SHSP Steering Committee Manages Implementation with Tracking Tools

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Developed user-friendly tracking tools enabling the Steering Committee to monitor SHSP implementation progress.
• Established a process for emphasis area team leaders to regularly update SHSP leadership on implementation status.

To ensure implementation of the SHSP is progressing according to plan, the Steering Committee requires emphasis area team leaders to report the status of their action items on a quarterly basis. To support this effort the Ohio Department of Transportation (ODOT) has developed two tools to streamline the tracking and evaluation process.

Quarterly reports display the priority strategies, give an update on the annual safety goal, and provide the actual number of fatalities to date by emphasis area. Each emphasis area team leader provides updates on the status of individual implementation activities for each priority strategy. The SHSP steering committee receives a master quarterly report to enable comprehensive tracking of implementation.

Example of Quarterly Report Entry:

Emphasis Area I – Fixed Object Crashes.

Priority Strategy – Conduct RSAs.

Comments – ODOT staff has identified locations and begun RSA reviews. All RSAs are to be conducted by the end of 2009.

ODOT analysts also provide automated quarterly reports to the Steering Committee showing fatalities and incapacitating injuries by emphasis area. The spreadsheet shows fatalities for a three-year period. This report allows the Steering Committee to track fatality and incapacitating injury trends and measure progress against goals.

Results

ODOT developed user-friendly tracking and evaluation tools to improve the SHSP Steering Committee’s ability to monitor implementation progress. The procedures developed provide relevant and timely information to the Steering Committee so implementation challenges are identified early and can be addressed.

Contact:
Michelle May
Safety Program Manager
Ohio DOT
614-644-8309
Michelle.May@dot.state.oh.us

Multiagency Policy Council Supporting Safety Legislation

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Tapped into an existing mechanism to move SHSP legislative strategies into the implementation pipeline.
• Engaged an existing Statewide Safety Council in tracking SHSP implementation progress.
• Established a process for the Governor and State legislature to be briefed annually on SHSP progress.

Prior to the passage of SAFETEA-LU and the development of the SHSP, the Governor of New Jersey established an interagency Highway Traffic Safety Policy Advisory Council. The Council was conceived as a forum for discussing State transportation safety needs and as a mechanism for facilitating safety legislation. Council members are appointed by the Governor and include representatives from FHWA, NJDOT, Division of Highway Traffic Safety, Highway Safety Council, Motor Vehicle Commission, Emergency Medical Services, Department of Health, Department of Education, municipal law enforcement, courts, private sector corporations, and the general public. The Council holds bimonthly public meetings.

The Council provides a means for identifying legislative proposals through the SHSP and presenting them for consideration without direct lobbying, which is prohibited for agencies receiving public funds. Many Council members participated in development of the New Jersey’s SHSP and have an extensive understanding of its purpose and objectives. Since its formation the Council has made legislative proposals to the Governor regarding the State’s Highway Safety Plan (HSP) and it now also reports on SHSP implementation progress.

Results

The Highway Traffic Safety Policy Advisory Council provides an institutionalized means of reviewing SHSP progress and recommending legislative actions to the Governor.

Contact:
Pam Fischer
Director
New Jersey Division of Highway Traffic Safety
609-633-9272
Pam.Fischer@lps.state.nj.us

New Jersey Partnership Provides Technical Support to Local Agencies on Crash Data Analysis

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Established a resource center to assist county and municipal engineers in identifying low-cost safety improvements and developing better quality applications for project funding.
• Developed safety training programs for local agencies.
• Developed a new resource for technical support of NJDOT safety and engineering staff.
• Created a user friendly safety data warehouse to provide on-line safety data and analysis to local stakeholders Statewide.

To support SHSP implementation at all levels, New Jersey identified a need to increase technical safety support to local agencies. The Transportation Safety Resource Center (TSRC) was established by hiring a professional safety engineer from outside the university and by securing funding through the HSIP using State planning and research (SPR) funds. Rutgers University initially proposed the establishment of a research center to provide local technical assistance and training. FHWA suggested NJDOT be involved as a partner. NJDOT recommended that instead of establishing the center to conduct research, it would be more beneficial as an operating entity of NJDOT in helping to support SHSP implementation.

