administration (FTA) and encourages
transit employees, transit riders and community members to be aware of their surroundings
and alert to activities, packages or situations that seem suspicious. If something out of the
ordinary and potentially dangerous is observed, it is to be reported immediately to the proper
transit supervisor who may investigate and/or notify law enforcement authorities.
3.4b.—SUSPICIOUS ITEMS, VEHICLES, PEOPLE AND ACTIVITIES
OCPT understands that it has a role to play in being a part of the eyes, ears and liability of the
community and a part of the community's first line of defense. Therefore, it is vigilant and is
committed to train and encourage all employees to be on the lookout for any suspicious
people, activities, vehicles, packages or substances. Because OCPT employees know their
operating environment, know what is usual and unusual, they are taught to trust their gut
reactions and report anything unusual, out of place or suspicious to dispatch/management who
will then immediately pass this information on to the appropriate authorities.
All OCPT employees are "On the Lookout" for and report to the transit agency the following:
Suspicious Items
Public transportation systems deal with items left unattended in stations and on vehicles all the
time. These unattended packages impose a tremendous burden on security. Although
unattended packages are rarely linked to explosive devices, they all represent a potential threat
and need to be examined systematically. If an unattended package is not deemed suspicious, it
will be treated as lost property and handled according to agency protocol.
OCPT trains employees to identify items, packages and devices as suspicious if they meet any of
the following criteria:
• Common objects in unusual locations
• Uncommon objects in common locations
• A threatening message is attached
• Unusual wires or batteries are visible
• Stains, leaks or powdery residue are evident
• Sealed with excessive amounts of tape or string
• Lopsided or lumpy in appearance
• Tanks, bottles or bags are visible
• A clock or timer is attached
• A strange odor, cloud, mist, vapor or sound emanates from it
• Addressed with cut and paste lettering and/or common words misspelled
• Have excessive postage attached
• Abandoned by someone who quickly leaves the scene
• No one in the immediate area claims it as theirs
• An active attempt has been made to hide it (i.e. Placed in an out-of-the-way locations)
881Page
Once an item, package or device is determined to be suspicious
• the item is not touched or moved
• the area or vehicle is immediately evacuated uphill and upwind
• Radio and cell phones should not be used within 300 feet of the suspicious package
• system management is notified, and
• Appropriate action is taken (i.e., notifying of bomb analysis team).
Suspicious Vehicles
OCPT understands that vehicles (cars, trucks, boats, bikes) are frequently used in criminal or
terrorist attacks. Therefore, agency employees are trained to be alert to suspicious vehicles in
and around their work environment. Employees are told to report vehicles to system
management and authorities when they notice any of the following:
• Show signs of forced entry
• Have altered or makeshift company insignia or license plates
• Are located in an unauthorized area or near a potentially catastrophic target
• Contain unusual equipment which could be used in a violent act
• Appear to be overloaded and/or have bulging tires or sagging frames
• Emit unusual odors, leaks or residues
Suspicious People and Activities
OCPT teaches its employees to be aware of suspicious people and activities. Employees are
taught to focus on behaviors and not on a person's color, nationality, ethnicity or religion. The
key concern in determining what is suspicious is always based on 1) where someone is, 2) when
he or she is there, and 3) what he or she is doing. Employees are encouraged to trust their
judgment based on their experience in and around the community, and the transit system, and
that it normally is a combination of factors taking place that will accurately identify a suspicious
person or act. N
Specific actions that are of concern and may meet the threshold of reporting as suspicious
include people appearing to be:
• gathering intelligence
• running security tests
• attempting infiltration
• conducting a dry run/drill
• deploying assets
Employees are taught by OUT to determine if a behavior is suspicious based on the following
categories:
attitude of the person
891Page
• apparel and accessories
• body language (e.g. reaction to uniformed presence)
• actions in and around crowds
3.5 Safety Data Acquisition/Analysis Procedures
Understanding safety data is an important step toward allocating important (and often
scarce) resources to implement safety program elements. Safety data relative to transit
provider operations can be used to determine safety trends in system operation. The data
includes information gathered from within the system. Driver reports (sometimes called logs)
can be an important source of safety problems. The data is useful in a formal hazard
identification and resolution process to help identify hazards before they cause accidents.
