Traffic Safety Bureau
The Works Committee recommends the adoption of the following report (August 24, 1999) from the Commissioner
of Works and Emergency Services:
Purpose:
The purpose of this report is to:
(1)outline a business plan and associated costs and benefits for a Traffic Safety Bureau; and
(2)seek approval for the establishment of a Traffic Safety Bureau.
Funding Sources, Financial Implications and Impact Statement:
The cost to establish and operate a Traffic Safety Bureau is estimated to be $535,000.00 per year.
The cost to establish a data coding unit to verify approximately one-third of the collision data (fatalities, personal injuries,
public property damage and high frequency locations) for traffic analysis is estimated to be $265,000.00 per year for a total
of $800,000.00 in 2000. Funds will be identified in the Department's year 2000 current budget estimates.
Recommendations:
It is recommended that:
(1)approval in principle be granted to establish a Traffic Safety Bureau within the Transportation Services Division of the
Works and Emergency Services Department;
(2)approval in principle be granted to temporarily establish a collision data coding verification unit within the
Transportation Services Division of the Works and Emergency Services Department until such time this service is
provided by the Police Service;
(3)the Police Service be requested to submit a supplemental report by March 2000 to the Works Committee to address
the status and corrective measure regarding the accuracy of the collision information submitted to Transportation Services;
(4)a portion of the revenues generated from the recovery of public property damage claims be used to offset the cost of
the proposed Traffic Safety Bureau;
(5)the Commissioner of Works and Emergency Services be authorized to enter into discussions with the Insurance
Bureau of Canada regarding the feasibility of securing private sponsorships to offset the cost of the proposed Traffic Safety
Bureau; and
(6)the General Manager, Transportation Services, be requested to submit a supplemental report to the Works Committee
to address what measures can be taken to reduce speeding on local roads used as by-passes.
Council Reference:
At its meeting on May 11 and 12, 1999, Toronto City Council, in discussing the report titled "Speed Limit Compliance on
Major Arterial Roads - Update", approved the following motion:
"WHEREAS the City of Toronto is committed to improving traffic safety within its boundaries; and
WHEREAS staff, as part of the City amalgamation and reorganization of Transportation Services, have recommended that
the role of the Traffic Data Centre be expanded to include a Traffic Safety Bureau; and
WHEREAS the proposed Traffic Safety Bureau will function as a Centre of information for traffic safety for the City and
its primary objectives to:
(a)enhance the extent of traffic analysis presently conducted;
(b)introduce, support and co-ordinate (where applicable) successful internal and external traffic safety programs;
(c)formalize the monitoring and evaluation of traffic safety programs;
(d)increase the safety awareness in the planning, design, construction, installation, maintenance and operating practices
within the Department; and
(e)provide city-wide traffic performance and safety measures; and
WHEREAS due to budget constraints, no funding has been identified in the 1999 Operating Budget for this expanded role;
NOW THEREFORE BE IT RESOLVED THAT the General Manager, Transportation Services, be requested to submit a
report to the Planning and Transportation Committee, prior to the 2000 budget cycle, outlining the business plan and the
associated costs and benefits for a Traffic Safety Bureau, such report to also address what measures can be taken to reduce
speeding on local roads that are used as by-passes."
The focus of this report is to address the business plan and issues related to the proposed Traffic Safety Bureau. The issue
of speeding on local roads that are being used as by-passes will be addressed in a supplemental report to the Works
Committee.
Discussion:
Traffic safety for pedestrians, cyclists, passengers and drivers is a city-wide issue that is inherent in the roles and
responsibilities of many departments and boards; for example, Works and Emergency Services, Public Health, Police
Service, Planning, Board of Education, etc. Current departmental programs are generally reactive and site specific either
after an incident occurs or when a location is under review.
As part of the City amalgamation and reorganization of the Transportation Services Division, staff have recommended that
the role of the Traffic Data Centre be expanded to include a Traffic Safety Bureau. The purpose of the Traffic Safety
Bureau will be to take traffic safety efforts to the next higher level. The focus will be to develop and execute proactive,
continuous, traffic programs to:
(a)gain a better understanding of the causes related to collisions;
(b)continually introduce new mitigating measures and improve standards;
(c)measure the effectiveness of applied mitigating measures; and
(d)support revisions to or development of new municipal-wide guidelines, policies and practices.