The TSRC at Rutgers Center for Advanced Infrastructure and Transportation (CAIT) now serves as a one-stop shop for technical support to local governments on engineering, planning, training, and outreach. This assistance has been particularly important in the development and deployment of safety initiatives to implement the SHSP. The TSRC’s engineering support services include needs assessments and recommendations on low-cost countermeasures. The TSRC helps local agencies enhance crash data processing, conduct safety analysis, and develop data mining applications. The Center also provides technical support to the Safety Conscious Planning Network, which supports SHSP implementation at the regional level.

The TSRC has partnered with the NJ Local Technical Assistance Program (LTAP) at Rutgers CAIT to develop and deliver training programs and technical assistance on crash data analysis using advanced decision support systems. Additional training has been provided on traffic signal design, electrical signal design, road safety audits, and guardrail design.

Results

The TSRC has helped local agencies improve their safety analysis capabilities. With support from the Center, local agencies have been able to effectively disseminate traffic safety data to support local safety initiatives and grant applications such as developing and implementing a larger number of “quick-fix,” low-cost safety projects. TSRC resources have enabled local stakeholders to develop better NJDOT project submittals, which include safety needs and potential solutions, allowing for a more efficient response.

Contact:
Sarah Weissman
Program Manager
Transportation Safety Resource Center
732-445-0579, Ext. 135
scweiss@rutgers.edu

SHSP Leadership Summit

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Engaged a wide range of stakeholders at the regional and local levels.
• Achieved increased communication and coordination among safety disciplines.
• Developed new ideas and approaches to SHSP implementation at the local level.

As Maryland moved forward on implementation, the need for greater participation at the regional and local level became clear. To address this concern, the Management Team determined the second SHSP Summit should focus on leadership and on how individuals at the local level could participate in the process. A regional approach also provided an opportunity to involve the metropolitan planning organizations (MPO) and other regional planning agencies. This was viewed as a way to address the SHSP requirement that the plan apply to all public roads. These organizations have a direct link to local elected officials, an important constituency for SHSP success. The Secretary of Transportation sent a letter to mayors, county council members, and other elected officials asking them to create a team from their counties. The Community Traffic Safety Program (CTSP) coordinators, who are active in every county in the State, were tasked to assist with the formation of the Summit teams.

More than 400 individuals attended the Summit and participated in the regional breakout sessions where data were provided on the region’s most serious transportation safety problems. Participants viewed the data and selected the applicable emphasis areas. They reviewed the SHSP Statewide strategies and action steps and adapted those that were relevant.

Results

Following the Statewide Summit, two regions went on to hold Regional Safety Summits, with support provided by the CTSP coordinators and the State Highway Administration’s district personnel. One region invested in a radio campaign to promote safety. The Baltimore Metropolitan Council established a standing committee on highway safety. The effort also resulted in the development of a young driver program by one county’s Superintendent of Public Schools, a group that had previously not been as active in SHSP implementation.

Contact:
Vern Betkey
Director
Maryland Highway Safety Office
410-787-5824
vbetkey@sha.state.md.us

Legislative Symposium

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Educated State legislators on the SHSP.
• Initiated dialogue between safety professionals and State legislators.
• Presented technical information on data necessary to identify and support legislative initiatives.

To enlist the support of New Jersey legislators for safety initiatives, the State’s metropolitan planning organizations (MPOs), with support of New Jersey Department of Transportation (NJDOT) and the Division of Highway Traffic Safety, organized and facilitated a Statewide legislative symposium. The half-day event was designed to educate legislators about New Jersey’s safety needs and market the SHSP.

The symposium agenda included presentations by NJDOT on pedestrian and bicycle safety initiatives, by the State Police on aggressive driving programs, by Mothers Against Drunk Driving (MADD) on impaired driving, and by the New Jersey Safety Council on young drivers. Legislators also were asked to discuss pending legislation relevant to transportation safety.

To encourage participation in advance of the symposium, legislators were sent information about New Jersey’s SHSP and initiatives being pursued through the State’s Transportation Safety Policy Advisory Council. It was critical that no lobbying for specific legislation be conducted during the symposium, as it is prohibited for agencies receiving Federal funding. However, with increased information about New Jersey’s safety needs, legislators were better educated about the kinds of approaches they could pursue legislatively to further the State’s safety agenda. All costs, including staff time for preparation and meeting space, were underwritten by the MPOs.

