DRAFT PROJECT SUBMISSION · RRMP3 – Institutional Development Component Draft Bangladesh National...

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

Third Road Rehabilitation and Maintenance ProjectInstitutional Development Component 3

December 2000

BANGLADESH NATIONAL ROAD SAFETYMANAGEMENT PROGRAMME

DRAFT PROJECT SUBMISSION

December 1999

RRMP3 – Institutional Development ComponentDraft Bangladesh National Road Safety Management Programme

RS Management Programme16/01/2000

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Contents

1 SUMMARY AND RECOMMENDATION ......................................................................... 1

1.1 PROGRAMME OBJECTIVES AND APPROACH............................................................................ 11.2 DRAFT LOGICAL FRAMEWORK .............................................................................................. 4

2. INTRODUCTION.................................................................................................................. 7

2.1 BACKGROUND ....................................................................................................................... 72.2 ISSUES ................................................................................................................................... 82.3 THE ROAD SAFETY MANAGEMENT PROGRAMME .................................................................. 8

3. INSTITUTIONAL FRAMEWORK..................................................................................... 9

3.1 INTRODUCTION ...................................................................................................................... 93.2 NRSC ................................................................................................................................. 103.3 ROAD SAFETY SECRETARIAT ............................................................................................... 113.4 ROAD SAFETY BOARD ......................................................................................................... 12

4. MANAGEMENT PROCESS .............................................................................................. 12

4.1 PLANNING ........................................................................................................................... 124.2 COMMITMENT AND AWARENESS RAISING............................................................................ 134.3 FINANCING .......................................................................................................................... 144.4 COORDINATION OF IMPLEMENTATION.................................................................................. 154.5 MONITORING ....................................................................................................................... 164.6 EVALUATION AND RESEARCH.............................................................................................. 16

5. BENEFITS ............................................................................................................................ 16

6. POLICIES............................................................................................................................. 17

7. IMPLEMENTATION OF ROAD SAFETY PROJECTS................................................ 17

8. APPRAISAL ISSUES .......................................................................................................... 18

8.1 INSTITUTIONAL AND TECHNICAL ......................................................................................... 188.2 ECONOMIC AND FINANCIAL ................................................................................................. 208.3 ENVIRONMENTAL ................................................................................................................ 208.4 SOCIAL ................................................................................................................................ 20

9. EVALUATION..................................................................................................................... 21

9.1 BEST PRACTICE ................................................................................................................... 219.2 INDICATORS......................................................................................................................... 21

10. IMPLEMENTATION.......................................................................................................... 21

10.1 MANAGEMENT ARRANGEMENTS ......................................................................................... 2110.2 TIMING ................................................................................................................................ 2210.3 INPUTS................................................................................................................................. 2210.4 CONTRACTING AND PROCUREMENT..................................................................................... 2210.5 ACCOUNTING....................................................................................................................... 2210.6 MONITORING ....................................................................................................................... 23

11 RISKS AND UNDERTAKINGS......................................................................................... 23

11.1 RISKS .................................................................................................................................. 2311.2 UNDERTAKINGS................................................................................................................... 25



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Annexes

1. Other Projects with Safety Components by Sector2. Progress in Road Safety Activities in Bangladesh (1995-1999)3. Membership and Terms of Reference for National Road Safety Council4. Organisation and Duties of Road Safety Secretariat5. RSS Funding under RRMP36. Draft National Road Safety Strategic Action Plan 1999-20027. Estimated RSS Technical Assistance and Running Costs

Acronyms and Abbreviations

ADB Asian Development BankBRTA Bangladesh Road Transport AuthorityDANIDA Danish International Development AgencyCEO Chief Executive OfficerDCC Dhaka City CorporationDFID Department for International Development (UK)DMP Dhaka Metropolitan PoliceDNFE Directorate of Non Formal EducationDP Development PartnerDRSC District Road Safety CommitteeDSM Design Supervision and MonitoringDUTP Dhaka Urban Transport ProjectGDTPCB Greater Dhaka Transport Planning and Coordination BoardGoB Government of BangladeshGRSP Global Road Safety PartnershipGTZ German Technical CorporationIDC Institutional Development ComponentLGED Local Government Engineering DepartmentMAAP Microcomputer Accident Analysis PackageMLGRD Ministry of Local Government and Rural DevelopmentMoC Ministry of CommunicationsMoE Ministry of EducationMoH Ministry of HomeMoI Ministry of InformationNDF Nordic Development FundNGO Non Governmental OrganisationNRSC National Road Safety CouncilNRSSAP National Road Safety Strategic Action PlanRHD Roads and Highways DepartmentRRMP Road Rehabilitation and Maintenance ProjectRSD Road Safety Division (of RHD)RSS Road Safety SecretariatSTP Strategic Transport PlanSWRP South West Roads ProjectTA Technical AssistanceToR Terms of ReferenceTWG Technical Working Group



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BANGLADESH ROAD SAFETY MANAGEMENT PROGRAMME

DRAFT PROJECT SUBMISSION

1 SUMMARY AND RECOMMENDATION

1.1 Programme Objectives and Approach

1.1.1 In Bangladesh there has been growing concern about the serious problem ofroad crashes with road deaths doubling in the three years from 1995 to 1997to an all time high of 3,162 lives lost. With the continued growth in road trafficat over 8 per cent per annum and expansion of the road network, roadcrashes are likely to increase. They will continue to cause serious hardshipespecially for the poor and place an unacceptable burden on both the Nationaleconomy and the scarce health care facilities of Bangladesh unless promptand serious actions are taken. The Bangladesh Road Safety ManagementProgramme has been developed to arrest this trend.

1.1.2 The crash problem and its solution is complex as there are many contributoryfactors and a number of stakeholders. However maximum benefits are likely ifimprovements are directed at pedestrians, professional drivers, bus conditionand road facilities which protect the vulnerable road users. The way ahead isto implement an integrated and coordinated programme of improvementstargeted at these groups or sectors.

1.1.3 Road safety is the responsibility of many agencies and its centralmanagement is vital to its success. In relation to road safety management, aNational Road Safety Council (NRSC) was created and the basis of a RoadSafety Secretariat (RSS) formed in the Bangladesh Road Transport Authority(BRTA). Also a comprehensive multisectoral National Road Safety StrategicAction Plan (NRSSAP) was launched targeting nine sectors of road safetyactivity.

1.1.4 Several of the targets under the NRSSAP have not yet been achieved. Themain reasons for this were:

• The framework for coordinating the NRSSAP not being powerful enough topush implementing agencies to meet their targets;

• Implementing agencies having inadequate capability and resources; and• The lack of road safety awareness and commitment by the involved

agencies.

1.1.5 Other management problems related to difficulties in coordinating foreignfunded safety components leading to inefficient allocation of resources and allDevelopment Partners (DPs) are keen to see a more co-operative andintegrated approach adopted.



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1.1.6 A Programme is therefore proposed with the goal of achieving the Nationalcrash reduction targets by strengthening the framework and agencies formanaging road safety improvements. It focuses on improving the capacity ofthe NRSC and RSS, as the core agencies responsible. The Programme will bebased on a needs assessment of the institutional and procedural requirementsfor effective management of road safety.

1.1.7 The Programme will not directly address the capacity problem of theimplementing agencies (for example, BRTA and the Police) but it will facilitatethe preparation and execution of a balanced programme of road safetyimprovements including technical assistance aimed at improving theperformances of these agencies. Technical Assistance (TA) projects aimed atstrengthening the performance of key organisation such as the Police shouldnot be conditional upon this Programme starting but should go through theexisting management framework. Proposals for improving the capacity of thePolice and the BRTA are available from the RSS.

1.1.8 The Road Safety Management Programme was developed under IDC3 andaims to strengthen the management of road safety throughout Bangladesh.The Programme will build on the existing management framework andimprove its capacity to develop and monitor viable multisectoral plans withstrong sector ownership and commitment. The approach will improve themanagement process of planning, consultation, approval, financing,coordination, monitoring, evaluation and awareness raising and strengthenthe management capability of the NRSC and RSS. The creation of a RoadSafety Board is also proposed to create a more frequent interaction betweenthe central management agencies and the participating sectors but withrepresentation at a high enough level to provide the influence required.

1.1.9 The Programme builds on the important foundations of work funded by DFID.The TA inputs are planned to run for 3 years, starting not later than thebeginning of 2001, and will cost an estimated US$1.33million. This compareswith an estimated National road crash cost figure, over the same period, ofaround US$ 420 million.

1.1.10 The expected benefits are:

• Improved implementation of National road safety plans and policies;• Improved planning and, coordination and monitoring of road safety actions

and DP support;• Improved commitment, cooperation and support from government and non-

government stakeholders;• Improved awareness of road safety problems and greater public demand

for safer road transport; and• Improved financing mechanisms and more efficient allocation of funds.

1.1.11 The Programme supports the Bangladesh policy of providing safer roadtransport, it relates closely to DP objectives of sustainable improvements inservices for the poor and aims to encourage private and public participation.



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Its activities and outputs are driven by management section of themultisectoral NRSSAP which has been developed in consultation with theconcerned sector stakeholders.

1.1.12 Several donors have already included road safety components in theirprojects, but these components are not coordinated and tend to address thesymptoms rather than the cause (see Annex 1). A focus on institutionalcapacity building and strengthening the core coordinating capacity of the RSSacting through the NRSC are therefore vital to the success of Bangladesh’sNational road safety programme and achieving safer road access andtransport for all.