The data may also help improve system performance, not only in respect to safety, but also
in overall delivery of service to the riding public. In addition, trend analyses of safety data can
help determine the effectiveness of safety initiatives that have been implemented.
• One of the most important services the safety unit provides for the transit organization
is the collection, maintenance, and distribution of safety data relative to system
operation.
o Includes information gathered from within the system on
various operating events relative to safety.
• Analysis of this system specific data can be used to determine trends and patterns in the
systems operation.
• Used as part of the Hazard Resolution Process, data collection and analysis can be
used to identify hazards before they cause accidents.
o This is done by techniques such as trend analysis and thus become a vital
component of efforts to improve system performance, not only in
respect to safety but also in overall delivery of service to the riding public.
To OCPT, understanding safety data is an important step toward allocating finite resources
to implement safety program elements. Data on safety-related events such as:
• passenger injuries or claims
• passenger complaints
• employee injuries
• accidents
• incidents
• EOL's
• turnarounds
• bus stops
• shelters
90 Page
Management of Unsafe Conditions
• Eliminate hazards by removing the machines, tools, methods, materials, or structures
that is causing the hazard through appropriate means. Contacting officials of OSHA or
EPA may be necessary for proper disposal.
• Control the hazard by enclosing or guarding the point of hazard at the source.
• Train personnel on steps to take when confronted by a hazardous condition and
provide procedures to safely avoid the hazard.
• Provide and ensure the use of personal protective equipment to shield employees
from the hazard.
At no time should protective devices or safety practices be set aside to get the job
done faster and cheaper. The price paid for such indiscretion may greatly exceed the
anticipated gain from the action.
SECURITY PLAN-KEY CONTROL
This is used to determine trends in system operations. The ultimate goal is to identify and mitigate
hazards before they cause accidents, thus boosting system performance and delivery of service to the
riding public.
I
r
91 IPage
SECTION 7: SECURITY PLAN SUPPORTING DOCUMENTS
Section 7.1
KEY PERSONNEL AND SECURITY PLAN RESPONSIBILITIES
a. Theo Letman: Command
b. TeLeishia Holloway: Continuity of Operations
c. Percy Mahone: Continuity of Operations
d. William Russell: Fleet Maintenance
Safety Functions of the Agency Administrator/County Manager
This person is directly responsible for all safety efforts in the organization.
Enthusiasm and faith in the safety program must be such as to maintain the
interest and support of all Department Heads and Supervisors. This attitude is
reflected down through the Department Heads and Supervisors to the individual
workers. The specific accident prevention duties include the following:
• Active participation and direction in the planning of details for accident
prevention which will bring the best results for all employees. Expansion and
adaptation of program and procedures to all departments within the
organization.
• Demonstrated support of the program through personal participation and
through approval of necessary expenditures for such items as personal
protective equipment, mechanical guards, good lighting, good ventilation,
and other physical improvements to the working environment, as well as
expenditures for safety training materials, awards and incentives, etc.
• Continuing review of the effectiveness of accident prevention efforts in
various sections and departments, with necessary follow-up and bolstering of
efforts when required.
Safety Functions during Notification of Emergency
When notice has been received that an event has occurred or the potential of an
event occurring, which has or may produce a large number of casualties, the
following information should be obtained by the person receiving the
information:
• Name of person making notification and from what telephone number
• Location of emergency including address
• Estimated number of casualties
• Type of emergency (fire, explosion, plane crash, natural, weather-
related, etc.)
• Time call received
921Page
• Estimated time of emergency event occurrence
The person receiving the call shall then notify the Transit Director and/or Safety Director.
Overall System Fire Prevention Functions
• The entire facility should be protected by an automatic water sprinkler system. Inspection
and maintenance procedures are maintained by the maintenance manager.
• If smoking is permitted, designated smoking areas are established and regulations
are located on bulletin boards throughout the facility.
• If welding and hot work are done at the system facility, a fire prevention plan for
welding and hot work should be included in the system safety program.
• The alarm systems are maintained by the Maintenance Department. Each alarm is
tested monthly; supervisors should be notified before the test.