Transportation staff believe a Traffic Safety Bureau will provide the necessary attention and resources to help in
developing proactive city-wide traffic safety programs.
The Problem:
In 1997, there were 80 collision related fatalities, 16,920 personal injuries, and 52,160 property damage claims over
$1,000.00 for a total of 69,160 reported collisions within the City of Toronto. Police sources suggest that an additional
15,000 (1998) collisions are reported to the police where damage claims are less than $1,000.00 and no injuries are
involved (known as "Non-reportables").
Appendix A highlights that in 1997, 31 percent of the provincial 220,000 collisions occurred within the City of Toronto.
This translates into approximately 190 reportable collisions per day on the streets of Toronto.
Cost of Collisions:
The Ontario Ministry of Transportation (MTO) estimated the total social cost of provincial traffic collisions in 1990 to be
$9.1 billion or $41,000.00 per collision. The MTO research is based on a "willingness to pay model to forego a collision".
The research quantifies both the indirect and direct costs of collisions. The indirect costs include "the value society would
place on the elimination of human consequences of motor vehicle crashes" or in other words, the "pain and suffering" costs
which amount to $7.3 billion province-wide. The remaining $1.8 billion is attributed to provincial direct costs associated
with the collision. These direct costs include ambulance, hospital/health care, property damage, police, fire, tow-trucks,
insurance claim expenses and other out-of-pocket expenses.
A total summary of the MTO's research is illustrated in Appendix B. In addition, Appendix B provides an estimate of the
City of Toronto Collision Costs when the MTO's averages are applied to the Toronto collision figures.
Based on the MTO research, it is estimated that collision costs total between $2.5 and $2.9 billion per year in Toronto.
It may be more appropriate to focus on the more tangible direct cost of collisions, given that relating to the indirect cost
may be difficult due to the intangible aspect of "human consequence pain and suffering". The estimated Toronto annual
direct costs, which include services such as ambulance, fire, police and public/private damage claims amount to $0.5 to
$0.6 billion per year. Each one percent collision reduction within the City of Toronto translates to a $5 million to $6
million savings to the public.
Collision Reduction Return Rate:
Safety experts continue to call incidents "collisions" rather than "accidents" since many believe collisions are preventable if
the proper precautions are taken. The precautions include education, enforcement and engineering. Recently published
information from the Insurance Corporation of British Columbia (ICBC) states that for each dollar spent on traffic safety
road improvements, rates of return range between 1:2.4 and 1:10. They gathered these return rates from road improvement
projects from 1993 to 1996. During this period, ICBC invested approximately $960,000.00 on road improvement projects
resulting in an estimated savings of $7,980,000.00 with an overall return rate of 1:8.3.
Generally, all of the City's programs have built-in safety policies and practices that have been carefully developed and
implemented over the years. This is particularly true in the Transportation Services Division in terms of roadway design,
operation and maintenance. The fact remains that collisions continue to increase as a by-product of increased population
and economic growth. Transportation staff believe that it makes sense to enhance public safety in terms of proactive
measures for vehicle collisions since the return rate and social costs are significant.
The Business Plan:
The purpose of this report is to define a business plan for the proposed Traffic Safety Bureau that will operate with the
Traffic Data Centre, and in close liaison with all Works and Emergency Services Divisions as well as other City
Departments.
The business plan has been divided into the following sections:
(i)Function;
(ii)Staffing;
(iii)Potential Programs and Monitoring Approach;
(iv)Benefits;
(v)Issues - Timely and Accurate Collision Data; and
(vi)Costs and Potential Revenues
(i)Function:
(For detailed description see Appendix C)
Currently the Traffic Data Centre records and compiles collision data primarily as input into traffic investigations resulting
from public inquiries. The proposed Traffic Safety Bureau will analyze the causes of the collisions from a systemic view.
This initiative will provide a better understanding and lead to development and implementation of improved collision
counter measures. These measures will be developed by City staff in consultation with Councillors, police, private sector
stakeholders, insurance companies, community associations, safety coalitions and educational entities. The Traffic Safety
Bureau will function as a "Centre of Information and Analysis" for traffic safety for the City of Toronto.
