a) design as many of the traffic management components before loan processing as possible. Provided loan processing proceeds rapidly this is the conventional course. However, there is a risk that significant delays in both loan processing and implementation will cause the measures to become outdated. If delays arise, it must be accepted, and will be necessary to persuade cities, that schemes should be subject to review and possibly re-design before implementation; or
b) do not design measures before loan processing but agree the direction and objectives and develop measures as the project proceeds on a programmatic approach. This risks slow start up and requires greater supervision. It is reported that the Bank's supervision budget has been much reduced over the last few years. Thus, if this more programmatic course is adopted, mechanisms for supervision of the technical content and design of traffic schemes are essential. This could of course be carried out by contracted consultants and the costs borne within the project. However, there is likely to be difficulty in persuading cities to include resources for "supervision and (effectively) quality control". Nevertheless, the programmatic approach offers improved city-responsiveness to measures and a budget and provides a work program which can be used to build the experience and credibility of the traffic agency. The proposed Moscow UTP contains a significant element of this approach; the effectiveness should be monitored and used to inform future projects.
8.9.6. Guidelines – some aspects of project preparation (i) are new to many cities and the cities lack expertise or (ii) have received inadequate attention or (iii) have caused problems in project development. Project processing could be assist by the development of guidelines for some aspects such as:
♦ institutional arrangements (see Chapter 4);
♦ public involvement in traffic management (see Chapter 10);
♦ training (see Chapter 5);
♦ planning and procurement of ATC (see Chapter 3.); ♦ programmatic approach to traffic management components and
♦ monitoring.
8.10.1. Conclusions are summarised as:
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Conclusions on Traffic Management in Bank Projects Experience in developed and well managed developing cities shows that traffic management: § is an essential element of any city transport strategy to achieve optimum efficiency from the system; § is fundamental to realise the potential of more costly transport infrastructure and system investments; § costs are small and the benefits are exceptionally high; § can have positive poverty impacts by concentrating on the movement of people and not necessarily vehicles It is axiomatic that a development agency such as the World Bank or DfID should support traffic management. Nevertheless, there have been problems in implementation. Implementation completion reports give little information on the success or otherwise of traffic management components of Bank projects. This in itself indicates that improved ex-post evaluations are required but there are important issues to be overcome concerning long implementation periods; ownership; public involvement; project scope; sustainability, monitoring and institutional arrangements. It is difficult to recommend generally applicable actions to overcome these issues since traffic management is highly city specific and depends greatly on city size, traffic problems, institutional and technical "starting point". However, key areas which need to be addressed in Bank projects and to which greater project attention is needed include: § Institutional arrangements - projects should 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; § Project scope - traffic management projects should aim not just for implementation of simple measures, but should aim to establish traffic management as a sustainable part of city transport strategy and despite the difficulties, traffic management projects should deal with institutional arrangements and polices § Implementation period - cases have existed where traffic management components designed during project preparation are outdated before implementation due to protracted periods of project and loan processing. A more programmatic approach to traffic management components should be considered with loan funds allocated to "traffic management programs" and not defined schemes. Not only does this allow schemes to be developed which are responsive to current traffic conditions but it also provides an opportunity for the traffic management agency to become established and credible by designing and implementing schemes. Some traffic projects are moving in this direction. It accepted that more supervision would be needed but the possibility should be investigated to contract this supervision to the private sector as part of the project § Guidelines – some aspects of traffic management project preparation and implementation are new to many cities and thus cities lack expertise. Project processing could be assisted by the development of guidelines for some aspects such as: § institutional arrangements (see Chapter 4) § public involvement in traffic management (see Chapter 10) § training (see Chapter 5) § planning and procurement of ATC (see Chapter 3) § programmatic approach to traffic management components (this Chapter) § monitoring (this Chapter) |
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