4.2.2. The TOR for the Review pose a number of questions aimed at identifying world-wide experience and at defining the “best” organisation for traffic management. It is of course impossible to review traffic management institutions in cities world wide in specific terms and thus the Review has sought to demonstrate some of the issues affecting traffic management institutional arrangements.
4.2.3. In 1983, the World Bank suggested institutional development guidelines for traffic management in a Working Paper, “Institution Building for Traffic Management”6. The Paper drew a distinction between:
a) local or city traffic management agencies with responsibilities for all aspects of city traffic management; and
b) national traffic management agencies with responsibilities for aspects of traffic management independent of city application such as design standards, traffic laws, administration of national-federal finance-grants-loans, fundamental traffic research and national statistics and dissemination of information.
4.2.4. In general terms, the Working Paper suggested that a specialist group under the "city engineer's department" should carry out the local or city level traffic management functions unless the city was totally inexperienced in the sector. In this case, the functions would be carried out by a national traffic management agency (within say, the "ministry of transport") and this should, over time, be transformed into a local or city agency. However, the reality of the situation is that it is cities in developing countries which are faced with the most pressing traffic and transport issues. Furthermore, responsiveness to local issues is a key part of traffic management and generally, this is best provided by a city-based agency. Thus, the present Chapter concentrates on city based traffic management institutions.
6 Institution Building for Traffic Management, R Barrett, Technical Paper No 7/8, World Bank, ISBN 0-82
13-0 136-5, 193
4.3.1. Issue 1 – Lack of recognition of the need for a strong, professional traffic management in some cities, traffic management is not seen as a distinct function or discipline. Among politicians, and some technicians, the views prevail that (i) traffic problem can only be “solved” by massive capital investment in either metros, possibly light rail, or road building and that traffic functions are of considerably lesser importance and (ii) traffic management should be undertaken as a “by-product” of the work of various other agencies such as the roads department or the traffic police or by low level, inadequately funded and trained local councils.
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Comment on resolution of Issue 1 |
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There is no doubt that cities require a high quality road network; however, politicians often favour road building not only as a “solution” to traffic problems but as a way of raising their profile to demonstrate action to resolve those problems |
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However, experience shows that new roads alone will not be a long term solution (see Chapter 9 - demand management) and that even with new roads, there is a need to cater for efficient, road based public transport, to address safety and to ensure that the road network is used effectively |
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Traffic management is essential to meet these needs – the problem is to persuading city decisions makers to create, or strengthen, an agency to fulfil the traffic management role |
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Conceptually, the solution is obvious – the need for innovative and responsive traffic management policies is essential and a specialist agency with city-wide powers, responsibilities, staffing and funding will be needed to plan and implement the policies |
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There is of course no easy way to realise the solution and the only way is to create the necessary climate of opinion in developing cities through dissemination of information and persuading city decision makers of the effectiveness of traffic management: The Bank urban transport strategy paper will assist The experience of developed cities where traffic management points is the rule rather than the exception should be demonstrated Examples of good institutions should be publicised (see for example, Sao Paulo – below). |
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