This month Orange County Transportation Authority (OCTA) joined public agencies across California in the Golden Guardian exercise — an annual emergency training event through the California Emergency Management Agency that helps prepare cities, hospitals, first responders, schools, transportation agencies and others to respond in crisis situations.
This year, the scenario that unfolded was a 7.8 earthquake along the San Andreas fault. Information from the first reports, ongoing response and recovery were simulated while participants discussed issues that would be considered in such a situation. Various agencies participated to varying degrees.
At OCTA, we included people at all levels of the organization, from executive management to those responding in the field, so that our team could understand each individual’s role and refine our ability to respond in the event of an emergency.
Exercises such as the Golden Guardian give agencies an opportunity to uncover knowns in emergency plans and identify what they can change now — before an earthquake or other emergency — to avoid catastrophic impact after an initial crisis occurs.
In the last year, OCTA has placed an increased focus on emergency preparedness and training. The efforts have ranged from overhauling the Emergency Operations Plan, to tabletop and full-scale exercises. More than 20 training events have been held for frontline personnel, preparing our employees for numerous scenarios that would require an emergency response.
Natural and manmade disasters are an unfortunate reality for which we have to prepare. And while we do everything possible to prevent any kind of incident from occurring, we ultimately will be judged by how quickly and effectively we respond to the situation. Reacting too late to tragic events can have disastrous impacts on the public.
It is vital that we not only have current emergency response plans in place, but our employees understand how to carry out those plans so we can effectively respond to the needs of the public in a crisis situation.
The Golden Guardian event is a great reminder to all of us to dust off that Emergency Operations Plan that is resting on the bookshelf.
Billions of taxpayer dollars are spent buying buses and railcars every year. Although the national unemployment rate has declined since the Great Recession, for low-income families and communities of color, the unemployment rate remains in the double-digits and good, family-supporting jobs can’t come fast enough. We need strategies that revive U.S. manufacturing and other industries that can create the kind of jobs we want.
The recently adjourned 2016 Democratic National Convention put Philadelphia in the national — and international — spotlight once again. For the third time in four years, the Southeastern Pennsylvania Transportation Authority transported thousands of visitors to the City of Brotherly Love and its surrounding counties. As with the U.S. Open in 2013 and the World Meeting of Families and Papal Visit in 2015, public transit was a key component for all event activities.
Everywhere, evidence reveals how we’re moving into a less-consumptive, sharing-based society. Whether it’s people’s homes, torrent files or a car ride downtown, sharing is in. As environmentally conscious and economically prudent reducers and re-users, millennials are choosing non-traditional forms of transportation. This behavior has already had a huge impact on the way the transit industry is planning for its future.
How do you replace the institutional knowledge and subject expertise of a 40-year employee? You do it through succession planning, which is especially necessary in the transportation industry where senior level managers often have well over 25 years’ experience.
Lao Tzu, the famous tactician and the author of "The Art of War," wrote “To lead people, walk beside them.” As leaders, we sometimes forget to step outside of our own job duties to understand the unique needs and perspective of our workforce. With the many vital roles we play each day to keep our companies running, we may think our time is too scarce to walk beside our most entry level workers. It's a belief that has resulted in many organizations’ lowered morale and catastrophic financial losses.