Institutionalizing Safety in Transportation Planning Processes: Techniques, Tactics, and Strategies (2015)

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42 C H A P T E R 3 3.1 Core Concepts The seven principles for integrating safety in the transportation planning process represents a framework DOT and MPO planners can use to guide transportation safety decisions for future multimodal systems. The strategies listed in the guidebook were generated from practitioner input during Phase I research and during the five state workshops and two peer exchanges as part of Phase II. During the Phase II research, over 100 state and regional planners tested the practicality of the seven principles (all agreed the approach works), but implementation meth- ods depend on the unique planning issues within a state or region and the institutional arrange- ments at each agency. The strategies presented for each principle showcase a broad range of opportunities to consider safety based on the practitioners’ current actions and future ideas. This framework does not present a one-size-fits-all approach to transportation safety planning and includes a number of different strategies, but a few core concepts illustrated in the document can help transportation planners begin to move in the right direction: • Communication—Transportation safety planning cannot take place without external input from stakeholders and the public or internal communications with partnering agencies on items such as crash data and performance measurement. At the start of any planning process, it is important to bring transportation safety stakeholders together from multiple disciplines (e.g., highway, transit, bicycle/pedestrian, enforcement, educators, emergency response) to identify the key safety issues. It is equally important to talk to the public to ask them what they perceive to be unsafe and why. Concurrently, ongoing internal communication will ensure state and regional planners are coordinating on multimodal crash and roadway data collec- tion, sharing the outputs of data analysis, and jointly identifying performance measures and investments that will have the most success in reducing fatalities. • Address Safety in all Plans—The SHSP, HSP, and HSIP are the three primary safety plans in a state. They address the near-term statewide safety issues and identify programs, projects, and funding levels to address the issues. These documents should be reviewed and applicable strategies/objectives incorporated into LRTPs and S/TIPs. However, improving safety is a multi- modal and long-term endeavor. The LRTP differs from the SHSP as it identifies future pro- grams, projects, and policies to improve safety, rather than immediate solutions. In addition, the LRTP and other planning documents address a variety of modes and topics, such as freight, transit, bicycles, pedestrians, and complete streets, which may not be found in the SHSP, HSP, or HSIP. To ensure safety is incorporated into all modes and topics over the long term, it should be considered in all planning documents, in addition to the primary safety plans. • Data-Driven Approach—Data are key to lead planners to specific issues and solutions to address safety concerns. Safety data play an important role in identifying performance mea- sures and targets to improve investment decisions. Qualitative data, obtained through public and stakeholder input, can be important for shaping and prioritizing the key safety issues. Core Concepts and Implementation

Core Concepts and Implementation 43 Crash, road, and exposure data provide planners with specific information about where and why crashes are occurring and with what frequency and severity levels. In addition to the statewide priorities laid out in the HSP, SHSP, and HSIP, data provide regions and localities with information on the safety issues unique to their planning areas. MPO and DOT coordi- nation and communication on crash data and analysis can lead to safety improvements that fit the needs of different transportation networks. • Prioritize Safety—A common perception is all transportation projects are designed safely, but most current design standards are not optimized for safety. For instance, the AASHTO Green Book develops standards for design so roadways are consistent and users know what to expect. Most of the recommended design aspects have not been empirically tested for safety outcomes in terms of which designs result in reduced fatalities and injuries. Planners and other practitioners should move beyond broad statements, such as “safety is part of every project because it meets design standards” to identifying and prioritizing transportation safety programs and projects with proven safety benefits. • Leadership—One person, whether it be a staff planner, a DOT or MPO director, or an elected official, can play a leadership role and advocate for transportation safety improvements. The key is to frame safety conversations using public perception, crash data, and other available tools to engage stakeholders on the topic and promote transportation safety investments. At a minimum, these core concepts will help planners initiate or enhance a process for inte- grating safety into planning documents. More specific results can be identified using the Strategy Ranking and Prioritization Worksheet at the end of each section in Chapter 2. For planners who are motivated to develop specific actions to advance to the next step in transportation safety planning, the TSP Action Plan will serve as a guide. 3.2 TSP Action Plan The TSP Framework provides a range of opportunities for weaving safety into the trans- portation planning process. At the end of each section in Chapter 2, readers were provided a worksheet to understand the status of suggested strategies, identify other strategies, and rate implementation priorities. The template in this section provides a guide to developing a TSP Action Plan to be used to enhance TSP at the state, MPO, or local level. Use the assessment conducted for each principle to guide the development of the action plan. For each strategy identified as a priority for the organization, create a list of action steps to accomplish the strategy. Table 3.1 describes the information requested on the action plan. Figure 3.1 provides a blank action plan template to assist in the creation of action steps for each priority strategy. Term Description/Definition Principle Priority Strategy List at least one priority strategy identified in the Strategy Ranking Prioritization Worksheet. Action Step Outline the steps you will take to achieve each strategy. Arrange steps chronologically. Place each action step in a separate row. Target Date Denote a time period for each action step to be accomplished (number of months, years, etc.). Lead Person/Organization Identify the key person who will initiate the activity, provide direction for the work, and monitor progress. Anticipated Result Describe the results of the activity. Progress Notes Track the progress of activities. Enter one of the seven TSP principles to be addressed (i.e., Include Safety Experts on Planning Committees or Discuss Safety at Committee Meetings; Collect and Analyze Transportation Safety Data; Incorporate Safety into the Vision, Goals, and Objectives; Integrate Safety Performance Measures into the Performance Management System; Incorporate Safety in Planning Programs and Documents; Establish Safety as a Decision Factor; or Implement a Monitoring System and Regularly Evaluate Performance). Table 3.1. Terms used on the TSP Action Plan.

44 Institutionalizing Safety in Transportation Planning Processes: Techniques, Tactics, and Strategies Date Created: Date Reviewed/Updated: PRINCIPLE: PRIORITY STRATEGY No. 1: ACTION PLAN Action Step Target Date Lead Person/Organization Anticipated Result Progress Notes NOTES PRIORITY STRATEGY No. 2: ACTION PLAN Action Step Target Date Lead Person/Organization Anticipated Result Progress Notes NOTES PRIORITY STRATEGY No. 3: ACTION PLAN Action Step Target Date Lead Person/Organization Anticipated Result Progress Notes NOTES Figure 3.1. TSP Action Plan template.