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1.2 Draft Logical FrameworkNarrative OVI MOV Risks/Assumptions

Goal:1. GoB and private sectorable to provide a safer roadtransport systemparticularly for thevulnerable road users

1.1 Rise in road crashcasualty rate halted by20021.2 Death rate forpedestrians down 10 percent within 4 years of startof Programme1.3 National Road SafetyPlan road crash reductiontargets met on schedule

Police(MAAPfive)andHospital roadcrash statistics

Governmentpopulation andsocio-economicstatistics

Assumption thatallowance is madefor rise due toincreased/improvedcrash and casualtyreporting

Purpose:Road safety improvementsincluding technicalassistance projectsimplemented effectively

1. 80% of National Planprogramme achieved onschedule

2. 80 % of fundsidentified in road safetyplan available andutilised on schedule

RSS progressreports

1. National policies,plans and regulationslead to effectiveimprovements, withpredicted crash andinjury benefits

2. Road transportsector performs aspredicted

3. Public and allstakeholderssufficientlycommitted tochangesimplemented

Outputs:1. NRSC, Road safetyBoard and RSS establishedwith sufficient capacity tomanage road safety

1.1 Needs assessmentcompleted within first 6months of Programme

1.1 Programmereport

1. RSS permanentlystaffed and fundedindependent fromRRMP3

1.2 Road Safety Boardestablished within first 6months of Programme

1.2 GoB orderand gazette

2. RSS staff haveappropriate skills forwork

1.3 NRSC and Boardrepresented at agreedlevel

1.3 NRSC andBoard minutes

1.4 RSS staffed toagreed levels and trainedto skill levels required

1.4 Programmereports

1.5 Organisations’responsibilities andfunctions clarified andagreed by all parties

1.5Organisationcharter andfunctiondocuments

3. NRSC and RSSsufficiently powerfulto obtain cooperationof other stakeholders

4. Stakeholderssufficientlycommitted to obtainfunds and fulfil theirobligations

1.6 RSS provided withequipment and facilities torequired level

1.6 Progressreports



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Narrative OVI MOV Risks/Assumptions2. Sustainable capabilityestablished for developingroad safety plan led byNRSC and RSS withcollaboration of allstakeholders

2.1 Five Year RoadSafety Development Planand annual plansprepared with contributionfrom participating sectorsby December 2001

2.1 GoBpublication andProject Reports

2.2 Plans target problemsof vulnerable road users

5. GoB continues tosupport road safetyplans and fundingrequirements

6. Planned actionskeep within capacityof stakeholderorganisations

2.3 Plans supported andapproved by majority ofstakeholders (NRSC andBoard members)

3. Adequate financing andapproval processestablished

3.1 Procedures approvedby GoB and NRSC withinfirst year of project andimplemented in 5 YearPlan

3.1 ProgrammeReports GoBfinancial reports

7. TechnicalAssistance (TA) forimproving capacityof stakeholderorganisationsdelivered onschedule

3.2 Road safety fundoption examined and, ifapproved, established in 5year development plan

3.2 Programmereports and Boardreports

8. GoB and recipientorganisationssupport centralmanagement of TAprojects

4. National Road SafetyProgramme effectivelycoordinated

4.1 90 % of participatingsectors complete sectorcontributions to 5 Yearand annual plansincluding submission forfunding

4.1 NRSC/RSSprogress reportsand ProjectReports

9. DPs support andcomply with GoBcentral managementprocedures

4.2 Procedures formanaging foreign projectsagreed within 6 months ofproject start and adopteduniversally thereafter

5. Sustainable monitoringcapability established

5. Board and agreedagencies monitorprogress monthly andproduce summary reportsand minutes of actionsrequired

5.1 Board/RSSprogress reportsand ProjectReports

6. Road safety awarenessraised and commitmentimproved

6.1 80% of NRSC GoBmembers sendrepresentatives atSecretary level or higherto all NRSC meetings

6.1 NRSCminutes

6.2 RSS write at least 1press release or articlemonthly

6.2 Appearancerate in media



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Narrative OVI MOV Risks/Assumptions6.3 RSS organise 1National publicitycampaign annually

6.3 Campaignmaterials andreport

6.4 RSS produce andcirculate quarterlynewsletter

6.4 RSSprogress reports

6.5 National road safetyseminar held annually

6.5 Seminarproceedings

6.6 National casualtyreport publicised annually

6.6 RSS/Policepublication

6.7 80% of funds forimplementation approvedand provided on schedule

6.7 Board/RSSprogress reportsand projectreports

7. Road safety actionsevaluated and planmodified accordingly

7.1 Crash informationsystem upgraded with90% accuracy

7. RSS reportand projectreports

7.2 Evaluationprogramme prepared andimplemented by projectend



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2. INTRODUCTION

2.1 Background

2.1.1 In Bangladesh, where there is considerable under reporting, road crashfatalities doubled in the three years from 1995 to 1997 to an all time high of3,162 lives lost. The true number of deaths may be more than double thisfigure as the statistics rarely include the victims who die after being taken fromthe scene. At over 60 deaths per 10,000 vehicles, the fatality rate is now oneof the highest in the world. It is estimated that these road crashes also injureat least 40,000 people annually and clearly they cause considerable hardshipespecially for the poor.

2.1.2 With the continued expansion of the road network and growth in road traffic atover 8 percent per annum, road crashes are likely to increase. They willcontinue to cause serious hardship and place an unacceptable burden on boththe National economy and the scarce health care facilities of Bangladesh,unless prompt and serious actions are taken.

2.1.3 In the last few years there has been a growing awareness of the road safetyproblem in Bangladesh and road crashes now feature in the newspapers daily.In response to increased concern, DFID initiated a programme of technicalassistance under the Institutional Development Components (IDC) of theRoad Rehabilitation and Maintenance Projects 2 and 3 (RRMP).

2.1.4 The road safety inputs through IDC have achieved some success indeveloping basic building blocks that will enable future road safety activity tobe undertaken in Bangladesh in a sustainable manner. Main institutional andtechnical improvements to date have included:

• Establishment of National Road Safety Council (NRSC);• Establishment of Road Safety Secretariat (RSS) of the NRSC at BRTA;• Production of a multisectoral NRSSAP (1997 – 1999), and an updated

draft NRSSAP 1999 – 2002;• Establishment of Road Safety Division at Roads and Highways Department

(RHD) and a strengthened road safety engineering capability in RHD andother organisations; and

• Introduction of MAAP crash and casualty database and improvements topolice crash recording system.

Further details of Road Safety Activities are given in Annex 2.

2.1.5 In addition, programmes of road safety engineering improvements havecommenced under other foreign aided projects (ADB, World Bank, DANIDAetc), and new road schemes are being safety audited, with support from theRHD. The NRSC launched its first National road safety publicity campaign inBangladesh in December 1999, targeting pedestrians, with some technicalassistance from IDC3.



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2.2 Issues

2.2.1 The production of the NRSSAP and the setting up of the NRSC and the RSSwere major steps forward in enabling road safety actions to be implemented.However, several of the targets under the current NRSSAP have not yet beensatisfactorily achieved. This is mainly due to:

• The framework for coordinating the NRSSAP not being powerful enough topush implementing agencies to meet their targets;

• Implementing agencies having inadequate capability and resources; and• The lack of road safety awareness and commitment by the involved

agencies.

2.2.2 In recent years, Bangladesh has seen a number of road safety componentsattached to other projects. There is a tendency for these interventions to beuncoordinated without any central policy and to be stop-gap measures ratherthan focussing on improving sustainable capacity.

2.2.3 Achieving a safer transport system will not be easy. A core managementframework raising the level of commitment and encouraging and organisingthe main stakeholders to meet their targets is a pre-requisite to makingsignificant changes in the major implementing organisations. This Programme,therefore, focuses on strengthening this management framework andestablishing the NRSC, the Board and the RSS as the sustainable core of theplanning and coordination process. The resulting policies and plans shouldthen pave the way for a balanced and integrated programme of road safetyaction supported by coordinated inputs of Technical Assistance (TA). Theeffective implementation of these plans and policies is the key to achieving thegoal of safer road transport particularly for the vulnerable.

2.3 The Road Safety Management Programme

2.3.1 The Road Safety Management Programme has been developed to addressthe above deficiencies. The two main considerations within the Programmeare the institutional framework and the management process. While there areobviously many cross-linkages between the two, they are dealt with separatelyin sections 3 and 4 of this report for ease of explanation.

2.3.2 The institutional framework for road safety management has been examinedin terms of the requirements for:

• An effective organisational structure;• The responsibilities and functions of each of the main institutions; and• Adequate resourcing.



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2.3.3 In terms of the management processes, the following are necessary:

• Planning;• Commitment and awareness raising;• Financing;• Coordination of implementation;• Monitoring; and• Evaluation and research.

2.3.4 The outputs of the Programme are detailed in the logical framework containedin section 1.2.

3. INSTITUTIONAL FRAMEWORK

3.1 Introduction

3.1.1 In most countries road safety responsibility is shared by a number of traditionalgovernment sectors with one or more organisations taking the leadresponsibility for developing and managing the National policy and plans.Often the lead agency is the Ministry with the greatest proportion of dutiesrelating to road safety, for example, a Ministry of Transport. Typically theseMinistries have difficulty in coordinating and managing the safetyresponsibilities of the other concerned Ministries and non-governmentagencies.

3.1.2 One way of improving the coordination of the various agencies is to set upRoad Safety Councils or Committees to bring together all the stakeholders forplanning purposes and to manage implementation in a coordinated andintegrated manner. These Councils usually have a supporting organisation,sometimes referred to as a Secretariat, who lead the preparation of themultisectoral plan and monitor and facilitate its implementation by theresponsible agencies. This is the model which has been adopted inBangladesh.

3.1.3 Currently there are two core organisations responsible for preparing Nationalpolicy on road safety and ensuring its implementation. These are the NRSCand the RSS. The NRSC acts as a high level committee for approving anddriving the National policy and plans forward. The RSS is a permanentgovernment unit established in the BRTA and it provides the day to daysupport for plan preparation, coordination, monitoring, evaluation andawareness raising. The proposed institutional structure for improvedmanagement of road safety in Bangladesh is shown in Figure 1.

3.1.4 A new third organisation, the Road Safety Board, is recommended to providemuch more frequent interaction between the policy setting core and theparticipating organisations. The agencies with a responsibility or concern forroad safety improvements are represented in the NRSC and it is



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recommended that they are similarly represented in the Road Safety Boardbut at Joint Secretary level.

