Government of The People’s Republic of Bangladesh Ministry ... · Proposed Project for Institutional Strengthening and training of Traffic Police in Bangladesh 3 PoliceProposal

Government of The People’s Republic of BangladeshMinistry of CommunicationsRoads and Railways Division

Third Road Rehabilitation and Maintenance ProjectInstitutional Development Component

December 2000

PROPOSED PROJECTFOR

INSTITUTIONAL STRENGTHENING AND TRAININGOF

TRAFFIC POLICE IN BANGLADESH

DRAFT

December 1999

RRMP3 – Institutional Development ComponentProposed Project for Institutional Strengthening and training ofTraffic Police in Bangladesh

IPoliceProposal Dec99

TABLE OF CONTENTS

ABBREVIATIONS.............................................................................................................. 1

EXECUTIVE SUMMARY.................................................................................................... 2

1 BACKGROUND TO THE ROAD SAFETY PROGRAMME ......................................... 4

1.1 INTRODUCTION ...........................................................................................................................4

1.2 ROAD SAFETY PLAN ..................................................................................................................4

1.3 THE PROPOSED ROAD SAFETY PROGRAMME......................................................................7

2 THE CURRENT SITUATION ....................................................................................... 7

2.1 THE ROLES AND RESPONSIBILITIES OF THE TRAFFIC POLICE.........................................7

2.2 ORGANISATION AND STAFFING...............................................................................................7

2.3 FACILITIES AND EQUIPMENT....................................................................................................92.3.1 TRAFFIC POLICE OFFICES...................................................................................................92.3.2 TRAINING ................................................................................................................................92.3.3 VEHICLE WORKSHOPS.......................................................................................................122.3.4 CONTROL ROOM .................................................................................................................122.3.5 EQUIPMENT..........................................................................................................................122.3.6 BUDGETS AND FINANCE ....................................................................................................132.3.7 OPERATIONS........................................................................................................................13

3 FUTURE REQUIREMENTS....................................................................................... 14

3.1 ROLES AND RESPONSIBILITIES.............................................................................................143.1.1 AIM .........................................................................................................................................143.1.2 OBJECTIVES.........................................................................................................................143.1.3 METHODOLOGY...................................................................................................................143.1.4 PERFORMANCE INDICATORS............................................................................................15

3.2 ORGANISATION AND STAFFING.............................................................................................153.2.1 STRUCTURE.........................................................................................................................163.2.2 FACILITIES AND EQUIPMENT.............................................................................................19

3.3 BUDGETS AND FINANCE .........................................................................................................21

4 ONGOING PROGRAMMES....................................................................................... 22

5 THE PROPOSED PROJECT..................................................................................... 23

5.1 OBJECTIVE.................................................................................................................................23


IIPoliceProposal Dec99

5.2 BACKGROUND AND RATIONALE ...........................................................................................23

5.3 INSTITUTIONAL STRENGTHENING (MANAGEMENT & ORGANISATION)..........................255.3.1 SCOPE AND ACTIVITIES .....................................................................................................255.3.2 CONSULTANCY SERVICES.................................................................................................275.3.3 EQUIPMENT..........................................................................................................................285.3.4 ESTIMATED COSTS .............................................................................................................295.3.5 SUSTAINABILITY AND RISKS..............................................................................................29

5.4 INSTITUTIONAL DEVELOPMENT (TRAINING DEVELOPMENT)...........................................305.4.1 SCOPE AND ACTIVITIES .....................................................................................................305.4.2 TRAINING PROCESS ...........................................................................................................325.4.3 CONSULTANCY SERVICES.................................................................................................335.4.4 EQUIPMENT..........................................................................................................................335.4.5 ESTIMATED COSTS .............................................................................................................345.4.6 SUSTAINIBILITY AND RISKS...............................................................................................35

5.5 NATIONAL TRAFFIC TRAINING SCHOOL...............................................................................365.5.1 SCOPE AND ACTIVITIES .....................................................................................................365.5.2 TRAINING ..............................................................................................................................385.5.3 CONSULTANCY....................................................................................................................385.5.4 EQUIPMENT..........................................................................................................................385.5.5 ESTIMATED COSTS .............................................................................................................38

5.6 HIGHWAY PATROL (PILOT PROJECT) ...................................................................................395.6.1 SCOPE AND ACTIVIITIES ....................................................................................................395.6.2 TRAINING ..............................................................................................................................405.6.3 CONSULTANCY SERVICES.................................................................................................415.6.4 EQUIPMENT..........................................................................................................................415.6.5 SUSTAINABILITY AND RISKS..............................................................................................435.6.6 FUTURE EXPANSION ..........................................................................................................43

6 ESTIMATED COSTS ................................................................................................. 46

6.1 SOURCE OF FUNDS..................................................................................................................46

ANNEXES

ANNEX 1ANNEX 2ANNEX 3ANNEX 4ANNEX 5ANNEX 6ANNEX 7ANNEX 8


1

PoliceProposal Dec99

ABBREVIATIONS

AB Armed BranchAC Assistant CommissionerAddl. DIG Addl. Deputy Inspector GeneralAddl.IG Additional Inspector General of PoliceAddl.SP Additional Superintendent of PoliceAddli. DC Additional Deputy CommissionerAIG Assistant Inspector GeneralASI Assistant Sub-InspectorASP Assistant Superintendent of PoliceBRTA Bangladesh Road Transport AuthorityCMP Chittagong Metropolitan PoliceDC Deputy CommissionerDCC Dhaka City CorporationDIG Deputy Inspector GeneralDMP Dhaka Metropolitan PoliceDUTP Dhaka Urban Transport ProjectGDTPCB Greater Dhaka Transport Planning Co-ordination BoardGoB Government of BangladeshHC Head ConstableIDC Institutional Development ComponentIGP Inspector General of PoliceKMP Khulna Metropolitan PoliceLD Lower DivisionMAAP Microcomputer Accident Analysis PackageMIS Management Information SystemsMLSS Member of the Lower Subordinate ServiceNRSC National Road Safety CouncilOC Officer in ChargeRHD Roads and Highway DepartmentRMP Rajshahi Metropolitan PoliceRRMP Road Rehabilitation and Maintenance ProjectSgt SergeantSI Sub-InspectorSP Superintendent of PoliceUB Unarmed BranchUD Upper Division


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EXECUTIVE SUMMARY

Bangladesh has a serious road safety problem; and the available evidence suggests it is getting

worse. In order to tackle this growing problem there is an urgent need for a concerted, sustained

and wide ranging programme of safety initiatives. It is clear that countermeasures are necessary in

a number of different areas, road user behaviour for example is known to play a major role in any

safety problem. There are a number of different ways of improving road user behaviour, typically by

means of education, engineering and enforcement. However, it is widely recognised that in many

developing countries most accidents are caused by a general lack of knowledge of the traffic

regulations together with behaviour that would widely be considered to be dangerous in many

developed (and safer) countries. That lack of knowledge, through no fault of their own, extends to

the traffic police, who are at the fore front of the day to day battle to bring order and safety to the

roads. To help tackle this problem, there is a need to institutionally strengthen, train and equip the

traffic police.

The National Road Safety Strategic Action Plan identifies a number of key sectors in order to

improve safety. One of these is traffic enforcement, which is currently given a very low priority by

the traffic police.

The terms of reference for IDC3 (a component of RRMP3) require the development of a proposal for

institutional strengthening, training and equipping of the traffic police to carry out their duties.

A review of the current situation shows a traffic police force that is struggling to cope, particularly in

the cities, with the congestion let alone the problem of road safety. The traffic police command little

respect from road users and the constables and head constable who form the vast majority of the

force are not empowered to enforce the traffic regulations. There is a need for strengthening and

development in almost all areas of operation, training and support. In some cases this calls for

changing current practices and recognising the need for a change of direction in order to exert a

greater influence on road user behaviour. One of the main tasks is equipping and training the traffic

police to deal with developing modern infrastructure. The police themselves can do much to

develop partnerships and seek co-operation within the community. The role of the traffic police

officer, working on the heavily polluted streets of the city, is not one to be currently envied.

Improvements in road safety must not be to the detriment of their welfare.

This proposal sets to develop all areas of traffic policing. Four components are believed necessary

to realise the common objective of improving the force and ultimately the road safety situation in

Bangladesh. For convenience these are presented as individual components. The four

components are grouped under the headings,


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Ø Institutional Strengthening (Management, Organisation & Equipment)

Ø Institutional Strengthening (Training Development)

Ø National Traffic Training School (Construction)

Ø Highway Patrol

Although each component has been designed to form a substantially stand-alone operation, it

should be remembered that all the components are considered necessary to achieve the objective,

and that the sum of all the components will be greater than their parts. For example, the training

development component will achieve a higher calibre of police patrols, but for long term

sustainability, the management and organisation must be also changed to support the training.

Similarly the development of training ensures that as and when the Traffic Training School is

completed, the organisation and staff are immediately available for its occupation.

It has to be acknowledged that significant improvements in accident rates may take some time to

achieve, especially if the current problem of under-reporting of accidents is corrected. This may

initially make an improving situation appear worse.

The proposed project includes significant inputs in terms of 184 person-months of expatriate and

210 person-months of local consultant’s inputs, together with related equipment, vehicles, training

and operating costs. The overall costs for the envisaged 4 year project period are estimated at

approximately Taka 50 crore (US$10 million) including the cost of constructing a new traffic police

training school. Government of Bangladesh inputs to the project will include the provision of land for

the training school, the costs of counterpart staff including trainers, the provision of furnished offices

and the operation and maintenance of all facilities, equipment and vehicles. The project also

requires the Bangladesh Police to make a significant commitment to training which will consume a

significant proportion of police time during the period of the project.

The project is a large and lengthy one, but one that is urgently needed, if it is accepted that the

traffic police are an important factor in improving road safety.

This report should be considered in conjunction with the report on the Bangladesh National Road

Safety Management Programme of December 1999.


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1 BACKGROUND TO THE ROAD SAFETY PROGRAMME

1.1 INTRODUCTION

In recent years, Bangladesh has seen a tremendous commitment to the construction of new roads

and the development/rehabilitation of the existing ones. As a consequence of this growth and

expansion, road accidents are also increasing steadily, with a high level of death and serious injury

accidents. In fact, deaths from road accidents in Bangladesh are one of the highest in the world at

over 60 per 10,000 vehicles. Until recently, there had been no concerted effort to take any

countermeasure to reduce road accidents and thereby death and serious injury on the roads. The

World Bank financed Road Rehabilitation and Maintenance Projects (RRMP) under the Ministry of

Communications (MoC) incorporated for the first time road safety issues. Under this project various

actions have been taken with a view to making the roads safer for all road users and reducing road

accident casualties.

1.2 ROAD SAFETY PLAN

An important step towards addressing the road safety problems was the establishment of the

National Road Safety Council (NRSC). The chairman is the Minister of Communications and its

membership includes Secretaries to the Government and heads of organisations. The chairman of

the Bangladesh Road Transport Authority (BRTA) is the member-secretary. The Council was

constituted in 1995. The NRSC Secretariat, located temporarily at BRTA office, prepared and

published a National Road Safety Strategic Action Plan covering a period of two years from July’97

to June ‘99. This Strategic Action Plan identified 9 different areas in which actions were to be taken.

These are:

1. National Road Safety Council

2. Accident Data System

3. Road Engineering

4. Traffic Legislation

5. Traffic Enforcement

6. Driver Training and Testing

7. Vehicle Safety

8. Education and Publicity

9. Medical Services

Progress made in implementing the Action Plan was generally satisfactory, although in many areas,

there are things still to be done. A resume of the latest position is given below:


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1. NATIONAL ROAD SAFETY COUNCIL

The NRSC Secretariat has become a permanent feature. At present the staff consists of one

expatriate consultant of IDC, working as the NRSC Co-ordinator and an office manager.

No Government of Bangladesh (GoB) funds have been allocated to the NRSC Secretariat. Currently

the NRSC is functioning on the funds made available to it by the IDC that is a component of RRMP.

2. ACCIDENT DATA SYSTEM

In order to build an accurate and comprehensive nation-wide accident database and to use the data

in adopting remedial measures by concerned agencies, Micro-Computer Accident Analysis Package

(MAAP) has been introduced in Dhaka Metropolitan Police (DMP) since 1996 and is to be expanded

to the whole country. A new police accident report form has been approved and is currently being

printed. IDC is also co-ordinating with the Police authorities to include MAAP training in various

police training programmes.

3. ROAD ENGINEERING

A number of engineering projects are progressing nationally, including safety engineering work on

both national and metropolitan roads. The police are, in some areas, involved with the control of

diversions on major projects.

4. TRAFFIC LEGISLATION

The existing traffic legislation has been reviewed and a new act drafted, the “Bangladesh Traffic and

Transport Act” which is in the final stage of scrutiny by the Ministry of Communications and the

Ministry of Law. Once enacted, updated traffic regulations will then be drafted.

5. TRAFFIC ENFORCEMENT

Recently some minor improvements have been made in terms of traffic enforcement in Dhaka City,

but outside Dhaka no significant improvement has been achieved. NRSC set the following tasks to

be accomplished by the Police, BRTA, and Dhaka City Corporation (DCC):

i) Pilot enforcement campaign in Dhaka;

ii) Pilot enforcement campaign nation-wide;

iii) Review traffic management responsibility;


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iv) Enforcement of motorised and non-motorised vehicle safety and operational

requirements;

v) Measures to prevent faking of driving licences;

vi) Introduce fraud-proof driving licences.

Only limited progress has been made in these areas.

