2023 Triennial Audit - Grouping 2. Safety Management Policy

The Department of Public Utilities (“DPU”), as the State Safety Oversight Agency for rail transit (subway lines) in Massachusetts, has completed a Triennial Audit of the Massachusetts Bay Transportation Authority’s (“MBTA”) Public Transportation Agency Safety Plan and its implementation. The Triennial Audit is a requirement of 49 C.F.R. § 674.31 and 220 CMR 151.10(2).

Scope

• MBTA’s safety objectives
• Organizational accountabilities and responsibilities
• Employee Safety Reporting System
• Policy communication throughout MBTA
• Safety Program definition and administration
  • SSPP Element 1. Introduction
  • SSPP Element 2. Purpose, Scope, and Performance Objectives
  • SSPP Element 3. Overview of Management Structure
  • SSPP Element 4. Safety Plan Control and Update
  • SSPP Element 5. Implementation, Tasks, Activities, and Responsibilities

Positive Observations

• The new General Manager (“GM”) Phillip Eng is fully engaged and committed to the improvement of the infrastructure and is taking a “hands on” approach to organizational improvement.
• The GM is involved in the ASP update process, providing comments and input to the development team.
• The area first responders are trained on the MBTA equipment and conduct drills to enforce that training.

Opportunities for Continual Improvement

• The Safety Department has several vacant positions and is leaning heavily on a few key individuals to do most of the work. MBTA should fill vacancies and develop a clear onboarding plan that identifies the roles and responsibilities associated with new positions.
• Safety culture ¹ is difficult to change and MBTA is no exception. The MBTA leadership and Safety Department need to remain constantly engaged with front-line employees during policy and cultural transition.

Recommendations

• Separate from the workforce assessment that MBTA is conducting with respect to the FTA Special Directive 22-9, the Safety Department should develop a strategic plan and forecast the top priorities for safety oversight to help ensure alignment of resource needs.

Findings

• None.

1. Safety culture is comprised of many elements, which may start with leadership that establishes a compelling vision for safety; builds trust, respect, and inclusion (for identifying safety issues and opportunities); prioritizes safety in the selection and development of leaders; leads and rewards a culture that focuses on organizational improvement; and establishes organizational behavior expectations.