The primary focus of the Traffic Safety Bureau will be to add value to the existing traffic volume and collision data
collection programmes on the municipal road network by:
(a)enhancing the extent of traffic safety analysis presently conducted;
(b)introducing, supporting and co-ordinating (where applicable) internal and external traffic safety programs and
mitigating measures;
(c)formalizing the monitoring and evaluation of traffic safety programs to ensure there is a positive return on investment;
(d)increasing the safety awareness in the planning, design, construction, installation, maintenance and operating practices
within the Department; and
(e)providing city-wide traffic performance and safety measurements
(ii)Staffing:
(For detailed description see Appendix D)
The following ten positions are recommended to form the proposed Traffic Safety Bureau. These positions have been
divided into two groups; namely, traffic safety programs and collision data accuracy verification.
Traffic Safety Programs:Collision Data Accuracy Verification:
(a)Traffic Safety Engineer(d)Collision Coding Staff
(b)Traffic Statistician(six positions for the verification of
(c)Application Technologists (two positions)one-third of the collision database)
One key aspect of the Traffic Safety Bureau will be to develop and establish effective links with both internal and external
groups to heighten the traffic safety conscience within the City. These links include Councillors, Transportation Divisions,
Technical Services, City Planning Division, Police Services, Media, Health and School Boards. A brief description of the
functional links is also included in Appendix D.
(iii)Potential Programs and Monitoring Approach:
(For detailed description see Appendix E)
Potential programs range from publishing collision statistics, identifying problem locations, before and after evaluations to
training programs. A sample of the programs is as follows:
-identification of problem areas both geographically and functionally, to improve the knowledge of road network
performance.
-Assist in the development of city wide mitigating measures to reduce the preventable costs to the public and City, as
well as optimizing current and capital program investment decisions.
-Perform before-after evaluation to quality the measure of effectiveness of current and proposed traffic policies and
practices.
-Assist in the review of work zone safety audits to reduce the City's liability and lawsuits.
-Publish traffic safety reports, one-page educational brochures and newsletters to increase public and political awareness.
Details of the potential programs and monitoring approach are listed in Appendix E.
In addition, the intent is to establish a monitoring plan to evaluate the potential programs to ensure each of the initiatives'
performances provide a well-founded basis for continuation, modification or replacement by other programs.
(iv)Benefits:
The expected benefits or effects of the proposed Traffic Safety Bureau achievements are listed in Table 3. The amount of
savings in dollars is difficult to quantify since the savings are dependent on the extent of the programs that will be
implemented.
However, as previously stated, there is the potential to reduce the estimated $2.5 to $2.9 billion annual social costs of
collisions within the City at a fraction of the cost to establish a Traffic Safety Bureau. Each one percent reduction in
collisions translates into $5 million to $6 million direct savings to the public; not to mention the additional indirect cost of
pain and suffering which could increase the savings by five times. Another viewpoint would be for each collision
prevented, the public would save $41,000.00.
Table 3
Proposed Traffic Safety Bureau
Potential Achievements and Resulting Effects Benefits
Potential Achievements |
Potential Effects (Benefits) |
1.Provide a safety focus for the Division
2.Improve knowledge of the Road Network Performance
3.Introduce training aimed at increasing safety awareness
in our practices
4.Improve assessment of capital expenditures with respect
to effect on safety. |
1.Increase public and political awareness of the
significance of our safety-related programs.
2.Reduce the preventable costs to the public and City.
3.Reduce the City's liability and lawsuits against the City
that are traffic related.
4.Provide police with traffic information to assist in
enforcement and educational programs (know better where
to locate and what to target).
5.Revenue generation and sponsorship.
6.Improvements in safety to all modes of travel.
7.Improved customer service - more knowledgeable, more
timely.
8.Optimized Capital Works Program investment decisions. |
(v)Issues - Timely and Accurate Collision Data:
One fundamental requirement for the Traffic Safety Bureau is the supply of continuous, timely and most important,
accurate collision data from the Police.
Historically, the Toronto Police Service has provided the former municipalities, including the Traffic Data Centre, with
collision information. Prior to 1992, Toronto Police Officers would interview drivers who were involved in collisions and
fill out collision reports. The information such as location and cause, was filled out on one report by the investigating
police officer. The information was then transcribed into an electronic database by a single central group at police
headquarters. Both a copy of the collision report and the electronic database was forwarded to the Traffic Data Centre.
