The video from Reason.TV  says it all. .  For those who care to read, check the Reason Foundation’s blog  post, which gives a good idea of what is  wrong with DC’s WMATA and its escalator management..

[yframe url=’http://www.youtube.com/watch?v=8ioHIlPgOS4′]

And seen below a customer’s creative and preemptive response for the agency’s yet-to-begin-customer survey.  After seeing the video above, don’t you think he and other riders like him are shelling $$ on this system are justified to deliver such a verdit  (actually the video doesn’t even address the plethora of other problems beyond the elevators and escalators that is plaguing the system) I’m sure many rider in the DC metropolitan area feel the same way..

Image courtesy: @dcmetrosucks via Twitter

(Source: via Pinterest)

(Source: Warren Zhang via Reddit)

WMATA management should consider installing a couple of these swings in each rail car..  It definitely looks like a lot of fun (as long as it is not peak hours and the rail cars are not packed to the gills).

Metro Swing from Warren Zhang on Vimeo.

(Source: TransitTalent.com via Bernie Wagenblast’s TCN)

The incumbent is responsible for assisting with the management of activities for the Office of Media Relations. Serves as deputy chief spokesperson for the Authority and manages Metro’s media relations efforts with traditional media (TV, radio, print, online) and key external agencies. Assumes Director’s responsibilities when necessary. This is highly responsible professional and administrative work. Significant writing is required, as is the ability to provide professional, on camera and on-the-record comments on behalf of the agency.

Major Duties

• Manages the day-to-day operations of the media relations department (commonly known as the press office). Supervises public information officers.
• Serves as deputy chief spokesperson for the Authority on a variety of issues affecting WMATA and the communities served. The incumbent deals with print and broadcast media on a day-to-day basis, responding to inquiries and generating information pertaining to the Authority, including local, regional and national media outlets.
• The Manager, Media Relations & Deputy Chief Spokesperson is an official Authority spokesperson. This includes 24-hour on-call duty to provide support during service disruptions or emergencies, and to respond to media inquiries concerning Authority policies, business matters, and service issues outside normal business hours, including weekends and holidays.
• Advises and prepares the General Manager, Executive Leadership Team, Directors, and subject-matter experts for interviews with reporters and arranges such interviews.
• Develops and assists in the conception, production, implementation and administration of all strategic media plans. The individual analyzes and evaluates media plans for effectiveness and recommends alternatives, if appropriate
• Works closely with individuals in other departments and offices to coordinate media relations activities such as media photo opportunities, formal and informal press conferences, live interviews, taped interviews, group interviews, one-on-one interviews, and media roundtable discussions.
• Conducts and oversees special research and evaluations on media-related programs and projects to enhance the dissemination of information to the various media outlets and recommends improvements.
• Researches, writes, and disseminates news releases, talking points, media advisories, fact sheets and media/press kits.
• Edits news releases from Public Information Officers prior to release.
• Researches, writes and disseminates talking points/message points to appropriate internal audiences for their use in responding to media inquiries.
• Uses available technology to post news related to the Authority on Metro¿s web site, transmit information through email alerts or similar technology. Work in coordination with Social Media Manager to ensure news appropriately transmitted via social media channels.
• Builds professional relationships with reporters to establish credibility, positive rapport, and fair coverage of issues critical to the Authority.
• Develops management and administrative reports within the Office of Media Relations.
• Advises the Director of Communications & Chief Spokesperson on strategic and tactical matters to maximize positive news coverage. Must be able to meet tight deadlines and perform effectively in a fast-paced, breaking-news environment.
• Meets with colleagues in other departments and offices to help develop strategies for presenting these programs to the media and the public. The individual meets with the Director of Communications & Chief Spokesperson to develop media strategy on issues affecting the Authority.
• Must maintain confidences while working with confidential information.

The above duties and responsibilities are not intended to limit specific duties and responsibilities of any particular position. It is not intended to limit in any way the right of supervisors to assign, direct and control the work of employees under their supervision.

Click here for more details.

The Washington Post’s Coverage: A federal investigation has identified pervasive flaws in rail safety at Metro and severe inadequacies in the agency responsible for oversight. Findings released Thursday call for widespread changes in how the nation’s second-busiest subway system is supervised and managed.

