A3B01: Committee on Transportation Safety Management
Chair: Leanna Depue, Central Missouri State University
Transportation Safety Issues
JOHN J. ZOGBY, Transportation Safety Management Systems
RON R. KNIPLING, Federal Highway Administration
THOMAS C. WERNER, New York State Department of Transportation
The Committee on Transportation Safety Management is concerned with the development
and coordination of integrated safety management programs to reduce death and injury on
transportation systems. It focuses on (a) the advancement of safety management systems,
(b) research and technology to improve safety, and (c) models of safety delivery systems.
Currently, the committee has three subcommittees working in these focus areas. They are
Transportation Safety Management Systems, Truck and Bus Safety Research Management,
and Road Safety Audit. In the following paper, the state of the practice of each of these
focus areas is reviewed.
STATE OF THE PRACTICE OF SAFETY MANAGEMENT SYSTEMS
States were required by the Highway Safety Acts of 1966 to develop a highway safety plan
that was intended to be a systematic approach to the resolution of highway safety problems.
In this regard, the United States has 33 years of experience with safety management
systems, and there has been much success. The Highway Safety Acts of 1966 set the
framework for safety initiatives that reduced the highway death toll from more than 5 deaths
per 100 million vehicle miles of travel to fewer than 2 deaths per 100 million vehicle miles
of travel today.
The acts required an organized planning approach to the administration of federal
highway safety grants by state safety officials. Recent federal transportation legislation has
progressively enhanced the planning approach and introduced the systematic underpinning
that encouraged integrated planning and implementation of highway safety initiatives. This
progression was most evident in the Intermodal Surface Transportation Efficiency Act of
1991 (ISTEA), which required the states to adopt a systematic management approach to
highway planning, design, and construction as they affect pavements, bridges, safety,
congestion, transit facilities, and intermodal transportation facilities and equipment. The
Transportation Equity Act for the 21st Century (TEA-21) continues this program approach
and the necessary funding.
An honest assessment of the “practice” of safety management is more realistically one of
status quo. Traffic engineers practice their trade and apply and refine the tools that are
traditional within their discipline, and only occasionally are involved with safety partners
from other transportation disciplines. This is also true of the other transportation disciplines,
such as traffic law enforcement, driver safety, vehicle safety, and injury prevention.
This method of practice is the result of a philosophy that prevailed among transportation
chief executives who were most instrumental in removing the mandatory requirements of
Transportation in the New Millennium 2
the management systems. They did not want to be held responsible for results that required
actions outside their sphere of control. They cited, in their argument against the mandatory
provisions, the burden of implementing costly data systems. Yet most of the information
systems that support transportation management existed to some degree in most states then
and have been enhanced since.
The irony is that most transportation chief executives today are implementing
performance management systems that are more burdensome on the most critical of
governmental resourceshuman resourcesand that still require information systems to
collect data and track performance. This is not an argument against these initiatives, but a
suggestion that they were opposed for political reasons because most of the country was
against unfunded mandates. A review of publications representing public administration
indicates that management at state and local government levels has progressed significantly.
The publications cite several government agencies applying total quality management and
Baldridge assessment criteria to their management performance structures.
Management and funding of transportation programs appear to be devolving to the state
and local levels of government. Recent federal legislative action indicates a trend toward a
diminishing role for federal agencies in programs that must be implemented at the state and
local levels. The traditional role of federal agencies in state and local programming, in a
supporting role, and as an agent for disseminating information, appears to be increasing.
The states and local agencies must become more aware of the products and services they
provide and to whom they are provided. Strategic planning has been introduced to augment
the traditional planning process in many cases, with strategic management as the
administrative implementation mechanism. Transportation managers are more aware of their
customers and customer demands than ever before. This awareness is evolving from a better
appreciation of their business (transportation) and all its implications.
Many safety officials look to intelligent transportation systems (ITS) as the future
mechanisms for appreciable gains in highway safety. Whereas ITS hold much potential for
improvements in safety, quantum gains will not be realized until highway safety
practitioners from all disciplines understand their interdependence and form an alliance to
share information and talents. The alliance should collectively develop countermeasures that
address the driver, the vehicle, and the road to improve highway safety. Safety management
systems, as they were envisioned in ISTEA and continued in TEA-21, are the framework
for partnerships to accomplish the safety gains that the public expects.