In 1996, the Toronto Police Service in cooperation with the private sector launched three Collision Reporting Centres
(CRCs). The main premise for the CRCs is to expedite the reporting of minor collisions without having people waiting at
the collision location for immediate police involvement. Instead, they drive to the closest CRC and each driver is required
to fill out a collision report (result: two or more reports per collision). The CRCs provide greater public convenience and
comfort, reduce extended periods of traffic congestion, reduce the requirement for on-site police resources and have
allowed the police to concentrate on more serious collision investigations.
The exceptions to the CRC process are if the collision involves (1) injury or death, (2) criminal activity, (3) federal,
provincial, TTC or municipal vehicles, (4) vehicles transporting dangerous goods, (5) uninsured or suspended drivers, and
(6) damage to private, municipal or highway property. On these occasions, drivers are instructed not to leave the collision
site and wait until a police officer arrives. When a police officer arrives, the police proceed to interview the parties
involved and document the information on a "401" collision report. These "401" reports are forwarded to police
headquarters for data entry. In 1997, there were approximately 17,000 cases that met the CRC exception criteria or
approximately 25 percent of the 69,180 reported collisions.
Another exception to the CRC process is collisions involving bicycles. Cyclists are not required to report to the CRCs, but
are allowed to report to police stations. This is due to the lack of accessibility for cyclists to travel to the suburban CRC
locations, particularly for downtown residents without cars.
With the introduction of the CRCs and the reduction of collision records personnel at police headquarters, Transportation
staff have experienced substantial delays in receiving copies of collision reports ranging from one to six months. In
addition, the records transcribed into the electronic collision databases by both headquarters and CRC staff contain errors
when compared with the collision reports. Transportation staff have found that at least 50 percent of the collision records
contain transcription errors, therefore staff cannot rely on the police collision database. As a result, for each request since
1996, Transportation staff have manually verified the electronic information before releasing the summarized information
to the public. This additional required exercise was done at the expense of other divisional programs.
For approximately the past three years, Transportation staff have discussed with the Police Service Records Bureau
procedures and programs to improve the quality of the electronic database and expedite the delivery of information on a
regular continuous basis. The Police Service with the help of Transportation staff continue to try to improve the quality of
the data with improved training methods, procedures, and computer software and hardware upgrades. Over the past six
months there has been considerable effort made by the Police Service in this regard; however, the net result remains that
the electronic database requires substantial manual verification by City Transportation staff. This information is typically
used to form the basis for transportation improvements including traffic control changes such as stop signs, traffic signals,
pedestrian crossovers, minor road improvements, additional turn lanes, and major transportation projects.
To meet the Traffic Safety Bureau requirements for the development of systemic traffic safety programs, Transportation
staff are recommending that additional resources be dedicated to the partial verification of the electronic collision database.
The partial verification will encompass the fatal, personal injury and public property damage "401" reports (approximately
25 percent) and high frequency locations (approximately 8 percent) which represents one-third of the collision database.
The interim proposal is to hire six additional staff members to check and verify the collision records until the Police
Service can substantially reduce or eliminate the transcription errors.
In addition, in consultation with the Police Service, Transportation staff recommend that the Police Service report back to
the Works Committee by March 2000 regarding the status and corrective measure regarding the accuracy of the collision
information forwarded to Transportation Services.
(vii)Costs and Potential Revenues:
Costs:
The annual staffing costs (including fringe benefits) are estimated to be $500,000.00. It is estimated that for ten people, an
initial setup cost of $30,000.00 for computers and printers is required. An additional $20,000.00 for office and field survey
equipment, including a digital camera-video, measuring devices, and speed guns, would be needed.
The out-sourcing costs will depend on the programs adopted for the coming and subsequent years. These are listed in
Appendix C.
It is recommended that for the year 2000, the budget be allocated as follows:
TrafficCollision DataTotal
SafetyAccuracy
Verification
Staffing:$250,000$250,000$500,000
Equipment:$ 35,000 $15,000 $50,000
Contracts 1):$250,000 $0$250,000
TOTAL:$535,000$265,000$800,000
Note 1): Includes possible out-sourced assignments for before-after evaluations, problem area identification, joint
ventures with educational institutions, training programs, printing and distribution costs.
Potential Revenues:
To offset the operating cost of the proposed Traffic Safety Bureau, there currently exist two potential revenue sources.