6. DRIVER TRAINING AND TESTING

Driver training and testing is the sole responsibility of the BRTA, which has introduced plastic-

laminated security licences for drivers. Other plans which include updating the Highway Code and

driving manual, preparing a drivers’ training manual, setting standards for driving tests for both

private and commercial drivers are yet to be completed by BRTA.

7. VEHICLE SAFETY

Progress has been made in respect of vehicle testing and inspection. Five modern vehicle

inspection and testing centres, two in Dhaka and one each at Chittagong, Khulna and Rajshahi have

been completed and these are now awaiting commissioning.

8. EDUCATION AND PUBLICITY

The Strategic Action Plan emphasised the need for the schools in Bangladesh to teach road safety

to the students. Elementary knowledge of traffic and road use has been included in the school

curriculum. NRSC is working to design a publicity campaigns to educate and improve awareness

of pedestrians and other road users. In Dhaka, DMP organises “traffic week” from time to time to

educate safe road use by the pedestrians, rickshaw pullers and motorists.

9. MEDICAL SERVICES

The Strategic Action Plan has set targets under this heading. Most of the actions lie with the

Ministry of Health. Recent measures introduced in Dhaka include action by the hospitals to train

sections of the community in basic first aid measures.


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1.3 THE PROPOSED ROAD SAFETY PROGRAMME

An expanded road safety programme would require donor support for a range of components which

could include community road safety projects; institutional reform, training and equipment for Traffic

Police, and the design and implementation of road safety schemes.

2 THE CURRENT SITUATION

2.1 THE ROLES AND RESPONSIBILITIES OF THE TRAFFIC POLICE

Bangladesh Police is a national organisation headed by the Inspector General of Police. The Police

Force was formed following the Police Act 1861. The country is divided into six Ranges and 64

Districts plus four separate police areas in the metropolitan cities of Dhaka, Chittagong, Khulna and

Rajshahi.

The traffic police have no separate entity as do other specialist departments. They are a component

of the administrative units viz. the Districts and Metropolitan Police. The units concerned are solely

managing, administrating and utilising the traffic police. There is no one person responsible for

traffic at Police Headquarters; however at least three Assistant Inspector Generals (AIG), in addition

to their other duties, have some responsibility.

The traffic police role is primarily that of ensuring free flow of traffic and performing escort duties for

VIPs, especially in Dhaka. Enforcement and education take a much lower profile. Enforcement is

restricted to the sergeants who, in Dhaka, currently number 492 for a population of approximately 10

million people. Road safety education is confined to one or two weeks each year, when street

based campaigns are organised in Dhaka. Police involvement in schools and elsewhere in the

community is virtually non-existent.

In the rural areas the traffic police are responsible just for traffic management, with enforcement

being carried out by a very small number of sergeants.

2.2 ORGANISATION AND STAFFING

As previously mentioned, the traffic police in Bangladesh is simply a component of the

administrative units i.e. the Metropolitan and the District Police. At the unit level only Dhaka

Metropolitan Police (DMP) and Chittagong Metropolitan Police (CMP) have identified traffic divisions

under a Deputy Commissioner (DC) in each division. Recently DMP has been divided into two

traffic zones - South Zone and North Zone with a DC in each zone. Full functioning on a zone basis

is yet to be achieved for want of adequate staff. In the rural districts, there is no traffic division or

branch; sergeant being the highest level of traffic officer.


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The existing Structure of Bangladesh Police may be seen in Table 1 and details of population and

police staff level are given in Annex 1.

Service details for the traffic police are given in Annex 2.

Table 1: Structure of police

* Within DMP only, the Commissioner has the equivalent rank of Additional IG

NATIONAL HQ

Inspector General (IG)Additional IG

Deputy IGAssistant IG

RANGE METROPOLITAN

District HQ District HQ

Superintendent (SP)

Additional Superintendent(Addl. SP)

Assistant Superintendent(ASP)

Deputy Commissioner

Additional DeputyCommissioner (Addl.DC)

Assistant Commissioner(AC)

Thana Level Thana Level

Deputy IG Commissioner *

Officer in Charge (OC)

Sub-Inspector (SI)

Assistant Sub-Inspector

Constable

Officer in Charge (OC)

Sub-Inspector (SI)

Assistant Sub-Inspector

Constable


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Table 2: Structure of Traffic Police

2.3 FACILITIES AND EQUIPMENT

2.3.1 TRAFFIC POLICE OFFICES

The Traffic Police Office of Dhaka Metropolitan Police is housed in a small inadequate building in a

side street, with parking for just two vehicles. The officer commanding traffic has his office in this

building in addition to the other operational and support facilities. The office has a large number of

public visitors, calling to pay traffic fines, who are required to queue up outside in order to pay at a

window.

Most of the traffic offices are cramped and inadequate for the role required. Even the new police

stations at the Jamuna Bridge have insufficient living accommodation.

2.3.2 TRAINING

TRAFFIC TRAINING SCHOOL

Currently traffic training is undertaken at the Traffic Training School at Mill Barrack in Old Dhaka.

The commandant of the school is an officer of the rank of Additional Superintendent of Police (Addl.

S.P.) who reports to an AIG at Police Headquarters. Commandants of the other police training

schools are of the rank of Addl. D.I.G.of Police. The Traffic Police Training School caters for the

needs of the whole country.

METROPOLITAN DISTRICT

DeputyCommissioner

Additional DeputyCommissioner

Assistant Commissioner

Traffic Inspector

Traffic Sergeant

Head Constable

Constable

Traffic Sergeant

Head Constable

Constable


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Table 3: Structure of Traffic Police Training School

Besides the above personnel, there is sanction of 7 support staff of which 4 posts are vacant (1

steno-typist), 1 U.D. Assistant, 1 LD Assistant and I sweeper.

Accommodation

The route to the site is poor, via the narrow twisting and choked streets of the old city. Built in 1971

for the Bangladesh Police, it has been the home of the Traffic Training School since 1990. The

building, which is constructed of reinforced concrete, is in very poor state of repair and in some

areas is extremely dangerous. The upper floor has been abandoned on the grounds of safety.

Even in the occupied areas, where students both study and reside, large areas of concrete

have fallen away from the walls and ceiling, exposing corroded reinforcing rods. In one place

the wall on the second floor balcony walkway has collapsed.

Approximately 100 students plus staff are currently occupying the building. On the last fact

finding visit in August 1999, only two classrooms in the school were usable and on that

occasion there were 70 head constables and constables receiving instruction in one, with 30

sergeants and head constables receiving instruction in the other. These classrooms are poorly

ventilated, lit and equipment is almost non-existent.

Additional InspectorGeneral

(Headquarters)

1 x Additional Superintendent

1 x Assistant Superintendent

3 x Inspectors

4 x Sergeants

6 x Sub-Inspectors

6 x Head Constables(2 Un-armed and 4 armed)

8 x Constables


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Training Curriculum

Class room based training is primarily concerned with teaching law, with some input on community

policing and human rights. Other training includes practical traffic control, the use of traffic signals

and physical training.

DMP TRAINING SCHOOL

DMP has a single classroom at Rajarbag police lines, where a continuous programme of

orientation training is conducted for personnel recently arrived in Dhaka. The classroom

appeared clean, well ventilated and reasonably well equipped.

DRIVER TRAINING SCHOOL

Driver Training takes place in a dedicated establishment at Jamalpur teaching constables and

head constables to pass the BRTA professional test. The school has more than adequate

classroom facilities and has spare capacity in that respect for at least a doubling of the current

student numbers. The greatest problem experienced is the shortage of serviceable vehicles.

The Police Driving School has no formal Government approval and was established under the

personal initiative of one former IGP. A proposal for sanction of the school is under

consideration of the Government. The staff are deputed by the Police Headquarters from other

units. The administration and supervision of the school rests with the Superintendent at

Jamalpur.

Table 4: Structure of Police Driving School - Provisional Strength

SuperintendentJamalpur

1 x Inspector

2 x Sub-Inspectors

2 x Sergeants

2 x Head Constables

11 x Constables


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Actual strength is 1 x S.I., 2 x Sgts, 1 x H.C. and 9 x Constables, all other posts are vacant.

It is proposed by the police that strength should be increased to 1 x Addl.S.P., 1 x A.S.P. 1 x Insp., 1

x S.I., 2 x A.S.I., 2 x Sgts, 4 x H.C.(AB), 2 x Driver H.C. (UB), 10 x Constables. The proposal also

includes another 13 personnel as support staff.

2.3.3 VEHICLE WORKSHOPS

The police have a large workshop facility at Rajarbag, under the command of an ASP. The

workshop is responsible for the maintenance of 700 motorcycles and 400 other vehicles, this task

being carried out by 147 mechanics. The facilities include inspection bays, designated areas for

different classes of vehicle and even a body repair shop. The latter has some capability to repair

heavily damaged cars and light vehicles.

It is not known whether the vehicles are subject to servicing schedules, or just repaired when faults

occur. Specialist equipment appears to be very limited with the mechanics relying on basic tools.

2.3.4 CONTROL ROOM

Control rooms are located in each of the metropolitan areas and in each district. The staff in the

control room manages the movement of police resources in response to incidents but have nothing

to do with the traffic. There is no form of emergency number (e.g. 999 or 911) in Bangladesh. The

Dhaka Traffic Police have a dedicated radio channel.

2.3.5 EQUIPMENT

Generally equipment is very limited within the traffic police but some items have been issued:

RADIOS

In Metropolitan cities as well as in the districts, officers of the rank of Sergeant and above have

access to radios. These UHF radios have a range of 10 - 15 km depending on the topography.

Many of the sets are old and need replacement.

TRANSPORT

The police apparently have no programme of replacement for equipment. Where a vehicle is either

purchased or supplied by way of aid, no account is made of the fact that it will require repair and

eventually, replacement. The police should have a planned replacement programme for all

equipment including vehicles.


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In DMP, the rank of AC and above have been provided with vehicles, the majority of which are old

and unreliable. Some of the Inspectors and almost all the Sergeants have been provided with motor

cycles, but there are no patrol vehicles for traffic police. Some motor cycles have been designated

for VIP escort duties, but the majority of them appear to be defective and not in service. In other

Metropolitan cities, the situation is worse.

In the districts, some, not all, Sergeants have been provided with m/cycles. Approximately ten years

ago a number of vehicles for patrolling the highways were introduced. It is not known how many of

these vehicles still exist in the districts, but it is believed to be just a few and even these are thought

to be in poor condition. The thana police do patrol the highways in pick-ups, but these are anti-

crime patrols and not for traffic purposes.

SAFETY EQUIPMENT

The traffic police in DMP have a number of reflective "harness" type belts and electronic vests (ones

fitted with warning lights) for use during the hours of darkness. A fairly recent introduction in DMP

has been flashing red traffic wands, which are quite effective for traffic control. Yellow fluorescent

jackets for mobile Sergeants were introduced some years ago. It is not known how many of these

pieces of equipment are available.

2.3.6 BUDGETS AND FINANCE

There is no separate budget for the traffic police. Budget requirements of traffic police are included

in the budget of the Metropolitan or District police, which in its turn is embedded in the overall police

budget, under the control of the Inspector General of Police. It is extremely difficult for the traffic

police to finance initiatives and obtain equipment.

2.3.7 OPERATIONS

The traffic police see the following as the main problems in the city of Dhaka, however many of the

problems will also apply to other metropolitan areas and to a lesser extent rural areas.

⇒ The number of rickshaws , auto rickshaws (baby taxis) and tempos⇒ Uncoordinated road works⇒ Encroachment of footpaths and roads by hawkers, builders and shops⇒ Insufficient manpower⇒ Ineffective enforcement⇒ Lack of parking controls⇒ Narrow roads⇒ Maintenance of roads and Traffic Control Devices⇒ Lack of a city by-passes⇒ Shortage of flyovers⇒ Inadequate bus and truck stands


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⇒ Inadequate equipment⇒ Lack of good accident investigation⇒ Lack of public education in respect of traffic laws and regulations⇒ Lack of a proper public relations policy

On examining the various problems it will be seen that improvements are achievable. However,

they will not be achieved without commitment from all concerned-politicians, ministries, police and

the road users. Everyone must accept ownership of the problem and not place the onus for

improvement purely on the police.

3 FUTURE REQUIREMENTS

3.1 ROLES AND RESPONSIBILITIES

The police should consider adopting a National Traffic Policing Strategy, which should have aims,

objectives and methodology, such as:

3.1.1 AIM

"To secure an environment where the individual can use the roads with confidence, free from death,

injury, damage or fear" 1

3.1.2 OBJECTIVES

⇒ Casualty reduction⇒ Improved road user behaviour⇒ Safer roads⇒ Safer vehicles⇒ Reduction in congestion

3.1.3 METHODOLOGY

Where appropriate, work with others in partnership to encourage the objectives. The approaches

involved include:

⇒ Operational⇒ Education⇒ Engineering

Operational

Enforcement and high visibility patrols should be intelligence led operations. Traffic control and

management should be appropriate to the situation.

1 ACPO National Road Policing Strategy for England & Wales


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Education

Road safety education should be targeted at vulnerable groups, offenders and the public transport

industry.

Engineering

The police should make best use of appropriate technology and help to influence improvements in

vehicle safety as well as road design.

3.1.4 PERFORMANCE INDICATORS

As performance measurements, the police can use the number of fatal and personal injury

accidents, public confidence and traffic flows.

The Traffic Police will need also to consider the following areas:

⇒ Accident investigation - the detailed investigation and reconstruction of serious accidents.⇒ Media - the press have a useful and important role to play in the education of the public. The

traffic police need to make more use of this avenue.⇒ Traffic Management - at the moment traffic management is restricted to the physical, and

often inappropriate, control of the road user. There is an urgent need, at all levels, tounderstand the wider concepts of traffic management.

