§ the role of the traffic police in traffic management (leaving aside vehicle and driver licensing, road worthiness inspection etc) should be confined to traffic regulation enforcement and to accident reporting.
§ while the “traffic management agency” should be responsible for planning, design and operation of
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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 § traffic police training and familiarisation with the role and objectives of traffic management should be improved (see Chapter 5); § in some cities, police corruption over the enforcement of parking and moving traffic offences needs to be addressed; while improved training, reduction of opportunities for direct payment to police and private sector involvement (e.g. parking enforcement) may assist, this is a wider issue than traffic management Institutional arrangements in Bank Projects Previous Bank projects with traffic management components have usually included some “institutional strengthening” through technical assistance but it is difficult to identify a fully functioning traffic management agency within a past Bank project city. Contributory reasons may be: § while there have been exceptions, most project concentrate on project related institutional actions rather than seeking to address the fundamental issues faced in traffic management. Sustained traffic management is impossible without (i) a competent traffic management agency with adequate powers and financial resources and (ii) a sound institutional framework within which it can operate; § sustainability is a vital issue; the disappearance of agencies after the completion of projects has occurred, particularly as their role has been largely project orientated. The provision of “unallocated” project funds to a traffic management agency for development and implementation of programs is a positive move since it enables the agency to establish a real and credible presence in a city as a result of its own work but for real sustainability, cities should provide adequate resources to the agency to enable a continuous program to be undertaken. § traffic management agencies have not capitalised on their potential to raise revenue. A traffic management agency could generate revenue from parking charges, fines on traffic offenders, capturing development gain from major private sector developers, congestion charges and other opportunities e.g. the use of private sector concessions for busways. Institutional reform is usually needed to enable traffic management agencies to capitalise on these revenue possibilities but Bank projects could be vital catalysts to achieve this change. |
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5. TRAINING AND HUMAN RESOURCES FOR TRAFFIC |
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MANAGEMENT |
5.1.1. Distinction is drawn in this Review between training for traffic management professional engineers and planners and training for traffic police. Successful and sustained traffic management requires (i) trained professional staff for planning, design, implementation and monitoring of schemes and policies and (ii) trained traffic police for enforcement of traffic regulations.
5.2.1. Although traffic management schemes are of relatively low cost, they require a high staff input and the resolution of many detailed and inter related planning, design and procurement issues. Success depends on staff capabilities and thus on staff training. As with all aspects of this Review, generalised views the adequacy or inadequacy of staff training are difficult to make as conditions are country and city specific. Countries such as Brazil and Chile have a well established traffic management capabilities following from staff training. However, in many countries, in say Asia and Africa, traffic management is not always recognised as a distinct discipline and thus staff capabilities and training procedures are deficient. It is towards these latter countries that this Chapter is directed.
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