(a)Public Property Damage Claims:
Revenue is generated from the collection of public property damage claims. In the past, through insurance claims and legal
action, the City has collected $750,000.00 per year resulting from damage to public property. The recovery of public
property damage claims remains uncertain since the basis for recovery requires accurate and timely collision reports. As
mentioned, the Police Service is unable to provide the collision reports to the City in a timely and accurate fashion.
Therefore many public property damage claims remain unrecoverable since reports cannot be found, are incomplete or
"time expired" before legal action can take place. However, with the addition of collision coding staff, public property
damage information could be easily captured and sent to the City's insurance group for recovery. Transportation staff
recommends that with the addition of collision coding staff, the additional portion of the recovered public property damage
claims can be used to offset the cost of the proposed Traffic Safety Bureau.
In addition, there is the potential to explore possible revenue streams with Bell, hydro, gas companies, cable companies and
other utilities by supplying them with the necessary collision documentation to enable them to recover additional property
damage claims.
(b)Insurance Bureau of Canada Sponsorship:
Member companies of the Insurance Bureau of Canada have expressed an interest in lowering the number of collisions.
Collectively, these companies may be interested in sponsoring the proposed Traffic Safety Bureau and should be formally
approached. Staff are recommending that the Commissioner of Works and Emergency Services be authorized to enter into
discussions with the Insurance Bureau of Canada regarding the feasibility of securing private sponsorship to offset the cost
of proposed Traffic Safety Bureau.
Conclusions:
If approved, the Traffic Safety Bureau will become an integral part of the Transportation Services Division where the focus
of its operation is to lead the advancement of explicitly safety-oriented activities. The Traffic Safety Bureau will operate in
a proactive and reactive manner by introducing "value added" activities which can bring benefits to a number of
stakeholders, as well as responding to requests from the same "customers" regarding the analysis and evaluation of
available traffic and road data. The estimated annual cost of the Traffic Safety Bureau is in two parts, specifically
$535,000.00 for traffic safety programs and $265,000.00 for data accuracy verification, for a total of $800,000.00. Staff
have recommended that a portion of the revenues generated from public property damage claims and sale of collision data
be used to offset the operating costs of the Bureau. The funding for the Bureau will be included in the 2000 annual budget
submission.
Contact Name:
Steven T. KodamaLes Kelman
Manager, Traffic Data CentreDirector, Transportation Systems
Phone: 392-9633Phone: 392-5372
Fax: 397-5777Fax: 392-4940
APPENDIX A
Toronto and Provincial
Ten Year Collision History
Year |
Toronto |
|
|
|
Fatal
Collisions |
Personal
Injury
Collisions |
Property
Damage
Collisions |
Total
Reportable
Collisions |
Province |
% Province
in Toronto |
1997 |
80 |
16,921 |
52,157 |
69,158 |
221,409 |
31% |
1996 |
75 |
17,129 |
40,984 |
58,188 |
215,024 |
27% |
1995 |
70 |
16,200 |
33,157 |
49,427 |
219,085 |
23% |
1994 |
66 |
13,926 |
35,058 |
49,050 |
226,996 |
22% |
1993 |
69 |
13,407 |
38,176 |
51,652 |
228,834 |
23% |
1992 |
88 |
12,883 |
36,613 |
49,584 |
224,249 |
22% |
1991 |
80 |
12,668 |
33,925 |
46,673 |
213,669 |
22% |
1990 |
74 |
14,512 |
33,223 |
47,809 |
220,188 |
22% |
1989 |
114 |
18,493 |
37,053 |
55,660 |
247,038 |
23% |
1988 |
108 |
18,586 |
33,313 |
52,007 |
228,398 |
23% |
APPENDIX B
1990 Provincial Collision Costs (1)
and
Estimated 1997 City of Toronto Collision Costs
Collision Costs |
Provincial(1) |
Estimated
Toronto 1997
Annual Costs (2) |
Direct Costs
Ambulance
Hospital/Health Care
Property Damage
Police
Fire
Tow-Trucks
Insurance Claim
Expenses
Out of Pocket
Expenses |
Total Annual
1990 Cost
$1.8 billion |
Average 1990 Cost
per Collision
$8,000 |
$0.5 to $0.6
billion |
Indirect Cost--Human
Consequence |
$7.3 billion |
$33,000 |
$2.0 to $2.3
billion |
Total |
$9.1 billion |
$41,000 |
$2.5 to $2.9
billion |
Note:(1)Source: Ontario Ministry of Transportation, Road Safety Program Office Research document entitled "The
Social Cost of Motor Vehicle Crashes in Ontario", March 1994.