⇒ Co-operation - the traffic police need in the future to work with a wide variety oforganisations and individuals in order to achieve their aims and objectives. This co-operationshould also continue within the police force itself, the sharing of information and assistancewith other departments will help to make the traffic police more effective.

⇒ Partnerships - the traffic police cannot improve the casualty rate and the congestion on itsown; they will need to work in partnership with other government bodies and NGOs.

⇒ Highway Patrol - policing of the highways is essential in order to start to influence thebehaviour of drivers, who currently have little fear of detection.

Some of the above points were recognised by the DMP as long ago as 1994 and referred to in their

Corporate Plan "Way Ahead".

3.2 ORGANISATION AND STAFFING

Whilst it will ultimately be necessary for the traffic police to receive an increase in manpower,

improvements can be made within the existing establishment. Any change will need to be linked

with training. Recognition of the importance of traffic policing for the safety and the economic future

of the country is essential. The appointment at headquarters level of a national head of traffic,

responsible for policy and planning will start to give the traffic police status and recognition.


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3.2.1 STRUCTURE

The traffic police cannot realistically be considered in isolation from the remainder of the police

within Bangladesh. Any change to the existing traffic police structure will undoubtedly affect other

areas of policing.

Essentially the requirements are that a management ‘cell’ for traffic should be established within the

headquarters of the police, consisting of a Deputy Inspector General and associated management

team. Discussions with the existing IGP have suggested that such a proposal will be welcomed.

To avoid the complications of creating a new senior police post it is envisaged that existing

responsibilities amongst the existing DIG’s can be divided and one could be assigned to traffic. A

diagram of the proposed senior management structure for traffic is shown below.

Table 5: Diagram to show proposed traffic senior management structure

To compliment this change in senior management, changes in the more junior levels of

management are also suggested. Each of the metropolitan areas is already provided with some

form of traffic department. In Dhaka and Chittagong, traffic Divisions are already in place. In

Khulna and Rajshahi the traffic department size does not warrant the designation as a division and

should be constructed much as a District as is explained below. The proposed traffic structures for

Dhaka and Chittagong are shown below.

DIG Traffic

AIG Traffic(Admin & Training)

AIG Traffic(Ops & Equip)

ASPInspector

Support staff

ASPInspector

Support staff


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Table 6: Diagram to show proposed traffic management structure of Dhaka Metropolitan

Police

Table 7: Diagram to show proposed traffic management structure of ChittagongMetropolitan Police

Within the Districts, the current senior level of traffic presence is the traffic Sergeant. The

appointment of an A.S.P. (Traffic), responsible directly to the District Superintendent and three traffic

Inspectors under the SP are suggested to augment the management team. In the smaller Districts

the highest rank traffic officer might be an Inspector. The proposed structure of the Districts is

shown below:

DC (North)

Police Commissioner

ACTejgaon

DC (South)

ACDhanmondi

ACGulshan

ACProsecution

&Investigation

ACRamna

ACKotwali

ACMotijheel

ACProsecution

&Investigation

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

Inspectors

SergeantsHC’s

Constables

ADC (North) ADC (South)

AC (North)

Police Commissioner

AC (South)

InspectorProsecution &Investigation

SergeantsHC’s

Constables

InspectorOperational

SergeantsHC’s

Constables

InspectorProsecution &Investigation

SergeantsHC’s

Constables

InspectorOperational

SergeantsHC’s

Constables


18


Table 8: Diagram to show proposed structure of Districts

Management of operational incidents is presently achieved at a relatively senior level of command.

This is inefficient and inappropriate for senior managers. This function should be delegated

downwards to more appropriate levels. This will require additional training for those personnel

involved.

Accidents are investigated by the thana police, who have received little or no training in traffic

related matters. Traffic Sergeants, who ostensibly hold an equivalent rank to SI, do not receive

sufficient training in the investigative process and cannot therefore instigate proceedings at this

level. Traffic Sergeants receive six months basic training whereas SI’s receive one complete year of

training.

ASP (Traffic)

Inspector(Town)

Inspector(Accident Investigation

& Prosecution)

Head ConstablesConstables

Superintendent(District)


Sergeants(Town)

Sergeants(Investigation)

Inspector(Highway Patrol)

Sergeants(Patrol)


19


3.2.2 FACILITIES AND EQUIPMENT

The equipment needed to make traffic policing effective falls into the following categories:

a. Safety

b. Mobility

c. Enforcement

d. Communications

e. Administration

f. Traffic Training School

a) SAFETY

Safety includes the provision of hi-visibility waistcoats, illuminated battons and torches for

constables on traffic duty. For patrols working in the highways there is a need for working signs and

traffic cones.

b) MOBILITY

The ability of the police to respond to incidents as well as provide a high profile effective deterrent is

not only desirable but essential for modern policing.

To provide effective traffic policy the personnel need to have access to Highway Patrol Vehicles,

(four wheel drive) traffic support vehicles such as twin-cab pickups, motorcycles of small (i.e. 125cc)

and large (upto 750cc) capacity, recovery vehicles, minibuses and pedal cycles.

c) ENFORCEMENT

SPEED DETECTION

Excessive speed in Bangladesh is relative to the condition of the roads, vehicles and capabilities of

the driver, rather than a general excess of the speed limits. However, as roads improve speed on

the highways will increase.

i) Hand-held devices

Portable speed detection devices are needed for enforcement. Whilst radar is the least expensive

of the two options, laser is the best option for busy roads. Radar will only work effectively where

traffic flows are light and requires a lot of training. Laser devices can be used in all traffic conditions.

The training implication is minimal in respect of the laser gun.


20


ii) Time and distance devices

The devices such as VASCAR or Police Pilot should be fitted either into vehicles or on motorcycles

for use on the highway. The device has to be professionally installed and the training implication is

reasonably substantial. The use of stopwatches can also be an inexpensive option for speed

enforcement.

iii) Other Issues

Alcohol testing and vehicle emissions testing equipments need to be purchased. Also accident

investigation equipment such as tape measures, wax chalk, skid testing equipment, stop watches

cameras, etc. are required.

d) COMMUNICATION

Communications are essential for effective enforcement and traffic control.

RADIOS

Portable UHF radios are probably the most useful, slotting in with existing systems. The situation

should exist whereby all sergeants and above have radios. For vehicles working on the highway a

powerful VHF system may be required.

MOBILE TELEPHONES

The availability of services and the cost of mobile telephones have not been fully researched, but

they may be a viable alternative where radio communication is limited.

e) ADMINISTRATION

COMPUTERS

Computers will be required for accident data collection, traffic intelligence and for eventual

computerisation of records and offence reports as well as general word processing.


21


f) TRAFFIC TRAINING SCHOOL

As far as the instructional equipment is concerned this should match the equipment in enforcement

use. So if a particular type of speed detection unit is procured, then similar units must be available

in the School for instructional purposes.

Details of the type of equipment needed for future training can be found later in the proposal section.

Additional equipment for Highway Patrol vehicles is included in the proposal.

3.3 BUDGETS AND FINANCE

A lot of equipment is required for the police; a substantial amount will require periodic maintenance

and there will be the need for spare parts. Vehicles are probably the largest item in this category.

The introduction of a good fleet management system will be the only way to ensure that vehicles

achieve a reasonable service life and remain in a good serviceable condition.

Equipment should ideally be introduced in a phased programme, in order that the police can ensure

the necessary budget for the planned replacement of the items at the end of their effective life.

Budgets will also be necessary for maintenance and spare parts.


22


4 ONGOING PROGRAMMES

Several ongoing highway projects have components relating to the traffic police.

Third Road Rehabilitation and Maintenance

The development of a project to supply police training equipment (US$ 3.6 million World Bank): This

includes the procurement of equipment for training of the police force in the enforcement of traffic

rules and regulations. If may also allow for the construction of the traffic police training school.

To provide the necessary technical assistance to strengthen the National Traffic Police Training

Centre (part of US$ 11.1 million DFID)

Greater Dhaka Transport Planning and Co-ordination Board (GDTPCB)Dhaka Urban Transport Project (DUTP)

This is a large project by any standards, involving many junctions and sections of roads in the

Dhaka Urban Area and scheduled to take 5 years. The first phases of construction have already

commenced. The project has a budget of $2.7 million for equipment to help the Dhaka police deal

with major traffic management diversions.

Under GDTPCB is a project - Consultancy Services for Strategic Transport Planning Studies,

Technical Assistance and Training. This project includes technical assistance and equipment for

the DMP. Equipment is also included in the project.

COWI-DRD-SMEC Joint Venture: Road Safety Measures on National and Regional Roads.

This project is primarily concerned with remedial work on the Dhaka to Aricha road and a pilot study

project in and around Gazipur.

The work in the Gazipur area will involve some traffic police training, as well as publicity and

community education programmes. A small budget has been allocated for equipment. If successful

this project could be cited as good local practice.

Close co-operation with all these projects has many benefits. It will avoid the duplication of

equipment and assistance, as well as ensuring that any future project concentrates its efforts in the

appropriate area.


23


5 THE PROPOSED PROJECT

The previous Sections have indicated the main areas of work required to transform the Bangladesh

Traffic Police into a modern effective force. There are many tasks to be completed and a great deal of

commitment in time and effort will be required at all levels of the Police force. If the objectives are to be

achieved in a reasonable time external assistance will be required in the form of expertise, training and

equipment.

5.1 OBJECTIVE

The overall project objective is

To build a more effective and efficient traffic police capable of instilling safety in

road user attitude and behaviour through the use of modern training, increased

mobility, equipment and expanded powers.

The four main project components, outlined below, will each contribute to achieving this objective.

The costs of each of the components are given in Section 6.

5.2 BACKGROUND AND RATIONALE

Four components are believed necessary to realise the common objective set out below. For

convenience these are presented separately, as individual projects. The four components are

grouped under the headings,

⇒ Institutional Strengthening (Management & Organisation)

⇒ Institutional Strengthening (Training Development)

⇒ National Traffic Training School (Construction)

⇒ Highway Patrol

Although each component has been designed substantially as a stand-alone component, it should be

remembered that all the components are considered necessary to achieve the objective, and that the

sum of all of the components will be greater than their parts. For example, the training development

component will achieve a higher calibre of police patrols, but for long term sustainability, the

management and organisation must also be changed to support training.

Similarly the development of training ensures that as and when the Traffic Training School is

completed, the organisation and staff are immediately available for occupation.


24


Since several of the features of this project cannot be implemented without considerable change to

the existing traffic legislation, consideration must be given towards implementing the required

changes to the legislation. This task mainly falls under the responsibility of BRTA.

The traffic police are currently allocated main priorities as follows,

⇒ Ensuring the free flow of traffic

⇒ Escorting of VIPs

⇒ Enforcement

This proposed project seeks to alter the emphasis of these priorities. The proposed project has as its

main priority the increase in road safety through enforcement. The free flow of traffic is expected to

follow as a natural consequence of increased enforcement activity. The two main priorities are not

incompatible in any way, since both already co-exist.

The Districts, according to police figures, suffer some 85 – 90% of all fatal accidents. This suggests

that more resources should be directed at these areas. Whilst with the priority on traffic flow, Dhaka

clearly warrants the vast majority of resources. If the emphasis is more on road safety, Dhaka

decreases somewhat in its demand for resources, with a much larger proportion going to the Districts.

A four-year programme of implementation is anticipated for the whole project with regular progress

reports and a mid-term review. The responsibility of producing the reports will lie with the project

management team. Once this four-year phase is completed, it is highly likely that further work will

still be necessary. Any final report produced within this project should therefore contain

recommendations concerning future development.


25


5.3 INSTITUTIONAL STRENGTHENING (MANAGEMENT & ORGANISATION)

5.3.1 SCOPE AND ACTIVITIES

The traffic police cannot realistically be considered in isolation from the remainder of the police

within Bangladesh. Any changes to the existing traffic police structure will undoubtedly affect other

areas of policing. Whilst keeping this in mind this project is firmly based on the strengthening of the

traffic police.

Organisation

Essentially the requirements are that a traffic management ‘cell’ should be established within the

headquarters of the police, consisting of a Deputy Inspector General together with his associated

management team.

For better effectiveness it will be necessary to re-structure the traffic police along the lines descried

in sec. 3.2.1.

It is desirable to have one department dealing with all aspects of traffic policing, a solution which is

recognised and supported by the police. One solution to the problem could be the partial transfer of

investigative powers to traffic Sergeants, conditional on satisfactory re-training and limited to road

traffic matters. The assumption of this task is implicit in the management structures described

earlier.

Of course without suitable and modern traffic enforcement equipment and sufficient staff, changes in

the delivery of traffic policing cannot be improved.

The Police and Government are faced with a problem. A substantial number of additional personnel

are required to staff the traffic department properly, this will result in extra costs to the Government.

The current lack of enforcement powers for Constables, means that the only effective enforcement

staff are traffic Sergeants. Thus increases in traffic personnel are best directed towards augmenting

the number of Sergeants. This may be partially achieved by transfer of SI’s from thanas and also by

recruiting up to the existing authorised establishments. Since responsibility for accident

investigation is expected to be transferred, the consequent reduction in thana based officers is

alleviated slightly. In the long term however, more staff will be required and this matter must be

addressed.

The above changes will not occur without significant effort and time in designing and implementing

the changes. Attitudes will have to be changed and training will be required. Budgeting issues will

also need looking into. It is therefore proposed that a small technical assistance team work with their

traffic police counterparts to design and implement these changes.


26


Management Training

It is recommended that the DIG appointed to the new traffic post and both the AIG’s attend an

International Commanders Programme, such as that run by the Bramshill Police College, UK. This

course should have an element of managing traffic departments, although the primary thrust should

be towards developing better managers.