Figure 1: Road Safety Institutional Framework

3.1.5 More details about the functions, responsibilities and resources of the NRSC,the Board and the RSS are given below.

3.2 NRSC

3.2.1 The NRSC is headed by the Minister of Communications and includes highlevel representatives of all concerned Ministries. About one third of the NRSCmembers represent non-government agencies. It was created by Governmentorder in 1995, and its list of members and terms of reference (ToR) are shownin Annex 3. The functions stated in its ToR are now out of date and needrevising. It is recommended that the main functions of the NRSC should be to:

• Direct the preparation and management of the National Policy and theRoad Safety Programme;

• Approve the National Policy and Programme; and• Ensure the delivery of the Policy and Programme across all sectors.

National Road Safety Council

Chairperson

Members

Member Secretary

Ministry of Communictions

Minister

BRTA(Chairperson)

RHD

Admin Engineering Road Safety Secretariat

Chief Executive Officer

Officers and support

Road Safety Board

Chairperson

Member Secretary

Other Government, Non Government and Private Sector

Partners

Operators

Insurance

Police

BRTA

Education

Health

NGOs

District Road Safety

Councils

ManagerGovernment, Non Government and Private Sector

Partners atLocal Level

Others



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3.2.2 There will be some overlap between these proposed responsibilities and thoseof the BRTA and these will need to be clarified.

3.3 Road Safety Secretariat

3.3.1 The RSS was created in 1997 but its position in the BRTA and staffingarrangements are only now (December 1999) being finalised. Although itsposition in BRTA may constrain its ability to direct and influence the otherbodies with road safety responsibility it allows it to :

• Be staffed by Government officers;• Be given Government authority and powers; and• Receive and disburse Government and Development Partner (DP) funds.

3.3.2 The proposed responsibilities of the RSS relate to:

• Policy, planning and coordination;• Monitoring, crash/casualty data and research; and• Road safety awareness, publicity and education.

3.3.3 The RSS also has coordinating links with the District Road Safety Committees(DRSCs) who in turn have representatives from the concerned agencies atlocal level. This structure provides the planning continuity between theNational and the local level. These DRSCs have only recently been set up andthey need strengthening and guidance through demonstration projects.

3.3.4 Currently it is proposed that the RSS will be subdivided into two divisions andthe proposed organisation and suggested duties are shown in Annex 4. Theorganisation and duties need to be reviewed on the basis of a needsassessment taking into account the roles of the other core managementorganisations.

3.3.5 Ideally the RSS should have the status of a Directorate headed by a ChiefExecutive Officer (CEO) and a Manager who have sufficient seniority to dealwith senior representatives of other agencies. It is recommended that the CEOpost is filled by a very experienced official from outside the GovernmentService to ensure that someone with the appropriate skills is appointed. TheCEO post is not yet approved but there are 20 other staff posts agreed underthe Development Fund in RRMP3 for 5 years (see Annex 5). It is likely thatone of these staff will be from BRTA and two will be engineers from RHD.Many of the posts are for support staff and the staffing requirements will bereviewed in the needs assessment study. This will determine the qualificationsand skills needed for effective road safety management and take into accountgender issues.

3.3.6 RRMP3 also provides funding for office space, equipment, vehicles andrunning costs (see Annex 5). Further assistance for road safety publicity isalso planned under the ADB funded South West Roads Project.



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3.4 Road Safety Board

3.4.1 This new organisation has been proposed to provide a powerful and morefrequent road safety management function than can be met by the NRSC. It isrecommended that it is headed by the Chairman of the BRTA with a similarbreadth of representation of the concerned sectors as the NRSC. For GoBorganisations it is proposed that the representatives are at Joint Secretarylevel.

3.4.2 The main functions of the Board still need to be determined in relation to theresponsibilities of the other organisations, however, it is proposed that theyfocus on:

• Coordinating the planning and implementation process and providing thehigher level monitoring service through monthly progress meetings;

• Advising sector representatives on the suitability of their plans and thebudgets required;

• Managing Technical Assistance (TA) projects; and• Establishing road safety funds and incentives for successfully implemented

plans and managing their disbursement.

3.4.3 There is a wide range of options for managing TA projects from developingproposals and negotiating DP initiatives, to acting as the manager for theallocation and disbursal of a pool of safety funds from DPs. The final choice ofoptions needs to be reviewed in the light of the capabilities established in theRSS and the Road Safety Board.

3.4.4 Additional TA is required for improving the process and procedures of roadsafety management in Bangladesh and for training and guiding the RSS andthe other core organisations in the improved road safety managementprocess.

4. MANAGEMENT PROCESS

4.1 Planning

4.1.1 One of the main requirements for bringing together the activities of all theconcerned sectors under one umbrella programme is the preparation of anintegrated plan and policy of prioritised actions. In Bangladesh the firstNational Road Safety Strategic Action Plan (NRSSAP) was prepared andlaunched in 1997. It was produced with the help of seven Technical WorkingGroups (TWG) and advisors under IDC. Only a few of the NRSSAP actionswere achieved and the process of preparing the plan needs to be improvedand established on a sustainable basis.

4.1.2 The NRSSAP covered nine sectors of activity. These main activity sectorsmore or less matched with the organisational sectors responsible, but someactivities came under the responsibility of more than one organisation, for



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example, publicity needed inputs from the RSS, the District Road SafetyCommittees (DRSCs), Ministry of Health (MoH) and Ministry of Information(MoI). The nine sectors and the key implementing agencies are shown below.

Table 1: Responsibility for NRSSAP Activity Sectors

Activity Sector Main Organisations Responsible1. Road safety management NRSC and RSS2. Accident data system Police and MoH3. Road engineering RHD, LGED, City Corporations4. Traffic legislation BRTA5. Traffic law enforcement Traffic Police6. Driver training and testing BRTA, driving schools and transport operators7. Vehicle safety BRTA and vehicle owners/operators8. Education and publicity MoE, DNFE, RSS, NGOs, MoH, DRSCs9. Medical services MoH, NGOs

4.1.3 In the preparation of the first NRSSAP the TWGs prepared their own sectorportion of the plan and submitted it to the NRSC for approval. There was littleconsultation with other members of their stakeholder group and little or noconsultation beyond the members of the NRSC. The procedures forconsultation, approval and financing are not well defined and these will needto be clarified and improved in the Programme with a provision for publicconsultation.

4.1.4 Under the new proposed institutional structure for managing road safety, theNRSSAP would be the responsibility of the Road Safety Board. The Boardwould direct and steer the development of the plan including prioritisation andquality control. The RSS would be responsible for providing information onexisting road safety projects and the activities of other sectors, technicaladvice on good practice and for producing the document. A draft revisedNRSSAP is included in Annex 6.

4.2 Commitment and Awareness Raising

4.2.1 The commitment of the major stakeholders is vital to achieving a viableNational road safety programme. The Management Programme will assist theNRSC, the Board and RSS to develop the capacity to raise stakeholder andpublic awareness to create a demand for safer road transport.

4.2.2 Although in most areas of activity, the RSS are simply responsible forcoordinating the inputs of other organisations, they also have an important rolein undertaking selected programmes of activity. This is particularly the case inthe field of road safety education and publicity as there is no one centralorganisation (apart from the RSS) with overall responsibility in this area. TheRSS, as the National centre for road safety, will need to develop and organiseNational publicity campaigns aimed at a particular road user behaviour. Thiscan be done in association with other Government departments and theprivate sector. They will also be required to undertake general awarenessraising activities, such as production of a newsletter, seminars and talks,



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lobbying decision makers, and writing press releases and articles for themedia.

4.2.3 The DRSCs also have a role to play in developing local awareness raisingprogrammes at grass-roots level.

4.3 Financing

4.3.1 One of the key issues for the successful management of road safety is thefinancing of the road safety programme. Funding options include:

• Routine GoB budgets in each sector;• Central GoB road safety fund;• Private sector funds; and• Foreign TA funds

4.3.2 Currently in Bangladesh, all these options are used except for the second, thatis a dedicated road safety fund. These funds are not managed centrally andthe process of obtaining the necessary funds for action is not clearlyunderstood. This leads to under funding for some actions which means thereis no implementation, or even possible over funding in some areas particularlywhere TA components have not been coordinated centrally.

4.3.3 The NRSSAP will provide the central means for coordinating activities and thebudgets required and it should be used to direct the responsible implementersto the appropriate funding mechanism.

4.3.4 Sectors which require GoB funding to implement road safety improvementsshould make greater use of their line budgets. For example the MoC hasagreed to the allocation of 2% of the maintenance budget for road safetyengineering measures and the Zones should be submitting road safetyschemes for annual funding.

4.3.5 The RSS as a newly established Government organisation will need anoperational budget for its awareness raising and dissemination programmeand this will need to be estimated and established in the near future.

4.3.6 Central road safety funds are generally recommended as useful for providingadditional budgets to help sectors deliver priority improvements when theyhave an inadequate annual budget. They also act as an incentive for roadsafety improvements as they can increase the total resources available in asector. Other countries have arranged for levies from say fuel sales, insuranceor driving licences to be paid into a road safety fund and, typically,disbursements are managed by a Board.

4.3.7 Foreign TA and private sector funds could also be paid into the road safetyfund and this would enable strong central control of the road safetyprogramme with budgets being provided for the priority requirements identified



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in the NRSSAP. Although this model is ideal, in practice there may be someresistance from:

• The Finance Ministry who are likely to be reluctant to release centralcontrol;

• The individual sectors who would prefer a direct relationship with DPsproviding foreign aid; and

• The Private Sector who want have a direct say in where their money isspent.

4.3.8 In Bangladesh the Road Safety Board could be the manager of the proposedRoad Safety Fund. However, the whole issue of a Road Safety Fund and itscontrol needs to be looked at in the light of GoB financing policy. The issue ofa Road Fund has already been raised in Bangladesh and although it receiveda favourable reception, it is unlikely that the GoB will implement it in the shortterm.

