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SECTION VI--GUIDANCE FOR IMPLEMENTATION OF THE AASHTO STRATEGIC HIGHWAY SAFETY PLAN
Implementation Step 8: Develop a Plan of Action
General Description
At this stage, the working group will usually detail the program that has been selected for
implementation. This step translates the program into an action plan, with all the details
needed by both decision makers, who will have to commit to the investment of resources,
and those charged with carrying it out. The effort involves defining resource requirements,
organizational and institutional arrangements needed, schedules, etc. This is usually done in
the form of a business plan, or plan of action. An example of a plan developed by a local
community is shown in Appendix X.
An evaluation plan should be designed at this point. It is an important part of the plan. This
is something that should be in place before Step 9 is finished. It is not acceptable to wait until
after the program is completed to begin designing an evaluation of it. This is because data
are needed about conditions before the program starts, to allow comparison with conditions
during its operation and after its completion. It also should be designed at this point, to
achieve consensus among the stakeholders on what constitutes "success." The evaluation is
used to determine just how well things were carried out and what effect the program had.
Knowing this helps maintain the validity of what is being done, encourages future support
from management, and provides good intelligence on how to proceed after the program is
completed. For further details on performing evaluations, see Appendix L, Appendix M, and
Appendix W.
The plan of action should be developed jointly with the involvement of all desired
participants in the program. It should be completed to the detail necessary to receive formal
approval of each agency during the next step. The degree of detail and complexity required
for this step will be a function of the size and scope of the program, as well as the number of
independent agencies involved.
Specific Elements
1. Translation of the selected program into key resource requirements
1.1. Agencies from which cooperation and coordination is required
1.2. Funding
1.3. Personnel
1.4. Data and information
1.5. Time
1.6. Equipment
1.7. Materials
1.8. Training
1.9. Legislation
2. Define organizational and institutional framework for implementing the program
2.1. Include high-level oversight group
2.2. Provide for involvement in planning at working levels
2.3. Provide mechanisms for resolution of issues that may arise and disagreements
that may occur
2.4. Secure human and financial resources required
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SECTION VI--GUIDANCE FOR IMPLEMENTATION OF THE AASHTO STRATEGIC HIGHWAY SAFETY PLAN
3. Detail a program evaluation plan
3.1. Goals and objectives
3.2. Process measures
3.3. Performance measures
3.3.1. Short-term, including surrogates, to allow early reporting of results
3.3.2. Long-term
3.4. Type of evaluation
3.5. Data needed
3.6. Personnel needed
3.7. Budget and time estimates
4. Definition of tasks to conduct the work
4.1. Develop diagram of tasks (e.g., PERT chart)
4.2. Develop schedule (e.g., Gantt chart)
4.3. For each task, define
4.3.1. Inputs
4.3.2. Outputs
4.3.3. Resource requirements
4.3.4. Agency roles
4.3.5. Sequence and dependency of tasks
5. Develop detailed budget
5.1. By task
5.2. Separate by source and agency/office (i.e., cost center)
6. Produce program action plan, or business plan document
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