The sternly worded report, prepared by the Federal Transit Administration and presented Thursday to Washington area members of Congress, was the first in-depth look at Metro’s safety program, FTA Administrator Peter Rogoff said. It revealed deep-rooted deficiencies at the transit agency and its independent oversight committee, highlighting vulnerabilities in the systems that are supposed to safeguard passengers and workers, he said.

Rogoff said the safety performance of the Washington system was worse than others of similar size. He said the findings were a symptom of a much deeper problem, extending from executive leadership down to the most junior employee, and he urged the incoming Metro general manager to use the report as a “road map” for the “overarching safety problem.” Click here to read the Washington Post article.

The FTA’s audit resulted in 21 findings and recommendations: 11 findings and recommendations for TOC and 10 findings and recommendations to WMATA.

I have to agree with this excerpt from a post by David Alpert on one of my favorite local blogs – Greater Greater Washington:

The most disappointing piece to me is why it took press attention and FTA oversight to identify, explain, and fix these issues. WMATA could have formulated and publicized its own report explaining how the safety structure was deficient and suggesting ways it would fix them on its own. It didn’t. After the Post discovered and publicized the lapses, WMATA’s statements instead nitpicked specific wording from TOC Chair Eric Madison to try to claim there wasn’t a problem at all.

WMATA needs to own up to these things, not just respond to the FTA’s report and have meetings but actually start coming clean to riders. There are undoubtedly some points the FTA missed; WMATA should proactively suggest those as well. As for the TOC, they have a solemn responsibility to ensure safety, and should take whatever steps necessary without regret, whether that’s breaking procedure and going directly to top managers or the Board, or talking to the press and shouting from the rooftops when something is wrong.

Summary List of Findings and Recommendations

Findings to the Tri-State Oversight Committee (TOC):

1. Assess the level of resources necessary from each jurisdiction (District of Columbia, Maryland and Virginia) to meet TOC’s responsibilities. Use the results of this assessment to establish resource commitments from each jurisdiction to TOC for the next three calendar years. Resources should be committed and onboard before the beginning of the next Federal audit cycle.
2. Evaluate the technical and professional skills that TOC representatives need to effectively carry out their oversight duties.  To the extent that TOC representatives do not currently possess these skills, ensure training is provided as soon as practicable to each TOC member.
3. Determine the best method to respond quickly and professionally, as WMATA safety situations arise and require coordinated action.  Consider whether full-time TOC positions can be vested with decision-making authority to act in specific safety situations with WMATA.
4. Identify and formalize a mechanism to ensure that critical unresolved WMATA safety concerns identified by TOC members are elevated to the highest levels of each TOC jurisdictional agency and WMATA for immediate action.
5. Require WMATA to complete a timely, thorough, and competent review and update of WMATA’s Safety Rules and Procedures Manual.  This review and update must reflect actual current practices and needed improvements identified by TOC and by FTA in this audit report.
6. Require WMATA to develop (and TOC to review and approve) an internal WMATA safety audit recovery plan for calendar year 2010 and calendar year 2011. Before WMATA develops this plan, TOC should sponsor a meeting with WMATA’s Safety Department, Quality Department, and Executive Leadership Team to explain the internal safety audit program requirements and TOC’s expectations regarding WMATA’s internal safety audit recovery plan.
7. Require WMATA to develop a recovery plan to complete all open accident investigations following procedures established in TOC’s Program Standard, WMATA’s System Safety Program Plan and WMATA’s Accident Investigation Procedures.
8. Document the Corrective Action Plan Technical Review process in TOC’s Program Standard and Procedures and WMATA’s System Safety Program Plan.
9. Work with WMATA to ensure that there is a process in place for evaluating Corrective Action Plans (CAP) alternatives that may be necessary as a result of capital and operating program resource limitations.
10. Require WMATA to develop and implement a comprehensive and system-wide hazard management program (as required by 49 CFR Part 659.31).
11. Require WMATA to strictly adhere to the annual certification of compliance with its System Safety Program Plan (as specified in 49 CFR 659.43), including identifying areas where WMATA is not in compliance with its System Safety Program Plan as well as specific actions WMATA is taking to achieve compliance.