(2)Estimated Toronto 1997 Annual Cost =1990 Provincial Average Costs multiplied by 60,000 to 70,000 collisions per
year.
APPENDIX C
FUNCTION
The Traffic Data Centre is scheduled to manage the overall data collection regarding traffic volumes, road collision
information and speed information for the four operational districts within the Transportation Services Division. Traffic
data collection includes the validation, and computerized coding and entering of the field data for future use.
This data is typically used in a wide range of localized transportation related activities, including but not limited to:
(1)traffic control studies (i.e. signals, stop signs, pedestrian crossovers, turn restrictions, etc.);
(2)road geometric revisions;
(3)speed limit requests;
(4)parking controls;
(5)intersection collision review;
(6)developmental review; and
(7)transportation environmental assessment studies.
In addition, the centralized information has intrinsic unrealized potential to develop broader proactive traffic safety
initiatives.
This could be performed by analyzing the traffic volume and collision databases to identify:
(1)volume and collision trends;
(2)operational performance indicators;
(3)severity indexes;
(4)contributing factors and casual relationships;
(5)mitigating measures; and
(6)assessment of the effectiveness of mitigating initiatives.
The results of the volume and collision analysis would assist in the development of city-wide programing and policies such
as:
(i)traffic operational reviews (parking, truck routing, HOV operations, etc.);
(ii)bicycle and pedestrian facility reviews;
(iii)facility specific safety reviews for traffic investigations and corridor studies;
(iv)capital road improvement program;
(v)Red Light Camera initiatives; and
(vi)Road Classifications.
Currently, the Traffic Data Centre records and compiles collision data primarily as input into traffic investigations resulting
from public inquiries. The proposed Traffic Safety Bureau will analyze the causes of the collisions from a systemic view.
This initiative will provide a better understanding and lead to development and implementation of improved collision
counter measures. These measures will be developed by City staff in consultation with Councillors, police, private sector
stakeholders, insurance companies, community associations, safety coalitions and educational entities. The Traffic Safety
Bureau will function as a "Centre of Information and Analysis" for traffic safety for the City of Toronto.
The primary focus of the Traffic Safety Bureau will be to add value to the existing traffic volume and collision data
collection programmes on the municipal road network by:
(a)enhancing the extent of traffic safety analysis presently conducted;
(b)introducing, supporting and co-ordinating (where applicable) internal and external traffic safety programs and
mitigating measures;
(c)formalizing the monitoring and evaluation of traffic safety programs to ensure there is a positive return on investment;
(d)increasing the safety awareness in the planning, design, construction, installation, maintenance and operating practices
within the Department; and
(e)providing city-wide traffic performance and safety measurements.
APPENDIX D
STAFFING
Staffing:
The following ten positions are proposed to carry out the primary functions:
(a)Traffic Safety Engineer:
The Traffic Safety Engineer will be reporting to the Traffic Data Centre and Safety Bureau Manager and be responsible and
accountable for all required links, and the proactive and reactive activities of the Safety Bureau. This position may also
support the Manager in the co-ordination with other Sections and Divisions across the City, as well as external links.
(b)Traffic Statistician:
The Traffic Statistician would also report to the Manager. The job function would require computer skills and would
undertake and overlook the data manipulation, performance analysis, network screening, and other traffic safety studies.
(c)Application Technologists (two positions):
Reporting to the Traffic Safety Engineer, the position would support the work of the Traffic Safety Bureau and focus on
data manipulation.
(d)Data Coding Staff (6 positions):
In order to provide accurate data for post-analysis, data coding staff would be required to verify and edit parts of the annual
60,000 to 70,000 collision records received from the Toronto Police Services. This topic is further discussed in the Issues
Section (v) of this report.
The Bureau will also call on the following on an "as required" basis:
(i)the part-time support of a computer programmer to develop special software for the specific evaluation studies;
(ii)an accident reconstruction specialist; and
(iii)consultants for out-sourcing of tasks when there is a lack of internal resources or when independent/non-biased
objective analyses are required.
Internal and External Links:
One key aspect of the Traffic Safety Bureau will be to develop and establish effective links with both internal and external
groups to heighten the traffic safety conscious within the City. These links are described below.