The delegation downwards of operational management will necessitate the training of junior

officers in management techniques appropriate to the task. This will be designed and delivered

initially by the Management Advisor although assistance with this task will be available from the

Traffic Training Advisor. (See Training Development Component)

Public Relations

The traffic police of Bangladesh suffer from image crisis partly resulting from a lack of proper public

relations. Traffic Police should develop an efficient public relations wing to highlight their activities in

order to earn public respect as an effective, people oriented organisation. Through community work,

particularly in the field of road safety, victim support and school programmes, traffic police should

reach out to people and improve their image.

In view of the present state of public relation, consultant input will be necessary to properly develop

the public relations activities of the traffic police.

Legislation

The existing traffic laws, rules and regulations are based on the more than half a century old laws

and rules. For example, Motor Vehicle Ordinance 1983 and Motor Vehicle Rules 1984 are but minor

modifications of Motor Vehicles Act 1939 and Motor Vehicles Rules 1940. Even the Ordinance of

1983 and Rules of 1984 are out dated now in view of the changed situation in the road transport

sector. Same is the situation in respect of other laws, rules etc.

A new set of laws has been drafted by BRTA to replace the existing Motor Vehicles Ordinance.

These are yet to be finalised for ultimate processing for enactment. Drafting of rules relevant to the

laws have not begun. To meet the requirements of ever developing road transport sector not only

Motor Vehicles Act and Rules but also other relevant laws need to be framed/existing ones updated.

There will need to be close liaison between the police and BRTA on these issues.


27


Management Information System (MIS)

To monitor the effectiveness of the traffic police and to provide management information on

enforcement activity, the instigation of an inspectorate is considered desirable. It is envisaged that

statistical data gathered at the scene of accidents will be used as part of the management

information system. With suitable analysis, this data can prove invaluable in highlighting problem

locations and causal factors. Both of these factors are vital in focussing enforcement activity

accurately. Mechanisms for distributing data to the appropriate managers, either HQ or Operational,

must also be developed.

For efficient administration and Management of the Police Training School and Highway Patrol there

will be a networked Management Information System (MIS). The computer network will first be

established with an E-mail system established between users.

The MIS will consist of a number of data bases for administration, personnel records, training,

financial management and management reporting.

An MIS Specialist will establish the computer network and develop the databases required for

Training School and Highway Patrol.

5.3.2 CONSULTANCY SERVICES

This component will require support from Foreign and Local technical advisers as detailed below:

PositionDuration(Months)

Start date(Approx.)

Main duties

Foreign Consultants:1. Team Leader

2. Organisation Specialist

3. Public Relations Specialist

4. Legislation Specialist

5. Procurement Specialist

6. Police MIS Specialist

7. Unassigned

42

24

11

3

3

9

12

April 2000

April 2000

Jan. 2001

Sept. 2000

June 2000

June 2001

Overall Programme Co-ordination andprogress reports.Planning and Implementation of re-organisation issues.Improved public relations.

Revised legislation and rules.

Advise on equipment procurement forthe whole programme.Developing MIS System.

Local Consultants:1. Road Safety Advisor

2. Management Advisor3. MIS4. Unassigned

42

243612

April

April 2000June 2001

Deputy Team LeaderCo-ordination and liaisonManagement Systems and TrainingMIS Development


28


5.3.3 EQUIPMENT

The Technical Assistance Team will require office space and equipment as detailed below for the

duration of the project.

Item NumberMotor vehicles(4WD with AC for ex-Dhaka travel) 1

Laptop computer 1Desktop computers 6Server computer + NT Server operatingsystem (15 users minimum) 1

Network hub (100MHz, 24 ports) 1Network cabling 3NT operating system software 7Application software (Word processing,spreadsheet, PIM etc) 6

Laser printer 1Colour printer (A3) 1Scanner (A3) 1UPS 7Air conditioning unit 3Set of office furniture 2Photocopier (A3) 1Mobile Telephone 1Fax machine 1Camera 1Video Camera 1Set of Fibre Tape Measures 2

In addition to the above items, the consultants will require funding throughout the project for:

• Office rent

• Office consumables

• O&M of vehicle

• Telephone bills

• Accommodation

• Contingency

• Support staff will also be required for the duration of the project, consisting of,

1 × Office manager

2 × Office assistant / typist

2 × DriverGuards, Peons etc.


29


5.3.4 ESTIMATED COSTS

See Section 6 for the breakdown of estimated costs.

5.3.5 SUSTAINABILITY AND RISKS

The Technical Assistance programme aims to establish the Traffic Police as an organisation with a

sustainable capability to plan, manage, and implement road safety measures through traffic

management including enforcement and education. Project risks and precautions are shown below:

RISKS Precautions

1. Reluctance to change organisation Seminars to explain proposals2. Lack of local funding for repair and Replacement

Equipment introduced in phases to matchLocal budget for repair and replacement

3. Lack of ability to maintain thevehicles supplied under the project

Services of a vehicle fleet specialist todevelop a vehicle fleet management system

Activities of institutional strengthening – management and organisation and Log-frame may be seen atAnnex 3.


30


5.4 INSTITUTIONAL DEVELOPMENT (TRAINING DEVELOPMENT)


Training in traffic enforcement encompasses a variety of different subjects. There is the necessity

for the traffic police to have a thorough working knowledge of traffic legislation and procedures

necessary to implement the law. Specialist enforcement equipment, for speed detection, alcohol

abuse and environmental control requires additional training. Advanced driving techniques and

procedures for managing and investigating the causation of accidents also demand specialist

training.

Recruits to the traffic department at the more junior level of Constable and Head Constable are

required to attend an initial traffic course of six weeks duration before they begin traffic duties. Sub-

Inspectors and traffic Sergeants tend to be posted directly into operational duties on transfer from

other departments and attend a very similar course some time after they have been performing

traffic duties. More senior ranks are not given any formal traffic training, other than that received

during initial training at the Police Academy at Rajshahi.

An assessment of the existing and anticipated training needs of the traffic department was

contained in IDC2, and reviewed in IDC3. A more complete assessment, to include the foundation

training and senior officer training is likely to identify additional areas for development.

An officer of the rank of Additional DIG should be appointed to a new post of Head of Traffic

Training, a proposal that is already supported by the police. The proposed staff level of the Traffic

Training School (non-driving) is at Annex 4.

Ultimately the Head of Training is expected to be based at the proposed National Traffic Training

School. Until it is constructed, traffic training is likely to be spread across a number of locations

around the country, so the exact location of the Head of Training is not too critical in the short term.

The existing traffic syllabus concentrates almost exclusively on the acquisition of knowledge

regarding existing laws and directing traffic. This syllabus is delivered predominantly using didactic

techniques to excessive numbers of students.

Training for the essentially practical task of traffic policing suggests a more practical approach to

training. With suitably designed courses it is envisaged that practically based training, as well as the

law input could be delivered within the six weeks currently allotted to initial training.


31


Police Headquarters has recommended the following general training courses:

⇒ Basic traffic training course for Head Constables and Constables for a period of six weeks.The number of trainees may be around 250 in each batch.

⇒ Advanced traffic training course for Sergeants and SIs for a period of 4 weeks. The numberof trainees may be around 50 in each batch.

⇒ Occasional orientation courses/seminars for Inspector, ASP, Addl. SP and SP may beorganised rankwise for a period of 1 week. Participants may be around 20 in each.

These recommendations appear to be acceptable although no doubt other training requirements will

become evident as the project progresses. For developing the course curricula, the input of

consultant training specialist will be needed.

Drivers of police patrols should be of a higher standard than other drivers since police drivers are

expected to be able to handle vehicles in unusual situations, at speed, and also should drive in a

manner so that they present a good example to other road users. Additional training is needed.

A higher level of driver training tends to result in a lower rate of accidents within the police service.

This in turn means that accident repairs and vehicle overhead costs are reduced. It also reduces

the not inconsiderable cost of replacing police personnel who themselves may be killed or injured in

accidents.

The driver training facility needs to be enhanced to cater both for existing driver training and also the

proposed advanced driver training necessary for motorcyclists and highway patrol drivers.

Assuming that the current driver training school at Jamalpur is the sole location for such training

means that around 100 students can be trained at any one time. A suitable staff to trainee ratio of

1:3 is suggested as an appropriate level. Calculation of vehicles and staff is based on this ratio.

Proposed staff levels of Driver Training School has been shown at Annex 5.

There would be considerable benefits if the new traffic training school and the existing driver training

school could be combined on one campus.

The investigation of accidents, along with the other accident related processes, is currently

performed by sub-Inspectors from the thana. It is anticipated that these functions will be transferred

to the traffic department as part of the organisational changes proposed elsewhere. This will require

a programme of re-training for all operational traffic personnel, in particular the Sergeants and sub-

Inspectors assigned to this function. This must include completion of the accident statistics form

used for MAAP data acquisition, accident management techniques and investigative techniques

applicable to accidents.


32


The use of specialist enforcement equipment on patrol, such as speed detection or smoke emission

control devices, means that training in its safe use and tactics must be given. Many devices need

careful handling if they are to produce accurate and consistent results. Worthy of comment is the

fact that until legislation exists to define emission levels there seems little value in acquiring large

number of emission control equipment.

Junior supervisory and middle management staff are not currently taught how to manage

subordinates, nor how to utilise management information effectively. Without this type of training,

operational command decisions tend to be directed upwards, as is now the norm. Aside from

overloading of senior ranks with what amount to trivial decisions, this does nothing to encourage the

development of junior managers. As a minimum, orientation and management training should be

provided to all ASP and Inspector transferees to the traffic department before they take up their

assigned posts.

To ensure that the training of police is sustainable in the long term, consideration must be given to

the problem of providing training to staff allocated to instructional duties. A selection and training

programme for potential training staff should be developed to address this issue.

Proposed staffing levels for both the classroom and driving courses, together with support staff are

detailed below.

5.4.2 TRAINING PROCESS

The technical assistance staff will impart training to selected instructors who will then conduct the

training courses initially under supervision by the TA team.

The instructional staff must be selected by merit, and this should entail a formal selection

process. Once identified, the staff will receive training in modern instructional techniques from

the Training Advisor and other instructors as appropriate.

It will be beneficial for a proportion of the trainers to receive exposure to modern teaching

facilities and techniques such as found in more developed countries. For this reason it is

proposed that once new training activities begin, selected staff attend Overseas courses

designed to increase their abilities. Courses for developing both classroom based tutors and

driving instructors as well as traffic management are available at a number of International

Police Driving Schools.


33



Position Duration(Months)

Start date(Approx.) Main duties

Foreign Consultants:1. Training specialist

2. Driving instructor

3. Motorcycle instructor

4. Accident investigationspecialist

36

6

6

6

July 2000

Sept. 2000

Sept.2000

March 2002

Design preparation and managementof training programme.Theoretical and practical drivingtraining - ditto -

Training in accident investigationtechniques.

Local Consultants:1. Training Specialist

2. First Aid Trainer

3. Unassigned

42

12

12

April 2000

January 2002

----

Design operation and management oftraining programme.

Development of First Aid TrainingProgramme. ----

5.4.4 EQUIPMENT

The equipment required under this component is outlined below.

Furniture and training equipment for Traffic Training School are listed under the Training School

Component.

This component requires considerable support from foreign technical advisors. The advisors will

require office space and equipment as detailed below for the duration of the project. With some

consideration as to timing, it should be possible to ensure that only two foreign specialists, including

the full time training advisor are in country at any one time.


34


Tem Number4WD Vehicle (2 with AC) 9Pick up 4Microbus (9 seat) 2Minibus (24 seat) 2Bus (40 seat) 2Modified Vehicle for accident – investigation 1Motor cycle 250 cc 7Motor cycle 750 cc 5Laptop Computer 1Desktop Computer 25Server Computer 1Network Hub 3Network Cabling 5NT Operating Software 25Application Software 25Laser Printer 5Colour Printer (A3) 6Scanner 2UPS 26Multimedia Projector 2Projection Screen 2Airconditioning Unit 25Camera 4Video Camera 4Set of office furniture 6Photocopier 3Mobile Telephone 2Fax Machine 2Speed Detection unit 5Alcohol testing unit 5Emission testing unit 2Set-of fibre tape measure 5Plotter 1Stop watch 5

In addition to the above items, the consultants will require funding throughout the project for:

• Office rent


• O&M of vehicle

• Telephone bills

• Accommodation

• Contingency


See Section 6 for a breakdown of the estimated costs


35


5.4.6 SUSTAINIBILITY AND RISKS

The Technical Assistance programme aims to establish a sustainable traffic police training

programme with a capability to plan, manage, and implement a comprehensive range of training

courses.

Project risks and precautions are shown below:

RISKS PRECAUTIONS:1. Lack of suitable accommodation Acquire temporary facility2. Lack of suitable training staff from the police

Seminars to promote the value of training /incentives for trainers

Activities of institutional strengthening (Training Development) and Log-frame are shown in Annex 6.


36


5.5 NATIONAL TRAFFIC TRAINING SCHOOL


The development of a National Traffic Training School is desirable for a number of reasons. The

existing facility at Mill Barrack in a very poor state of repair, over crowded, ill-equipped and is not

conveniently located. Driver training is performed separately at Jamalpur, but has not yet received

official Governmental sanction to operate. The current duplication of management is also regarded

as inefficient.

A purpose designed training facility, capable of offering all traffic related training is without doubt the

most desirable option. It is estimated that at least US $1.88m (excluding facilities for in-school

driver training) would be required to build a training school to meet the needs of the traffic police for

at least next 15 -20 years. This figure is approximate and assumes reasonable sub-soil condition.

Funding of $3.6m (US) for equipment and buildings has already been allocated under RRMP3. It will

naturally take time to acquire suitable land, design and build such a training school.