4.3.9 It is recommended that the setting up of a Road Safety Fund is investigatedunder the proposed TA for this programme but that it should take into accountprogress on the establishment of a Road Fund. It may also be possible for aSafety Fund to be operated as part of a Road Fund.

4.3.10 TA funds tend to be managed directly by one recipient Ministry but for amultisectoral road safety programme, the central control of TA funds by saythe Road Safety Board is likely to ensure efficient management of the wholeprogramme. Again there may be resistance to this approach by the GoB andthe central management of DP funds should be explored in the proposed TAfor this Programme. Even if it is not possible to channel all TA funding requiredthrough the Board (or RSS) it is essential that the core road safetymanagement agencies are involved in the negotiation and approval of all roadsafety TA projects.

4.4 Coordination of Implementation

4.4.1 The RSS will be responsible for maintaining a register of details about ongoingand proposed road safety projects and components at both National and locallevel. Agencies undertaking road safety activities will be encouraged to informthe RSS of their plans, even where they are additional to the NRSSAP. Thiswill enable a coordinated National Road Safety Programme to beimplemented, and is not intended to be a blocking mechanism. Activities inother implementing agencies should be encouraged to proceed. However, aneffective coordination system will allow new initiatives to be included in futureplanning and allow re-allocation of funding if appropriate. The different roadsafety actions need to be coordinated and monitored centrally in order to avoidduplication of effort and waste of resources.

4.4.2 One reason for several actions under the existing NRSSAP not beingimplemented was the lack of ownership of the sector plans by the responsibleagencies. The mechanisms for converting plans into a programme of action



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will be improved under the Programme. The most likely way forward is foreach responsible agency to prepare a more detailed implementation proposaland budget which it submits through its normal approval channels.

4.4.3 Coordination of activities is especially important where several donor fundedprojects include similar activities (for example, strengthening the Police orBRTA, or undertaking road safety publicity). DPs should be encouraged toconsult with the RSS and to obtain approval from the Board, in the earlystages of project planning and preparation.

4.4.4 As well as integration and effective planning of road safety across the differentsectors, there is a need to ensure that there is vertical coordination. Thismeans that, in addition to the Board and RSS ensuring that road safety plansand activities undertaken by different Ministries or organisations at Nationallevel are coordinated, they also ensure that local organisations follow thesame policies.

4.5 Monitoring

4.5.1 During the implementation stage of NRSSAP the NRSC met infrequently tomonitor progress and the RSS had no full-time staff. In the new Programme,procedures will be established for regular monitoring by the Board and theRSS.

4.5.2 The composition of the Board should ensure that members have the authorityand status to monitor progress within their own organisations and to requestinformation from other organisations. The Board should also be powerfulenough to resolve any delays. Change control procedures for revising andapproving amendments to the plan will need to be put in place to deal withsituations where delays cannot be resolved.

4.6 Evaluation and Research

4.6.1 The crash reduction effectiveness of activities and measures is uncertainunder Bangladesh conditions and the Programme will set up an evaluationprogramme which will provide feedback to enable the concerned agencies torefine their plans.

4.6.2 In order to undertake such research, it is essential that the availability andaccuracy of crash and casualty data continues to be improved. Furtherresearch into crash costs will enable cost-benefit analyses to be conducted.

5. BENEFITS

5.1.1 The direct benefits of strengthening the road safety management frameworkand core institutions through the Road Safety Management Programme willinclude:



17

• Improved development of National road safety plans and policies;• Improved planning, coordination and monitoring of road safety actions and

DP support;• Improved commitment, cooperation and support from government and non-

government stakeholders;• Improved awareness of road safety problems and greater public demand

for safer road transport; and• Improved financing mechanisms and more efficient allocation of funds.

5.1.2 These benefits should, in turn, result in improvements in implementation, butthese will require major institutional strengthening of the key agencies.

6. POLICIES

6.1.1 The proposed stand-alone Road Safety Management Programme aims toachieve National crash reduction targets by strengthening the framework formanaging road safety improvements. It closely identifies with the NRSSAP’sgoal of “reducing the unacceptably high toll of deaths and injuries on thecountry’s roads”.

6.1.2 Road safety has clearly become a key issue in GoB road transport policy andit is evident in the following documents and statements:

• Draft Surface Transport Policy (1999): This document specifically mentionsone of its aims as being “to realise on a priority basis the road safetyactivities recommended by NRSC in order to reduce road accidents”;

• Dhaka Metropolitan Police corporate plan (1996): One of the goals statedas “To make city roads safer for road users”; and

• BRTA Charter: One of it’s main functions is stated as “to deal with safety ofroad users and taking remedial measures for prevention of road accidents”.

6.1.3 The improved management of road safety will assist GoB achieve its goal ofsafer road transport, and National policies and plans will focus on improvingsafety, especially for the vulnerable. These safety improvements rely onactions beyond the direct control of this Programme but the Programmepurpose and goal support DFID’s and other DPs’ objectives of providing betterservices for the poor by targeting the most vulnerable road users.

6.1.4 The strengthening of partnerships with Government, private sector and NGOsthrough the Programme is also in line with general development strategy.

7. IMPLEMENTATION OF ROAD SAFETY PROJECTS

7.1.1 This Programme focuses on providing the core central managementframework for planning, coordinating and monitoring road safety actions inBangladesh. This is necessary but not sufficient for successful developmentand implementation of the NRSSAP. In particular the key implementing



18

agencies have to change their performance if a real impact is to be made oncrash and injury reduction.

7.1.2 The concerned agencies have different levels of responsibility for road safetyand their potential for reducing crashes or casualties also varies. In additionsome agencies devote a major share of their responsibility to road safety whileothers may only have a minor responsibility for road safety but still have asignificant contribution to make.

7.1.3 The BRTA’s functions are almost entirely focused on ensuring minimumstandards of vehicle and driver safety and most of their responsibility is roadsafety related. The Police, transport operators and owners, and roadauthorities have less responsibility within their own organisations but they stillhave a substantial road safety interest. These organisations are the keyplayers in crash and injury reduction and they need substantial institutionalstrengthening or change in order to make a significant impact on road safety.

7.1.4 In order to prepare the ground for future DP road safety initiatives, a series ofproposals were prepared under IDC3. These were aimed at providingconsiderable inputs to the major road safety organisations in order to improvetheir performance on a sustainable basis and coordinate disagregated TAactivities. The projects and their estimated costs are shown in Table 2 below.

Table 2: TA Projects and Estimated Costs

Projects Estimated costsBRTA US$ 3,000,000Traffic Police US$ 10,000,000Road accident data. US$ 400,000Road safety engineering US$ 800,000Bus services US$ 500,000

Total US$ 14,700,000

The proposal documents have been completed for all but the last project andthey are available if required from the RSS.

8. APPRAISAL ISSUES

8.1 Institutional and Technical

8.1.1 This project builds on previous road safety inputs under the InstitutionalDevelopment Components (IDC) of the Road Rehabilitation and MaintenanceProjects (RRMP) and particularly focuses on development of sustainable roadsafety management capability. There is a danger of road safety inputs byvarious DPs having limited initial impact and no long term impacts because therecipient agencies’ management and organisation structures are incompatiblewith the recommendations generated by the earlier technical assistance.

8.1.2 The approach focuses on strengthening the framework for planning,coordinating and monitoring road safety improvements and aims to build



19

sustainable improvements in the management and organisation of the NRSCand the RSS. The inclusion of an additional management level (i.e. the RoadSafety Board) will enable better management of the road safety function. Theeffectiveness of the proposal should be viewed in the context of thesuccessfulness of similar arrangements elsewhere in GoB. Considerations offinancing mechanisms will also be required, in order to gradually reduce thereliance on foreign funding.

8.1.3 The main concern is that the Programme must be sustainable. Under currentstaffing for the RSS, provision has been made for a Manager, however, it isconsidered that there is also a requirement for a Chief Executive Officer withhigher authority. In the short term, it is proposed that a local consultant withrelevant background experience, and sufficient seniority, be appointed for aninitial period of five years. This will allow the RSS to be fully operational and tofulfil its responsibilities with immediate effect. It will also allow an interimperiod during which GoB procedures can be undertaken to allow the post tobe established within the Government, and a suitably qualified candidate to beidentified.

8.1.4 The institutional recommendations that have been made for improving themanagement of road safety in Bangladesh will need to be reviewed andshould be based on a needs assessment. Particular issues that will requireconsideration include, but are not limited to:

• Are the recommendations feasible within current Government staffing andinstitutional constraints?;

• Does the institutional framework proposed create another layer ofbureaucracy?;

• Are there enough human resources available and are they sufficientlyskilled in the right fields (for example, public awareness raising) to providethe level of service required?;

• Have gender issues been taken into account in the staffing of the RSS andrepresentation on both the Board and the NRSC?;

• Will the Development Fund posts be substantiated at the end of thefunding period?;

• Will the authority of the Board and the NRSC be sufficient to obtain thecooperation of other Government sectors?; and

• What legal procedures are required to ensure that the proposedorganisations can operate effectively, particularly for operating a roadsafety fund, if it is approved?

8.1.5 There is a requirement for technical skills development, particularly with in theRSS. This is best achieved by a combination of in-country TA, attendance ata recognised training course and placement in an established road safety unit(for example, in Europe) to gain practical experience.



20

8.2 Economic and Financial

8.2.1 There is currently limited data about the exact cost of road crashes andcasualties in Bangladesh. It is estimated that the minimum overall cost of roadcrashes in 1997 was over 6.8 billion Taka (US$ 140 million). With theexpected growth in road traffic, road crashes are likely to increase unlessprompt and serious actions are taken and they will continue to cause anunacceptable drain on both the National economy and the scarce health carefacilities of Bangladesh.

