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Urban Transport Strategy. Management in Developing Countries John A Cracknell, страница 4

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a city based traffic management agency with well defined responsibilities and accompanying powers to fulfil the tasks required for effective traffic management;

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an institutional framework which recognises and legalises, the formal role and responsibilities of the traffic management agency in relation to the traffic police, to the "highways agency" and all other agencies with interests in the transport sector.  In some cities, formation of a traffic management agency may require redistribution of

responsibilities away from existing agencies; this always presents difficulties but if traffic management is to be effective, this issue has to be faced;

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a forum ("traffic committee" or equivalent) for policy decisions and to which the traffic management agency reports;

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a traffic management agency which as far as practicable is de-politicised and thus can avoid changes in technical staff teams and programs when new mayors or political parties take office.  Some cities (e.g. in Brazil and Mexico) have successfully used traffic-transport institutes or companies, which may be municipally owned, but which have a high degree of autonomy in everyday action, funding and employment of staff.  The agencies have provided stability in the sector and are able to recruit and hold professional personnel; successful agencies become respected and the likelihood of erratic change is much reduced;

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increased contracting out of specific, or all, traffic management functions .  This does not eliminate the need for a professional and competent core traffic agency team which must retain the responsibility to prepare and manage contracts and supervise outputs;

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appropriate funding procedures.  Traffic management is often starved of resources for implementation and operation of schemes.  Traffic management has significant potential revenue sources (parking fees, traffic fines, congestion charges, concessions for busways

etc) and other potential funding sources such as urban fuel surcharges and contributions from property/business taxes.  If traffic management is to be successful, cities need to capitalise on these revenues and to consider earmarking funds to the traffic system (similar to road maintenance funds);

Traffic Police - traffic police have a vital role to play in the success of traffic management. However, as traffic congestion has worsened, as techniques of traffic planning and operations have become more complex and as traffic management has evolved to make major contributions to transport policy (e.g. through bus priority, structured parking charges, emphasis on pedestrians etc), the scope of traffic management has moved beyond the area of competence, background, skills and training of the traffic police.  The aim of many traffic police forces tends to be “keep traffic (notably cars) moving” rather than to achieve a balanced traffic management strategy which places priority on the improvement of mobility of “people not vehicles”. Policy directions for traffic police are likely to be:

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the traffic police role (aside from vehicle and driver licensing, road worthiness inspection etc) should be confined to traffic regulation enforcement and to accident reporting;

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while the “traffic management agency” should be responsible for planning, design and operation of all traffic schemes it is an essential part of that process that the traffic police should be consulted and informed at all stages of scheme development;

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traffic police training and familiarisation with the objectives of traffic management should be improved;
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