The location of the Traffic Training School needs careful thought. It must have relatively good

access from the entire country, which suggests a central location. A location close to Dhaka is

therefore advisable, perhaps on one of the sites designated for development outside Dhaka.

The police have suggested an area of land for the development of the Traffic Training School at

Demra. Located on the south-east outskirts of Dhaka an area of 1.4175 acres is proposed, which is

considered suitable for the non-driving based training. If this site is accepted for development,

driver training cannot be considered at this site and will have to be located elsewhere. As already

identified by Neades [1998] the site at Jamalpur is currently under-utilised and could be developed

further for this purpose. The only problem with two sites is a duplication of certain tiers of

management, which of course entails additional cost.

Class sizes in the existing Traffic Training School are excessively large. The 1998 study showed

that some eighty Constables were undergoing classroom training in one class and forty Sergeants in

another. This is supported by documentation, which states that 124 traffic police are receiving

training at any one time. To provide effective training, class sizes must be reduced to an absolute

maximum of twenty per class and preferably twelve. Assuming demand is at present, then at least

seven classrooms are required for initial and refresher training. When other demands for training

are met, this will increase.

It is estimated that the School, when fully operational, should have the capacity to train in the region

of 300 students at any one time, as suggested in a recent police document. The number of


37


classrooms required is estimated therefore at 20. These calculations do not allow for much

expansion in capacity, so additional rooms may be considered necessary.

For maximum flexibility, and also to provide the police with a modern conference facility, the

inclusion of a fully equipped lecture theatre is desirable. This should have capacity for at least 300

delegates. Some form of cost recovery may then be available to the police by hiring out the

conference room to other institutions.

Due to the national status of the School, the majority of students will require accommodation for the

duration of their course. Suitable accommodation and catering facilities should also be incorporated

into any calculations of capacity.

Dependent upon the exact nature of the courses that will be held at the School, additional facilities

may also be necessary. If driver training is incorporated, then driver-manoeuvring areas need to be

built. This increases dramatically the land required for the School, but does not add significantly to

the building costs. If the proposed area of land in Demra is accepted, driver training cannot take

place at this site.

If it is decided to include vehicle examination or accident reconstruction courses then simple vehicle

workshop facilities will also be required.

The number of facilities to be provided at the School suggests a campus style layout perhaps

centred on a combined lecture theatre and teaching block. A number of offices will be necessary to

house the support staff and the Head of Traffic Training in all cases.

If the existing driving school at Jamalpur is to be maintained, this will require development to provide

classroom and accommodation facilities together with workshops for vehicle maintenance.

All classrooms and offices should be equipped with built in telephone and Category 5 structured

wiring. This allows the potential to expand the planned computer network for the School as and

when required.


38


5.5.2 TRAINING

No specific training inputs are expected to be necessary.

5.5.3 CONSULTANCY

An experienced Local Consulting firm will provide technical assistance/services for construction of

the buildings and short input from an expatriate designer of educational establishment may also be

required.

5.5.4 EQUIPMENT

It is expected that land for the proposed Traffic Training School will be provided by the police

department. Probable cost of the building (US$ 1.88 m) has been included in the cost spreadsheet.

Classroom Equipment needed for Traffic Training School is shown in the table below:

Item NumberDesk 300Chair 300Technical Drawing Board 20Drawing Equipment (Set Square etc.) 20White Board 20Flip Chart Stand 20Overhead Projector 10Slide Projector 3VCR 5Television 5

Equipment for Technical Assistance Support

A certain amount of equipment may be necessary to support the limited technical assistance

required for the implementation of this component. If one or more of the other components are

functional, most of this equipment and the administrative support team will already be available.


See Section 6 for a breakdown of estimated costs

Activities for the National Traffic Training School and Log-frame are shown in Annex 7.


39


5.6 HIGHWAY PATROL (PILOT PROJECT)

5.6.1 SCOPE AND ACTIVIITIES

Some 85 – 90% of all fatal accidents are reported to occur outside of the metropolitan areas and in

the more rural districts, according to data supplied by the police. Since very little enforcement

activity is known to take place on the highways, this suggests strongly that some remedial action

needs to be taken.

The desirability of a separate highway patrol department was emphasised by the 1998 study. This

is still a priority area for development. It is also an area which lends itself to one or more pilot

phases, to highlight the cost benefits and viability of an Highway Patrol department. Five routes

leading from Dhaka have been identified which are suitable candidates for such a pilot.

The table below shows the proposed routes and minimum staff and vehicle requirement :

Table 9: Suggested major routes and police patrol levels for Pilot Project

Road Dhaka to… Distance (Km) Vehicles required Personnel required

Comilla 116 2 16

Narshingdi 52 1 8

Mymensingh 122 3 24

Tangail 98 2 16

Aricha 87 2 16

TOTALS 475 10 80

This is based on four occupants for each vehicle, working two shifts to maximise coverage.

Allowing another 20 personnel to cover management and support means that for an outlay of

around 100 personnel and 10 - 12 vehicles, a reasonable proportion of the most heavily trafficked

road network could be subject to one pilot phase.

The choice of these roads offer several advantages. They are geographically central to the country

and fall mainly within Dhaka Range, which simplifies potential operational problems. Additionally

these roads carry a substantial volume of traffic, so any benefits should become apparent in the

relatively short term.

Until such time as enforcement powers are conferred on Constables and Head-Constables, it is vital

to ensure that patrol crews consist of at least one traffic Sergeant. This becomes even more


40


pertinent when it is considered that the traffic department is expected to take on the responsibilities

for attending and investigating accidents. It is not anticipated that this function will be delegated to

Head-Constables or Constables.

During the lead-up to the implementation of the highway patrol pilot phase, it is important that a

publicity campaign is designed and delivered to the population. This is considered necessary, both

to advise the population about what the Government intends and in an effort to reduce the incidence

of attempted coercion particularly bus and truck operators.

During the course of the pilot phase, the traffic department should assimilate the responsibility for

accident investigation. As at present, it is envisaged that accidents will be reported to the thana.

Rather than allocate the investigative function to a thana police officer, the first response will be the

attendance of a patrol to the scene to collect data etc. A separate officer from the attending officer

has traditionally performed the investigation phase.

To make the best use of the traffic department, sufficient data must be available to determine

problem areas. This will undoubtedly come primarily from accident data. With adequate accident

data problem sites can be located easily and operations designed to counter the problem.

At the conclusion of the pilot phase the project should be carefully evaluated to identify successes

and problems. The contents of the evaluation should then be considered during the drafting of a

plan for the introduction of Highway Patrols to the remainder of the country.

5.6.2 TRAINING

An initial short training will be required for all the personnel assigned to this project. This will be

augmented by a substantial amount of on the job training. Training is expected to be provided

by the Enforcement Specialist, although assistance may be available from the Training Staff

allocated to the Training Development component.

Before the assimilation of accident investigation, additional training will be required for both

patrol and the investigative officers. The Enforcement Specialist and Training Staff will provide

this.

In addition to formal training for team members, a one-day management seminar will be

delivered to the senior management of all the Districts through which the pilot project passes.

This is to brief management on the objectives and methods to be used by the team.


41



The inception and pilot phase for this component are anticipated to last for two years. This allows

sufficient time for the development of a workable plan, implementation and evaluation before

producing a plan for the national implementation.

Position Duration(Months)

Start date(Approx.) Main duties

Foreign Consultants:

1. Enforcement specialist 24 September 2000Training andimplementation ofhighway patrols.

Local Consultants:

Training Specialist 24 September 2000 Highway Patrol Training

5.6.4 EQUIPMENT

General Equipment

The equipment required for this component can be separated into that required for each vehicle and

that required for supporting the operation. Some of the administrative functions and equipment may

be available under other enforcement components. If this support is not available, then additional

costs must be anticipated. Assistance with procurement of the specialist items may be available

from the procurement specialist allocated to the Organisation and Equipment component.

The vehicles required must reflect the role of the personnel to use them, the role in which they are to

be used and the environment in which they are operating. In most cases the use of four-wheel drive

vehicles would be the most effective form of transport for the Highway Patrols. These vehicles must

have the capability of carrying a crew of four as well as equipment. The Highway Patrol vehicles

should ideally be white, equipped with warning lights and sirens, and have hi-visibility markings.

Equipment per vehicle

Each vehicle that is used for Highway Patrol must be equipped to a certain minimum level. The

following list assumes that four members of crew consisting of one Sergeant, one Head Constable

and two Constables will be operating in each vehicle. Each vehicle should be equipped with a

vehicle based speed detection device that utilises the time taken to determine average speeds over

a distance. Two makes in common usage elsewhere are VASCAR or Police Pilot. Suggested items

for 10 operational vehicles (2x5 proposed routes - 2 more vehicles to be kept in reserve) is shown

below:


42


Item Number4WD Patrol Vehicle 12VASCAR or Police Pilot 10Stopwatch 10Traffic cones 100Traffic signs 40Stands for traffic signs 40Tape measure 20 × 30mCamera 10Crowbar 10Fire extinguisher 20First aid kit 10Alcohol Testing Unit 10Emission Testing Unit 10Rechargeable high powered torch 20Two way radio 10Mobile telephone 10Reflective clothing 40

Support Equipment for Technical Assistance

This component requires support from a foreign technical advisor. The advisor will require office

space and equipment as detailed below for the duration of the project.

Item NumberMotor vehicle for Enforcement Specialist(4WD with AC for ex-Dhaka travel) 1

Laptop Computer 1Desktop Computer 2Colour Printer (A3) 1NT Software (Word processing, spreadsheet etc) 2UPS 2Video camera 1Set of Office Furniture 1Airconditioning Unit 2

In addition to the above items, the consultant will require funding throughout the project for:

• Office rent


• O&M of vehicle

• Telephone bills

• Accommodation

• Contingency

See Section 6 for a breakdown of estimated costs.


43


5.6.5 SUSTAINABILITY AND RISKS

The Technical Assistance programme aims to establish Highway Patrol as an organisation with a

sustainable capability to plan, manage, and implement highway patrol measures through training

and a pilot implementation scheme. Project risks and precautions are shown below:

RISKS PRECAUTIONS1. Lack of ability to maintain the vehiclefleet.

Services of a vehicle fleet specialist to develop avehicle fleet management system

2. Lack of local funding for spares andreplacement of vehicles and equipmentsupplied under the project

Vehicles and equipment to be phased in to match thelocal ability to cope with maintenance and replacementprogramme

3. Professional Transport owners anddrivers objections to enforcement

Publicity and public awareness campaigns.Negotiations with representative bodies.

Activities of the Highway Patrol Development and Log-frame are at Annex 8.

5.6.6 FUTURE EXPANSION

Assuming that pilot project will achieve the desired result, the scheme may then be expanded to all

the 64 districts of the country.

The traffic structure proposed for the Districts at table 11 of 3.2.1 is reproduced below. The

Assistant Superintendent in charge of the District traffic department is envisaged to be directly

responsible to the Superintendent in charge of the District. The Inspector (Highway Patrol) will report

to the ASP.

Diagram to show proposed structure of Districts

ASP (Traffic)

Inspector(Town)

Inspector(Accident

Investigation &


Superintendent(District)


Sergeants(Town)

Sergeants(Investigation)

Inspector(Highway Patrol)

Sergeants(Patrol)

Highway Patrol


44


For implementing the country-wide highway patrol scheme, following personnel and equipment will be

required :

Personnel requirement*

Number of districts Number of police personnelrequired

64 768

* Breakdown of personnel requirement

Inspector 64

Sergeant 192 (including reserve)

Head Constables 192 - do -

Constables 320 - do –----------------------------------------------------------------------------Total : 768----------------------------------------------------------------------------

Equipment requirement

Support equipment includes specialist speed enforcement equipment, alcohol testing equipment

and equipment required to provide administration support capability to the department. The exact

numbers of hand held speed detection units are dependent on the area to be covered and the

number of staff allocated to the department.

Radar based speed detection units have largely been superseded by laser units because laser units

are much more discriminating and give more reliable results. For this reason it is suggested that

only laser units should be considered for inclusion in the project.


45


Sl. No. Item Number1 4WD Patrol Vehicle (64X2+12 reserve) 1402 VASCAR or Police Pilot 643 Stop Watch 644 Alcohol Testing Device 645 Emission Testing Unit 646 Traffic Cones 6407 Traffic Signs 2568 Stands for Traffic Signs 2569 Tape Measure 12810 Camera 6411 Crowbar 6412 Fire extinguisher 12813 First Aid Kit 6414 Researchable High Power Torch 12815 Two-way radio 12816 Mobile Telephone 6417 Reflective Clothing 80018 Laser unit for speed detection* 6419 Computer* 12820 Colour Printer* 6421 Application Software (Word processing,

spreadsheet etc)*128

22 UPS* 128

* For use by highway patrol and static police in districts.

The scheme may be expanded to the whole country as and when evaluation is made of the pilot

project and fund is sourced. The costs of equipment on a National Level are not costed in this

document.


46


6 ESTIMATED COSTS

The costs of each of the four project components outlined in Section 5 are shown in the attached

Tables in Bangladesh Taka and US$. The Tables also break down the costs into the components of

Staff Costs, Equipment (and buildings), Running Costs and Training Costs.

The overall project cost is seen to be close to Taka 50 crore or US$10 million over the 4 year project

period. These costs include approx Taka 10 Crore (US$ 2 million) for constructing and equipping a

new Traffic Police Training School.

The above costs do not reflect the costs of the Government of Bangladesh inputs to the project which

will include:

• the provision of land for the training school,

• the costs of counterpart staff including trainers,

• the provision of furnished offices and other facilities for the consultants,

• the operation and maintenance of all equipment and vehicles purchased underthe project

• the operation and maintenance of the Traffic Police Training School

• the operation of the pilot Highway Patrol Scheme

The project also requires the Bangladesh Police to make a significant commitment to training which will

consume a significant proportion of police time during the period of the project.