8.2.2 Initial crash costing work undertaken through the IDC project suggested thatthe average cost of a fatal crash is US$ 22,234, and the cost of a grievouscrash is US$ 1,586. It is likely that these costs are under-estimations.However, it does mean that low cost interventions can easily be justified on aneconomic basis. For example, a recent publicity campaign organised by theNRSC cost US$ 20,000. If only one death was prevented as a result, thefinancial benefits are greater than the cost.

8.2.3 Road safety provision should be viewed as an investment rather than a cost.The overall cost of improving the management of road safety through thisproject is US$ 1.33 million. Other major project proposals identified in section7 have an estimated cost of US$ 13 million over a five year period. It isestimated that road crashes will cost the economy around US$ 700 millionover that same period. This figure is based on 1997 figures and no allowancehas been made for inflation. Even a small reduction in the number of roaddeaths and injuries as a result of the road safety improvements undertakenwill, therefore, lead to economic benefits and savings in scarce resources.

8.3 Environmental

8.3.1 There is expected to be little significant environmental impact from theBangladesh Road Safety Management Programme as it is primarily concernedwith institutional development and management of activities under otherprojects. However, greater benefit are expected from the National RoadSafety Programme as a whole, for example, improvements in vehicleroadworthiness testing procedures under the BRTA would be expected toreduce air pollution in the longer term.

8.4 Social

8.4.1 The primary focus of the project is not on social change although there arelikely to be benefits in the longer term, especially to the most vulnerable roadusers (pedestrians and rickshaw drivers/occupants).

8.4.2 The District Road Safety Committees (DRSCs), set up under IDC3, will beencouraged to develop local community schemes and initiatives. These couldrange from engineering interventions to localised publicity. However, if suchschemes are co-ordinated via the RSS it ensures that examples of goodpractice are shared. Having set up the DRSCs there is a need to ensure that



21

they have the technical capability to fulfil their roles. Relevant NGOs will alsobe encouraged to fulfil their roles in road safety to their full extent.

8.4.3 Women are likely to have a key role to play in preventing road crashesthrough advising children and their communities in general, and caring forvictims. The representation of women on the road safety managementagencies needs to be considered and properly dealt with.

9. EVALUATION

9.1 Best Practice

9.1.1 The proposed Programme draws on experience of managing road safety inother developing countries. Western Europe, in general, has an excellentreputation for road safety activity and effective practices can often easily beadapted to be appropriate in other countries, such as Bangladesh. In addition,specific lessons learned under IDC2 and IDC3 will be applied.

9.1.2 Bangladesh was one of the countries covered by a regional review of roadsafety interventions undertaken by the ADB in 1995/96. The lessons learnedabout best practice were incorporated into a set of Guidelines on Road Safetyin the Asia/Pacific Region. These have been used in developing theProgramme as has The Global Road Safety Action Plan of the Global RoadSafety Partnership (GRSP).

9.2 Indicators

9.2.1 The proposed safety management framework includes the internal monitoringof the NRSSAP and the Programme will provide progress reports. These,together with a standard DP review mechanism should be sufficient to providethe necessary evaluation information and should be based on the indicators inthe log frame.

10. IMPLEMENTATION

10.1 Management Arrangements

10.1.1 The task of coordinating and monitoring progress of the Programme, and allother road safety initiatives, will be the responsibility of the NRSC and theRoad Safety Board. It is recommended that the Board be chaired by theChairperson of BRTA. The Board would be expected to meet at least on amonthly basis. One of the standard agenda items should be progress of thisProgramme and its TA components.

10.1.2 The proposed institutional framework will ensure continuity as, in addition tobeing the Chairperson of the Board, the Chairperson of BRTA is also (as atpresent) the Member Secretary of the NRSC. The Member Secretary of the



22

Board will be the CEO of the RSS. This ensures that there is both top-downand bottom-up communication on progress and monitoring.

10.1.3 The Board and the RSS have an important role in ensuring that future aidfunded road safety inputs meet the needs of Bangladesh organisations andare in line with the current NRSSAP.

10.1.4 The RSS will also be encouraged to hold a quarterly meeting attended by localand foreign representatives of all ongoing road safety projects or components.This will facilitate sharing of information and avoid duplication of effort. Wherethere is duplication, agreement on the way forward will be reached.

10.2 Timing

10.2.1 The Road Safety Management Programme is designed to start not later thanJanuary 2001 to take account of ongoing components within other projects.The local staff already allocated are expected to be in place by the start of2000, and ideally the Programme should be in place as soon as possible afterthat to assist them. The Programme will run for three years.

10.3 Inputs

10.3.1 Consultancy support inputs will total 28 person months of long and short termexpatriate assistance and 94 person months of National consultants. Longterm inputs are included to ensure that local counterparts are fully trained andcapable of fulfilling the required roles by the Programme end. There is aplanned gradual hand over so that technical assistance should not be requiredafter the Programme end, unless the RSS requests it for specific projects afterthat.

10.3.2 The estimated cost of the inputs is US$1.33 million (see Annex 7). Some ofthe funding already identified in projects by different donors will be utilised andconsiderably reduce the requirement for additional funding for the RSS toundertake activities. It is estimated that around US$1million is already ear-marked for activities under the RSS (for example, in terms of developing roadsafety education and publicity materials, within the South West RoadsProject).

10.4 Contracting and Procurement

10.4.1 All components will be subject to competitive tender in accordance with therequirements of the various funding agencies.

10.5 Accounting

10.5.1 Costs will be managed by the consultants in accordance with standardaccounting procedures.



23

10.6 Monitoring

10.6.1 The Board will act as the overall steering committee. The RSS will also beencouraged to hold a quarterly meeting attended by local and foreignrepresentatives of all ongoing road safety projects or components at whichprogress will be discussed. This will allow the RSS to influence direction andensure that projects are implemented in line with the NRSSAP.

10.6.2 A review committee, consisting of representatives of GoB and the consultantsworking on various projects could also be established if necessary.

11 RISKS AND UNDERTAKINGS

11.1 Risks

11.1.1 The aim of this Programme is to strengthen the institutional framework andmanagement process for road safety so that a balanced National road safetyprogramme can be developed and its implementation coordinated effectively.The purpose of effective implementation of road safety improvements isoutside the direct control of this Programme and the main risk is that the needfor institutional strengthening of the key stakeholders i.e. the Traffic Police, theBRTA and the road authorities is not met. This risk is modest and proposalshave been drawn up identifying the TA requirements to achieve sustainableimprovements in performance in these organisations (drafts with RSS).

11.1.2 There is also likely to be resistance to change from within the organisationsand it is important that the approach and effort made in the TA projects issufficient to achieve the change required. Problems of motivation andcorruption along with the lack of wider public service reform will undoubtedlyconstrain the impact of the Programme and the rate of change achieved.

11.1.3 The goal of reducing crashes and injuries for the vulnerable is very muchdependent on the effectiveness of the measures and the commitment andcompliance by all road transport users. The measures will be based on knownbest practice and a priority action in the NRSSAP is to raise awareness.

11.1.4 The main risk to this Programme going ahead is the possibility of insufficientsupport for its recommendations and TA requirements by GoB and the DPs.This risk is low as the proposal has been supported by DFID and the BRTAand DPs are concerned that a coordinated approach to TA for road safety isestablished.

11.1.5 A summary of the risks and mitigation measures is shown in Table 3 below. Itis based on the risks and assumptions of the logframe.



24

Table 3: Main risks to achieving Programme purpose and outputs

Risk RiskRating

Risk Mitigation Measure

1. Outputs to purpose1.1 RSS staff not funded independentlyafter RRMP3

Modest Future loans conditional onpermanent staff placement

1.2 RSS staff do not have appropriateskills for work

Low Sustainable training capabilityincluded in proposal

1.3 NRSC and RSS not sufficientlypowerful to obtain cooperation of otherstakeholders

Modest Road Safety Board proposed andawareness raising programmeincluded as key activity

1.4 Stakeholders not sufficientlycommitted to obtain funds and fulfil theirobligations

High High level steering committees e.g.NRSC established to providemaximum influence. RSS needsmaximum status in BRTA.

1.5 GoB fails to support road safetyplans and funding requirements

Modest High level steering committees e.g.NRSC established and awarenessraising activities.

1.6 Planned actions beyond capacity ofstakeholder organisations

Modest TA proposals already prepared tostrengthen key implementingorganisations.

1.7 Technical Assistance (TA) forimproving capacity of stakeholderorganisations not delivered on schedule

Low Substantial safety componentsalready exist in DP projects butthese need to be better focussedand coordinated.

2. Activities to outputs2.1 GoB fails to provide sufficient staffand support to NRSC, RSS and Board

Low NRSC already established andstaff being appointed to RSS

2.2 Stakeholders not sufficientlycommitted or capable of preparingNRSSAP

Modest TA will provide stakeholders withguidance on preparing plans.

2.3 GoB not willing to supportimprovements in road safety fundingarrangements

Modest Existing financial arrangementsadequate for road safety plans tobe implemented but demonstrationprojects necessary.

2.4 DPs and stakeholders unwilling tosupport central TA financial control

High Existing TA funding approachacceptable provided that all roadsafety components negotiatedthrough the Board and RSS.

2.5 Stakeholders unwilling tocollaborate with central managementorganisations

Low Stakeholders represented onNRSC and Board.

11.1.6 The number of projects, ongoing or planned, with safety componentsincreases the risk of duplication of effort and wasted resources. Road safetymanagement is essential to coordinate all safety components and ensure anefficient and integrated road safety provision in Bangladesh.



25

11.2 Undertakings

11.2.1 The undertakings required for this Road Safety Management Programme tobe successful are:

• NRSSAP (1999 – 2002) is adopted by GoB;• Allocated RSS staff (already approved) are in place by Programme start;• GoB to provide office accommodation for consultants within the RSS office.