(a)Politicians:
The Councillors would receive updated and well-based information to be used when faced with public requests. The
Traffic Safety Bureau would support the development of a group of well-informed and safety-conscious engineers (of other
Districts and Divisions) based on before/after studies and other monitoring of local and worldwide practices, and internal
training programs.
(b)Traffic Data Centre:
The Traffic Data Centre provides traffic volume and collision information and is the most crucial partner of the Traffic
Safety Bureau. The data quality, accuracy and timing will determine the quality of analysis and evaluation that the Traffic
Safety Bureau will be able to provide.
(c)Transportation Service Districts:
The four Transportation Service Districts with their two Traffic Operation and Traffic Planning sub-units are the front-line
users of the information. They provide the links to the general public by:
(i)disseminating the information given by the Traffic Safety Bureau within the context of the local community's
individual project or programs;
(ii)providing the conduit for public complaints about traffic safety; and
(iii)implementing engineering changes and seek the Traffic Safety Bureau support in the monitoring and evaluation of
the safety impact.
(d)Transportation Policy and Programming Division:
The Traffic Safety Bureau will work with the Transportation Policy and Programming Division to develop:
(i)network-wide transportation operational planning and policy;
(ii)infrastructure asset management and programming;
(iii)project planning; and
(iv)pedestrian and cycling planning, policy, and programming.
(e)Technical Services Division:
The Traffic Safety Bureau will work in conjunction with the Technical Services Division in evaluating current construction
and inspection practices, safety performance during construction (work zones) and establish a safety audit policy (process
and methodology).
(f)City Planning Division:
The Traffic Safety Bureau will work in conjunction with the City Planning Division in evaluating planning policies,
programs and practices from a traffic safety perspective.
(g)Police Service:
The Police can benefit from the analysis of the collection data, by optimizing their following programs:
(i)RIDE programs on the basis of collision mapping and involvement of "drunk" drivers;
(ii)Speed Control - on the basis of collision mapping and speed-related causes; and
(iii)Specify General Enforcement - on the basis of collision mapping for specific violations, time and exposure risk.
(h)Fire and Ambulance:
The Fire and Ambulance Services can also benefit by optimizing their resources on the basis of the collision analysis and
mapping of relevant details, by optimizing the positioning, type and number of their vehicles and personnel at key locations
for rapid delivery of services where a higher probability of collisions was identified.
(i)Media:
The Media can assist in disseminating reliable and informative documentation to the public at large, which would increase
safety awareness.
(j)Board of Education:
School area traffic safety continues to be a problematic issue in every community. The issues range from speeding to
parking controls related to drop off and pick up of students, to pedestrian crossing protection. The Traffic Safety Bureau
would assist the local district traffic operational groups to develop and implement school-related traffic safety initiatives
with the school board.
APPENDIX E
POTENTIAL PROGRAMS
The Traffic Safety Bureau will establish on-going programs to support both the proactive and reactive operations as
described in the Functional Structure above. In its first year of operation, the Traffic Safety Bureau will introduce the
programs identified as high priority by the Transportation Services Division. This list may change on the basis of liaison
with the other Sections of the Division, and identification of high priority programs.
Based on the definition of the operational model, described in Section (I), and the role of the Traffic Safety Bureau, the
following programs are proposed.
(1)Annual Traffic Safety Report:
A traffic data report was first produced in 1996. It provides a comprehensive report of the traffic and road performance
within the City on the basis of the collision data and traffic volumes recorded. Complementary to the data report, the
Traffic Safety Bureau will analyse and process the collected data for the development and installation of systemic
operational traffic improvements. It is envisioned that results from other activities, such as before-after evaluations of
special practices and network screening process, will find this report as a possible medium of information.
(2)One-Page Brochures:
The Districts and politicians have requested information from the Traffic Data Centre regarding a number of "specific
safety performance" issues. These have been provided in coloured one-page brochures. The Traffic Safety Bureau will
proactively produce brochures which could be identified by the "customers" in a survey, in early 2000. These brochures are
a means to produce and provide a simplified way to disseminate knowledge.
(3)Newsletter:
The City of Toronto publishes a great number of informative pamphlets for the public, politicians and staff. The Traffic
Safety Bureau, supported by editors and public relations, could provide an informative standalone newsletter or append to
existing departmental newsletters, a description of special engineering projects where traffic and road safety was enhanced.