Results

Given the success of the event and the positive response from legislators, New Jersey intends to conduct this symposium again in the future.

Contact:
John D. Ward
Associate Director, Planning Division
Delaware Valley Regional Planning Commission
215-238-2899
jward@dvrpc.org

Safety Element in Performance Reviews

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Established regular processes by which DOT district staff work with local agencies to provide technical assistance on safety and support safety project development.
• Aligned DOT district staff efforts with the SHSP.
• Institutionalized safety within agency culture.

One way to institutionalize the SHSP and safety is to embed it into agency culture. States are taking this next step by including safety as measurement criteria in key employee performance reviews.

In Michigan, the Michigan Department of Transportation (MDOT) Chief Operating Officer modified performance reviews for district MDOT staff to incorporate safety. Specific measurement criteria in the review include partnering with agencies and organizations to raise safety awareness, train, provide guidance, and improve safety on all State and local roadways. The review also states staff should continue to implement recommendations in the SHSP. Staff is evaluated on progress on certain countermeasures, including successful implementation of the work zone safety policy and rumble strip and cable barrier programs.

In Utah, the Utah Department of Transportation (UDOT) Chief Operating Officer took a more quantitative approach to measuring safety progress with the performance reviews for regional and group directors. Measurement criteria included specific timeframes for identifying and submitting safety spot improvement projects, beginning construction on non-advertised safety spot improvement projects, and completing a regional review of possible locations that may meet signal warrants after receipt of the requested study. Regional and group directors were all given a numeric goal by which to reduce traffic-related and pedestrian fatalities, which equated to a two percent reduction from the previous year. Regional directors are also required to conduct quarterly staff meetings to review fatalities and identify action items to address each goal. Included in a monthly meeting between the Regional and Group leaders and the Department Deputy Director is a review of current traffic fatalities. The Governor-appointed Transportation Commission is also updated by DOT staff on the current status of traffic fatalities.

Results

Incorporation of safety into the performance review process raised the profile of safety and ensured it is integrated into the work processes of DOT district staff.

Contact:
Mark Bott
Traffic Operations Manager
Michigan DOT
517-335-2625
bottm@michigan.gov

Speeding and Aggressive Driving and Distracted Driving Task Forces

Original publication: HSIP Noteworthy Practice Series, Revisiting SHSP Emphasis Areas; FHWA-SA-11-02; 2011(PDF, 1.9MB)

Louisiana published their original Strategic Highway Safety Plan (SHSP) in September 2006. Using the American Association of State Highway Transportation Officials (AASHTO) SHSP as a point of departure, the State examined data and identified 11 high-priority emphasis areas with the most promise for driving down the human and economic costs of crashes. In 2009 Louisiana began the process of updating the SHSP with one of the primary stated objectives to “narrow the focus of the SHSP to the areas of greatest need and potential for success as identified through a detailed data analysis process.”

The update process included examination of the data and outreach to safety stakeholders. While attempting to narrow the focus, a careful look at the data revealed some difficulties in assessing the nature and true extent of two of the original emphasis areas – speeding and aggressive driving, and distracted driving. Aggressive driving is a difficult concept to define and involves several typical violations associated with driver behavior. The most often cited violation in aggressive driving crashes is “careless operation.” The 2005 crash report form introduced a new variable addressing distracted driving. However, in many cases, looking closer at the data revealed the factors contributing to distraction were often recorded as “unknown.”

The SHSP Implementation Team recognized aggressive driving and distracted driving represent significant safety problems. However, the Team believed a pragmatic and beneficial approach would be to establish task forces to examine these issues in greater depth before they could conduct the necessary emphasis area level analysis. This resulted in the creation of two Task Forces with the following roles:

• Determine infraction definitions, i.e., develop a definition that can be used by law enforcement, the judiciary, etc.;
• Review the literature and research to identify effective countermeasures;
• Review current practice and laws to determine and propose changes;
• Participate in quarterly SHSP implementation team meetings; and
• Report findings to the Executive Committee and Implementation Team.

By establishing the task forces on aggressive driving and distracted driving, Louisiana maintained a data-driven approach to defining SHSP emphasis areas with the greatest potential to reduce fatalities and serious injuries while acknowledging the potential significance of such topics.

Key Accomplishments

• Maintained a data-driven approach to identifying SHSP emphasis areas.
• Provided a framework for addressing significant “developing” emphasis areas.