ANNEX 1

PROJECTS WITH SAFETY COMPONENTS BY SECTOR

Sector: Road Safety Engineering

Project title and summary (include dates)

Sector Input Technical Assistance Inputs: Foreign Experts (experts by person months)

Technical Assistance Inputs: Local Experts (experts by person months)

Training Inputs (description by value)

Equipment (description by value)

Construction Costs (description by value)

Operational Costs (description by value)

Recipient Organisation(s)

Location(s) Affected by Project

NGOs involved (list)

Lead Consultant (Name and contact details)

Donor(s) Total Value of Safety Component in US$

1 Jamuna Bridge Access Road Project (JBARP) - Road Safety Project (1998-2000)

Measures on National and Regional Roads Project. Improve blackspots on highways including local publicity and enforcement and community involvement.

Highway Engineer, Traffic Engineer, Accident Analyst, Safety Specialist, Signs Specialist, Contracts Engineer. Total 55 mm

Highway Engineers, Pavement Engineer, Computer Analyst. Total 96 mm

Support for RSD's awareness training for RHD field division engineers.Overseas training in road safety for 10 engineers for 2 months.

1 Speed gun and jackets.Value: US $7,000

10 accident remedial schemes.Value: approx. US$ 4 million

None RHD Gazipur area, Manikganj, Dhaka

Sheltech COWI Nordic Development Fund

$4m

2 Improvement of Feeder Road Type A (RMMP3) (1999-2002)

Road Safety Improvement Programme. Plan, design and prepare bid documents for accident remedial schemes for 30 blackspots plus prepare road safety manual.

Road Safety Designer 12 mm

Not known None. None. 30 accident remedial schemes. Value: approx. US$ 11.6 million

None RHD Roads in West Bangladesh (RRMP1 & 2 roads)

None ICT with Sverdrup Civil Inc.

IBRD: ITF $11.6m

3 Institutional Development Component (IDC3) of RRMP3 (1999 - 2004)

Technical assistance on road safety engineering (Ends Jan 2000)

none none none Computers, speed radar, skid resistance tester, books, jackets. Value: approx. US$ 50,000

None None Primarily RHD, but also LGED and DCC.

National None WSP with TRL DFID $50k

4 Dhaka Urban Transport Project (DUTP) Strategic Planning Studies and Technical Assistance component 2000 - 2002?.

Provides technical assistance to develop a road safety engineering capability in DCC and GDTPCB.

Provisional estimates (ToR)Traffic Safety Expert: 9 mm@$200k

Not Known Likely to provide training in road safety engineering.

Not known. None None. DCC and GDTPCB

Dhaka None To be procured IBRD: IDA? @$200k

5 Road Safety Component, Southwest Road Network Development Project. 2000-2004

Funding for design and implementation of accident remedial schemes.

Consultancy services; extent unknown

Not known. None. None. Accident remedial schemes. Value approx. US$ 2.2m

None RHD National, though US$ 200,000 reserved for Dhaka-Aricha road

None Not known ADB with NDF and DANIDA

$2.2m

Total ($US) @$200k $0.05k @$17.8m @$18.05m

RS Projects - RS Engineering 051299

Sector: Traffic Enforcement/Legislation

Project title and

summary (include dates)

Sector Input Technical

Assistance Inputs:

Foreign Experts

(experts by person

months)

Technical

Assistance Inputs:

Local Experts

(experts by person

months)

Training Inputs

(description by

value)

Equipment

(description

by value)

Construction

Costs (description

by value)

Operational

Costs

(description

by value)

Recipient

Organisation(s

)

Location(s)

Affected by

Project

NGOs

involved

(list)

Lead Consultant

(Name and contact

details)

Donor(s) Total Value of

Safety Component

in US$

1 Jamuna Bridge Access

Road Project (JBARP) -

Road Safety Project

(1998-2000)

Improve blackspots on

highways including

local publicity and

enforcement and

community involvement

Traffic Police

Specialist: 1.75mm

(@$50k)

None (36 local

police invoved)

Short courses for

Traffic Police at

trial sites.

Overseas training

for 2 officers for 2

months (@$20k)

1 Speed

gun and

jackets.

Value:

$7,000

4 Police

posts/shelters at

trial sites.

Value: $3k

None Police:

Gazipur

District

2 Thanas

in Gazipur

None COWI Nordic

Development

Fund

Police component:

Approx value: $60k

2 Improvement of Feeder

Road Type A (RRMP3)

(1999-2002)

Police training and

equipment

None None None indicated

but may be part

of procurement

agreement.

Training

equipment

for school.

Value:

$3.6m

None None Traffic Police

(training

school)

National None Not yet known IBRD: ITF $3.6m

3 Institutional

Development

Component (IDC3) of

RRMP3 (1999 - 2004)

Review of Traffic

Police and preparation

of TA proposal (by end

of 1999). Support for

Traffic Police training

school also indicated

but not confirmed.

Police Advisors :

2mm (@$50k)

Police Advisor: 5

mm (@$125k)

None (may be

added)

None None None Traffic Police National None WSP DFID Police component:

Approx value:

$175k

4 Dhaka Urban Transport

Project (DUTP) Strategic

Planning Studies and

Technical Assistance

component 2000 -

2002?.

Activity 3 provides

institutional capacity

building and training for

5 key agencies

including Dhaka

Metropolitan Police and

BRTA.Project

Provisional estimates

(ToR)

Enforcement

Specialist: 24 mm

Educ. and Training

Spec.: 6 mm ($750k)

Not Known Main focus on

enforcement

training. Approx.

$200k for local

and foreign

training costs.

$2.7m None See training. Dhaka

Metropolitan

Police

(Traffic)

Dhaka None To be procured IBRD: IDA? Estimate: @$3.65k

5 Road Safety Component,

Southwest Road Network

Development Project.

2000-2004

Provides budget for

equipment for DMP and

other key agencies and

training of 250 man

Task Force.

Traffic Police

Trainer: 6mm

(@$150k)

Traffic Police

Trainer: 12mm

(@$300k)

$220k None None None Dhaka

Metropolitan

Police

(Traffic)

Dhaka None Not yet known IBRD:IDA? $0.67m

@$1m @$425k @$220k $6.307m $3k None $8.1m

Values denoted "@" are estimations/projections

RS Projects - Enforcement+Legislation 051299

Sector: Driver Training-Licencing



Technical Assistance Inputs: Local Experts (experts by person











None. None. None. None. None None None None Gazipur area, Manikganj, Dhaka

None COWI ADB + Nordic Development Fund

Not known

2 TIDP-III (Technical Co-operation) 07/1999 to 06/2002.

None. None. None. None. None None None LGED Tangail Tangail District

Centre for Rehabilitation of the Paralysed (Savar)

GITEC GTZ Not known


None. None. None. None. None. None. None. None. Roads in West Bangladesh (RRMP1 & 2 roads)


IBRD: ITF None.


None. None. None. None. None. None. None None National None WSP/TRL DFID None.


Institutional development of BRTA to improve driver testing and licencing operations

6mm driver training spcialist to assist development of improved driver training programmes and testing procedures

Not known Some local trainingand overseas courses (@$30k)

Computerisation of BRTA systems/operations and setting up databases (20% of $1m

None Not known BRTA National None To be procured IBRD: IDA? @$380k

6 Road Safety Component, Southwest Road Network Development Project.

None. None. None. None. None. None. None. None. None. None Not Known ADB with NDF and DANIDA

Not known

Total Value ($US) @$150k @$30k @$200k @$380k

RS Projects - Driver Training-Licencing 051299

Sector: Vehicle Safety



Technical Assistance Inputs: Local Experts (experts by person











None. None. None. None. None None Not known None Gazipur area, Manikganj, Dhaka


Not known


None. None. None. None. None None Not known LGED Tangail Tangail District

Centre for Rehabilitation of the Paralysed (Savar)

GITEC GTZ Not known




IBRD: ITF None.




Institutional development of BRTA to improve vehicle testing and inspection operations

12mm to assist development of vehicle testing techniques and standards12mm vehicle registration specialist (@$600k)

Not known Some local trainingand overseas courses

Computerisation of BRTA systems/operations (@20% of Total $1m=@$200k)

None Not known BRTA National None To be procured IBRD: IDA? @$830k

6 Road Safety Component, Southwest Road Network Development Project.

None. None. None. None. None. None. None. None. None. None Not Known ADB with NDF and DANIDA

Not known

Total Value ($US) @$600k @$30k @$200k @$830k

RS Projects - Vehicle Safety 051299

Sector: Education and Publicity










NGOs involved (list) Lead Consultant (Name and contact details)


1 Jamuna Bridge Access Road Project 1998 - 2000.

Includes local publicity campaign. Initial indications are that this will target bus/truck drivers and child pedestrians and will be implemented around April 2000 (depending on funding)

@$50k None None None @$50k Gazipur Thana Cowi. House 19, Road 128, Gulshan 1, Dhaka 1212. Tel: 883606. Fax: 9882590. E-mail: [email protected] Publicity specialist is Knud Flensted-Jensen (e-mail: [email protected])

Nordic Development Fund

@$100k

2 TIDP-III (Technical Co-operation) 07/1999 to 06/2002. Project purpose is to ensure sustainable all-weather access to and from growth centres for marketing of agricultural and other commercial goods in the Tangail area

Programmes on road use, road safety, and growth centre use are to be established, implemented and further developed. Includes road safety awareness campaigns. Includes co-ordination with DRSC, NMT exhibit, seminars and awareness campaigns, promote reflector use.

None specifically allocated to education and publiclity - '@$20k

None specifically allocated to education and publiclity - '@$20k

Training and awareness raising seminars held for different road user groups and NGOs.

