Drivers: the Key to Fleet Safety Results August 22, 2007 CTAV EXPO Roanoke, VA

Overview The presentation examines ways that fleet managers can: screen, monitor, and coach/motivate drivers to minimize the potential for crashes and passenger injuries.

Overview The presentation also raises the question of "how does your fleet get drivers directly involved in the safety process?" -- we believe that their involvement can make a big difference.

Why do we have crashes? There are three possible options: –Equipment Failure –Extreme Conditions, or –Driver Action or Inaction

Improper Driving Improper driving was the primary “cause” of 66% (two-thirds) of all police reported crashes during 2004 This statistic excludes DUI related cases since DUI affects the physical condition of the driver – does not represent a driving error. -National Safety Council’s Injury Facts 2006

Improper Driving The most recent “Large Truck Crash Causation Study” confirms that at least 87% of all crashes due to driver error -Federal Motor Carrier Safety Administration

Preventing Driver Error Recruiting Qualification Training Monitoring Dismissal or Non-Driving Job Improvement

Recruiting Who handles recruiting? Do they know the minimum, expected and ideal qualifications of potential drivers? Do you use safety issues to recruit? What is your turnover rate (and why)?

Recruiting If recruiting fails to produce drivers, then there’s no one to dispatch! However, if recruiting fails to provide “qualified” drivers, then: –Increased operational costs (training, insurance, administration) –Increased risk of crash –Increased turnover

Qualification A process, not a task to be “completed” What’s required? –DOT / Non-DOT –CDL + Endorsements –Insurance requirements –Risk management / Legal issues (Negligent Hiring, Negligent Entrustment)

Qualification Qualification costs $$$: –MVR Evaluation (risk profiling) –Verified experience –Background checks –Substance Abuse Testing –DOT Physical Does your process eliminate drivers before costs are accrued?

Qualification Since rural operations place drivers “far away” from their dispatchers, are they able to handle themselves What is the extent of their authority and responsibility beyond “just driving”?

Training Training makes new drivers familiar with: –Specific job requirements including passenger relations –Safety expectations and policies –Routes and general procedures –Emergency procedures –Performance monitoring

Training Can you “prove” that all drivers received all training needed to complete their job safely? –Documentation of attendance –Receipts for driver handbook –Computer records of online courses Organizational recordkeeping may be tedious, but valuable

Training What does it cost to train one new driver? –Supervisory time –Driver handouts –Driver’s time (paid) –Documentation time It is a substantial investment

Performance Monitoring Performance monitoring safeguards the wellness of passengers & drivers (and your organization’s investment in qualification & training dollars)

Performance Monitoring Monitor for quality & safety in the performance of job duties Feedback leads to either: –Corrective Coaching or –Praise / Recognition

Performance Monitoring How do you monitor driver performance? –Safety Hotline Comments –Customer Surveys –“Mystery Riders” –Supervisory Evaluation –Annual Review

Performance Monitoring Formalized programs enable: –Recognition of patterns among drivers –Comparison to other fleets (benchmarking) –Leading indicator of crash risks –Documentation of corrective actions by management (policy change) or drivers (coaching or retraining)

Dismissal or Reassignment Drivers who repeatedly fail to perform to minimum standards, or endanger themselves or their passengers need: –Coaching –Retraining –Warnings / Discipline –Dismissal or Reassignment

Dismissal or Reassignment Hopefully, this will not happen often If it does, check other processes (recruiting, qualification, training and performance monitoring) to look for “system breakdowns”

Driver Improvement Driver accountability leads to driver improvement programs: –Advanced training & certification –Expansion of optional job duties –Create “bench strength” for later promotion to greater responsibility –Peer leadership –Professionalism in daily job

Driver Improvement Driver improvement activities are an investment in your human resource “capital” Designed to increase employment tenure among strongest performers Could include incentives if tied to performance, not just “showing up”

Driver Improvement Your drivers, once held to standard accountability measures will be quick to suggest ways to increase job satisfaction and pride in their job: –Uniforms (or no uniforms) –Recognition (patch, name on bus, etc.) –Driver Trainer –Profile in newsletter, etc.

Qualification (again) Periodically, all drivers should re- qualify for their job (some may qualify for promotion) –People change over time and due to external influences –Technology, equipment, policies change and qualification assures that drivers can handle the “new stuff”

Driver Involvement Drivers are key to keeping vehicles on the road They have a lot at stake: –Consistent income –Wellness (freedom from injury)

Driver Involvement If they are directly involved in safety and performance monitoring, then: –Greater and faster “buy in” to program changes –More participation in training –Peer leadership in promoting proper performance –“Step up” in emergencies

Driver Involvement How can we get drivers involved? –Surveys with management response (we read the surveys and will do the following) –Performance reviews that are “two-way” communications

Wrap Up How do we measure performance? –MVR’s –Supervisory Ride Along –Road Observation Programs (safety hotline)

Wrap Up Safety Hotline Provides… –Motorist Observation Reports –Collision Countermeasures –Coaching and Counseling –Proactive Training Support

Questions? Dan Lessnau –SafetyFirst Systems, LLC – –

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