At TRB’s 1998 Annual Meeting, a task force of the Committee on Transportation
Safety Management developed a suggested framework for a safety management system
(SMS). The framework was to serve as a foundation for safety officials to assess the
viability of their safety management process. The concept was developed on the premises
that (a) SMS is a complex adaptive system; (b) two ingredients—prediction and feedback—
are necessary to prosper; and (c) to manage the SMS, models that allow anticipation of its
performance must be built.
The following process was agreed upon as a tool to help jurisdictions set up an SMS
and measure progress toward successful implementation:
1. Partnerships: An accepted characteristic of an SMS is that several stakeholders in
the highway safety community work together in the development, implementation, and
administration of a highway safety program for their jurisdiction. The partnership can be
Transportation Safety Management 3
extended or limited on the basis of the jurisdiction’s political, organizational, and
management climate.
Partnering suggests that the many safety programming efforts currently existing in a
jurisdiction can be coordinated to optimize resources and program results. Several factors
may prompt this type of networking. Among them are the federally funded safety planning
activities that occur at the state and local levels of government. These activities form core
partnerships that help optimize resources and coordinate programs. One requisite of the
partnership is a strong commitment from each partner to support coordinated initiatives and
to provide resources to execute and administer the highway safety program.
2. Common vision and mission: A major task of the safety stakeholders’ committee is
to develop a mission statement from which the program goals will emanate. The mission
statement should be based on the jurisdiction’s statutory requirements to provide a safe
highway environment.
3. Goals are the vehicles that take a program from the mission statement to the action
plans that eventually achieve the envisioned mission. The stakeholder partners should set
the goals.
4. Decision-making process: A structured decision-making process will be the
mechanism to develop strategies to achieve the goals. The strategies should be developed
on the basis of appropriate highway safety information.
5. Performance-based action plan: The formal decision-making process is the
foundation of the strategic action plans. The action plans, in turn, provide the basis for
developing the highway safety program budget for a jurisdiction. The action plans should be
performance-based.
6. Progress reporting system: A progress reporting system should be developed to
monitor progress and provide the link to the preceding steps for feedback and modification.
The progress reporting system should include a tracking mechanism to measure the status
of the strategies selected and implemented. A regularly scheduled stakeholder committee
meeting should review the progress of the strategies to determine whether they are
achieving the stated goals. The progress reporting system should provide enough
information to allow the stakeholders to make decisions to modify, delete, or adjust
strategies as warranted.
Figure 1 is a high-level conceptual process map of an SMS. Each symbol represents
management processes at a lower level of activity. Note the interconnectivity of the major
safety program areas.
STATE OF THE PRACTICE OF TRUCK AND BUS SAFETY MANAGEMENT
The Truck and Bus Safety Research Subcommittee of A3B01 focuses on safety
management issues relating to commercial motor vehicles (CMVs)—large trucks and buses.
CMV operations in the United States account for nearly $400 billion in annual
Transportation in the New Millennium 4
National Transportation System
Transportation Equity Act for the Twenty-First Century
(TEA-21) State (Local) Highway Trust Fund
Safety Modify Highway
Safety Plan based Evaluate
Management Program
Committee on Program
Effectiveness Effectiveness
Road Safety Plan Implement
Highway
Safety Program
Vehicle Safety
Plan
Develop (National, SMS Steering
State, Local) Committee reviews
Highway Safety the Highway
Plan Safety Program
Driver - Human
Safety Plan
Injury Prevention &
Control Plan
FIGURE 1 High-level conceptual process map of an SMS.
revenues, representing more than 80 percent of the nation’s freight bill. Commercial trucks
and buses represent nearly 10 percent of all registered motor vehicles, and the industry
employs 10 million people, including 3 million drivers.
Commercial drivers are generally good drivers. The crash involvement rate per mile
traveled of combination-unit truck (tractor-semitrailer) drivers is less than one-half that of
noncommercial drivers. Commercial drivers are less likely than noncommercial drivers to
Transportation Safety Management 5
seriously violate speed limits or engage in aggressive or risky driving behaviors. Moreover,
the majority of car-truck crashes are related more to the errors and misbehaviors of car
drivers than to those of truck drivers. However, because of the high mileage exposure of
trucks and the often severe consequences of their crashes, there is a premium on making
trucks, and truck drivers, safer. Total life-cycle crash costs (all causes, all involved parties)
are more than four times greater for a combination-unit truck than for a passenger car. The
public importance of truck safety is highlighted by the fact that approximately two-thirds of
all “harm” from combination-unit truck crashes and approximately 85 percent of fatalities
occur “outside of” the truck (i.e., to other vehicles and vehicle occupants involved in
crashes with trucks). Most of these crashes are due to human error—either of a
noncommercial driver involved in the crash or of the truck driver.
