[Peetwo]

OTSI a pale version of the ATSB?? -   

I have been tasked by Aunty Pru to troll thru past NSW Budget Estimates Hansard (plus associated documents) and the OTSI website for anymore Transdev Emerald class Gen 1 & 2, AMSA and OTSI DCV investigation mentions &/or dots-n-dashes. 

To begin I came across the following answers to 'Supplementary Questions': https://auntypru.com/wp-content/uploads/...Sydney.pdf

Ironically this PDF document was created two days before the Clontarf and three days before the Fairlight  steering failure incidents, three weeks before AMSA grounded (safety directive) the Emerald Gen IIs and nearly a month before the OTSI decided to investigate the steering failure incidents??

  



These were the recommendations from the MV Pemulwuy 'Loss of Control' investigation final report:



On recommendation 4.6, this is what AMSA define as a 'serious incident':

 "...Serious incidents (none of the above) include serious injuries

(operational), fire, explosion, collision, grounding, contact, heavy
weather damage, ice damage, hull cracking, or suspected hull defect,
critical equipment failure (i.e. main engines, steering gear), extensive
accommodation damage, severe structural damage (penetration of the
hull under water), loss of stability, pollution, and breakdown
necessitating towage or shore assistance..." 

While on the subject of AMSA and OTSI DCV completed investigations, I noted the  following FR from the OTSI ferry investigation webpage: https://auntypru.com/wp-content/uploads/...-Final.pdf

These were the AMSA related recommendations:

AMSA

4.7 In consultation with industry and in collaboration with other relevant agencies, develop and implement standards for the safe design, construction and maintenance of sewage systems for DCVs.

4.8 Consider the introduction of a requirement that a suitably qualified technical assessor with plumbing qualifications carries out an inspection of sewage systems in conjunction with the AMSA survey processes.

4.9 In consultation with industry and collaboration with other relevant agencies consider the inclusion in certificate of competency syllabuses, education on risks involved with hazardous gases in DCV sewage systems for onboard staff.

4.10 Further support the adoption and implementation of safety management systems for DCV operators through AMSA’s regulatory activities.

Hmm...would be very interesting to see the responses from AMSA in the DIP DRAFT report process? In both reports, plus in subsequent actions since (eg non-listing of any of the Emerald class steering failure occurrences as 'serious incidents' ), there seems to be certain areas of confliction and animosity between AMSA and OTSI??

On a final note it is worth perusing the latest OTSI Annual Report: https://www.otsi.nsw.gov.au/sites/defaul...021-22.pdf

From the Chief Investigator report:

..During 2021-22 we revised OTSI’s business operating model in line with our legislative functions to increase our focus on proactive, data-driven activities which will enable us to better identify risk and share this information with the transport industry.

This revised model was implemented with a new organisation structure in February 2022. We have expanded OTSI’s investigations team to enhance our capacity to investigate both standalone incidents and more complex rail, bus and ferry systemic safety issues to support industry to manage risk and eliminate or reduce common safety incidents.

During the year we established the foundations on which to build our data analysis and reporting arm which, once fully staffed, will power our ability to better identify safety risks, to undertake research and programmed investigations into known risks, and to deliver more insights to the transport sector.

Upping the ante on our engagement with government, operators, regulators and peak bodies was a key focus during the year and we will continue to refine and expand our safety promotion strategy in 2022-23 so we can better support industry and government to achieve safety improvement.

Embedding major structural reform while also delivering on ‘business as usual’ is a challenge for any organisation and in a small agency, these impacts can be felt more keenly...

    
  Hmm...why does that word weasel confection sound so familiar? Why is it that bureaucrats that step into leader positions, that they have absolutely NFI ie experience or skills in (think HVH or Su_Spence), always try to reinvent the wheel by restructuring and refocussing the organisation? If it ain't broke...etc...  

(Also check out the 'Management and accountability' pages for a more than doubling of the workforce in one year and the increase executive level salaries)

MTF...P2