centralizing the traffic safety program · the traffic operations division. txdot’s executive...

Centralizing the Traffic Safety Program

October 12, 2011

TxDOT Short Course

The TxDOT Traffic Safety Program

► Overview – The Texas Traffic Safety Program is managed by

the Traffic Operations Division. TxDOT’s Executive Director is the designated Governor’s Highway Safety Representative for Texas.

► Mission Statement – To identify traffic safety problem areas and

implement programs to reduce the number and severity of vehicular crashes through the statewide traffic safety program.

Traffic Safety Program

Texas Highway Safety Performance Plan ► The Highway Safety Performance Plan is designed to

reduce the number and severity of traffic crashes, injuries, and fatalities through enforcement, training, and education efforts.

► Enhancing safety is one of our five TxDOT goals.

Education Enforcement Training

Funding

► Funding is received from the National Highway Traffic Safety Administration, a division of the U.S. DOT.

► The 2012 Highway Safety Performance Plan consists of a budget of $139.3 million that will fund 326 traffic safety projects.

Approximate funding levels: – Federal = $45.9 million (33%) – Local = $85.5 million (61%) – State = $7.9 million (6%)

Federal Funding

33% Local Match 61% State

6%

Review of the Traffic Safety Program

► TRF was asked to conduct a staffing analysis for all the functions handled by the division.

► NHTSA conducted a Management Review of TxDOT’s Traffic Safety Program in March 2010 and their report expressed concern over TxDOT being able to managed the program with the current staffing at the district and division levels.

Centralization of the Traffic Safety Program

► Each District had a designated Traffic Safety Specialist (TSS) (26 FTEs, but many of these had other job duties).

► After workload analysis, we determined 19 full-time FTEs would manage the program at the local level throughout the state.

► Administration supported centralizing the program and having the TSS’s report to TRF.


► Had to determine where to locate the TSS positions.

► Ran KAB crash data for each district.

► Made recommendations to ADM on where to locate the TSS’s after reviewing the crash data.

► Decision was made on where the TSS’s would be located.


► Carol Rawson presented a briefing on centralizing the program at the July 2010 DDOR meeting.

► Carol also made presentations at all four Regional meetings.


► The 19 FTEs reporting to TRF would be housed in the district offices to support district traffic safety projects and programs at the local level.

► Districts would provide office spacing, equipment, furniture, supplies, administrative and technical support for the traffic safety staff. Any new equipment needed would be purchased by TRF.


► Strategy 201 funding provided to all districts to fund FTEs, travel, and other operational costs would be transferred to and managed by TRF.

► Proposed implementation date of January 1, 2011.

► TRF will work closely with all districts to develop the transition plan.


► Amadeo Saenz approves memo centralizing the program on Sept 2, 2010, but with an October 1, 2010 implementation date vs. January 1, 2011.

► Staff was notified as to whether or not they would transfer to TRF. Twelve TSS’s were automatically transferred to TRF.

► Received approval to post positions in 8 districts.


► TRF contacted the District TSSs working at least 50% of their time on traffic safety to inform them they will be part of TRF starting 10/1/2010 (no interviews necessary).

► TSS’s working less than 50% would have the opportunity to apply for a full-time traffic safety position.

► Districts where a TSS moves to TRF will receive a full-time FTE in their place. 19 additional FTEs were authorized by ADM.

Challenges

► A job title was selected to be used for all TSS positions.

► A number of the TSS’s were not at this job title selected or in the job family, so a job equity review was conducted.

► Hiring process was very time intensive.

► Transferring budgets, equipment, etc. had to take place very quickly.

► Employees transferring had to be evaluated quickly and new plans developed.

Challenges

► 8 new employees starting within a couple months of each other

► No formal training program covering the entire program existed

► Employees were in different locations across the state

► No travel or training budget

► High need to start work immediately

How did we do it?

► Used WebEx for a series of virtual training sessions

► Designed a training curriculum that used self directed study techniques

► Made use of group discussions to engage all participants

► Developed learning scenarios based on commonly encountered work situations

The 30 Day Plan

► What do new employees need to know?

