5.7.3. In broad terms, the impression is gained that cities underestimate the numbers of staff required for good traffic management. Mumbai (a city of over 12 million population) is probably typical. Until very recently, Mumbai probably had less than 5 professionals engaged in traffic matters (apart from the traffic police). Clearly, even with a relatively low car ownership, a city the size of Mumbai cannot function effectively with such limited staff levels in the sector. The position was due to a range of factors:
♦ General constraints on city finance and staffing (it is probable that other departments are also under-staffed);
♦ Lack of recognition of the importance of traffic management;
♦ Lack of clearly defined traffic role for the city;
♦ Lack of career structure for traffic management professionals; and
♦ Low salaries compared to the private sector
5.7.4. The way cities attempt to overcome these types of problem depend very much on local circumstances. However, the use of semi-independent agencies such as the CET in Sao Paulo has much to recommend it. Such agencies are freed from the constraints of city administration, offer career paths and reasonable salaries to professionals and have a clearly focussed role. As noted in Chapter 4 CET in Sao Paulo employs some 250 professional staff and this level of staffing for metropolitan area of Sao Paulo, with a population of some 12 million, with a car ownership of some 150 per 1000 population is clearly needed. As previously noted, similar agencies are reported from other Brazilian cities such as Rio de Janeiro, Belo Horizonte, Campinas and Santos. Some other Latin America cities have also followed the independent institute route although not usually for all traffic management functions – usually for policy preparation and planning (e.g. Curitiba (Brazil), Leon and Ciudad Juarez (Mexico)). Alternatively, the increased use of contracted out services may offer opportunities. Contracting out has certain analogies to BOT in the supply of roads or mass transit in that its success is likely to depend on (i) well prepared contracts and (ii) a well informed and expert client for supervision and control. There is scope for demonstration projects in this area and as noted in Chapter 4, the case of Vila Velha in Brazil may provide useful experience.
5.8.1. Conclusions are summarised as:
§ Successful and sustained traffic management requires an adequate numbers of (i) trained professional staff in the “traffic management agency” and (ii) trained traffic police for the enforcement of traffic regulations.
§ Previous Bank urban transport stated policy was to “focus on bolstering institutional frameworks and on training”. Many projects have included some technical assistance (TA) to traffic agencies and while this TA has often had some training role, there is no particular evidence that many past traffic related projects have “focussed” on training in the last 10 years nor has there been any known systematic evaluation of training. The notable and important exceptions were the Mexico Medium Sized Cities and the Venezuela Urban Transport Project where comprehensive training programs were included in the projects; evaluation of the successes and issues of these programs is required
§ There is need to take training “more seriously” and (i) promote training within traffic projects (ii) consider ways of spreading training outside specific project cities (iii) development of guidelines for assessment of training needs and preparation of training components for traffic management
§ Further research is needed on the success and potential for expansion of (i) relationships between universities in developed and developing countries and (i) twinning of cities in developed and developing cities.
§ Traffic schemes should be designed to minimise enforcement effort and to “design out” the ability and inclination for drivers to commit traffic offences;
§ Nevertheless, traffic schemes will always require good enforcement for success. Many traffic police forces are neither well trained in current methods of traffic management enforcement nor do they appreciate the role and function of traffic management. Improved and systematic training of traffic police is needed and as with professional staff training, guidelines are needed for assessment of
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