6.1 SOURCE OF FUNDS

It is assumed that the large majority of the Project costs will be met from external funds from the

Development Partners of Bangladesh.

A project of this type was envisaged during the preparation of the World Bank – Third Road

Rehabilitation and Maintenance Project (RRMP3) and a sum of US$3.6 million was included for “the

procurement of equipment for training of the police force in the enforcement of traffic rules and

regulations”. It is understood that these funds may also be used for construction of the new traffic

police training school although formal conformation of this will be required. It is noted that the sum

for equipment and buildings included in the proposed project is US$3.5 million.

The RRMP3 Project Appraisal Document also envisaged “the necessary technical assistance to

strengthen the National Traffic Police Training Centre” and this was included as part of US$11.1

million grant funds to be provided by DFID. DFID have already committed US$7.0 million of the

US$11.1 million in the form of the IDC3 Project, leaving a balance of US$4.1million. However it


47


appears that these additional funds may not now be available and an alternative source of funding

may be required.

For the Programme described in this report a further US$6.4 million (Taka 32 crore) will be required

in addition to the US$3.6 million currently available under RRMP3.

Costs in: US$

Total 10,033,384 3,496,664 3,416,320 2,020,160 1,100,240

Staff 3,933,280 2,359,200 1,073,280 47,680 453,120

Equipment 3,572,104 95,864 985,920 1,958,400 531,920

Running Cost 1,484,800 830,400 525,120 14,080 115,200

Training and Contingency 1,043,200 211,200 832,000 - -

SUMMARY - US$

Project Components

TotalManagement & Org.

(US$)Training

(US$)Training School

(US$)Highway Patrol

(US$)

Costs_PoliceProject(US$) Summary 1/9/01

Months Rate Cost Months Cost Months Cost Months Cost Months Cost

Totals Staff Costs 394 3,933,280 218 2,359,200 120 1,073,280 8 47,680 48 453,120

Total Expatriate TA Staff 184 3,196,000 104 1,951,200 54 849,600 2 30,400 24 364,800 Team Leader 42 20,000 840,000 42 840,000 - - - - - - Organisation Specialist 24 20,000 480,000 24 480,000 - - - - - - Public Relations Spec. 11 19,200 211,200 11 211,200 - - - - - - Procurement Specialist 3 15,200 45,600 3 45,600 - - - - - - MIS Specialist 9 15,200 136,800 9 136,800 - - - - - - Training Specialist 36 16,000 576,000 - - 36 576,000 - - - - Driving Instructor 6 15,200 91,200 - - 6 91,200 - - - - Motorcycle Instructor 6 15,200 91,200 - - 6 91,200 - - - - Accident Invest.Specialist 6 15,200 91,200 - - 6 91,200 - - - - Building Design Specialist 2 15,200 30,400 - - - - 2 30,400 - - Enforcement Specialist 24 15,200 364,800 - - - - - - 24 364,800 Legislation Specialist 3 15,200 45,600 3 45,600 - - - - - - Unassigned 12 16,000 192,000 12 192,000 - - - - - -

- - - - - - - - - - -

Total Local TA Staff 210 737,280 114 408,000 66 223,680 6 17,280 24 88,320 Road Safety/Police Advisor 42 4,000 168,000 42 168,000 - - - - - - Management Advisor 24 4,000 96,000 24 96,000 - - - - - - Training Specialist 66 3,680 242,880 - - 42 154,560 - - 24 88,320 MIS Specialist 36 3,040 109,440 36 109,440 - - - - - - Building Architect/Design 6 2,880 17,280 - - - - 6 17,280 - - First Aid Trainer 12 2,880 34,560 - - 12 34,560 - - - - Unallocated 24 2,880 69,120 12 34,560 12 34,560 - - - -

- - - - - - - - - - -

STAFF COSTS - US$

Total Training Training School Highway PatrolManagement & Org.

Costs_PoliceProject(US$) Staff 1/9/01

Number Rate Cost Number Cost Number Cost Number Cost Number Cost

Total Equipment Costs 3,572,104 95,864 985,920 1,958,400 531,920

Land Building for Training School 1 1,888,000 1,888,000 - - - - 1 1,888,000 - - Laptop Computer 3 4,000 12,000 1 4,000 1 4,000 - - 1 4,000 Desktop Computer 33 1,600 52,800 6 9,600 25 40,000 - - 2 3,200 Server 2 8,000 16,000 1 8,000 1 8,000 - - - - Network Hubs 4 2,400 9,600 1 2,400 3 7,200 - - - - Network Cabling 8 1,600 12,800 3 4,800 5 8,000 - - - - NT software 34 1,280 43,520 7 8,960 25 32,000 - - 2 2,560 Application software 33 400 13,200 6 2,400 25 10,000 - - 2 800 Laser Printer 6 800 4,800 1 800 5 4,000 - - - - Colour Printer (A3) 8 480 3,840 1 480 6 2,880 - - 1 480 Scanner 3 480 1,440 1 480 2 960 - - - - UPS 35 240 8,400 7 1,680 26 6,240 - - 2 480 Camera 15 320 4,800 1 320 4 1,280 - - 10 3,200 Video Camera 6 1,600 9,600 1 1,600 4 6,400 - - 1 1,600 Air conditioning unit 30 640 19,200 3 1,920 25 16,000 - - 2 1,280 Set of Office furniture 9 800 7,200 2 1,600 6 4,800 - - 1 800 Mobile Telephone 13 200 2,600 1 200 2 400 - - 10 2,000 Fax machine 3 160 480 1 160 2 320 - - - - Multi-media Projector 2 8,000 16,000 - - 2 16,000 - - - - Projection screen 2 320 640 - - 2 640 - - - - Photocopier 4 2,400 9,600 1 2,400 3 7,200 - - - - 4WD vehicles 11 40,000 440,000 1 40,000 9 360,000 - - 1 40,000 Pick-up Trucks 4 24,000 96,000 - - 4 96,000 - - - - 4WD Patrol Car 12 32,000 384,000 - - - - - - 12 384,000 Micro Bus (9 seat) 2 28,800 57,600 - - 2 57,600 - - - - Mini-Bus (24 seat) 2 32,800 65,600 - - 2 65,600 - - - - Bus (40 seat) 2 44,000 88,000 - - 2 88,000 - - - - Modified vehicle for accident invest. 1 40,000 40,000 - - 1 40,000 - - - - Motorcycles (250cc) 7 3,520 24,640 - - 7 24,640 - - - -

TO BE PROVIDED BY POLICE DEPARTMENT

EQUIPMENT COSTS - US$

Total Training School Highway Patrol*Management & Org. TrainingItem of Equipment and Others

Costs_PoliceProject(US$) Equipment 1/9/01


EQUIPMENT COSTS - US$


Motorcycles (750cc) 5 6,400 32,000 - - 5 32,000 - - - - Speed detection unit 5 5,600 28,000 - - 5 28,000 - - - - Alcohol testing unit 15 400 6,000 - - 5 2,000 - - 10 4,000 Emissions testing 12 2,400 28,800 - - 2 4,800 - - 10 24,000 Technical drawing board 20 160 3,200 - - - - 20 3,200 - - Drawing equipment (set sq. etc) 20 80 1,600 - - - - 20 1,600 - - Set of Fibre tape measure 7 32 224 2 64 5 160 - - - - Plotter 1 6,400 6,400 - - 1 6,400 - - - - Desks 300 80 24,000 - - - - 300 24,000 - - Chairs 300 80 24,000 - - - - 300 24,000 - - White Board 20 80 1,600 - - - - 20 1,600 - - Flip chart stand 20 80 1,600 - - - - 20 1,600 - - Overhead projector 10 400 4,000 - - - - 10 4,000 - - Slide Projector 3 800 2,400 - - - - 3 2,400 - - VCR 5 320 1,600 - - - - 5 1,600 - - Television 5 480 2,400 - - - - 5 2,400 - - VASCAR or Police Pilot 10 3,200 32,000 - - - - - - 10 32,000 Traffic cones 100 16 1,600 - - - - - - 100 1,600 Traffic signs 40 32 1,280 - - - - - - 40 1,280 Stands for traffic signs 40 16 640 - - - - - - 40 640 Tape measure 20 16 320 - - - - - - 20 320 Crowbar 10 8 80 - - - - - - 10 80 Fire extinguishers 20 160 3,200 - - - - - - 20 3,200 First aid kit 10 40 400 - - - - - - 10 400 Rechargeable high powered torch 20 40 800 - - - - - - 20 800 Two way raido 10 800 8,000 - - - - - - 10 8,000 Reflective clothing 40 160 6,400 - - - - - - 40 6,400 Stop watch 15 80 1,200 - - 5 400 - - 10 800 Misc. 4 4,000 16,000 1 4,000 1 4,000 1 4,000 1 4,000

- - - - - - - - - - -

Costs_PoliceProject(US$) Equipment 1/9/01

Number Unit Rate Cost Number Cost Number Cost Number Cost Number Cost

Totals Running Costs 1,484,800 830,400 525,120 14,080 115,200

Total Travel 502,400 289,600 145,920 9,280 57,600 Vehicle Hire 289 Month 800 231,200 161 128,800 87 69,600 5 4,000 36 28,800 O&M of Vehicle 289 Month 480 138,720 161 77,280 87 41,760 5 2,400 36 17,280 International Flights 46 Return 2,880 132,480 29 83,520 12 34,560 1 2,880 4 11,520

- - - - - - - - - - -

Total Office Staff 886 314,240 472 166,400 390 140,160 - - 24 7,680 Office Manager 96 Month 640 61,440 48 30,720 48 30,720 - - - - Typist / Assistant 192 Month 440 84,480 96 42,240 96 42,240 - - - - Driver 262 Month 320 83,840 136 43,520 102 32,640 - - 24 7,680 MLSS 144 Month 320 46,080 96 30,720 48 15,360 - - - - Guard 96 Month 240 23,040 48 11,520 48 11,520 - - - - Sweeper 96 Month 160 15,360 48 7,680 48 7,680 - - - -

- - - - - - - - - - -

Total Office Cost 668,160 374,400 239,040 4,800 49,920 Office Rent/Running 96 Month 1,280 122,880 48 61,440 48 61,440 - - - - Consumables 96 Month 800 76,800 48 38,400 48 38,400 - - - - Telephone Bills 96 Month 320 30,720 48 15,360 48 15,360 - - - - Long Term Accom. 188 Month 1,920 360,960 120 230,400 42 80,640 - - 26 49,920 Short Term Accom. 960 Nights 80 76,800 360 28,800 540 43,200 60 4,800 - -

- - - - - - - - - - -

RUNNING COSTS - US$


Costs_PoliceProject(US$) Running cost 1/9/01

Number Unit Rate Cost Number Cost Number Cost Number Cost Number Cost Totals Other costs 1,043,200 211,200 832,000 - -

Total Training - 923,200 91,200 832,000 - - Overseas Training 3 Each 30,400 91,200 3 91,200 - - - - - -

Overseas Training (Driving)

6 Each 22,400 134,400 - - 6 134,400 - - - -

Overseas Training (Accidents)

2 Each 9,600 19,200 - - 2 19,200 - - - -

Overseas Training (Traffic

6 Each 6,400 38,400 - 6 38,400 - -

Local Training 50,000 Days 13 640,000 - - 50,000 640,000 - - - - - - - - -

Total Contingency 120,000 120,000 - - - Contingency 1 L.S 120,000 120,000 1 120,000 - - - - - -

- - - - - - - - - - -

TRAINING & CONTINGENCY COSTS - US$


Costs_PoliceProject(US$) Other costs 1/9/01

Costs in: Taka

Total 501,669,200 174,833,200 170,816,000 101,008,000 55,012,000

Staff 196,664,000 117,960,000 53,664,000 2,384,000 22,656,000

Equipment 178,605,200 4,793,200 49,296,000 97,920,000 26,596,000

Running Cost 74,240,000 41,520,000 26,256,000 704,000 5,760,000

Training and Contingency 52,160,000 10,560,000 41,600,000 - -

SUMMARY - Taka

Project Components

TotalManagement & Org.