Operational Influences on Commercial Driver Performance
CMV driver performance is a complex issue and can be viewed in several different ways.
Figure 2 shows a holistic model of CMV driver performance. Drivers perform their tasks in
a vehicle functioning within the physical environment of a highway; in this respect, driving a
truck or bus is similar (though certainly not identical) to driving a car. A principal
difference, however, lies in the operational environment of CMV transportation. That is,
commercial drivers work against the backdrop of a complex operational environment that
includes work requirements (e.g., customer delivery schedules); company management
practices (including selection, training, scheduling, and incentives for safe performance);
labor policies and traditions; and government regulations; including penalties for violations.
To the greatest extent possible, the operational environment must optimize safety while
sustaining productivity. Truck and bus safety research must focus on the CMV operational
environment and all its players: fleet managers, dispatchers, shippers and receivers, trainers,
testers, enforcers, regulators, and, of course, drivers.
Holistic Model of CMV Driver Performance . . .
INPUTS OUTPUTS
FEEDBACK PROCESS
PHYSICAL ENVIRONMENT: HIGHWAYS
(Including Signage, Roadway & Intersection Design)
OPERATIONAL ENVIRONMENT:
Laws, Regulations, Management
(Including Driver Qualifications, Training, Licensing)
and Work Requirements
CULTURAL ENVIRONMENT:
(Public Information, Education, and Attitudes)
FIGURE 2 Holistic model of CMV driver performance.
Taxonomy of Truck and Bus Safety Management Research
Truck and bus safety management research encompasses many types of studies, including
the following:
Transportation in the New Millennium 6
• Regulatory evaluation and reform: regulatory assessments and evaluations to
promote effective and uniform Federal Motor Carrier Safety Regulations (FMCSRs) and
other government regulations.
• Compliance and enforcement: studies directed toward improving carrier compliance
with and enforcement of existing FMCSRs and other government regulations. This category
includes studies of roadside inspection criteria and procedures, compliance reviews,
application of penalties, and development of systems to facilitate compliance and
enforcement.
• Driver performance enhancement: research on commercial driver recruiting,
selection, training, testing, licensing, and safety performance management—the entire
spectrum of human resource management practices for commercial drivers.
• Driver alertness and fatigue: commercial driver fatigue management issues, including
hours-of-service rules, fleet management practices to minimize fatigue, and technologies
such as sleep monitoring and in-vehicle alertness monitoring for improved driver self-
management of alertness.
• Driver physical qualifications: examination of specific physical and medical
conditions in relation to CMV driving safety, and the development of licensing guidelines.
• Car-truck proximity: studies of the interaction of trucks with other road users (cars,
light trucks, vans, etc.). This category includes “no-zone” research, as well as studies of
large truck conspicuity, visibility, and truck lane change/backing maneuvers and crashes.
• Crash causation and profiling: in-depth profiling of crash-involved CMVs and their
operations for the purpose of problem identification and quantification. This category may
also include in-vehicle observational studies to elucidate driver errors associated with
crashes.
Emerging Directions, Challenges, and Opportunities
The following are examples of the cutting-edge truck and bus safety management research
and technology development likely in the next decades.
• Vehicle inspection technology: sensor technologies to enable the roadside inspector
to determine whether vehicle brakes and other safety systems are functioning, and data
systems on carrier safety performance to identify vehicles belonging to high-risk carriers,
without stopping the vehicle.
• In-vehicle driver safety performance monitoring: deployment of existing and
emerging in-vehicle performance monitoring technologies (e.g., speed, acceleration,
braking, headway, alertness) as the basis for a quality-of-driving approach to improving
CMV driver safety assessments.
• Performance-based physical qualifications: development, validation, and deployment
of dynamic, performance-based physical qualifications tests, including vision, hearing, and
sleep apnea.
• Lane-change crash prevention: research on the application of technology, driver
training, and industry outreach to reduce lane-change crashes, the area of greatest large
truck overinvolvement in crashes.
