Urban Transport Strategy. Management in Developing Countries John A Cracknell, страница 49

5.6.9.      Finally, the traffic police should be exposed to the principles and objectives of traffic management, especially at "mid range" officer level.  Traffic police do not require intensive traffic management scheme planning and design courses but it is suggested that basic traffic planning courses should be included in normal traffic police training such that the police become aware of the principles and rationale for various traffic management measures and techniques which they will be called upon to enforce.

5.6.10. In parallel with “training for enforcement”, if the traffic police-traffic management authority relationship is to be successful and the full benefits of a trained traffic police realised then it is stressed that:

a)  The areas of traffic responsibility between the traffic police and the traffic management agency must be clearly defined (this has been discussed in Chapter 4);

b)  The traffic management agency must ensure good contact and consultation withtraffic police in the early stages of planning and design of any scheme or measure. Unless traffic police are involved at the outset, they will not be able to provide the practical view that is necessary for the successful operation of traffic schemes (this has been discussed in Chapter 4); and

5.7          Human Resources

5.7.1.      The TOR pose questions such as “have the number of people in traffic management increased over the last 20 years” and  “how many people are there (in the sector) and how do the ratios compare with developed countries”.  Without a comprehensive survey or inventory of various types and sizes of cities world wide, no quantified response can be given to these types of questions and such an inventory was outside the resources available to the Review.  As far as is known, very little research has been done in the area and thus only a qualitative view can be given.

5.7.2.      Definition of the appropriate level of human resources in traffic authorities depends greatly on at least the following factors:

a)  the manner in which functions in the road traffic sector are organised at city level. For example, whether the traffic signals system is part of the police or a city traffic authority responsibility, whether traffic planning is carried out by a separate planning agency (as is the case in Manila) or institute (as was the case in Moscow, is the case in Sao Paulo and is emerging in Mexico Medium Cities) or by the traffic authority (many cities) or the extent to which national “ministry” (as was the case in Bangkok) is involved and numberless other combinations; and

b)  the numbers of staff engaged in traffic management depends greatly on the extent to which consultants are used either in the conventional sense (for studies, for development of specific projects  and designs etc) or the extent to which day-to-day services are contracted out.  As noted in Chapter 4 there is growing trend in some developed cities to contract out many traffic management functions.  At the extreme end of the spectrum, a city could contract out all responsibilities for traffic management provided (i) the traffic policies and objectives are defined, (ii) the traffic authority has adequate technical capability to supervise the “traffic management consultant/contractor”.  There are however implications which may not be acceptable to a city – for example, the private sector “traffic management consultant/contractor” will need designated powers to place and manage implementation contracts with suppliers or contractors using public funds.  While safeguards can be developed, this may pose legal problems.  However, on the other hand, contracting out traffic management functions may make sense in some circumstances.  In particular, where cities have difficulties in recruiting staff (because of low salaries and/or lack of any defined career path for traffic staff), then contracting out services is a potentially useful policy.  Of course, both carrying out traffic management in-house or contracting out implies that a city is willing to devote adequate resources to traffic management.