With this information, the Traffic Safety Bureau would strive to bring recognition of safety achievements by the Sections
and other Divisions, as well as disseminate additional knowledge acquired from other evaluation projects.
(4)Before-After Evaluations:
The Traffic Safety Bureau, in conjunction with other Sections and Divisions, will identify engineering practices to be
evaluated on the basis of before-after safety performance analyses. This activity is of a great importance in updating the
Districts of the scientifically correct analysis practices. This is the catalyst for performance improvement.
(5)Problem Area Identification:
Identification of problem areas in conjunction with the Police and Communities. Potential unsafe locations (lack of
crosswalks, lack of conspicuous intersections, crossing times at signalized intersections, etc.) identified by school children,
parents and teachers, elderly members, and police patrolling. These locations coupled with the occurrence of collisions, and
road and traffic infrastructure safety review, will result in a list with "sites with promise". These "sites with promise" are
locations where engineering measures may improve their safety performance.
(6)Joint Ventures with Educational Institutions:
The University of Toronto's Transportation group, in conjunction with the Traffic Data Centre, is developing safety
performance functions which will be modelled on collision history, traffic volumes, road classes and characteristics.
This activity can be expanded and a safety software developed to provide the Traffic Safety Centre with the required tools
to screen the performance of the road network. This screening will prioritize the sites with the most potential for safety
improvement using the most updated statistical knowledge.
(7)Training Programs:
The Traffic Safety Bureau, as a catalyst of a safety conscious agency, would develop training programs to be offered to the
other Sections and Divisions. These training programs would evolve over a period of time.
It is a continuous activity where different subject areas will be identified and developed from basic to advanced levels.
(8)Additional Programs:
In addition to the above programs, these additional programs could be considered:
(a)Work Zone - Safety Auditing Policy and Program to support the Technical Services Division and Districts. The first
step will be to establish a municipal policy and process to ensure explicit traffic and road safety consideration at all
implementation stages of a construction or maintenance project. The second step will be to train the staff and other
consultants to put in practice the policy, as well as to designate "auditors" (independent and qualified persons) to assess the
practices;
(b)Accident Reconstruction Special Projects - to increase the engineering understanding of collision causes and effects of
specific types and at sites identified by the Traffic Safety Bureau;
(c)Joint partnerships with educational institutions, other municipalities, insurance companies and other private
stakeholders in the development of traffic safety advancement programs. This group might also become a "think tank" for
future programs;
(d)Revenue Sponsorship Program - the Traffic Safety Bureau will identify opportunities for sponsorship for specific
programs;
(e)Safety Review Policy and Program - the Traffic Safety Bureau could become the independent body leading a group of
independent specialists such as human factors and safety experts, road designers and others to "wear the safety hats" and
assess projects, in their developmental phases, such as preliminary planning, detail design, and pre-opening; and
(f)School Zones and Programs - the Traffic Safety Bureau could participate in the safety activities in conjunction with the
School Boards and the Districts.
MONITORING APPROACH:
The Traffic Safety Bureau strives to monitor all programs in terms of benefits and costs. A monitoring approach will
ensure that an evaluation of the programs' performance will provide a well-founded basis for continuation, modification or
replacement by other programs. At the start of the programs, a monitoring approach will be established with the framework
for specifically required data collection. It is expected that each program be evaluated on the basis of two to three years of
operation.
The table below is an example of the monitoring table to be completed in future years.
Program |
Benefits |
Costs |
Annual Safety Performance Report |
|
|
One-page brochures |
|
|
Newsletters |
|
|
Before-after evaluations |
|
|
Network Screening |
|
|
Training Programs |
|
|
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The Works Committee reports, for the information of Council, having also had before it during consideration of the
foregoing matter a communication (September 8, 1999) from Ms. Rhona Swarbrick, Co-Chair, Toronto Pedestrian
Committee, expressing support for the recommendations with respect to the establishment of a Traffic Safety Bureau, with
the exception of Recommendation No. (6); and requesting that this recommendation be deferred until Community Councils
have the opportunity to respond to the report on the Proposed Road Classification for the City of Toronto, and until it has
been clarified whether the leal posted speed or the operating 85th percentile speed will be considered the speed to be
enforced.
Ms. Rhona Swarbrick, Co-Chair, Toronto Pedestrian Committee, appeared before the Works Committee in connection
with the foregoing matter.
|