Safety Functions of Facilities Manager
• Provide training to all employees for their roles in all safety and emergency plans
• Conduct quarterly drills to exercise the emergency response plans
• Annually conduct emergency rescue from confined space drill
• Conduct all other actions required in the system safety plan to implement, develop
and maintain an effective Emergency Response Plan
Safety Functions of the Maintenance Manager(Motor pool Supervisor)
• Ensure maintenance personnel are trained in the proper procedures for chemical
handling and storage procedures, potential ignition sources (such as boilers, gas fired
equipment, welding, etc.) and their control procedures, and the type of fire
protection equipment or systems installed to prevent or control ignitions or fires.
• Ensure that personnel are properly trained and equipped to carry out safety
and emergency plans.
• Express responsibility for the maintenance of equipment and systems installed to
prevent or control ignitions or fires. The manager is also responsible for the control of
fuel source hazards. The manager should have written maintenance procedures
available in the Maintenance Office.
Safety Functions of Dispatcher
• The Dispatcher should be notified promptly of any promptly of any emergency situation.
• Dispatcher will call "911" to notify County Communications of situation giving as
much information as possible.
• The dispatcher will keep records of all incoming calls that involve the emergency and
relay them to the Transit Director.
• If the Transit Director implements evacuation, see Evacuation Plan.
931Page
Safety Functions of the Transit Director
• In an internal emergency situation, the Transit Director will initiate Emergency Action
Plan if deemed necessary and be the contact at the Disaster Operations Boardroom
as well as:
o Provide a means to inform staff of the emergency and provide updates.
o Provide the news media with information release.
o Provide personnel to assist Emergency Operations.
o Provide agencies with vehicle layouts and/or blueprints of the affected area.
• Once the external emergency action plan is activated, the Transit Director will
o Act under the guidance of trained experts when available.
o Organize the Emergency Action Plan.
o Assess the situation and make appropriate decisions for passenger
and employee safety as situation demands.
o Be responsible for the notification of the "all clear'.
o Provide information for media release.
Safety Functions of Designated Safety Official(TeLeishia Holloway, Transit Administrator)
The Supervisor or Lead Safety Officer is the individual who is directly responsible for
implementing the System Safety Program. It is the basic responsibility of the supervisor to
plan and conduct safe operations. It is also the duty and responsibility of each
supervisor to fully orient and instruct all employees in safe practices and procedures.
He or she is expected to be a member of the safety and Accident Review Committee and
be in charge of collecting and disseminating safety data. The supervisor or Lead Safety
Officer is specifically charged with the following responsibilities for the System Safety
Program:
• Have full knowledge of all standard and emergency operating procedures;
• Perform safety audits of operations;
• Ensure that employees make safety a primary concern when on the job;
• Actively investigate all incidents and accidents;
• Prohibit unsafe conduct and conditions;
• Conduct safety meetings which are a vital part of safety atmosphere;
• Listen and act upon any safety concerns raised by employees;
• Report to management any safety concerns or possible hazards.
Safety Coordinator Responsibility
• Implement and administer the safety program.
• Maintain records as necessary to comply with laws and objectives of the
safety program. These records should include:
• Copy of Report of Injury, Illness or Accident
• Supervisor's Accident Investigation Reports
• Required OSHA forms
941Page
• Minutes of all Safety Meetings
• Safety Program status reports
• Submit status reports to Safety Committee
• Make periodic visits to all buildings/operations to assist and consult in developing
safe work methods, accident investigations, training, and other technical assistance.
• Analyze accident reports and investigations weekly.
• Act as Chairperson of the Safety Committee.
• Promote "safety awareness "in all employees through stimulating educational
training programs.
• Compliance with all OSHA, state and local laws, and established safety standards.
• Assist Supervisors in all matters pertaining to safety.
• Maintain contact with available sources of topical safety information such as
American Society of Safety Engineers, National Safety Council, NCALGESCO, NC
Department of Labor, and NC Industrial Commission.
• Provide training programs for Supervisors.
• Represent management in the implementation of the Safety Policy.
• Recommend immediate corrective action in cases of hazardous operations.
• Submit a copy of Accident/Incident Reports to NCDOT/PTD Safety &Training Units.
Supervisors
Supervisors are the key persons in the scheme of loss control because of the close
relationship with the employee and intimate knowledge of operating procedures.
Management will demonstrate support for the safety program through every
visible means.
4111161
Supervisors of each department are charged with the responsibilities of quality
and quantity of production within the department, and therefore are responsible
for the work conduct of same. Supervisors should be afforded the necessary tools
and knowledge to carry out their duties with efficiency and safety.