(Taka)Training (Taka)

Training School (Taka)

Highway Patrol (Taka)

Costs_PoliceProject(Taka) Summary 1/9/01

Months Rate Cost Months Cost Months Cost Months Cost Months Cost

Totals Staff Costs 394 196,664,000 218 117,960,000 120 53,664,000 8 2,384,000 48 22,656,000

Total Expatriate TA Staff 184 159,800,000 104 97,560,000 54 42,480,000 2 1,520,000 24 18,240,000 Team Leader 42 1,000,000 42,000,000 42 42,000,000 - - - - - - Organisation Specialist 24 1,000,000 24,000,000 24 24,000,000 - - - - - - Public Relations Spec. 11 960,000 10,560,000 11 10,560,000 - - - - - - Procurement Specialist 3 760,000 2,280,000 3 2,280,000 - - - - - - MIS Specialist 9 760,000 6,840,000 9 6,840,000 - - - - - - Training Specialist 36 800,000 28,800,000 - - 36 28,800,000 - - - - Driving Instructor 6 760,000 4,560,000 - - 6 4,560,000 - - - - Motorcycle Instructor 6 760,000 4,560,000 - - 6 4,560,000 - - - - Accident Invest.Specialist 6 760,000 4,560,000 - - 6 4,560,000 - - - - Building Design Specialist 2 760,000 1,520,000 - - - - 2 1,520,000 - - Enforcement Specialist 24 760,000 18,240,000 - - - - - - 24 18,240,000 Legislation Specialist 3 760,000 2,280,000 3 2,280,000 - - - - - - Unassigned 12 800,000 9,600,000 12 9,600,000 - - - - - -

- - - - - - - - - - -

Total Local TA Staff 210 36,864,000 114 20,400,000 66 11,184,000 6 864,000 24 4,416,000 Road Safety/Police Advisor 42 200,000 8,400,000 42 8,400,000 - - - - - - Management Advisor 24 200,000 4,800,000 24 4,800,000 - - - - - - Training Specialist 66 184,000 12,144,000 - - 42 7,728,000 - - 24 4,416,000 MIS Specialist 36 152,000 5,472,000 36 5,472,000 - - - - - - Building Architect/Design 6 144,000 864,000 - - - - 6 864,000 - - First Aid Trainer 12 144,000 1,728,000 - - 12 1,728,000 - - - - Unallocated 24 144,000 3,456,000 12 1,728,000 12 1,728,000 - - - -

- - - - - - - - - - -

STAFF COSTS - Taka


Costs_PoliceProject(Taka) Staff 1/9/01


Total Equipment Costs 178,605,200 4,793,200 49,296,000 97,920,000 26,596,000

Land Building for Training School 1 94,400,000 94,400,000 - - - - 1 94,400,000 - - Laptop Computer 3 200,000 600,000 1 200,000 1 200,000 - - 1 200,000 Desktop Computer 33 80,000 2,640,000 6 480,000 25 2,000,000 - - 2 160,000 Server 2 400,000 800,000 1 400,000 1 400,000 - - - - Network Hubs 4 120,000 480,000 1 120,000 3 360,000 - - - - Network Cabling 8 80,000 640,000 3 240,000 5 400,000 - - - - NT software 34 64,000 2,176,000 7 448,000 25 1,600,000 - - 2 128,000 Application software 33 20,000 660,000 6 120,000 25 500,000 - - 2 40,000 Laser Printer 6 40,000 240,000 1 40,000 5 200,000 - - - - Colour Printer (A3) 8 24,000 192,000 1 24,000 6 144,000 - - 1 24,000 Scanner 3 24,000 72,000 1 24,000 2 48,000 - - - - UPS 35 12,000 420,000 7 84,000 26 312,000 - - 2 24,000 Camera 15 16,000 240,000 1 16,000 4 64,000 - - 10 160,000 Video Camera 6 80,000 480,000 1 80,000 4 320,000 - - 1 80,000 Air conditioning unit 30 32,000 960,000 3 96,000 25 800,000 - - 2 64,000 Set of Office furniture 9 40,000 360,000 2 80,000 6 240,000 - - 1 40,000 Mobile Telephone 13 10,000 130,000 1 10,000 2 20,000 - - 10 100,000 Fax machine 3 8,000 24,000 1 8,000 2 16,000 - - - - Multi-media Projector 2 400,000 800,000 - - 2 800,000 - - - - Projection screen 2 16,000 32,000 - - 2 32,000 - - - - Photocopier 4 120,000 480,000 1 120,000 3 360,000 - - - - 4WD vehicles 11 2,000,000 22,000,000 1 2,000,000 9 18,000,000 - - 1 2,000,000 Pick-up Trucks 4 1,200,000 4,800,000 - - 4 4,800,000 - - - - 4WD Patrol Car 12 1,600,000 19,200,000 - - - - - - 12 19,200,000 Micro Bus (9 seat) 2 1,440,000 2,880,000 - - 2 2,880,000 - - - - Mini-Bus (24 seat) 2 1,640,000 3,280,000 - - 2 3,280,000 - - - - Bus (40 seat) 2 2,200,000 4,400,000 - - 2 4,400,000 - - - - Modified vehicle for accident invest. 1 2,000,000 2,000,000 - - 1 2,000,000 - - - - Motorcycles (250cc) 7 176,000 1,232,000 - - 7 1,232,000 - - - -

TO BE PROVIDED BY POLICE DEPARTMENT

EQUIPMENT COSTS - Taka


Costs_PoliceProject(Taka) Equipment 1/9/01


EQUIPMENT COSTS - Taka


Motorcycles (750cc) 5 320,000 1,600,000 - - 5 1,600,000 - - - - Speed detection unit 5 280,000 1,400,000 - - 5 1,400,000 - - - - Alcohol testing unit 15 20,000 300,000 - - 5 100,000 - - 10 200,000 Emissions testing 12 120,000 1,440,000 - - 2 240,000 - - 10 1,200,000 Technical drawing board 20 8,000 160,000 - - - - 20 160,000 - - Drawing equipment (set sq. etc) 20 4,000 80,000 - - - - 20 80,000 - - Set of Fibre tape measure 7 1,600 11,200 2 3,200 5 8,000 - - - - Plotter 1 320,000 320,000 - - 1 320,000 - - - - Desks 300 4,000 1,200,000 - - - - 300 1,200,000 - - Chairs 300 4,000 1,200,000 - - - - 300 1,200,000 - - White Board 20 4,000 80,000 - - - - 20 80,000 - - Flip chart stand 20 4,000 80,000 - - - - 20 80,000 - - Overhead projector 10 20,000 200,000 - - - - 10 200,000 - - Slide Projector 3 40,000 120,000 - - - - 3 120,000 - - VCR 5 16,000 80,000 - - - - 5 80,000 - - Television 5 24,000 120,000 - - - - 5 120,000 - - VASCAR or Police Pilot 10 160,000 1,600,000 - - - - - - 10 1,600,000 Traffic cones 100 800 80,000 - - - - - - 100 80,000 Traffic signs 40 1,600 64,000 - - - - - - 40 64,000 Stands for traffic signs 40 800 32,000 - - - - - - 40 32,000 Tape measure 20 800 16,000 - - - - - - 20 16,000 Crowbar 10 400 4,000 - - - - - - 10 4,000 Fire extinguishers 20 8,000 160,000 - - - - - - 20 160,000 First aid kit 10 2,000 20,000 - - - - - - 10 20,000 Rechargeable high powered torch 20 2,000 40,000 - - - - - - 20 40,000 Two way raido 10 40,000 400,000 - - - - - - 10 400,000 Reflective clothing 40 8,000 320,000 - - - - - - 40 320,000 Stop watch 15 4,000 60,000 - - 5 20,000 - - 10 40,000 Misc. 4 200,000 800,000 1 200,000 1 200,000 1 200,000 1 200,000

- - - - - - - - - - -

Costs_PoliceProject(Taka) Equipment 1/9/01

Number Unit Rate Cost Number Cost Number Cost Number Cost Number Cost

Totals Running Costs 74,240,000 41,520,000 26,256,000 704,000 5,760,000

Total Travel 25,120,000 14,480,000 7,296,000 464,000 2,880,000 Vehicle Hire 289 Month 40,000 11,560,000 161 6,440,000 87 3,480,000 5 200,000 36 1,440,000 O&M of Vehicle 289 Month 24,000 6,936,000 161 3,864,000 87 2,088,000 5 120,000 36 864,000 International Flights 46 Return ###### 6,624,000 29 4,176,000 12 1,728,000 1 144,000 4 576,000

- - - - - - - - - - -

Total Office Staff 886 15,712,000 472 8,320,000 390 7,008,000 - - 24 384,000 Office Manager 96 Month 32,000 3,072,000 48 1,536,000 48 1,536,000 - - - - Typist / Assistant 192 Month 22,000 4,224,000 96 2,112,000 96 2,112,000 - - - - Driver 262 Month 16,000 4,192,000 136 2,176,000 102 1,632,000 - - 24 384,000 MLSS 144 Month 16,000 2,304,000 96 1,536,000 48 768,000 - - - - Guard 96 Month 12,000 1,152,000 48 576,000 48 576,000 - - - - Sweeper 96 Month 8,000 768,000 48 384,000 48 384,000 - - - -

- - - - - - - - - - -

Total Office Cost 33,408,000 18,720,000 11,952,000 240,000 2,496,000 Office Rent/Running 96 Month 64,000 6,144,000 48 3,072,000 48 3,072,000 - - - - Consumables 96 Month 40,000 3,840,000 48 1,920,000 48 1,920,000 - - - - Telephone Bills 96 Month 16,000 1,536,000 48 768,000 48 768,000 - - - - Long Term Accom. 188 Month 96,000 18,048,000 120 11,520,000 42 4,032,000 - - 26 2,496,000 Short Term Accom. 960 Nights 4,000 3,840,000 360 1,440,000 540 2,160,000 60 240,000 - -

- - - - - - - - - - -

RUNNING COSTS - Taka


Costs_PoliceProject(Taka) Running cost 1/9/01

Number Unit Rate Cost Number Cost Number Cost Number Cost Number Cost Totals Other costs

52,160,000 10,560,000 41,600,000 - -

Total Training - 46,160,000 4,560,000 41,600,000 - - Overseas Training 3 Each 1,520,000 4,560,000 3 4,560,000 - - - - - -

Overseas Training (Driving)

6 Each 1,120,000 6,720,000 - - 6 6,720,000 - - - -

Overseas Training (Accidents)

2 Each 480,000 960,000 - - 2 960,000 - - - -

Overseas Training (Traffic

6 Each 320,000 1,920,000 - 6 1,920,000 - -

Local Training 50,000 Days 640 32,000,000 - - 50,000 32,000,000 - - - - - - - - -

Total Contingency 6,000,000 6,000,000 - - - Contingency 1 L.S 6,000,000 6,000,000 1 6,000,000 - - - - - -

- - - - - - - - - - -

TRAINING & CONTINGENCY COSTS - Taka


Costs_PoliceProject(Taka) Other costs 1/9/01


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ANNEXE - 1 : Table Showing Police Strength

Tables below show details population and police staff levels.

Metropolitan Areas in Bangladesh (Population figures1991)

Urban Population(x1000)

Total policePersonnel

Traffic policepersonnel

Ratio of trafficpolice to headof population

Dhaka 3,828 17,810 2241 0.059Chittagong 1,599 4,141 395 0.025Khulna 731 2,142 244 0.033Rajshahi 318 1,962 91 0.029TOTALS 6,476 26,055 2971 0.045

Police Ranges in Bangladesh (Population figures 1996)

RuralExc.

Metro. Cities

Population(x1000)

Total policepersonnel

Traffic policepersonnel


Dhaka 34,052 14,650 282 0.00082Chittagong 22,309 15,411 213 0.00095Khulna 13,690 7,451 160 0.00116Rajshahi 29,534 12,225 278 0.00094Barisal 8,352 4,841 83 0.00099Sylhet 7,687 4,326 98 0.00127TOTALS 115,624 58904 1114 0.00096

National total policing and population figures 1996

Country Population(x1000)

Total policepersonnel

Traffic Policepersonnel


TOTALS 122,100 98,461 4085 0.0033



ANNEX - 2 : ‘Service Details’ of Traffic Police

(i) Recruitment

The police are recruited at three different levels:

Constable : Recruited locally for duty in different police units.

Sub Inspector/Sergeant: Recruited nationally by the Police Headquarters to meet the requirements

of the districts and other units.

Assistant Superintendent: Recruited nationally through the Public Service Commission

Examination.

(ii) Promotion

The three different levels of entrant could achieve the following promotions:

Constable - Inspector, and very occasionally ASP.Sub Inspector - SuperintendentSergeants (Traffic) - ASP or Additional ASP. (opportunity is limited)Assistant Superintendent - probably Deputy Inspector General

(iii) Salary

All government employees receive the same salary for their grade, irrespective of the government

department. A constable earns approximately 2250 Taka per month, plus subsistence rations, in

the case of the single constable 1 unit and for married constables up to 4 units including children.

They receive free clothing and barrack accommodation. A married policeman will receive a housing

allowance or police house.

(iv) Leave

Where the police are disadvantaged, compared with their colleagues in other government

departments, is in relation to weekly rest days. In other departments there is a 5 day working week,

whilst the police are required to work 7 days a week, for no additional salary. Police receive an

entitlement of 20 casual leave days each year like employees of other Government Departments.

(v) Duties

In the districts, the traffic police are attached to the District Police Headquarters. The district based

traffic sergeants seem to average between 15 and 20 traffic offence tickets each per month. The

emphasis nationally appears to be traffic control rather than education and enforcement.



A common factor in the districts is the lack of transport, a few motorcycles are available for the traffic

sergeants, but very often the traffic police are reliant on public transport.

Hours of duty for traffic police are 8 hours a day-for sergeants 8 hours at a stretch and for head

constables and constables split into 4 hour shifts, two shifts a day. Duty hours cover from 6 a.m. to

11 p.m. in DMP. A small number of traffic police work upto 2 a.m. at night to cover on junction.

In the metropolitan areas the traffic police have a much greater presence with a command structure

up to Deputy Commissioner in Dhaka and Chittagong, and Assistant Commissioner in Khulna and

Rajshahi.