None None @$60k LGED Tangail Tangail District CRP, CAMPE, CAB, IMCT, ICMH, BURO, SSS, SDS, RASDO, ADAB, PKS, Prathashay, TSUS, SATU, REDO, UPAMA, WTM, SC-A, CDI, BWHC, SDC, JSS, (NB: not all are to do with road safety)

GITEC. Rainer Kuhnle, Md. Selim: Project Implementation Office, LGED Bhaban, PO BAU Madrasa, Bailla, Tangail. Tel/Fax: 0921 4148. E-mail: [email protected]

GTZ @$100k

3 Community Road Safety Initiatives Project. 1999 - 2000

Capacity strengthening of NRSC (?), creation of DRSCs, promotion of RSE and advocacy programmes,

7.5 9 @$500k LGED, Communities

National/tba WB, Japan PHRD Fund ($280k)

Awareness, advocacy and educational campaigns = $175kcapacity building = $225k;institutional strengthening = $100k

4 Dhaka Urban Transport Project (DUTPII) 1999 - 2003

Includes ETP. flyovers, pedestrian walkways, rickshaw network, 3 rickshaw underpasses, footbridges, - total cost est. $177 million

GDTPCB, Dhaka City Corporation

Dhaka

5 South West Road Network Development Project

Includes consultancy services for training in road safety enforcement and education, also mentions national level activity. Mentions NDF component will provide consulting services to Secretariat for rse books and a national rs manual

Not yet specified:@$1m technical assistance

Not yet specified:@$1m for campaigns, materials etc

BRTA, NRSC National ADB, NDF, DANIDA

@$2m

Total Value ($US) @$1.07m @$20k @$1.61m @$2.7m

RS Projects - Education & Publicity 051299

Sector: Medical Services














Training of Blackspot demonstration project area police in first aid

Under direction of expatriate Police Advisor @0.25mm (@$2k)

Assistance from local doctor: asst Prof Murshid of Dhaka Medical College

36 police personnel in Gazipur to be trained in first aid techniques for RTA victims as part of pilot blackspot improvement projects (@$2k)

None None Not known Police Gazipur area, Manikganj, Dhaka


@$4k


Preparation of first aid handbook

Guidance by expatriate project Training Advisor @0.5mm (@5k)

None. Preparation of first aid handbook ($5k)

None None ($2k) LGED Tangail Tangail District CRP GITEC GTZ @$12k




IBRD: ITF None.




None. None. None. None. None. None None. None Dhaka None To be procured IBRD: IDA? None

6 Road Safety Component, Southwest Road Network Development Project. 2000-2004

None. None. None. None. None. None. None None National including Dhaka-Aricha road

None Not Known ADB with NDF and DANIDA

None

Total ($US) @$7k @$7k @$2k @$16k

RS Projects - Medical Services 051299


ANNEX 2

PROGRESS IN ROAD SAFETY ACTIVITIES IN BANGLADESH(1995 – 1999)

Progress To Date Future Actions

Road Safety Coordination & Management Road Safety Coordination & Management

1 NRSC founded July 1995 1 Continuation of Workshop programme to activate 68 District Road Safety Committees

2 Review of road safety situation in Bangladesh carried out by IDC project in Jan 1996 2 NRSC Newsletter to be issued

3 Technical Working Groups in 7 road safety sectors formed by NRSC in June 1996 3 New 3-year NRSC Action Plan to be published

4 Seminar on Role of NGOs in Road Safety held in Dhaka in Sept 1996 4 Move NRSC Secretariat to new dedicated office building under RRMP3 funding

5 First 2 Year NRSC Road Safety Action Plan produced in July 1997 5 Strengthening of NRSC Secretariat with seconded GoB staff and new equipment

6 NRSC Secretariat established at BRTA in Sept 1997 6 Alternative funding sources for activities to be explored and identified

7 Gov’t Notice to DCs to establish District Road Safety Committees issued in Dec 1997 7 Highway Code Manual to be produced

8 NRSC Secretariat Coordinator under IDC to manage national road safety programme in April 1998.

9 Action Plan launched June 1998

10 BUET Student Road Safety Committee set up in 1998

11 NRSC road safety website set up in Aug 1998

12 NGOs in Road Safety coordination network formed in April 1999

13 WB Community Road Safety Initiativies Project (CRSIP) initiated in June 1999

14 Former IGP Ismail Husain appointed to Secretariat as Road Safety Advisor in Aug 1999

15 District Committee activation programme under way Aug 1999 (35 of 64 completed by end Dec 99)

16 Draft 3-year (1999-2002) NRSC Action Road Safety Plan completed Dec 1999

17 First nationwide road safety awareness/publicity campaign launched by Minister in Dec 1999

18 Project proposal for Bangladesh National Road Safety Managememt Programme produced in Dec 1999

19 Rickshaw reflector campaign launched in Dhaka with first 5000 rickshaws sponsored in Jan 2000

Accident Data System Accident Data System

1 Computerised accident report form piloted in June 1995 1 Development of proposal for enhancements to MAAP accident reporting system

2 MAAP5 system introduced to DMP in October 1995 2 Develop improved accident location coding systems

3 Accident Reporting instruction manual produced by IDC in June 1996 3 Improvements in data collection, data transmission and data entry operations

4 Data being used to identify and investigate black-spots May 1997 4 Improve inter-agency accident data dissemination arrangements

5 DMP 1996 Accident Annual Report issued in June 1997

6 Accident Data Monitoring Unit set up at BRTA HQ Dec 1997

7 Accident Data recording system extended nationwide to all Police Ranges in Jan 1998

Progress in Road Safety Activities in Bangladesh (1995 – 1999)

Road Safety Sector Progress Milestones (1995 - 2000) Annex-2 1


8 DMP 1997 Accident Annual Report issued in Aug 1998

9 Accident Report Form (ARF) gazetted in Sept 1999

10 DMP 1998 Accident Annual Report issued in Aug 1999

11 First National Police Nationwide Accident Report for 1998 produced in Dec 1999

Road Safety Engineering Road Safety Engineering

1 Full-time IDC Road Safety Engineering Advisor appointed in Feb 1997 1 Extension of blackspot/auditing programme

2 IDC Road Safety Engineering Advisor starts weekly courses in RS Eng in March 1997 2 Comprehensive road safety engineering programme

3 2nd Road Safety Engineering course at LGED Aug 1997 3 Road Signs and Markings improvements to be introduced as part of RRMP3 project

4 RHD agree to commit 2% of maintenance budget to Road Safety Engineering 4 Road Safety Engineering Manual to be prepared

5 Series of safety engineering guidance notes developed by IDC Engineering Advisor

6 RHD Road Safety Centre set up at BRRL in Feb 1998

7 Road Safety Audit Manual produced by IDC in Feb 1998

8 RHD Road Safety Unit established at RHD HQ in April 1998

9 Dhaka Road Safety Action Plan produced under DUTP project in Dec 1998

10 25+ blackspots identified and scheme designs started under JBARP

11 2 years of Road Safety Engineering training courses completed in March 1999

12 Safety audits of 300km road completed by RHD Aug 1999

13 Road signs manual approved Sept 1999

14 Project proposal formulated for continuation of technical assistance of accident data programme Dec 1999

Traffic Legislation Traffic Legislation

1 IDC study and report on Traffic Legislation in June 1998 1 Assist progress of revised Traffic Act enactment

2 Draft Motor Vehicles Act revised by IDC consultant

Traffic Enforcement Traffic Enforcement

1 IDC study and report on Traffic Enforcement in June 1998 1 Funding sources to be sought for Traffic Police project proposal

2 Police role in blackspot treatments identified

3 Project proposal for strengthening and training Traffic Police produced in Dec 1999

Driver Training & Testing Driver Training & Testing



1 IDC study and report on Driver Training & Testing in June 1998 1 Review of BRTA operations and identification of future development strategy

2 New laminated drivers' licences introduced by BRTA 2 Commercial driver training programme to be set up by Nitol Group

3 Nationwide NGO programme of drivers’ training courses on road safety awareness run during May 19993 Funding sources to be sought for BRTA institutional strengthening project proposal

4 Proposal for professional driving school developed by private sector with BRTA/IDC assistance Nov 1999

5 Project proposal for strengthening BRTA's driver testing and licencing operations produced in Dec 1999

Vehicle Safety Vehicle Safety

1 IDC study and report on Vehicle Safety in June 1998 1 Review of BRTA operations and identification of future development strategy

2 Route Permit, Tax and Fitness Cert windscreen Stickers Introduced by BRTA in 1999 2 Operation of Vehicle Test Centres and testing of vehicles to be contracted out by BRTA

3 5 new BRTA vehicle testing centres opened in March 1999

4 Project proposal to improve BRTA's vehicle testing operations produced in Dec 1999

Education & Publicity Education & Publicity

1 IDC study and report on Road Safety Publicity in June 1998 1 Further road safety publicity and awareness campaigns to be carried out

2 IDC study and report on Road Safety Education for Children in June 1998

3 Children's road safety education materials developed for piloting in 100+ primary schools June 1998

4 Workshop on development of Road Safety Education materials organised by TIDP/LGED in July 1998

5 Publication of Children's road safety awareness book by TIDP/CAMPE in Feb 1999

6 Road Safety public awareness video produced by IMCT in 1999

7 British Council/SAFE seminar on role of youth in Road Safety in Aug 1999

8 Local Education & Publicity specialist appointed to NRSC Secretariat in Oct 1999

9 Nationwide road safety publicity and awareness campaign programme carried out Dec 1999

Medical Services Medical Services

1 Hospital RTA report system piloted at RIHD and DMCH April 1999 1 Review of current accident emergency medical services provision and new action programme

2 First Aid treatment training programmes carried out at in Dhaka and Mymensingh in October 1999 2 Inclusion of first aid treatment instructions in future Highway Code Manual

3 Road traffic accident first aid handbook being prepared under TIDP project

4 Training of Gazipur District traffic police in RTA first aid techniques under JBARP



ANNEX 3

MEMBERSHIP AND TERMS OF REFERENCEFOR NATIONAL ROAD SAFETY COUNCIL


ANNEX 4

ORGANISATION AND DUTIES OF ROAD SAFETY SECRETARIAT


ANNEX 5

ROAD SAFETY SECRETARIAT FUNDING UNDER RRMP3


ANNEX 6

DRAFT REVISED NATIONAL ROAD SAFETYSTRATEGIC ACTION PLAN

The Government of the People’sRepublic of Bangladesh

Ministry of CommunicationsRoads and Railways Division

National Road SafetyStrategic Action Plan

July 1999 – June 2002

National Road Safety Council

{ PAGE }

Section 2

Road Safety Sectors

The road safety strategic action plan is separated into nine individualsectors:

1. Planning, Management and Coordination

2. Accident Data System

3. Road Safety Engineering

4. Traffic Legislation

5. Traffic Enforcement

6. Driver Training and Testing

7. Vehicle Safety

8. Education and Publicity

9. Medical Services

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2.1 Planning, Management and Coordination

Problem

Effective road safety action requires the involvement of many different disciplines and thecooperation of a wide range of government, private and civil sectors. A critical requirement forprogress in road safety is the preparation of a multisectoral Plan. The Plan needs to be based ona rational understanding of the accident and casualty situation and be feasible in terms of theresources available. In addition to this National Plan, individual organisations with road safetyresponsibility need to develop their own detailed plans with costs, and identify any equipment,training and technical assistance required.