Supervisors should:
• Have a thorough knowledge of System Safety Policy.
• Provide instruction and training to workers so that they conduct their job in a
safe manner. [(See section on Training New Employees)]
• Make daily inspections of the department to ensure that no unsafe conditions or unsafe
practices exist.
• Initiate immediate corrective action where unsafe conditions or practices are found. When
a capital expenditure is required to make necessary corrections, a written report shall be
submitted to the Agency Administrator/County Manager and the Safety Coordinator.
• Properly complete accident reports and investigate all accidents to determine
what must be done to prevent recurrence of a similar accident.
951Page
• Be familiar with the procedures that must be followed in case of an emergency.
• Enforce safety rules and regulations of the organization.
• Set a good example for safety by working in a safe manner and encouraging others to do
so.
• Providing personal protective equipment as well as machine guards and
safety devices commensurate with the state of the art.
• Reviewing accident records and accomplishments of the safety program with
the Safety Committee.
• Evaluating effectiveness of the safety program.
• Participating directly and/or indirectly in safety activities as may be required
to maintain the enthusiasm and interest of all concerned.
• Abiding by Safety rules and regulations when exposed to conditions governed by
the rules.
• Directing that any flagrant disregard of safety rules and regulations by employees
be grounds for dismissal as outlined in Personnel Policy.
Employees
To assist the employee in developing keen "safety awareness" the following
responsibilities are assigned:
• To abide by the safety and health rules and regulations of
the organization.
• To regard the safety of fellow workers at all times.
• To report any unsafe condition to the Supervisor.
• To contribute ideas and suggestions for improving the safety
of conditions or procedures to the Supervisor.
• To use individual knowledge and influence to prevent accidents.
• To attend safety training sessions.
• To report accidents and injuries immediately.
It is the responsibility of each supervisor of the Transit System to provide explicit
instructional and procedural safety training for each employee.Safety becomes a shared
responsibility between management and the employee, and working safely is a condition of
employment.
Employees are required to identify report and correct unsafe conduct and conditions.
Under (OSHA) 29 CFR part 1910; employees have the right to report any unsafe working
conditions without being subjected to any retaliation whatsoever. Each employee must
be an integral part of the SYSTEM SAFETY PROGRAM.
All transit employees are required to attend safety meetings. Safety meetings involve
employees in the Safety Program and are very useful ways of training employees.
961Page
Safety meetings and committees are used to present information, discuss problems and
new ideas and discuss recent accidents and injuries. Safety meetings and commitment
shall include, but shall not be limited to, the following:
1. Wearing the prescribed uniform and safety shoes as required.
2. Reporting promptly and in writing, to your supervisor, all injuries and illnesses
associated with the jobs.
3. Reporting, no matter how slight, all fires, accidental damage to property,
hazardous material spills and other emergency occurrences to your supervisor.
4. Disposing of all hazardous materials in an acceptable and lawful manner.
5. Working under the influence of alcohol or illegal drugs is specifically forbidden. Use of
prescription drugs, which may affect your alertness or work abilities, shall be reported
to your supervisor (49 CFR parts 40, 653, and 654).
6. Taking care not to abuse tools and equipment, so these items will be in usable
condition for as long as possible, as well as ensure they are in the best possible
condition while being used.