ANNEX - 3

Activities of Institutional Strengthening (Management and Organisation)

Minimum Output Timing Trainingrequired

Equipmentrequired

TArequired

Prepare and agree plan with timing for introduction of seniortraffic management structure

December2000 ü

Prepare and agree plan with timing for implementation ofmetropolitan and District management changes

December2000 ü

Prepare and agree plan for empowerment of junior ranks orconsequent augmentation of traffic patrol strength June 2001 ü

Prepare and agree method for transfer of responsibility foraccidents to traffic department and define necessary re-training

June 2001 ü

Design and co-ordinate implementation of managementinformation systems

December2001 ü

Implement the reorganisation plans December2002

Source enforcement equipment and vehicles January2001 ü

Procure enforcement equipment June 2001 ü

Advise police on management of change January2002 ü

Senior officer appointed to Liaison Officer post of NRSCSecretariat

December2000

Prepare training syllabus for management training of juniorofficers

June 2001 ü ü

Implement delivery of management training December2001

DIG and AIG’s (Traffic) attend Overseas managementcourses

2001 ü

Assist NRSC Secretariat with enforcement issues 2000onwards ü

Develop plan for future activity in sector 2003 ü



LOGICAL FRAMEWORK FOR MAANAGEMENT AND ORGANISATION COMPONENT

Narrative Verifiable Indicators Means ofVerification

Assumptions

Goal:

Build a more effective andefficient traffic policecapable of instilling safetyin road user attitude andbehaviour through themodern use of training,increased mobility,equipment and expandedpowers

Rise in accident rate halted by2002

Police accidentdata / Hospitalcasualty data

Police databecomes areliable indicatorof accident rates

Purpose:

To establish a sustainableand effective traffic lawenforcement capability inthe police

75% of vehicles complying withsafety legislation by 2004

Police monitoringstatistics

Policemonitoring isadopted

Outputs:

1. Policy making level oftraffic managementimplemented in policeHQ

2. Metropolitan andDistrict area structuresimplemented

3. Senior officerappointed to NRSC asliaison officer

4. Accident investigationfunction transferred totraffic police

5. Urban and rural staffand equipment levelsbrought up tosatisfactory level

6. Police MISimplemented

1.1 Police appoint senior officersas recommended by 2001

2.1 Police adopt recommendedmetropolitan structure by2003

2.2 Police adopt recommendedDistrict structure by 2003

3.1 Senior officer appointed toNRSC by 2001

4.1 Police / GoB adopt transfer ofresponsibility by 2003

5.1 Equipment levels increasedby 2004

5.2 Staff levels increased by2004

6.1 MIS implemented by 2002

Police annualreport

Police annualreport

NRSC / Policereports

Police annualreport

Police annualreport

Police annualreport

Police produceannual report



Changes inlegislationimplemented

Funding located/Additional postsapproved andfunded by GoB

Police adoptMIS



Narrative OVI MOV AssumptionsActivities:

1.1 Changes to management structureagreed

1.2 Existing responsibilities of DIG’srearranged

1.3 Head of Traffic appointed1.4 Management team appointed1.5 Management tem assume

responsibility for traffic

2.1.1 Management structure formetropolitan areas agreed

2.1.2 Staff identified for posts2.1.3 Staff appointed to posts2.1.4 Junior staff identified and

appointed2.1.5 Junior staff trained2.1.6 Traffic responsibility assimilated

2.2.1 Management structure for districtsagreed

2.2.2 Staff identified for senior posts2.2.3 Staff appointed to senior posts2.2.4 Junior staff identified and

appointed2.2.5 Junior staff trained2.2.6 Traffic responsibility assimilated

3.1 Responsibilities agreed3.2 Suitable senior officer appointed to

NRSC Secretariat

4.1 GoB and police agree transfer ofresponsibility for accident investigation

4.2 Affected staff trained in investigation4.3 Specialist forensic team trained4.4 Responsibility for investigation

assumed on pilot project4.5 Additional staff trained4.6 Responsibility assumed nationally

5.1.1 Equipment levels and specificationdetermined and agreed

5.1.2 Equipment procured

5.2.1 Staff levels determined and agreed5.2.2 Additional staff transferred /

recruited5.2.3 Additional staff trained for traffic

operations5.2.4 Staff begin traffic operations

6.1 Specification of MIS determined andagreed

6.2 MIS designed

Police / GoB agree tochange

Police fund post

Police / GoB agreeto change

Police / GoB agreeto change

Police agree tosecond officer toNRSC

Police / GoB agreeto changeLegislation andpolice code changedto meet requirementsTraining available forstaff

Funding located foradditional equipment

GoB agree to financeadditional posts

Training available forstaff

Police / GoB agree toimplement MISPolice collect



6.3 MIS data collection begins6.4 MIS data processed6.5 MIS data used to produce reports6.6 Action determined on the basis of MIS

suitable dataReports accurateand produced



ANNEX - 4

Proposed Staff Levels for Traffic Training School (Non-Driving)

Rank Proposed strength FunctionAddl. DIG 1 Head of Traffic Training

SP 1 Deputy Head of Traffic Training

Addl. SP 1 Chief Instructor (Non-Driving)

ASP 3 1 × Administration + 2 × Management training

Inspector 6 Sergeant and Sub-Inspector Training

MTI 1

SI 8 Head-Constable and Constable Training

Sgt 10 Head-Constable and Constable Training

ASI -

HC 1 Supervision of Constable drivers

Driver (Cons) 10 Drivers

Constable 10

AO 1 Civilian support staff

HA 1 Civilian support staff

Stenographer 2 Civilian support staff

UD 3 Civilian support staff

LD 3 Civilian support staff

MLSS 2 Civilian support staff

Cook 10 Civilian support staff

Sweeper 5 Civilian support staff

TOTAL 79



ANNEX - 5

Proposed Staff Levels for Driver Training School

Rank Proposedstrength

Function

Addl. SP 1 Chief Instructor (Driving)

ASP 1

Inspector 2 1 × Cars 1 × m/cycle supervisors

MTI 1

SI 1 Administration

Sgt 3 2 × Cars 1 × m/cycle sections

ASI -

HC 5 Supervisors for instructional staff

Driver (Cons) 2 Staff / general purpose drivers

Constable 33 Instructional staff 25 × cars 5 × m/cycle + 3 relief

HA 1 Higher Admin Assistant

UD 1 Upper Divisional Assistant

Auto-electrician 2 Vehicle maintenance

Mechanicalassistant 4 Vehicle maintenance

MLSS 1

Cook 3

Sweeper 2

TOTAL 63



ANNEX - 6

Activities of Institutional Strengthening (Training Development)


Equipmentrequired TA required

Full training needs assessment performed and reportprepared outlining current and potential training required

September2000 ü

Draft and agree post profile for Head of Traffic Trainingpost June 2000 ü

Head of Traffic Training appointed December2000

Initial and update traffic training courses designed tomeet training needs

June 2001 ü ü

Locations suitable for delivery of courses identified June 2000

Driver and rider training requirements assessed September2000 ü

Suitable staff for delivery of traffic courses identified andtrained in modern training techniques

January2001 ü ü

Produce Traffic Enforcement Manual September2001 ü ü

Initial and update traffic training course implemented December2001 ü

Suitable staff identified for delivery of driver and ridertraining

September2000

Driver and rider instructors trained Overseas to requiredstandards

December2000 ü

Produce Driver and Rider training Manuals April 2001 ü ü

Police driver and rider training implemented June 2001 ü

Management training needs identified June 2001 ü

Junior and middle management training implemented December2001 ü

Develop trainer training courses and support materials January2001 ü ü

Develop plan for long term activity 2002 ü



LOGICAL FRAMEWORK FOR TRAINING DEVELOPMENT COMPONENT


Assumptions

Goal:




Police databecomes a reliableindicator ofaccident rates

Purpose:



Police monitoringis adopted

Outputs:

1. Head of TrafficTraining Appointed

2. Initial / refresher trafficlaw courseimplemented

3. Enhanced drivingcourses implemented

4. Motorcycle coursesimplemented

5. Management trainingimplemented

1.1 Head of Traffic Trainingappointed by 2001

2.1 Courses implemented by2002




Police records

TTS Prospectus

TTS Prospectus

TTS Prospectus

TTS & Staff CollegeProspectus

Police / GoBagree appointment

TTS exists andpublishesprospectus






6. Accident investigationimplemented


TTS Prospectus TTS exists andpublishesprospectus


1.1 Draft post profile for Head of TrafficTraining

1.2 Agree post profile1.3 Select potential candidates1.4 Appoint Head of Traffic Training

2.1 Review existing traffic patrol course2.2 Recommendations adopted into

syllabus2.3 Develop refresher traffic course to

update on law and procedures2.4 Produce traffic manual for traffic

personnel2.5 Implement new traffic training course2.6 Implement refresher traffic course

3.1 Review existing driving course fortraffic personnel at Jamalpur

3.2 Agree changes to syllabus3.3 Produce driving manual3.4 Identify potential instructors3.5 Train potential instructors3.6 Senior instructors attend overseas

driving course3.7 Implement enhanced driving course

4.1 Identify requirements for motorcycletraining

4.2 Agree content and scope of syllabus4.3 Produce motorcycle manual4.4 Identify potential instructors4.5 Train potential instructors4.6 Senior instructors attend overseas

motorcycle course4.7 Implement motorcycle courses

5.1 Review existing training and identifyrequirements for management training

5.2 Develop revised management trainingsyllabus

5.3 Agree management training syllabus5.4 Select potential training staff5.5 Train training staff5.6 Implement management training

6.2 Develop forensic accident investigation

Police / GoB agreeappointment

Access to TTS granted

Necessity for refreshercourse agreed

Necessity for enhanceddriving recognised bypolice

Police permit overseastraining for selected staff

Necessity for enhanceddriving recognised bypolice


Access granted to reviewexisting managementtraining

Police agree to changes insyllabus

Accident investigation



course6.3 Agree content and scope of accident

investigation course6.4 Produce accident investigation manual6.5 Train potential trainers6.6 Senior instructors attend overseas FAI

trainers course6.7 Implement accident investigation

training

function transferred totraffic police




ANNEX - 7

Activities of National Traffic Training School


Equipmentrequired

TArequired

Land or site acquired for TTS September2000

Design specifications finalised March 2001 ü

Building work completed November2001

Equipment sourced and procured for TTS September2003 ü

Instructional and management staff transferred to TTS December2003

Instructional operations begin December2003



LOGICAL FRAMEWORK FOR NATIONAL TRAFFIC TRAINING SCHOOL COMPONENT


Assumptions

Goal:

Build a more effective andefficient traffic police capableof instilling safety in road userattitude and behaviourthrough the modern use oftraining, increased mobility,equipment and expandedpowers

Rise in accident rate haltedby 2002


Police databecomes areliable indicatorof accident rates

Purpose:

To establish a sustainableand effective traffic lawenforcement capability in thepolice


Policemonitoring isadopted

Outputs:

7. National Traffic TrainingSchool built and utilised

Traffic Training School inoperation by 2004

Police annualreport / Buildingwork

Fundingidentified for TTS


7.1 Draft specifications for TTS andequipment

7.2 Acquire suitable site for newTTS

7.3 Finalise design specifications7.4 Begin building works7.5 Agree equipment specification7.6 Complete building works7.7 Procure training and support

equipment7.8 Transfer training personnel7.9 Begin classroom operations at

site7.10 Transfer driving school staff to

new TTS site7.11 Begin driving operations at site

Suitable site located

Funding provided forbuilding

RRMP3 continues toprovide trainingequipment

Sufficient facilitiesexist for driver andmotorcycle training atnew site



ANNEX - 8

Activities of Highway Patrol Development


Equipmentrequired TA required

Pilot roads selected and agreed September2000 ü

Vehicles and equipment procured January2001 ü

Equipment installed into vehicles February2001

Pilot personnel identified and trained in enforcementtechniques

January2001 ü ü ü

District management attend seminars explaining rationaleand methodology

February2001 ü

Publicity campaign designed and delivered announcinglaunch of Highway Patrol March 2001 ü

Operations on pilot sectors begins March 2001 ü

Accident investigation responsibility assumed for pilotroads

April 2001 ü

Evaluate pilot project September2001 ü

Prepare and agree plan for national implementation ofHighway Patrol

September2001 ü

Recruit national Highway Patrol staff October2001

Train Highway Patrol staff January2002 ü ü

Implement national Highway Patrol plan March 2002



LOGICAL FRAMEWORK FOR HIGHWAY PATROL COMPONENT


Assumptions

Goal:




Police databecomes a reliableindicator ofaccident rates

Purpose:



Police monitoringis adopted

Outputs:

1. Nationalimplementation ofhighway patrols

2. Publicity programmeconducted

3. Accident investigationfunction assimilated byhighway patrols

4. Effective monitoring ofenforcement activityset up

1.1 Police patrols operating on allmajor highways by 2004

2.1 90% of drivers on highwaysaware of speed and alcohollimits by 2004

2.2 90% of drivers on highwaysaware of road user rules by2004

3.1 All accidents on highwaysinvestigated by traffic policeby 2004

4.1 Police activity monitoring setup by 2002

4.2 Monitoring accepted ascomponent of police MIS by2003

Consultant report /police report

Sample surveysconducted

Sample surveysconducted

Police reports /change inlegislation andprocedure

Police annualreport

Police annualreport

Police records

Production ofreport adopted bypolice

Production ofreport adopted bypolice




1.1 Select pilot roads1.2 Agree pilot proposals1.3 Procure pilot vehicles and equipment1.4 Install equipment in vehicles1.5 Select pilot personnel1.6 Train plot personnel1.7 Start operations on pilot1.8 Evaluate pilot project1.9 Plan national implementation plan1.10 Recruit additional personnel1.11 Train additional personnel1.12 Procure equipment1.13 Implement national plan

2.1 Appoint publicity agency / specialist2.2 Design programme2.3 Perform programme2.4 Conduct surveys2.5 Publicise results

3.1 Selected personnel trained for pilotphase

3.2 Accident investigation functiontransferred to pilot phase

3.3 Additional personnel trained in eachDistrict and city

3.4 Accident investigation functionassumed nationally

4.1 Agree monitoring requirements4.2 Design collection procedures4.3 Implement pilot data collection in pilot

highway patrol areas4.4 Amend Police Code if necessary for

national implementation4.5 Begin national data collection4.6 Produce management reports

Documents

Government of The People’s Republic of Bangladesh Ministry ... · Proposed Project for Institutional Strengthening and training of Traffic Police in Bangladesh 3 PoliceProposal