January 23, 2007

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Headline News

• State DMVs to Share CDL Information
• FMCSA Invites Suggestions for EOBR Incentives
• Problem Solving-A Key to Working with Drivers
• TCA Salutes Highway Angel Sheryl Fink, of Gulfport, Mississippi

State DMVs to Share CDL Information

The Federal Motor Carrier Safety Administration (FMCSA) intends to request that the Office of Management and Budget (OMB) approve a new information collection required by the Commercial Driver's License Program Improvements (CDLPI) and the Commercial Driver's License Information System Modernization grant programs. That information consists of grant application preparation and quarterly reports. The CDLPI grant program also requires States' to conduct a self-assessment of their Commercial Driver's License (CDL) programs.  

The goal of the CDL program is to improve highway safety by ensuring that drivers of large trucks and buses are qualified to operate those vehicles and to remove unsafe and unqualified drivers from the highways. The Commercial Motor Vehicle Safety Act (CMVSA) retained the States' right to issue a driver's license but established minimum national standards that States must meet when licensing commercial motor vehicle (CMV) drivers.

In the CMVSA, Congress found that one of the leading impacts to CMV safety was the possession of multiple licenses by commercial drivers. Multiple licenses allowed drivers to spread their traffic violations over a number of licenses and to maintain a “good driver” rating regardless of the number of violations they may have acquired in one or more States. In response to the States' concerns, CMVSA directed DOT to establish Federal minimum standards to correct the multiple license issue, testing and licensing to check a person's ability to operate the types of vehicle he/she plans to operate, and to ensure that a person with a “bad driving” record is prohibited from operating a CMV.

These standards were designed to:  

• Prohibit commercial drivers from possessing more than one CDL,
• Require that commercial drivers pass meaningful written and driving tests,
• Include special qualifications for hazardous materials drivers,
• and Establish disqualifications and penalties for drivers convicted of the traffic violations.

States that failed to comply with the requirements imposed by DOT would be subject to withholding of a percentage of their Federal-aid highway funds. To enable the States to fully implement the provisions of the CMVSA, Congress authorized DOT to enter into an agreement for the operation of a national non-Federal information system to serve as a clearinghouse and depository of information pertaining to the licensing and identification of operators of CMVs and the disqualification of such operators from operating CMVs.

State driver licensing databases and the CDLIS Central Site (Central Site) hold the data to support the CDL program. The Central Site only serves as a pointer to the current State of Record--the State where the driver's data is kept, including convictions, crashes, and withdrawals from all previous States. The Central Site is only updated when there is a name, date of birth, social security number, State, or driver license number change.  

All other data changes happen within and between States. The Central Site information ensures that the driver has only one CDL and that all current and history information on that driver resides in the database of the current State of Record.

CMVSA authorized DOT, working in partnership with the States, to assist the States in implementation of the CDL program by expending $60 million in order to meet the goals established by Congress.

These funds were to be used to:

• Develop the knowledge and skills tests,
• Create a CDLIS telecommunications network connecting all State Departments of Motor Vehicles (State DMVs),
• Create national computer software to support each State in sharing information between the State DMVs,
• Implement the testing and licensing procedures of each State,
• and Implement in each State an information system that would support the program.

Congress continued to provide funding in subsequent years to improve the program or to implement new program initiatives and systems enhancements mandated by subsequent legislation.

This notice proposes that, in order to qualify for a grant, a State must submit an application with budget information and a self-assessment of its CDL program. In addition, this notice proposes that after the grant is awarded, a State must submit quarterly reports explaining its work activities and its accomplishments. FMCSA will monitor and evaluate a State's progress under its approved grant project. If a State fails to operate within the guidelines of the approved grant or does not remedy any identified deficiencies or incompatibilities in a timely manner, FMCSA may terminate the grant project.

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FMCSA Invites Suggestions for EOBR Incentives

Although the Federal Motor Carrier Safety Administration is proposing two separate incentives to encourage motor carriers to install electronic onboard recorders, the agency has asked for additional perks it could offer that could improve productivity without reducing safety or impairing driver health. For example, FMCSA is asking for evidence that could support granting more scheduling flexibility related to the 14-hour rule or use of the sleeper berth to satisfy off-duty minimums.

