Fleet Safety - 11 Elements

Fleet Safety - 11 elements Fleet Safety Strategic Goals The purpose of this work is to discuss how a great safety record for fleet safety has been improved and why. Discuss what the transportation industry is doing to ensure a viable security program. Explain each of the 11 main elements of a fleet safety program.

According to reports driving of the workplace variety is very much an organizational risk and occupational safety issue." It is reported that "fleet crashes, even minor" in nature may cost the organization greatly affecting the bottom line as well.

It is not only the smaller organizations but even those considered to be the "most profitable" may suffer costs that are not necessary if the "optimal fleet safety management systems" are "in place." According to one report the following statistics are stated: Between 20-30% of fleet vehicles crash each year Fleet crash costs are equal to 13-15% of fleet spending Drivers of company vehicles have 50% more crashes that private drivers Road crashes is the most common form of work-related death Companies with active road safety programs have achieved 30-65% Reductions in work-related traffic accidents and associated costs.

(Accident Research Centre, Monash University) Fleet Safety solutions are realized through: 1) Commitment to tailored organization-wide occupational driving safety solutions; practical policies and processes for managers and staff; a driving management safety system that works; and sustainable good driver safety management practices.

2) Benefits realized are: a) Quality System inclusive of policy, human resource management; fleet and risk management systems; b) Supportive practices inclusive of safe work management, fleet selection and maintenance processes; Accurate and up-to-date information inclusive of crash reporting, analysis of causes, and risk resolution; d) Sustainable motivators inclusive of incentives, disincentives, driver education and training; 3) Services include a) Policy gap analysis; b) Occupational driving safety strategy development; Fleet safety education; training and seminars; d) Driver safety risk identification and resolution programs; and e) Fleet safety project evaluation.

4) Results are: a) Substantial savings in both human and dollar costs; and b) Higher staff morale, productivity and increased profitability.

According to a NHTSA Case Study entitled "Strategic Planning and Performance Measurement" it is stated that the NHTSA or the National Highway Traffic Safety Administration has been engaged in strategic planning since 1992 and was designated as a Government Performance and Results Act pilot agency." The Strategic Planning activities began in earnest at NHTSA in January 1992 and the Strategic Planning Division was formed which previously had fallen on the Department of Transportation under the National Transportation Policy (NTP).

The process at NHTSA begin with the development process with discussions in series with individuals who had experience in the development of future scenarios which allowed for strategic plan development capable of dealing with several future scenarios.

Accordingly, "the investment in NHTSA's highway safety data systems over several years produces reliable outcome data for fatality and injury rates, crash involvement and crash consequence rates, alcohol involvement and safety belt use, among other indicators." Tracking systems which have been developed give the agency the capability of measuring both "program activities and output." Stated as measures of performance are 11 goals and supporting objectives which conform to measures of the GPRA.

The Strategic Plan of the NHTSA is inclusive of 11 goals along with 41 supporting objectives that assist in achieving the 11 goals. The stated mission of the NHTSA is to "save lives, prevent injuries and reduce traffic-related healthcare and other economic costs. The stated strategic goals are as follows: Provide Leadership and Set an Agenda Goal 1: Lead the effort to make traffic and motor vehicle safety a priority of the nation's health care agenda. Goal 2: Lead a national initiative to address the most significant traffic and motor vehicle safety issues.

Goal 3: Deliver the highest quality technical and program assistance to States and Communities, and promote international cooperation. Goal 4: Improve data collection and analysis to better identify and understand problems and to support and evaluate programs: expedite the availability of Information to customers and partners. Support Research and Apply the Results to Education, Engineering, and Enforcement to Reduce Road Casualties and Costs Goal 5: Reduce the number and severity of road collisions. Goal 6: Mitigate the consequences of motor vehicle crashes. Goal 7: Advance the non-safety mandates of the Agency.

Transform NHTSA through Continuous Improvement Goal 8: Improve NHTSA's internal processes, management, and structure to create a more effective and efficient Agency that is better able to pursue its mission. (PS) Goal 9: Listen to, involve, and serve customers and partners in the planning, programs, and activities of the Agency. Goal 10: Build and maintain a professional, productive, innovative, diverse workforce. Goal 11: Effectively management use information resources. Primary Outcome Measures are stated to be 1) Saving Lives; and 2) Preventing Injuries.

Intermediate Outcome Measures are stated to be 1) Reducing the Occurrence of Crashes; and 2) Reducing the Consequences of Crashes; 3) Improving Key Traffic Segments. The GPRA has acknowledged external factors which affect outcomes.

The primary external factors are stated to be: "the economy, the population, exposure factors such as miles driven, licensed drivers and registered vehicles, and lifestyle factors such as levels of alcohol consumption." (NHTSA Case Study: Strategic Planning and Performance Measurement) Further stated is that "short-term increases and decreases in the number of highway death have correlated fairly strongly with economic activity." (NHTSA Case Study: Strategic Planning and Performance Measurement) Findings by the NHTSA The NHTSA found that there was a need for "more training of staff; development and delivery of messages to Congress; more.