Strategic Planning for Traffic Records in Michigan Back to Basics: It’s SIMPLE

1. Strategic Planning for Traffic Records in Michigan Back to Basics: It’s SIMPLE Presented to the 28th International Traffic Records Forum Steven. A. Schreier August 6, 2002

2. What is OHSP? • The Office of Highway Safety Planning • Governor’s Highway Safety Representative • Housed within Michigan State Police “OHSP is dedicated to saving lives and reducing injuries on Michigan roads through leadership, innovation, facilitation and program support in partnership with other public and private organizations.” 2

3. Why does Michigan need to Update? • Mainframe based system architecture • Access to information is cumbersome/slow • New Technology is faster, more efficient • Increased demand for improved data accessibility, faster processing time and more accurate information 3

4. Who uses Traffic Records Data? • Crash Data utilized to make Safety and Engineering decisions (MDOT, Locals) • Drivers’ records reflect crash involvement (Secretary of State) • Patrol patterns and staffing determined (MSP, Local Law Enforcement) • Program Choices (OHSP) 4

5. Overview of Crash Data • Over 400,000 crashes per year • 32.9% of all fatal crashes involved at least one drinking operator • 4 people died everyday in vehicle crashes • The year 2000 economic loss due to vehicle crashes in Michigan was $9.7b 5

6. Crash Report • UD-10 Crash Form • All Law Enforcement mandated to collect • Any Crash occurring on public roadways • Minimum of $400 in property damage 6

7. Crash System Flow Chart UD-10 Generated by Officer UD-10 sent to MSP CJIC UD-10 Scanned and Keyed Files processed and sent to mainframe Crash Occurs 60-70% located by MTU Was Crash located? File sent from MSP CJIC to MTU Start Locating Process SOS gets data - updates driver record No Yes Manually locate the crash Update Mainframe Data Available 3 years data plus current year stored on mainframe 7

8. Populating the Crash System • Prior year crashes are closed out in May of the following year (I.e. year 2001 available in May 2002) • Year-end reports are generated and files are sent to users (state, local, non-profits...etc) • Synopsis of information posted to OHSP Web Site 8

9. System Evolution • Crash processing has largely remained the same since 1992-(bubble form introduced) • Incremental Improvements: 1. Y2K readiness 2. Digital capture of image 3. Outsourced data processing (projected $ savings) 4. UD-10 modifications for ease of use • System Improvements explored: 1. Automated Crash Reporting System 2. Internet based Crash access-ICRASH 3. 1995 Star Mountain Strategic plan 9

10. Barriers to Implementation • Extensive State Retirement • Lack of financial backing • Changes in Department heads • No single agency owned the system • System enhancements not prioritized to get proper attention and action 10

11. Strategic Planning • Governor’s Traffic Safety Advisory Commission (GTSAC) • Traffic Records Coordinating Council (TRCC) guides system planning • Composed of MSP, SOS, MDOT, Local Law Enforcement, Universities, MPOs, and Local Traffic Safety Advocates (all are users and providers of crash data) 11

12. Current Planning Efforts • MDOT, SOS and MSP are ‘1 team’ • TRCC empowered to make key decisions • Vision for the future developed by all agencies • TRANSTIP • Back to Basics 12

13. TRANSTIP One week workshop with participation from MSP, MDOT, SOS, DNR, NHTSA, Local agencies, Universities, Insurance companies and MPO’s Mission: Improve traffic safety by helping to identify potential causes of traffic crashes, deaths, and injuries by: 1. Improve business processes 2. Coordinate and clarify roles and responsibilities 3. Reduce error rates and cycle times 4. Improve the overall technology topography 5. Reduce overall processing costs 13

14. Where are we today? • Hired a Project Manager 5/1/02 • Created a ‘core’ team comprised of MSP, MDOT and SOS members • Identified project sponsor and received executive commitment and approvals to proceed with project • Conducted requirements sessions for process and system technology enhancements • Established high level goals, objectives and timelines • Obligated funding sources 14

15. Back to Basics 15

16. Some Questions for You How do you put a Giraffe in a refrigerator ? Open the door, put the Giraffe in and close the door How do you put an Elephant in a refrigerator ? Open the door, take the Giraffe out, put the elephant in & close the door The lion king has a conference with all the animals. Which animal does not show up ? The Elephant, he’s still in the refrigerator How do you safely cross a river swimming with crocodiles ? Walk across, the crocodiles are all at the Lion King conference 16

17. Back to Basics Shared sense of importance/responsibility Information Technology Manage People and Process Leadership Education, Excellence and Excitement S I M P L E 17

18. Shared sense of importance/responsibility All organizations and departments that utilize crash information must be committed to and share the responsibility of ensuring accurate and timely crash data. “Never confuse movement with action” Ernest Hemingway 18

19. Information Technology We must use Information Technology to assist with the collection, analyzing, sharing and communication of the vast amount of crash data available. We must NOT be Information Technology dependent to the point where, when the technology changes or fails we can no longer perform the core job or function. 19

20. Manage Manage:(verb) 1: to handle or direct with a degree of skill a: to make and keep compliant b: to treat with care c: to exercise executive, administrative, and supervisory direction 2: to work upon or try to alter for a purpose 3: to succeed in accomplishing Merriam-Webster’s Collegiate Dictionary (www.m-w.com) “They always say that time changes things, but you actually have to change them yourself.” Andy Warhol 20

21. People Without skilled, trained and dedicated people, we will NOT succeed. 21

22. Process Basic Process X Start End Technology // Financial // Organization The process succeeds in conjunction with, not because of technology, money and organizations 22

23. Leadership Everyone, has to believe in their direct leadership and in their own ability to lead. Leaders Lead “The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on” Walter Lippmann “Content to follow when we lead the way” Alexander Pope 23

24. Education Our plans must contain an effective method to educate our customers, business partners and internal departments and employees. 24

25. Excellence We must believe in the work we do and have at the forefront excellence and quality in mind. “Whatever is worth doing at all, is worth doing well” Philip Dormer Stanhope 25

26. You don’t have to listen to me “The close working relationship among The Iowa DOT, the Governor’s Traffic Safety Bureau and ISU CTRE contributes significantly to the advancement of Iowa’s safety initiatives” “Ohio has systematic processes in place for identifying its high crash locations…” “Del DOT has an energetic staff that is making the program successful” “Oregon’s crash data is timely…there are continuing efforts to further improve this” “One of the keys to any successful HSIP is a knowledgeable, dedicated and innovative staff…THE PEOPLE MAKE THE PROGRAMS SUCCESSFUL” National Review of Highway Safety Improvement Program - November 2001 26

27. Excitement We have the ability to infect our communities, departments and fellow workers with excitement, dedication and passion for making our roadways safer and saving lives You can make a difference You have to make a difference 27

28. Questions Steven A. Schreier Planning Analyst Email: Schreies@Michigan.Gov Phone Number: 517-333-5306 www.michigan.gov/msp