Results

To date, approximately 40 stakeholders representing the 4 Es of safety (engineering, enforcement, education, and EMS) have signed up for either the Distracted Task Force or the Aggressive Driving Task Force. The Task Forces are setting out to determine: 1) appropriate methods for analyzing the data to develop a clear picture of the problem; and 2) effective countermeasures. Once those tasks are accomplished, the intent is to transition the “developing” emphasis areas into full SHSP emphasis areas.

Contact

Dan Magri
Highway Safety Administrator
Louisiana Department of Transportation
and Development
225-379-1871
Dan.Magri@la.gov

Alabama Flexes HSIP Funds for Increased Enforcement

Original publication: HSIP Noteworthy Practice Series, Use of the HSIP Flexible Funding Provision; FHWA-SA-11-02; 2011(PDF, 2.8MB)

Thirty percent of speeding crashes and 60 percent of roadway departure crashes occur on the 11,000 miles of Alabama’s state highway system. According to Wes Elrod, Transportation Planning and Modal Programs Assistant Bureau Chief, a review of the data and current countermeasures indicated a need for increased enforcement.

Until the flex funding option became available in FY 2006, the Alabama Department of Transportation (ALDOT) did not have a mechanism to provide direct financial assistance to the Department of Public Safety (DPS) for increased enforcement on the state system. The Highway Safety Office (HSO) distributes a significant proportion of its National Highway Traffic Safety Administration (NHTSA) funds to local governments and only a limited amount to DPS. Recognizing limited resources for traffic enforcement, ALDOT used HSIP flex funds to increase enforcement strategies identified in the strategic highway safety plan (SHSP) addressing behavior to complement infrastructure improvements and more effectively reduce roadway departure crashes. ALDOT flexed between five and eight percent of its HSIP funds annually from FY 2007 to FY 2010, resulting in $1.5 to $2.8 million spent on noninfrastructure safety projects each of the past four years.

The majority of the flex funds paid for overtime for state police troopers to conduct speed enforcement activities, which is a strategy in the state SHSP Risky Driving Emphasis Area. ALDOT worked with the state police to determine how much overtime enforcement they could handle given personnel levels and agreed on an appropriate amount of HSIP funds to flex each year.

ALDOT identified fatal and serious injury crash locations and provided crash maps to the state police. Using the Critical Analysis Reporting Environment (CARE) crash records system ALDOT identified the time of day and the type of crashes. Troopers then focused their overtime efforts on those times and locations. ALDOT divided HSIP funds among the 12 state police trooper posts proportionally based on the number of high-crash corridors in each area.

ALDOT closely monitored enforcement results and made adjustments as necessary. In quarterly reports, the state police provided the hours worked by each trooper and citations issued during overtime enforcement periods. ALDOT continuously evaluated results to ensure safety goals were met and whether the effort was a successful countermeasure for reducing both speeding and lane departure crashes.

Key Accomplishments

• Strengthened the partnership with Department of Public Safety, which is a member of the SHSP Executive Committee.
• Implemented an enhanced data-driven program of enforcement on the state highway system.
• Took advantage of joint crash data system to provide crash maps and time of day information to DPS.
• Increased the efficiency of state law enforcement by funding improved radar and GPS devices.

Results

Flexing HSIP funds for use by DPS for enforcement has resulted in a strong partnership between the state police and ALDOT staff, while addressing noninfrastructure emphasis areas from the SHSP. This effort has resulted in increased deployment of enforcement resources on the state highway system based on crash data. From 2007 to 2009 the number of fatal crashes involving speeding decreased 31 percent, from 369 in 2007 to 255 in 2009.

Contact

Waymon Benifield
Safety Management Section Administrator
Alabama DOT
Phone 334-353-6404
benifieldw@dot.state.al.us

Wes Elrod
Assistant Bureau Chief, Modal Programs
Alabama DOT
Phone: 334-353-6407
elrodw@dot.state.al.us

Florida Uses Web Tool to Develop State-Specific Crash Reduction Factors

Original publication: HSIP Noteworthy Practice Series, HSIP Project Evaluation; FHWA-SA-11-02; 2011(PDF, 2.3MB)

