Best Practices for Transit re: Covid-19

I recently interviewed Bill Carpenter for my pop-up podcast Comfort's Corner dealing with transit and the Coronavirus pandemic. I was so impressed by the leadership he has displayed during the recent pandemic and some of the practices they have implemented there - I asked him to put together some "Best Practices" from RTS in hard-hit New York.

Here is what he sent -

"RTS has responded to the COVID-19 Pandemic as swiftly and responsibly as possible. The information that follows represents actions we have taken as of March 27. Our team is actively living our value of Agility and Innovation and approaching the coming days and weeks accepting the fact that we have no idea what will happen next.

Dealing with the Covid-19 Pandemic

1. Immediately change cleaning protocols so that buses and hard surfaces in public places are disinfected regularly.
2. Provide hand sanitizer and other appropriate PPE to all personnel.
3. As soon as we learned of a positive test for the virus contracted by community spread, we stopped accepting fares and fare media on buses without a farebox.
4. Once the Governor declared a State of Emergency and banned non-essential travel, we began using the rear door for boarding and alighting. The front of the bus was taped off to enable social distancing from the bus operator. We limit the number of customers with mobility limitations who can sit in the front area (those who are unable to step up to enter the bus in the rear door).
5. We were asked to join a daily call with community leaders to learn the priorities of the community and share resources to address them.
6. Our paratransit operation started being underutilized. We established new partnerships to help deliver supplies and provide transportation to well visits for pediatric patients.

Regarding internal communications

1. Before the coronavirus was identified in our service area we began meeting with union leadership to discuss and address their members’ concerns.
2. Once the coronavirus was found in our area, senior staff began a daily call, seven days a week, to share information, identify /resolve problems and communicate solutions
3. A daily email to all employees is sent to be sure they have the latest information on safety protocols, health information and attendance policies. Any State/Federal rules changes that impact our policies are cascaded through the agency immediately.
4. Reports to the Board are being sent with increased frequency to share ridership and policy updates.
5. Weekly video messages from the CEO to all employees provides a “virtual touch” to see that leadership is responding to the pandemic and that what we do is vital to the community.

Closing thoughts

1. In a crisis you will have pessimists and optimists. It is said a pessimist sees an obstacle in every opportunity and an optimist sees an opportunity in every obstacle. A leader cannot allow herself/himself to be frustrated by the differing perspectives. Instead find the value from both perspectives and lead!
2. This pandemic is a marathon. Self-care cannot be delegated. Be sure you, as the leader, are healthy in body, mind and spirit as you lead your agency."