► Knowledge Areas: – Program Purpose, Staff, Structure – Annual Highway Safety Performance

Plan – Traffic Safety Policy Manual – Key Federal Policies – Grant Management Duties

The 30 Day Plan

► Parts of the Plan – Skills “to be learned” – Measure of Success – Target Dates – Available Resources to Assist (staff &

documents)

► Methodology – Scavenger hunt for information and use of

critical thinking skills in response to scenarios

Series of Quizzes

► The “quiz” structure provided questions and scenarios which the participants responded to.

► They worked independently, at their own pace, and were free to use any “resource” listed in the 30 day plan document.

► Every 10 days we met to discuss their answers and resolve any outstanding issues.

Results

► Participants were very engaged

► Knowledge, skills, and confidence levels increased quickly

► Self-initiated activity flourished in the weeks/months that followed

► Managers and Employees in different physical locations were better acquainted and working relationships were established.

Tracy Tellman Amarillo & Childress

Karen Peoples Lubbock & Abilene

Georgette Pillitere Beaumont

Garry Rand Olga Navarro Houston

Robyn Herring Lufkin

Irene Webster Atlanta

Susan Clark Dallas

Kathy Neely Fort Worth Wanda Ealey

Tyler

Terri Miller (interim) Waco & Brownwood

Patsy Walls Wichita Falls & Paris

Carol Campa Austin

Hazel Zepeda Corpus Christi & Yoakum

Ruby Martinez Pharr & Laredo

Samuel Aguirre San Antonio

Monica O’Kane El Paso

Karen Peoples (interim) Odessa & San Angelo

Terri Miller Bryan

Total = 19 District Traffic Safety Specialists

Challenges

► Continue District duties while performing full time traffic safety duties

► In some cases it took months to get new employee in place.

► With original time frame for implementation we would have had four months to transition vs. one month.

Challenges for Traffic Safety

► Issues with equipment needs. – Cell phones – Computers and monitors – Printers – Lap tops – Cameras

► Issues with office space – New employee hired by district needed

space TSS previously occupied – Some were relocated with other non-

district personnel.

Challenges

► TSS’s now must follow Division policies and procedures, while being located in the district.

– Submission of Time sheets – Travel approvals – Leave approvals – Purchasing of supplies, etc. – All operational paperwork must now be

sent to Division.

Challenges and Solution

► TSS’s are located throughout the state

► TSS’s communicate by phone, email and use of GroupWise calendar.

► TSS’s participate in monthly staff meetings via teleconference calls.

► Traffic Safety is now conducting quarterly meetings and trainings to physically bring all staff together.

Challenge and Solution

► Operational Budget is now Centralized.

► Many of the TSS’s had own budget when part of district for PI&E materials.

► Traffic Safety is now looking at providing each TSS with an Operational Budget.

Benefits of Centralizing the Program

► TSS’s are able to dedicate 100 percent of their time to Traffic Safety

► Able to cross district lines to help adjacent districts.

► Cover 25 district with 19 TSS’s

► Request Travel Budget specific for Traffic Safety


► Able to use budget to attend traffic safety training, meetings and conferences – NHTSA Program Management Course.

► Build a backup support system in case TSS’s are away from office for extended period.

– Annual Leave – Sick Leave – Retirement


► Partnering to conduct PI&E activities such as: – rollover convincer demonstrations – community events – child safety seat checkup events – Shattered Dreams programs

► Partnering with adjacent districts to conduct media events for various Traffic Safety campaigns.

– Click It or Ticket Mobilization – Impaired Driving Mobilization


► Examples of sharing equipment and materials:

– Rollover convincers and crash dummies – Vince and Larry costumes – Booth and presentation equipment – Public information and education materials – Traffic safety robots – Fatal vision goggles


► Utilize more experienced TSS’s to mentor and conduct training for new TSS’s.

– One on one training – Group training (media training)

► Partnering with new TSS’s to conduct on site monitoring visits

► Partnering with new TSS’s to utilize the eGrants system.


► Centralization has allowed us to build a stronger Traffic Safety Team.

► Provided more staffing resources that we have ever had available in the state.

► Districts are still providing staff time and resources to support and participate in the traffic safety program.


► Centralizing the traffic safety program is a great example of how the OneDOT concept works through the partnering of the districts, division and regional offices.

Questions

Terry Pence, Traffic Safety Director [email protected]

Irene Webster, Traffic Safety Specialist

[email protected]

mailto:[email protected]�

mailto:[email protected]�

centralizing the traffic safety program · the traffic operations division. txdot’s executive...

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