Vision Zero

What is Vision Zero?

• 180 Day Action Plan

  1. Designate or recruit a Miami-Dade County Vision Zero Ambassador to champion Vision Zero across multiple jurisdictions and to advance County legislative priorities to achieve the Plan’s ambitious goal.
  2. Publish the High-Injury Network identifying intersections and segments where severe or fatal injuries occurred between 2015 and 2019.
  3. Develop dashboard to raise awareness and brief all elected officials about the High-Injury Network countywide and in their respective districts.
  4. Introduce a systemic change to prioritize safety project using equity goals to help reverse the current safety trajectory.
  5. Kick-off a series of workshops to share model with municipalities and other local entities (education)
  6. Establish a Vision Zero Equity Task Force/Steering Committee with representatives from the communities-of-concern, public health officials, local universities, the school board.
  7. Identify and modify 10 existing transportation projects where Vision Zero goals could be incorporated, and develop a an implementation strategy to ensure Vision Zero goals are incorporated in every transportation project during planning, engineering, operations, and maintenance.
  8. Establish a 5-Year Vision Zero Program Funding Plan (to be updated yearly) to implement the Countywide top 50 priority projects. Coordinate with all partner agencies to garner funding allocation support for countywide projects.
  9. Develop Vision Zero Program Key Performance Indicators (KPIs) and assess the progress and lessons learned and update yearly.
  10. Continue the established Vision Zero Champion’s multi-department/jurisdiction working group. This group should meet every quarter to expedite safety projects under their respective purview and receive updates on the Vision Zero program’s progress.
  11. Prioritize safety audit of funded and future Capital Improvement Plans along corridors identified in the High-Injury Network. Collaborate with the FDOT, Municipality, and County Departments of Transportation.
  12. Develop a policy to conduct Vision Zero analysis on all planning activities, including public planning efforts, and review private development site plans at the Development Review Committee (DRC) process by the Planning Division, Regulatory and Economic Resources Department (RER).
  13. Identify resources and funding for a yearly refresher training program for County staff on the Vision Zero, the Vision Zero efforts in the County, and update the progress based on the Key Performance Indicators. Work with the County’s Marketing Department and the Department of Human Resources to provide a Vision Zero basics training for new County employees, particularly those working for DTPW or RER.
  14. Establish a review process and evaluate the existing speed management policies. Replace policies that exacerbate roadway safety challenges and establish new policies aligned to achieve Vision Zero, such as Slow Streets for neighborhoods consistent with the High-Injury Network.

  15. Review traffic signal timings of intersection within the identified high-injury network. Identify and prioritize opportunities for low-cost safety improvements identified in the Vision Zero engineering toolbox.

• 18-Month Action Plan

  1. Identify utility infrastructure projects that require milling and resurfacing after construction, along corridor identified in the County’s High-Injury-Network. Collaborate to identify opportunities to implement solutions with pavement marking and signage improvements.
  2. Collaborate and invest in developing a complete transportation safety data system for staff and public access.
     • Develop a data system that works with a modern base map and FDOT linear referencing system to provide interoperability between different data sources, gives online access to staff and the public, and automates data visualization.
     • Data input into the police incident report must be consistent and expanded on the police incident report to include new micro-mobility modes like e-scooter and e-moped. For example, the City of San Francisco developed a crash monitoring methodology and template for emerging mobility to track these incidents.
     • Input from the police crash report into Signal Four Analytics must be more accurate. The challenges in the current analysis included missing geolocation, inconsistent naming conventions.
     • Combine hospital crash data with police reports (crash data) to address pedestrians and bicyclists’ crashes data gap. Future Miami-Dade County transportation-related injury crash analysis must include data from the Hospital Trauma records, transit safety records, in addition to the police incident records.
  3. Collaborate to provide encouragement tools and policies to eliminate crashes from driving-under-the-influence (DUI).
  4. Encourage impaired drivers not to drive by providing alternate transportation access. Expand transit service hours or on-demand transit within entertainment areas throughout the County. Coordinate with establishments to disseminate the information.
  5. Support Florida Department of Transportation (FDOT) educational campaigns targeted at impaired driving and develop complimentary local educational campaigns.
  6. Ensure that DUI enforcement tactics do not un-equally target communities of color.
  7. Develop policies through coordination between various agencies such as private philanthropy, schools, hospitals, public health, health care, hospitality and the restaurant industry, medical insurers, and trial lawyers to maintain accountability and share information.
  8. Develop and utilize a Safety Cost-Benefit analysis to identify types of projects with the most safety-benefits according to Highway Safety Manual and USDOT methodology. Federal programs such as BUILD, INFRA, and HSIP rely on benefit-to-cost analysis to allocate funding.
  9. Utilize the Poverty-Minority Scale, the highest indicator of roadway safety risk in Miami-Dade County, developed in this study when prioritizing transportation projects. Ensure effective engagement with the community and its leaders before programming the project type.
  10. Identify and prioritize funding for safety infrastructure investment near existing public transit stops/stations and around future stations along with the County’s Strategic Miami Area Rapid Transit (SMART) Plan enhanced transit corridors.
  11. Conduct site audit around existing transit stations, including Metrorail, Metromover, and Park-and-Ride stations that indicate a high crash rate. Coordinate with municipalities and prioritize funding to implement safety improvements.
  12. Investigate and invest in safe roadway infrastructure around the future station locations identified as SMART corridors.
  13. Implement the projects not completed in the previous phase and identified in the countywide top 50 priority projects. Ensure that all project design includes sensitivity tests of shared assumptions and community engagement.
  14. Coordinate the planning and implementation of safety projects around transit stations and bus stops.
  15. Implement safety improvement when new bus stops are installed or moved to a new location, particularly with the potential Better Bus Project implementation.
  16. Prioritize safety improvements within the High Injury Network, near the high ridership and high boarding and alighting transit stations and bus stops. Also, coordinate with the disabled community and identify bus stops with ADA access needs.
  17. Pilot predictive (machine-learning) analytics to more deeply analyze safety at intersections identified in the High-Injury-Network by repurposing existing traffic cameras. Cameras can be used in several ways:
  18. Identify “near-miss” crashes and determine whether conditions were present where these near-miss crashes could have resulted in serious injury/fatal crashes with slightly different circumstances
  19. Identify contributing factors to crashes so that police crash reports are not the only source of information about an incident
  20. Identify pedestrian and bicycle crashes that are not reported to the police
  21. Establish clear communication of the current state of safety, planned and future safety projects on the County website.
  22. Develop an interactive dashboard capability to engage with the public and is automatically updated. Ensure that the safety data is publicly available for local agency staff, elected officials, and others. Share success and lessons-learned using before-after project evaluations with images to share success and lessons learned on the County website.
  23. Create an open data portal to be transparent and provide easy access to professionals
  24. Implement ten quick-build projects identified in the Countywide top 50 priority projects. Initiate planning and engineering activities to complete these projects within an 18-month timeline. Ensure that all project design includes sensitivity tests of common assumptions and includes community engagement.
  25. Identify corridors within the high-injury network with a posted speed limit of 35MPH or higher. Consider the operating speed within these corridors. Then, apply speed management strategies like redesign the street using engineering design and reducing the posted speed limit.

Resources