8.7.1. Establishment of realistic monitoring indicators and the collection of the necessary data is important to (i) assess if schemes are successful and should be replicated, (ii) if schemes require modification to become successful and (iii) to demonstrate to sceptical authorities that measures such a bus priority are highly effective. Monitoring indicators are often not well defined in projects and it has been difficult to determine quantified data to use in this Review. While it is accepted that monitoring of traffic schemes is complicated by the impact of traffic growth, more attention should be paid to the development of realistic indicators and guidelines are required for the establishment of those indicators.
8.8.1. As described in Chapter 4, institutional arrangements for traffic management are key to
the success of a program and are rarely treated in a comprehensive manner in projects.
8.9.1. It is difficult to recommend specific actions since, as has been stressed in this Review, traffic management is highly city specific and depends greatly on city size, traffic problems, institutional and technical starting point etc. However, some key areas which need to be addressed include:
8.9.2. Institutions – there is a need for greater attention to traffic management institutional arrangements. Projects should be ensure that there is a capable traffic agency in place or being created, an appropriate institutional framework within which the agency can work and adequate funding for the agency to deal with traffic management on a continuous and sustainable basis (see Chapter 4);
8.9.3. Project scope and implementation period - the problem of long implementation periods
is difficult to resolve and solutions have been sought for many years. For example, in 1983, a review[34] concluded that slow start ups (and presumably slow implementation) could be reduced by:
♦ Improving technical preparation of projects;
♦ Identifying potential delay factors and taking steps to eliminate them at the project preparation stage;
♦ Exercising caution in transferring responsibilities from one police to civilian agencies;
♦ Exercising caution in packaging together strong policy measures and physical improvements;
♦ Producing guidelines …. for ATC;
♦ Providing a continuous program of technical assistance and training from preparation through implementation.
8.9.4. It is probably true that if projects make few institutional changes (e.g. police versus traffic agency responsibilities) and address few policy issues (e.g. parking), then implementation might be speeded up. However, this misses the point. Traffic management projects should aim not just for implementation of simple measures, they should aim to establish traffic management as a sustainable part of city transport strategy. It is a vital part of the Bank's role to foster sustainability and simple, short term, quick disbursing traffic management projects do not necessarily achieve this aim. However difficult it may be, traffic management in general, and Bank projects in particular, should deal with institutional arrangements and policy matters. The keys to improved implementation performance are (i) as with all else, the existence or establishment of a competent traffic agency (discussed fully in Chapter 4), (ii) the commitment of decision makers and (iii) increasingly public support.
8.9.5. With respect to project design policy and long implementation periods, there appear to be two approaches:
Уважаемый посетитель!
Чтобы распечатать файл, скачайте его (в формате Word).
Ссылка на скачивание - внизу страницы.