In comments on FMCSA’s supplemental notice of proposed rulemaking, motor carriers frequently suggested that tax incentives and the shielding of EOBR data from crash litigation would be desirable incentives. In both cases, however, federal legislation would be required, so those incentives are beyond the scope of a rulemaking absent further action by Congress.

The two incentives FMCSA is proposing if carriers voluntarily adopt EOBRs are use of random sampling of hours-of-service records for the purpose of establishing the carrier’s safety fitness rating and relief from supporting documents requirements except for those documents needed to verify on-duty not-driving activities and off-duty status. Written by Avery Vise, CCJ Magazine.

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Problem Solving-A Key to Working with Drivers

Many companies with low turnover say, “We work for the driver. It is everyone’s job to make the driver successful.” One of the ways to support the driver is to help him meet the challenges he faces on the road—help him/her solve the problem Note: This article is an excerpt from Chapter 12 of the Daily Dispatch Challenge Training Guide. While it is directed to Fleet Mangers, everyone that deals with drivers will find it helpful.

Background

A fleet manager is first and foremost a problem solver. Each day presents a new array of problems to be solved, whether it's getting a driver home, increasing the miles per truck average, handling bad weather situations, or picking up loads on time. These problems must be solved quickly and efficiently or they will escalate into larger conflicts. Effective problem solving requires that the fleet manager call on the entire array of skills at her disposal, ranging from business acumen, computer capabilities, and logistical knowledge to interpersonal communication, listening, and leadership skills. Although each problem may be unique, there are some basic steps to remember when approaching the problem-solving task.

Problem-Solving Steps

1. Focus on the problem, not the person.

When a driver or customer calls and reports a problem, such as breakdown, bad weather, family emergency, short load, damaged cargo, or missing paperwork, the fleet manager must remember that the focus should always be on the problem, not on the person reporting the problem. An effective problem solver looks beyond personal differences and experiences to concentrate on the problem at hand.

2. Acknowledge the problem.

When a problem is reported it is always a good idea to acknowledge it. You do this by listening carefully, then restating or paraphrasing the problem description.

Example: “OK, Joe, what I heard you say was that you are broken down about 15 miles east of Richmond on Route 64. Is that correct?”

Acknowledging the problem accomplishes two goals. First, it demonstrates that you heard what was said and that you understand the problem correctly. Second, it enables you to confirm that you understand the problem as it was stated.

3. Propose a joint problem-solving approach.

Most problems can be solved best if the person or people involved actively participate in the problem-solving process. You can encourage participation in a joint problem-solving approach by using words and phrases showing joint action.

Example: In the case of a driver who had a breakdown on Route 64, you might say, “Let’s see if we can figure out what caused your breakdown so we can come up with the best way to get you back on the road.”

4. Gather a full description of the problem.

To solve a problem effectively, you need to gather all the facts. Good questioning skills are vitally important in order to do this well. Ask open-ended questions to get descriptive information relating to the circumstances and context of the problem. Ask closed questions to pin down the specifics.

Example: Open-ended questions you might ask the driver with the breakdown:

“Tell me what happened just before you had the breakdown.”

“What do you think is wrong with the truck?”

Closed questions:

“Can the tractor be driven?”

“Are you safely off the highway?”

“Do you think it can be fixed on the side of the road, or do we need to find a wrecker?”

5. Define the problem (identify specifics and agree to possible causes).

Once you have gathered a full description of the problem and asked questions, you are ready to further define the problem. When you acknowledged the problem you restated what the person reporting the problem told you. Now you know more about the problem and you may be ready to deal with specific details and possible causes.

Example: Now that you have questioned the driver broken down on Route 64 you might say, “It sounds like you’ve diagnosed the problem. From your description it sounds like you have a broken drive line. Road service can fix it at the side of the road.”