Section 7.2
COMPLETED CAPABILITIES ASSESSMENT
**to be added with implementation of Orange County's Continuity of Operations
Plan**
Section 7.3 Mry"e,
CRITICAL ASSET IDENTIFICATION AND ANALYSIS
**to be added with implementation of Orange County's Continuity of Operations
Plan**
Section 7.4
Completed "PRIORITIZED VULNERABILITY REPORT"
**to be added with implementation of Orange County's Continuity of Operations
Plan**
Section 7.5
Completed "THREAT AND VULNERABILITY ANALYSIS"forms and "THREATAND
VULNERABILITY ASSESSMENT"forms for each of the listed threats
**to be added with implementation of Orange County's Continuity of Operations Plan**
971Page
Section 7.6
Bo-mB THREAT CHECKLIST
Questions to Ask Caller: Caller's Voice:
1, When is the bomb goingto explode° Calm Nasal
An gn- Stutter
2. Where is it rig
htnowo Excited Lisp
Slow Rasp
3, What does it look likeo Rapid Deep
Soft Ragged
4, What kind ofbomb is it? Loud Clearing Throat
Laughter Deep Breathing
_. Whati,�211causeittoexplode7 Crying Cracking Voice
Formal Disguised
6, Did you(thec all er)pl ace thebomb? District Accent
Slurred Familiar
7, Why
If voice is familiar__whorn did it sound like`'
S. Whatisy our address7
4, Whatisv our name° Background Sounds:
Streetnoises Factory machinery
Ex actWording ofthe Threat: Television Animal noises
Voices Clear
PAS Static
IOU si c Local
House noises Long Distance
Motor Booth
Office Machiner-Y Other
SexofCaller: MorF Race: Threat Language:
Age: Length of Call: Well Spoken
Incoherent
(Educated) Taped
Number at which callis received: foul Message
read. Irrational by threat
maker
Time: Date: Remarks:
Report Call Immediatelvto:
ContactNumber
ContactName or Title
Contact Organization
Se c on dart C ontact In fo
Secondary Contact Info
Section 7.7
OCPT SAFETY/SECURITY ALERT SYSTEM
OUT will use the OCAlerts system to receive county-wide messages regarding hazardous
weather conditions, local threats, or other alerts. The OCAlerts system sends messages to
981Page
registered phone numbers in an emergency. OC Alerts is a geography-based system that
uses street addresses to select which phone numbers will receive emergency notification
calls. The Orange County website can also be accessed to see up-to-date weather alerts.
Orange County Emergency Services monitors weather conditions daily, and reports hazardous
weather conditions to the County Manager's Office. All Orange County employees can sign up
for notifications from the Orange County Alerts Employee Notification System (OCAlerts) or call
(919) 732-8181 for the current weather status.
Section 7.8
Internal Contact List (OCPT�
0���y
ORANGE COUNTY PUBLIC TRANSPORTATION
PO BOX 8181,600 NC HWY 86N
919.245.2008 91,
Revised:6.18.2019
NAME MOBILE PHONE OFFICE EXT
919.245.xxxx
Theo Letman 919.338.4730 2007
Teleishia Holloway 919.259.6977 2002
Katrina Wall 919.259.5656 2009
Ciara Baldwin 984.898.3015 2008
Tammy Weaver 919.886.1799 2008
Allyson Coltrane 919.259.6366 2102
Percy Mahone 713.410.8084 2006
Hayden Bishop 919.519.4303
Stephen Champion 336.684.8993
Patricia Coltrane 336.343.2992
Ashley Cousin 336.26C3339
Paul Ferrante 919.432.2644
Lesa Fleming 919.448.1529
Dave Golombisky 919.923.1726
Charlene Herbert 757.359.6677
Kesha Lineberry 919.622.7960
Melonie Hill 984.234.9805
Betty Pettiford 336.380.3747
Kristin Price 919.630.3745
Randy Rudd 336.514.5666
George Sellars 919.428.5595
Shakia Mitchell 919.548.5507
TeleTime4J 919.245.2001 2001
99 Page
External Contact List
Orange County EMS: (919) 245-6100
1914 New Hope Church Rd, Chapel Hill, NC 27514
OR Call 9-1-1
Section 7.9
Succession List
Theo Letman
TeLeishia Holloway
Percy Mahone
Katrina Wall
William Russell
Allyson Coltrane
Section 7.10
Completed "MEMORANDUM OF UNDERSTANDING"between OCPT and
Community Emergency Management
Section 7.11
PUBLIC TRANSPORTATION EMERGENCY RESPONSE
MUTUAL AID AGREEMENT
WHEREAS, the purpose of this pre-disaster agreement between the agencies is
to provide for immediate assistance to protect life and property;
WHEREAS, this Agreement is authorized under OCPT which is activated only in
the event of a proclamation of an emergency by the local and/or state
government approving authority,
WHEREAS, each agency that becomes a party to this Agreement shall be termed
a Signatory Agency;
WHEREAS, a Signatory Agency asking for assistance from any other Signatory
Agency will hereinafter be referred to as a Requesting Agency;
WHEREAS, the Signatory Agency agreeing to assist another Signatory Agency asking for
assistance hereunder will hereinafter be referred to as a Responding Agency;
100 Page
WHEREAS, it is necessary and desirable that this Agreement be executed for the
exchange of mutual aid; with the intent to supplement not supplant agency personnel.