Recommendations to the Washington Metropolitan Area Transit Authority (WMATA):

1. Conduct an assessment to identify the resources and expertise necessary for the Safety Department to carry out the activities specified in WMATA’s System Safety Program Plan and Safety Rules and Procedures Manual.
2. Use the results of the assessment to ensure adequate staffing levels and expertise within the Safety Department.
3. Increase the Safety Department’s access to operating and maintenance information and reports to ensure that this information is being analyzed for potential impacts on the safety of WMATA.
4. Develop an internal process to require the communication of safety-related information across all WMATA departments, including the impacts of budget reductions and resource constraints on the performance of safety-related maintenance activities and requirements.
5. Define and implement the process for the top Safety Department position to communicate safety priorities to the General Manager in a timely and consistent manner.
6. Identify the technical skills required to perform system-wide hazard analysis (as required in 49 CFR Part 659 and TOC’s Program Standard). To the extent that WMATA Safety Department staff does not currently possess the needed skills, provide training as soon as practicable.
7. Update the WMATA System Safety Program Plan (specifically Procedure #2.1/0 and Section 6) to develop a hazard management process that ensures that all WMATA departments participate in an on-going manner.
8. Institute a process to ensure that changes in operating rules are analyzed for safety impacts before system-wide implementation. For example, WMATA engineering bulletins are “field tested” before full implementation.
9. Finalize the right-of-way protection rules, develop training to implement the new rules and ensure all right-of-way employees and contractors receive this training before accessing the right-of-way.
10. Implement the configuration management program described in the WMATA System Safety Program Plan.

You can read the oral statement of the FTA Administrator to the congress here.  Below is a copy of the report, which is also available for download at the FTA website.

(Source: Washington Post)

Since the spring, Metro officials have barred independent monitors from walking along subway tracks to observe safety procedures while trains are in normal service, even if escorted by Metro employees, newly obtained records show.

The monitors, from the Tri-State Oversight Committee, wanted to determine whether Metro was following rules put in place in recent years after a number of workers had been fatally injured on the job.

Instead, they have spent the past six months pressing Metro in writing and in person for access — a period in which two Metro employees were struck and fatally injured on the tracks.

The monitors became so frustrated that at one point, internal e-mails show, they discussed formally notifying federal officials and invoking their toughest sanction: declaring Metro to be officially out of compliance with safety requirements. Such a move could cause Metro to lose part of its federal funding.

In July, the oversight committee made a plea in writing, telling Metro that without access to live tracks, it couldn’t ensure workers’ safety.

On Aug. 9, a track vehicle on the Orange Line struck and killed Metro worker Michael Nash.

A month later, committee members met with Metro officials, telling them that if they were unable to get on the tracks they would “elevate this issue,” notes of the meeting show.

At 10:40 the next morning, a train near Reagan National Airport struck and fatally injured Metro technician John Moore.

Now, more than six months after the dispute began, safety monitors said they remain barred from entering the right of way along active train tracks.

Metro officials told the monitors that they were looking out for their safety. On Friday, Metro spokeswoman Lisa Farbstein said that there had been a “misimpression” and that committee members could approach the tracks if accompanied by safety escorts.

The dispute encapsulates what many safety experts and federal officials have described as a fundamental flaw with Metro and other subway systems: a lack of effective and enforceable oversight that leaves transit systems in charge of policing their own safety.

Click here to read the entire article (free registration req’d)

Transportgooru Musings: Does anyone care to explain what the term “misimpression” is that Lisa Farbstein has cited in her rebuttal?  Does it usually take more than 6 months and a ton of e-mails to resolve this issue?  What happened to the good old telephone to the Committee Chair? How about a phone call from Catoe to the Tri-state Oversight Committee Chair explaining how favorable “Metro” is for such random safety checks? Hey, at the very least, can’t someone at Metro administration send a memorandum explaining what Lisa said to WashPost – ” committee members could approach the tracks if accompanied by safety escorts.”.. Now by NOT doing any of the above, Metro & its management has to do a big battle to undo this public relations mess…Oh not to mention, may be its time to think about a having a chat with the Chief Safety Officer while cleaning up this PR mess..

(Source: Washington Post)

Forget about getting more money for Metro or whether to fire the general manager. The real issue is poor customer service: mysterious train halts, boarded-up escalators, rude station attendants.