Defining the problem accurately is the most critical step in problem solving. If you define it wrong, everything you do after that will be wasted effort. It is usually better to take the time to diagnose the situation accurately than to jump to conclusions only to find you are working on the wrong problem.

6. Ask the driver or customer how she would like the problem corrected.

Because the person reporting the problem is often closer to it than you are, it is a good practice to solicit her opinion. This is especially true if you are a new fleet manager. Under similar circumstances two people may have very different approaches to solving the same problem. It is also beneficial to explore more than one possible solution. There is frequently creative synergy when all the involved parties work on possible solutions.

Example: Using the breakdown scenario: “You’re on the side of the road and you know the situation better than I do. What do you think is the best way to proceed? Any suggestions?"

7. Develop a solution to the problem.

Once you have defined the problem and asked for input, it is time to come up with a solution. If you can come up with a single solution that solves all aspects of the problem, propose only one. However, if there are several solutions, you may have to consider all the implications of each solution before implementing one.

Example: You might tell the driver with the breakdown, “I can send the road service crew in about an hour—they’re currently on another job and expect to be done in about 45 minutes. They are about 30 minutes from your location, which means you will be waiting for about 90 minutes. Or, since you’re only 20 miles from here, I can get a tow truck out there and get you back to the yard in about 30 minutes and they can do the work here. Which one works best for you?”

8. Choose a solution both parties agree on, then implement it.

Discuss all the possible solutions and modify them if needed. Once a solution has been proposed you may jointly come up with an even better solution through discussion and brainstorming. Working together, you can then choose the best solution. Keep in mind that solutions that meet the needs of all parties are likely to work best. When you have agreed on the solution, use clarifying and confirming communication to make sure everyone understands what is going to happen and what they have to do. Now it is time to implement the solution. You should set up a feedback and reporting process to make sure that the implementation is taking place as planned.

Example: In the breakdown scenario you have discussed the options with the driver, so now you might say, “We have agreed that the best solution is for you to stay where you are and wait for the road service crew instead of coming back to the yard. That way you are closer to your customer and we save the cost of a towing bill. I’ll dispatch the crew and get them to you as quickly as possible. You sit tight. Call me in two hours to let me know how things are going.

9. Arrange for follow-up action to develop ways to prevent the problem in the future.

Problems present opportunities. Whenever a problem occurs, it gives us a chance to do something that will prevent future occurrences and lead to overall performance improvement. This is another important element of successful fleet manager performance. As a fleet manager you are at the front line working with drivers and customers, so you encounter numerous problems each day. If you just solve the problem but don’t take action to correct the circumstances that contributed to the problem, you will be fighting the same fires over and over. This type of rework is costly and counterproductive. The best approach is to maintain a problems log: Record problem events as they occur. Share them with your supervisor, and when possible, team up with the other parties to the problem and develop corrective action to prevent it in the future.

Example: Using the breakdown situation, the fleet manager could review her log to see how many breakdowns are occurring with her fleet. Then set up a meeting with the maintenance department to develop a corrective action plan to prevent breakdowns.

Learning Exercises

Describe a problem you have successfully solved recently. What steps did you take to ensure success? __________________________________________________
__________________________________________________

What is the most critical step in the problem-solving process? Why? __________________________________________________
__________________________________________________

What types of problems are the most difficult for you to solve? Why?

__________________________________________________
__________________________________________________

For more information on the Daily Dispatch Challenge Training Guide (ISBN 1-4018-3227-X, $24.95 List) or CD-ROM (1-4018-5498-2, $495 List), please contact Eric Purdy National Sales Manager: Eric.Purdy@thomson.com   (518)348-2581

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TCA Salutes Highway Angel Sheryl Fink, of Gulfport, Mississippi

Alexandria , VA, February 2, 2007 – The Truckload Carriers Association (TCA) recently recognized Sheryl Fink, of Gulfport, MS, as a Highway Angel for her courageous assistance at the scene of a tragic accident that took the lives of three young men.