NOW, THEREFORE, it is hereby agreed by the parties hereto that:
1. Each Signatory Agency has authority hereunder to furnish available resources
and services to a Requesting Agency to assist in the prevention, response, recovery and
mitigation of proclaimed emergencies/disasters. Any such Responding Agency shall
have complete and sole discretion to determine what resources and services are
available for its response to any such request. The Responding Agency may limit its
response to provision of personnel, equipment, and materials it has determined to be
qualified, appropriate, and/or necessary to its response to a Requesting Agency.The
Responding Agency shall have no responsibilities or incur any liabilities because it
declines to provide resources and/or services to any individual or entity including any
Signatory Agency.
2. Resources of the Responding Agency that are made available to the
Requesting Agency shall, whenever possible, remain under the control and direction
of the Responding Agency. The Requesting Agency shall coordinate the activities and
resources of all Responding Agencies. kk 0%
3. The Responding Agency shall retain the right to withdraw some or all of its
resources at any time. Notice of any such intention to withdraw resources shall be
communicated to the Requesting Agency's authorized representative not less than five
(5) business days before actual withdrawal except the period for prior notice of intent
to withdraw resources may be shortened, or completely dispensed with, under
emergent circumstances.
4. The Requesting Agency shall be obligated to reimburse any Responding Agency
at its usual and customary rates for its actual costs incurred in the provision of
available resources and services in response to a request for assistance including, but
not limited to, actual costs of labor, equipment, materials, and related expenses as
well as for loss or damage to equipment. The Responding Agency shall submit an
itemized invoice specifying all reimbursable costs to the Executive Head of the
Requesting Agency within sixty (60) days after completion of work. Unless otherwise
agreed, the Requesting Agency shall fully reimburse the Responding Agency for
legitimate invoiced costs within ninety(90) days after its receipt of any such invoice.
101 IPage
5. Any dispute regarding reimbursable costs that is not resolved by agreement of
the Requesting and Responding Agencies involved with that particular invoice shall be
decided in writing by the authorized representative of the Requesting Agency. The
decision of the Requesting Agency shall be final and conclusive unless, within ten (10)
days from the date the Responding Agency receives its copy of that decision, the
Responding Agency mails or otherwise furnishes a written appeal to the authorized
representative of the Requesting Agency. In connection with any such appeal, the
Responding Agency shall be afforded an opportunity to be heard and to offer
evidence in support of its position. The decision of the authorized representative of
the Requesting Agency shall be final subject to appeal to the Orange County.
6. All privileges, immunities, rights, duties, and benefits of officers and
employees of the Responding Agency shall remain in effect while those officers
and employees are performing functions and duties at the request of a
Requesting Agency, unless otherwise provided by law. Employees of the
Responding Agency shall remain employees of the Responding Agency while
performing functions and duties at the request of a Requesting Agency.
7. The Requesting Agency shall indemnify and hold any Responding Agency, and its
agents, employees, and/or officers, harmless from and shall process and defend at its
own expense any and all claims, demands, suits, penalties, losses, damages, or costs of
whatsoever kind or nature (hereafter "claims") brought against any Responding
Agency arising out of or incident to the execution, performance, or failure to perform
of or under this Agreement; provided, however, that if such claims are caused by or
result from the concurrent negligence of(a) a Requesting Agency, its agents,
employees, and/or officers; and (b) a Responding Agency, its agents, employees,
and/or officers, this indemnity provision shall be valid and enforceable only to the
extent of the negligence of the Requesting Agency, its agents, employees, and/or
officers; and provided further that nothing herein shall require the Requesting Agency
to hold harmless or defend a Responding Agency, its agents, employees, and/or
officers, from any claims arising from the sole negligence of a Responding Agency, its
agents, employees, and/or officers.
8. This Agreement shall be effective upon approval by two or more Signatory
Agencies and shall remain in effect so long as two or more Signatory Agencies
remain consenting parties to this Agreement.
1021Page
9. Upon execution of this Agreement, a Signatory Agency shall send an original or
a certified copy of the executed agreement to the North Carolina Department of
Transportation, Public Transportation Division.
