Aging Drivers: An Emerging Responsibility
America’s population is changing dramatically. The percentage of the population age 65 or older continues to grow. According to the AARP, “The percentage of persons age 65 and older who are licensed drivers has increased from 61% in 1980 to 72% in 1990 and 80% in 2003. In 2003, about 1 in 7 licensed drivers was 65 or older. By 2029, when the last of the boomers (the generation born between 1946 and 1964)1 turn 65, the proportion will be close to 1 in 4.”2
Various physiological factors start to change that can impact driving skills as individuals age but especially after age 65. Vision may begin to deteriorate including depth perception, field of vision, glare intolerance, night vision, etc. Reaction times begin to slow and motor skills and muscle strength start to decrease. Older drivers have more difficulty in judging time to collision speed of approaching vehicles. The onset of arthritis, Alzheimer’s, macular degeneration and other chronic conditions may affect the ability to safely operate a motor vehicle. It is important to note that these factors can vary widely and may occur at any age. Some drivers may be impacted significantly while other aging drivers may find little to no impact on their ability to drive.
Death rates for the general population from fatal crashes decrease with age until approximately age 55 at which point it begins to increase. Work related roadway crashes also begin to increase at this point.
As the percentage of aging drivers increases, it is increasingly important that employers, the public, and individuals understand the need to recognize and respond to help reduce the frequency and cost of vehicle crashes involving aging drivers. Everyone will be impacted either directly with their parents or indirectly in sharing the road with aging drivers.
It is critical that effective steps be developed to recognize and respond to this emerging issue. Employers need to consider that any employee who drives for company business reasons may present a significant risk to the organization as the employee increases in age. Consideration for managing this exposure must take into account avoiding any age related discrimination bias. Effective strategies can include:
* Medical Evaluation One of the recognized best practices in any driver selection program is to incorporate medical examinations at time of hire and then at periodic intervals. This process is most effective when conducted under company designated physicians. The medical professionals should have knowledge of both company operations and individual job duties and functions including physical requirements of jobs. The medical providers should be familiar with the American Medical Association’s Physician's Guide to Assessing and Counseling Older Drivers3 so any physiological or other chronic condition that may impact ability to drive can be identified early and appropriate strategies implemented. To help manage medical costs, some companies require new drivers to pay for the cost of the initial physical, but if the driver remains with the company for a pre-determined length of time, the driver is reimbursed for the cost of the examination.
* Wellness Programs Companies should have wellness programs in place that encourage and educate employees on proper diet, exercise, smoking cessation, and related issues which promote active healthy lifestyles. Program elements can also include information on recognizing when driving skills are becoming impaired, and working with parents and other family members who need to stop driving. Excellent resource material is available through a variety of organizations including the National Highway Traffic Safety Administration (NHTSA), American Academy of Family Physicians, The American Medical Association, New York State Office for the Aging (Handbook) and the Association for the Advancement of Retired Persons (AARP).
* Driving Observations New drivers should be required to complete a driving evaluation administered by trained observers. Many companies also require an in-vehicle observation to be completed on employees whose primary job involves driving on a periodic basis typically every one to two years. By conducting periodic in-vehicle observations, driving skills that need improvement can be identified and appropriate action taken regardless of the employee’s age. The observer should also make a visual check of the employee’s driver license to verify correct type of license and any restrictions noted on the license.
Companies may want to consider identifying an outside firm that specializes in conducting driver evaluations for employees who have lost time from work due to disabling illnesses or injuries. These specialists will conduct an objective evaluation of driving skills and develop a plan to help the employee return to driving or recommend alternative strategies. The Association for Driver Rehabilitation Specialists (ADED) 4 is one source to contact for further information.
* Driving Records A process should be implemented to review the driving record of all employees who drive on company business on an annual basis. The process should identify any driver whose record reflects vehicle crashes and/or moving violations above the company norm or exceeding company motor vehicle record (MVR) policy. This might identify a driver who has physical or mental conditions that may impact driving performance.
* Loss Review & Analysis Periodic analysis should include analyzing vehicle crashes by age group to determine any trends developing. Identified trends can be incorporated into special safety emphasis programs for all drivers to avoid any age discrimination issues.
* Vehicle Specification As company driver population ages, consideration may need to be given to changes in vehicle specifications to provide features that may decrease the risk of crashes and injuries to older drivers. Some features that may bear consideration would include5: multi-position adjustable seats and lumbar support (back pain and arthritis); keyless entry and ignition systems (arthritic hands); Stability Control Systems and Anti-lock Brake Systems ( counteract slower reaction times); frontal dual stage and side curtain air bags (reduce injury severity); automatic transmissions (less strain on hands, knees, and feet). Additionally newer technology including crash avoidance systems and backing cameras (field of vision issues and range of motion) may warrant consideration. Pilot evaluation programs may be warranted as older drivers may have more difficulty adjusting to changes in vehicle operation and control.
Companies should work closely with their human resource personnel and legal counsel in developing policies and procedures to address this issue. Policies should comply with Federal, State, and local laws and regulations. It is critical that policies and procedures implemented apply to all employees and be enforced consistently. Through driver safety policies and focused wellness programs, companies can demonstrate a responsible commitment to the safety of their employees and the public in light of this developing national issue.
Jim Goldsmith, CSP, CDS, CDT Technical Director - Transportation Liberty Mutual Group Duluth, GA james.goldsmith@libertymutual.com
References: 1 Oldest Baby Boomer Turns 60, Facts for Features, CB06-FFSE.01-2, US Census Bureau, January 3, 2006 2 Older Drivers and Automobile Safety Research Report, Ari N. Houser, AARP Public Policy Institute, August 2005. 3 Physician's Guide to Assessing and Counseling Older Drivers, American Medical Association, April 10, 2008 4 The Association for Driver Rehabilitation Specialists, www.driver-ed.org 5 AAA Helps Aging Drivers Match Vehicle Selections to Physical Changes, Christie Hyde and Troy Green, AAA Newsroom (AAA Website), March 21, 2008
Sunday, August 31, 2008
Semi in the Wrong Lane
How would you like to see this!! Actually it was just a tractor being towed by another tractor...
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