That, at least, is the view of a bearded, 41-year-old former news reporter who writes the successful gadfly blog with the off-color title Unsuck DC Metro. He doesn’t want his name published, saying he’s received several threats over blog posts that embarrassed Metro employees. On that condition, however, he agreed to meet for lunch for his first full interview and discuss what he thinks ails Metro following the toughest three months in the transit system’s 33-year history.

The blogger, whose site is http://unsuckdcmetro.blogspot.com, bases his judgment partly on personal experience but mostly on the thousands of e-mails, comments, photographs and Twitter messages he’s received since he started in January. He gets more than 1,000 hits a day and has nearly 1,400 followers on Twitter — very near the approximately 1,650 following Metro’s own Twitter site.

General Manager John B. Catoe Jr., whose contract was just extended for three years, should pay attention. The bloggers have come to speak for Metro’s core customers and serve as a kind of collective conscience for the system.

To its credit, Metro responds to bloggers’ queries and, despite some understandable tensions, deals with them professionally. Other bloggers following Metro include Greater Greater Washington, Moving Momentarily, Why I Hate DC, Infosnack and DCist (along with such mainstream media blogs as The Post’s Get There, which features Dr. Gridlock).

Mr. Unsuck decided to blog after he changed jobs in November and began commuting regularly on the Orange Line. He was surprised when trains stopped regularly mid-trip and when, in his first week, he had to get off and wait three or four times when a train was suddenly taken out of service. Compared with foreign systems he knew, “I just felt there was something wrong with this one,” he said.

His blogging is part-time and unpaid. On slow days, he works on the blog for 20 minutes in the morning and 20 minutes after work. A lengthy posting might take several hours. The lunch I bought him (his share was $27.50) was the first material benefit he’d received.

Click here to read the entire article.

Note: Transportgooru congratulates fellow bloggers Greater Greater Washington, Moving Momentarily, Why I Hate DC, Infosnack and DCist for the great job they have done in getting the Metro to pay attention to the Metro riders’ issues.   If anything, the community is glad to have these platforms to share their agonizing commuter tales & Metro’s woeful performance/behavior.   Hat tip to all these bloggers for their community service!

(Source: Tree Hugger)

Trivia: New York’s is also the only subway in the world to run 24 hours a day, 365 days a year.

Image courtesy: TreeHugger

Our friends at Treehugger have put together a great, easy to understand compilation of subway/metro train fares for a handful of major cities around the world, with a promise to update the list in the near future.  The article takes a stab at comparing the New York Subway system fares against the rest and goes on to analyze What Makes a Subway Fare Fair? and Why is New York City Raising the Subway Fare? Makes for quite an interesting read.

Click here to read the entire article.

(Source: Washington Examiner)

The majority of crimes in the system occur in Metro’s parking garages and lots, where items such as briefcases, laptops and cell phones are stolen from vehicles. Larceny rose 15 percent in parking lots since 2007.

Riders can take some solace that reported assaults declined somewhat. There were no rapes or homicides. But the number of thefts rose substantially.

Robberies, which involve theft from a person, jumped by nearly a third. Larceny, the most frequently reported crime, jumped 17 percent for a total of 864 cases, up from 739. Larceny is theft without the owner present.

“With more people in the system, more crime occurs,” said Metro Transit Police Deputy Chief Jeff Delinski.

Yet not all of the increase can be explained by the 3 percent increase in ridership, which was well below the increase in serious crimes reported. And though transit police made more arrests last year than in 2007, the growth was smaller than the number of serious crimes overall.

Click here to read the entire report.

(Source: APTA via News Channel 8)

WASHINGTON – Taking public transportation could save D.C.-area residents an average of $9,500 a year, according to a new report. 

The American Public Transportation Association study based its report on the average gas price for March 5, 2009 ($1.93), and unreserved parking space rates from 2008 (an average of $143 per month). 

D.C. ranks 8th in the nation for savings for public transit users, the study found. 

“I don’t have a car — I take public transportation everywhere,” said one woman.

“Every day I take the Metro; I take the train; I take the bus — a car around here is really not worth it at all,” said Brandin Dechabert, a commuter.

The savings assumes the household gives up one vehicle, including the cost of insurance. That’s based on an average of 15,000 miles traveled by year.

Click here to read the entire article.