10. Any Signatory Agency to this Agreement may cancel its participation in
this Agreement by giving written notice to the Signatory Agencies listed in this
Agreement.
11. This Agreement is supplemental to, and not a substitute for, pre-existing
mutual aid agreements and is not intended to restrict the right of any Signatory
Agency to negotiate additional mutual aid agreements with a Signatory Agency or
others. This Agreement is for the benefit of the Signatory Agencies only and no
other person or entity shall have any rights whatsoever under this Agreement as a
third party beneficiary, or otherwise.
12. All rights and remedies provided in the Agreement are distinct and cumulative to
any other right or remedy afforded by law or equity, and may be exercised
independently, concurrently, or successively to such rights or remedies, and shall not
be construed to be a limitation of any duties, obligations, rights and remedies of the
parties hereto.
s
OCPT, ate
Signatory System name
*%L
Signatory Agency Authorized Representative Date
1031Page
Designated Primary Contact for this Signatory Agency
Office: Contact: Phone:
Emergency 24 Hour Phone Number:
Approved As To Form
Office of the Attorney General Date
Section 7.12
FTA'S TOP 20 SECURITY PROGRAM ACTION ITEMS FOR TRANSIT AGENCIES
Ift AW `qw
The following Action items identify the most important elements that transit agencies
should incorporate into their System Security Program Plans. These top twenty(20) items
are based on good security practices identified through FTA's Security Assessments and
Technical Assistance provided to the largest transit agencies. Specific information on
these elements may be found in FTA's Transit System Security Program Planning Guide.
FTA is working with transit agencies to encourage them to incorporate these practices
into their programs. INV
Management and Accountability
1. Written security program and emergency management plans are established.
2. The security plan is updated to reflect anti-terrorist measures and any
current conditions.
104 Page
3. The security plan is an integrated system security program, including regional
coordination with other agencies, security design criteria in procurements and
organizational charts for incident command and management systems.
4. The security plan is signed, endorsed and approved by top management.
5. The security program is assigned to a senior level manager.
6. Security responsibilities are defined and delegated from management through to
the front line employees.
7. All operations and maintenance supervisor, forepersons, and managers are held
accountable for security issues under their control.
Security Problem Identification
8. A threat and vulnerability assessment resolution process is established and used.
9. Security sensitive intelligence information sharing is improved by joining
InfraGuard, the FBI Regional Task Force and the Surface Transportation
Intelligence Sharing &Analysis Center (SAC); security information is
reported through the National Transit Database (NTD).
Employee Selection
10. This position is safety-sensitive and requires pre-employment
drug screening, and a background check.
11. Criteria for background investigations are established.
Training
12. Security orientation or awareness materials are provided to all front-line employees.
13. Ongoing training programs on safety, security and emergency procedures by
work area are provided.
14. Public awareness materials are developed and distributed on a system wide basis.
1051Page
Audits and Drills
15. Periodic audits of security policies and procedures are conducted.
16. Tabletop and functional drills are least once every six months and full-scale
exercises, coordinated with regional emergency response providers, are performed at
least annually.
Document Control
17. Access to documents of security critical systems and facilities are controlled.
18. Access to security sensitive documents is controlled.
Access Control
19. Background investigations are conductors of contractors or others who require
access to security critical facilities, and ID badges are used for all visitors, employees and
contractors to control access to key critical facilities.
Homeland Security
20. Protocols have been established to respond to the Office of Homeland
Security Threat Advisory Levels.
Section 7.13
ALTERNATE FACILITY CERTIFICATION CHECKLIST
WORKPLACE SECURITY ASSESSMENT FORM
Facility(Worksite):
Location:
Date:
Inspection No.:
106 Page
Describe the physical layout of the establishment. Indicate its location to other businesses
or residences in the area and access to the street.
Number/gender of employees on-site between 10 p.m. and 5 a.m.
Describe nature and frequency of client/customer/passenger/other contact:
Are cash transactions conducted with the public during working hours?If yes, how
much cash is kept in the cash register or in another place accessible to a robber?
Is there a safe or lock-box on the premises into which cash is deposited?
What is the security history of the establishment and environs?
What physical security measures are present?
Has security training been provided to employees?If so, has the training been effective?
1071Page
O