Crash reduction factors (CRF) provide agencies with an estimate of the expected crash reduction and/or benefits associated with various countermeasures. However, since local conditions (e.g., roadway, driver, traffic, weather, crash investigation techniques) may vary from agency to agency, state specific CRFs provide a more accurate indication of the effectiveness of various countermeasures. Prior to the development of the Crash Reduction Analysis System Hub (CRASH), the Florida Department of Transportation (FDOT) did not have a central database that combined crash data and safety project data to determine CRFs, or a mechanism in place to provide FHWA with a report on the effectiveness of safety projects in reducing crashes. The individual districts maintained the historical data for their safety improvement projects, which were in various formats and were not easily accessible for developing CRFs. In an effort to systematically maintain statewide safety improvement project data and facilitate a continual process of developing and updating state specific CRFs, the FDOT funded a research project with the Lehman Center for Transportation Research to develop the CRASH application.

The CRASH application is a web database of safety improvement projects on the FDOT intranet. The District Safety Engineers (DSE) input all Highway Safety Improvement Program (HSIP) funded projects into CRASH, which stores individual safety improvement projects and crash data. The application uses before and after crash counts to evaluate the CRFs for the countermeasures implemented in the safety improvement projects entered in the system. The State Safety Engineer (system administrator) updates the CRFs annually; although they can be updated at any time. The CRFs are typically calculated based on five years of before and after data, but the system administrator may specify a time period for the calculation.

The CRASH application enables the DSEs to easily evaluate different countermeasures and conduct a benefit-cost analysis by inputting project limits and selecting crash data years. CRASH currently includes 135 different improvements types. When the user selects a proposed countermeasure, the application provides a range of CRFs for crashes in various categories based on historical crash reductions or increases associated with past projects. The user can select the standard CRF or input a user defined value in cases where no sufficient studies in Florida exist to develop a state specific CRF.

The CRASH system enables easy performance tracking of safety efforts. It provides various functions for data retrieval and exportation for other analysis and reporting purposes, including the annual HSIP report.

Key Accomplishments

• Developed an online database of safety improvement projects and state-specific CRFs.
• Automated processes for benefit-cost analysis and safety project evaluations.

Results

The CRASH application has enabled Florida to develop state-specific CRFs for several countermeasures based on the evaluation results of implemented HSIP projects. The system has also reduced the level of effort required to conduct benefit-cost analyses and project evaluations by automating the processes.

Contact

Joseph Santos
Transportation Safety Engineer
Florida Department of Transportation
850-245-1502
joseph.santos@dot.state.fl.us

Emphasis Area Team Facilitators

Original publication: SHSP Implementation Process Model, Supplement Number 1 – Case Studies; FHWA-SA-10-025; 2010(PDF, 1MB)

Key Accomplishments

• Developed action plans for all emphasis areas in the SHSP.
• Garnered maximum stakeholder involvement through tailored team management strategies.
• Achieved cross-education of team members with a range of expertise.

Michigan formed 12 emphasis area teams facilitated by Office of Highway Safety Planning staff to develop and implement action plans for the SHSP emphasis areas. Given the nature of the topics and the range of stakeholders involved, the most effective management strategy is to tailor each team’s operation to its dynamics. Team management varies in the use of subcommittees, meeting frequency, and approaches for writing action plans.

Depending on the topic and group dynamics, team facilitators assist each team’s stakeholders in developing a management strategy. For example, the Young Driver Action Team conducts many of its meetings, including all members so subgroups can learn from each other. The committee chair of the Senior Mobility Team meets with individual stakeholders on specific topics and handles engineering and behavioral issues separately. Teams try to calibrate their meeting schedules to the group’s level of activity to ensure maximum productivity during meetings and keep members actively involved. The Motorcycle Team meets as a committee of the whole two to three times per year, avoiding meetings in summer because it is the busiest season for the motorcycle community.

Teams use both a centralized and decentralized approach for developing action plans. Some teams employed subgroups to write sections and subsequently merged them into a complete plan. Some agencies drafted a plan and sought comment from the team members. One team hired a consultant to write the draft plan followed by input from the team members. A strong leader collects all input and finalizes the language for each action plan for consistency and clarity.

Results

All emphasis area action teams successfully developed plans for SHSP implementation, and all teams are actively implementing strategies identified in the plans.

Contact:
Mike Prince
Director
Michigan Office of Highway Safety Planning
517-333-5301
princem@michigan.gov