Agency officials often cite safety as their top priority. With the adoption and use of the HSM, states may be in a position to evaluate, program, design, and construct facilities with an understanding of their quantitative safety performance. The investment by AASHTO and FHWA in the development the HSM was driven by a belief that improved scientific knowledge of safety performance would produce significant benefits. Such benefits go well beyond projects or programs that are “safety-based,” but rather all projects and all activities.

Deriving full value from the HSM will only occur if states and other agencies adapt their organizations and business processes to enable its implementation. Careful planning and management of an implementation effort is necessary. In addition to completing obvious tasks such as training, database development and management, agencies will want to examine their internal program and project development policies and risk management procedures. Finally, states should anticipate the need to engage their project delivery staff in a dialogue on the reasons for implementation, with specific emphasis on the benefits that will be achieved for the agency and their customers.

DOT managers charged with policy and program development, staff development, and ultimately accountability to their customers should make every effort to assist their agency and partner agencies in the development and execution of an HSM implementation program.