• CMV driver human resource management: comprehensive application of human
resource management science to develop more sophisticated practices and tools for
Transportation Safety Management 7
recruitment, selection, training, safety management, and evaluation of CMV drivers;
identification of the personal characteristics and practices of safety-effective fleet managers.
• Individual differences in driver risk: studies of individual differences in driver risk,
which could explain why a relatively small percentage of CMV drivers account for a large
percentage of incidents, ways to measure differences in driver risk, and appropriate
interventions.
• CMV industry operational and safety profile: development of a validated, reliable
operational profile of the industry, which does not exist because of the variety of
commercial vehicle operations and the ever-changing nature of the industry. Such a profile
would include associated crash risks and other safety-related characteristics of various
industry segments.
• CMV crash causation and driver error research: crash investigation/reconstruction
and direct observational studies of instrumented vehicles to identify causal and contributing
driver errors and other factors in CMV crashes.
• Shipper/receiver practices relating to CMV safety: research to identify and develop
policy or educational approaches to prevent shipper and receiver practices (including both
delivery schedule demands and workplace procedures) that result in commercial driver
fatigue or other safety risks.
STATE OF THE PRACTICE OF ROAD SAFETY AUDIT
Road safety audit (RSA) is a process for examining a road or traffic project using an
independent, qualified, and experienced team reporting formally on the safety issues of that
project. RSA involves a specialist review of relevant designs or of the existing road network
against safety principles. It is more than a compliance check against standards. It is a
proactive approach that needs to be part of the design process from start to finish, the
earlier the better. It is complementary to other reactive initiatives such as accident
investigation and high-incidence location review programs.
This approach originated in the United Kingdom in the 1980s, and is widely used in
Australia and New Zealand. In 1996, FHWA sponsored a scanning team consisting of a
multidisciplinary delegation of U.S. highway engineers, safety specialists, and educators
representing all levels of government to tour New Zealand and Australia to review the RSA
process. The team’s conclusion was that RSAs hold promise for maximizing safety of
roadway design and operations and should be piloted in this country. The final report
(FHWA Study Tour of Road Safety Audits—Parts 1 and 2) was published and is available by
downloading from the Office of Motor Carriers and Highway Safety Web page
(www.ohs.fhwa.dot.gov) under Safety Management Systems.
Currently, FHWA is partnering with state departments of transportation and local
government transportation agencies to pilot the RSA process. A workshop was held in May
1998 for pilot participants. An evaluation of these pilot participants is under way, and a
report evaluating the RSA process should be available in 1999.
In the United States, several states and local agencies have conducted or plan to
conduct RSAs. The process continues to gain momentum as agencies find the RSA process
a useful tool to maximize the safety potential of roadway construction and existing roadway
reviews. Implementation strategies vary between agencies; however, the basic principle of
establishing the importance of incorporating safety in all roadway work and review remains
the same. Current and emerging RSA initiatives include the following:
Transportation in the New Millennium 8
• Austroads International Road Safety Audit Forum was held in Melbourne, Australia,
on May 11 and 12, 1998. The forum attracted more than 175 delegates from 14 countries; a
summary report of the forum is being prepared, including a 10-point policy position on the
RSA process. The forum endorsed the position as the basis for promoting and advancing
road safety management.
• WRA/PIARC—Committee 13 on Road Safety will sponsor a conference session at
the World Road Congress in Kuala Lumpur in October 1999. The proposed agenda
includes presentations from representatives of Denmark, Australia, New Zealand, France,
and the United States.
• The Institute of Transportation Engineers and FHWA are partnering in the
development of a Web site for those who want to learn more about RSAs. The Web site
will begin October 1, 1999 (http://www.roadwaysafetyaudits.org), and will contain (a) a
searchable database containing RSA-related bibliographic records and selected full text
documents of RSA articles and publications, (b) other appropriate road safety audit links,
(c) a searchable database of RSA contacts (public agency and consultants with experience in
conducting road safety audits), (d) information related to RSA conferences and seminars,
and (e) links to an e-mail discussion group where practitioners can post questions on RSAs.
• The Institute of Transportation Engineers and FHWA will develop a good practice
guide on the basis of evaluations by the RSA pilot states’ reports.
• A “toolbox” is being planned by FHWA to promote and assist in the implementation
of the RSA process.