Fink was headed north on Hwy 49 in Saucier, MS, about 1 o’clock on a Sunday morning, when she came upon a deadly accident. “I could see an object in the road, so I slowed way down,” said Fink, who drives a gasoline tanker for Dupre Transport LLC. “It turned out to be the back half of a pickup truck on its side. The truck had been chopped in half.”

A minivan had hit the pickup as it pulled out of the parking lot of a sports bar located on this unlit rural highway with a 60–65 mph speed zone. Fink saw the driver of the minivan standing outside his vehicle with his hands on his head, distraught and unsure of what to do.

“I saw steam coming out of the vehicle,” Fink said, “It couldn’t have happened more than a minute in front of me.”

Realizing she was the first person to come upon the accident, Fink found a safe place to pull her rig completely off the road, called her dispatcher, grabbed the cones and triangles from her truck, and ran to the scene. She knew immediately the situation was dire, so when two teenage boys stopped to help, a calm and clearheaded Fink directed them to place the cones down the road to warn other drivers. “My goal was to first secure the area and make sure no one else gets hurt,” she said. Then she investigated the scene.

One of the young men in the pickup had been flung half out of the side window. “I could tell this boy was no longer with us because of the way his body was twisted,” Fink said. After checking his pulse, she pulled his coat over his head, and then went around to the other side of the truck that was lying smashed in the grass. Fink saw a pair of legs extending from the vehicle. She felt the man’s ankles to determine whether she could get a reflex or a sound from him, but there was no response.

After determining both men were deceased, Fink then assisted the distraught driver of the minivan, who kept repeating he needed to call his wife. She took the man’s cell phone and dialed his wife, reassuring the woman that her husband was OK before handing him the phone. Then Fink walked across the median and found another young man lying on the ground. He had been thrown from the truck and suffered a broken neck. Fink said she waited for the police, who arrived soon afterwards, “in droves.” She gave a witness statement, picked up her equipment, and continued on with her night.

“It was exhilarating,” said Fink, who kept her cool despite witnessing the deaths of three young men. “All I could think of was, what can I do next? I was amazed that I was able to do what needed to be done in the heat of the moment.”

Fink said she was saddened by the loss of the young men, who were all in their early 20’s, but she felt good about being able to assist at the scene and prevent further accidents.

Fink received a Highway Angel lapel pin, certificate, and patch for her efforts, and her employer, Dupre Transport, LLC, also received a certificate for acknowledging a Highway Angel in their midst.

Since its inception in August 1997, the Highway Angel program has recognized hundreds of drivers for the unusual kindness, courtesy, and courage they have shown others while on the job. TCA has received letters and emails from people across the country nominating truck drivers for the program.

“We continue to be amazed by the number of professional truckers who go out of their way to help a stranger and many times put their lives at risk as well,” said Nancy O’Liddy, director of public affairs and marketing for TCA. “TCA is proud and delighted to offer the kind of program that gives these drivers the recognition and support they deserve while at the same time creates a greater public awareness and appreciation for the many outstanding drivers in this industry.”

To view archival copies of past Highway Angel press releases, visit our website address at www.truckload.org/pressroom/index.htm#angelnews. To nominate a driver online, go to www.truckload.org/highwayangels/nominate.asp. For more information on the program, contact TCA at 703/838-1950 or via email at Angel@truckload.org.

TCA is the only national trade association whose collective sole focus is the truckload segment of the motor carrier industry. The association represents dry van, refrigerated, flatbed, and intermodal container carriers operating in the 48 contiguous states as well as Alaska, Mexico, and Canada. Representing operators of over 200,000 trucks, which collectively produce annual revenue of over $20 billion, TCA is an organization tailored to specific truckload carrier needs.

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TCA is the only national trade association whose collective sole focus is the truckload segment of the motor carrier industry. The association represents dry van, refrigerated, flatbed, and intermodal container carriers operating in the 48 contiguous states as well as Alaska , Mexico , and Canada . Representing operators of over 200,000 trucks, which collectively produce an annual revenue of over $20 billion, TCA is an organization tailored to specific truckload carrier needs.