Currently there are two core organisations responsible for preparing National policy on roadsafety and ensuring its implementation. These are the National Road Safety Council (NRSC)and the Road Safety Secretariat (RSS). The NRSC acts as a high level committee for approvingand driving the National policy and plans forward. The RSS is a permanent government unitestablished in the BRTA and it provides the day to day support for plan preparation,coordination, monitoring, evaluation and awareness raising.

A new third organisation, the Road Safety Board, has been recommended to provide much morefrequent interaction between the policy setting core and the participating organisations. Theagencies with a responsibility or concern for road safety improvements are represented on theNRSC and it is recommended that they are similarly represented in the Board but at JointSecretary level. The feasibility of such a Board needs further consideration.

Financing road safety programmes continues to be a problem. While insurance companies haveinvested in road safety in many countries, the insurance industry in Bangladesh remainsundeveloped and restricted to compensating a small proportion of the victims of accidents

Objective

Reduction of road traffic accidents and casualties by implementation of adequately resourcedNational and local multisectoral plans managed by the National Road Safety Council, anewly established Road Safety Board and the Road Safety Secretariat.

Progress

This sector has made some good progress but the implementation of the previous Plan has beenrestricted by financial and human resource constraints. The key achievements are:NRSC founded in July 1995;• Technical Working Groups in 7 road safety sectors formed by NRSC in January 1996;• First 2 Year NRSC Road Safety Strategic Action Plan produced in July 1997;• RSS established in BRTA in September 1997;• Road Safety Coordinator attached to RSS under IDC in April 1998;• DCs formally requested to establish District Road Safety Committees in December 1997;• Tangail District Road Safety Committee fully operational;• District Committee activation programme underway in August 1999;• World Bank Community Road Safety Initiatives Programme initiated in June 1999.

{ PAGE }

Action on Planning, Management and Coordination of Road Safety

1. Road Safety Secretariat (organisation and staffing)

In order to plan, manage and coordinate road safety actions at National and local levels, theGovernment of Bangladesh requires a capable Road Safety Secretariat (RSS). The RSS isresponsible for planning, coordinating and monitoring road safety actions, formulating roadsafety policy, revising legislation, facilitating funding of road safety, disseminating informationon safety and accidents including answering Government and public enquiries and organisingroad safety education and publicity.

Minimum Output Lead Agent Timing1. Establish RSS in BRTA headed by full time Chief Executive Officer BRTA Jan 20012. Arrange adequate office space, equipment and vehicles BRTA Apr 20003. Arrange full time staffing of RSS according to RRMP3 agreement BRTA Apr 20004. Prepare and implement training programme for RSS staff BRTA Apr -Dec

20005. Attach full time Police Liaison Officer to RSS BRTA/Police Dec 20006. Extend attachment of overseas and local advisors to RSS for 18 months BRTA Apr 2000

2. Role of RSS

The RSS on behalf of the NRSC is responsible for Policy, planning, and coordination;Dissemination of accident data, safety information and evaluating safety programmes; andRaising safety awareness and organising publicity and education programmes. Coordinationincludes bringing together the multiple sectors involved and making sure their actions areintegrated for maximum impact and helping local committees and communities organiseeffective programmes, linked to National policies and programmes.

Minimum Output Lead Agent Timing2.1 Planning, coordination and monitoring1. Prepare and approve the National Road Safety Strategic Action Plan for 2000-2002 RSS/NRSC Dec 19992. Coordinate implementation of the Plan RSS On going3. Monitor and facilitate progress of the Plan through regular meetings RSS/NRSC On going4. Prepare own sector plan and submit for budgeting RSS May 20005. Implement own sector plan and monitor progress RSS Sept 2000

onwards6. Coordinate the establishment of District and Thana Road Safety Committees RSS On going7. Liase with the committees and advise them on local action plans RSS On going8. Facilitate biannual reports and meetings of these DRSCs RSS On going9. Produce National road safety policy document RSS Sept 200010. Review and revise traffic legislation and facilitate enactment RSS/NRSC On going11. Advise the GoB, NGOs and the public on road safety policy, plans and legis’n RSS On going12. Maintain a register of ongoing and proposed road safety projects/components RSS On going

Minimum Output Lead Agent Timing2.2 Accident data, evaluation and research1. Control and maintain the accident information system held by RSS (National systemowned and maintained by Police)

RSS On going

2. Produce annual and regular reports on the road accident situation for the GoB/public RSS Jul 2000onwards

3. Develop and implement a road safety research and evaluation programme (can becommissioned) to monitor the effectiveness of road safety measures

RSS Jul 2000onwards

4. Publish findings of research RSS Jul 2000onwards

2.3 Awareness RaisingSee section on Publicity and Education

{ PAGE }

3. Establishment of Road Safety Board

The main functions of the Board, if established, still need to be determined in relation to theresponsibilities of the other organisations, however, it is proposed that they focus on:• Coordinating the planning and implementation process and providing the higher level

monitoring service through monthly progress meetings;• Advising sector representatives on the suitability of their plans and the budgets required;• Managing Technical Assistance (TA) projects; and• Establishing road safety funds and incentives for successfully implemented plans and

managing their disbursement.

Minimum Output Lead Agent Timing1. Conduct feasibility study into Road Safety Board RSS Jan 20012. Agree functions and responsibilities of the Board (if goes ahead) RSS/NRSC/MoC Mar 20013. Establish Board and constitute it (if goes ahead) MoC Jul 20014. Board meet monthly Board Jul 2001

onwards

4. Role of Local Road Safety Organisations and Communities

District Road Safety Committees (DRSCs) are being established to develop and implementmultisectoral safety programmes at local level. Community demands for road safetyimprovements also need to be catered for and channelled into useful community basedimprovement programmes. These initiatives are important to meet local needs and cater for localpriorities but they need guidance from the National policy makers and technical experts. Theyalso contribute significantly to spreading awareness of the road safety problems nationwide.

Minimum Output Lead Agent Timing1. Prepare guidelines for functions of District Road Safety Committees RSS Mar 20002. Provide road accident information to DRSCs RSS Mar 20003. At least 10 District Committees organising and implementing road safety programmes DRSCs/RSS Dec 20003. Trial community road safety programme underway in at least 5 communities RSS/CRSIP/

LGEDDec 2001

5. Finance

To transform the RSS and the National Road Safety Strategic Action Plan into desired outputsrequires a regular supply of resources. Legislation giving the Board both financial resources andfund raising powers needs to be enacted and donor support solicited for initial period. Thereneed to be dedicated funds for road safety and regular budgets for individual governmentdepartments for their own road safety programmes. The RSS will also require an operatingbudget for monitoring, dissemination and awareness raising.

Minimum Output Lead Agent Timing5.1 Local Funding:1. Feasibility study into Road Safety Fund RSS Apr 20002. Propose organisational arrangements for financing road safety RSS Apr 20003. Implement arrangements for financing road safety RSS Dec 20005. Implement funding programme and monitor RSS Jul 20016. Prepare programmes for annual line budget and approval RHD, GoB

Dept.sMar 2001

7. Implement department programmes and monitor RHD, GoBDept.s

Jul 2001

8. Prepare programme for annual line budget for RSS and approve RSS Mar 2000

{ PAGE }

9. Implement RSS programme and monitor RSS Jul 200010. Secure private sector sponsorship and support RSS Mar 200111. Implement programme supported by private sector RSS Jul 20015.2 Donor Funding:1. Propose and agree Donor assistance for road safety funding RSS/NRSC On going2. Implement programmes Project Directors On going

6. Strategic Development

This National Road Safety Strategic Action Plan is intended to cover the next three years howeversome actions require longer and these will be consolidated in a 5 Year Plan. Road safety shouldalso be incorporated into other 5 Year Sector Plans, i.e. Roads, Health. The organisation andmanagement of road safety programmes should be reviewed from time to time and modified asappropriate. It is important that communities are involved in formulating road safety actions andthat their needs, particularly those of the vulnerable are addressed. The road safety policy shouldtake these priorities into account and provide a focus on local awareness, gender issues andimproving the quality of life of the poor. The success of these programmes will depend oncommitment of all stakeholders and the NRSC and the RSS are responsible for leading anddirecting public, government and private sector concerns into a determined drive for improvement.Where possible Bangladesh should consider related regional policies and align as appropriate.

Minimum Output Lead Agent Timing1. Develop 5 Year Road Safety Plan RSS/NRSC Jun 20012. Include road safety issues in other 5 year plans GoB

Departments Jun 2001

3. Review organisation and management of road safety programmes and revise asnecessary

RSS Jun 2001onwards

4. Review related regional policies and adapt National policies in line with internationalagreements

RSS Mar 2000onwards

5. Liase with representatives of local, National and international agencies to encouragecommitment to road safety improvements

RSS On going

6. Understand effectiveness of safety improvements through research and refine roadsafety programmes accordingly

RSS Dec 2000onwards

7. Develop a centre of excellence for road safety in RSS RSS Dec 2001onwards

{ PAGE }

2.2 Accident Data System

Problem

An accurate and comprehensive accident data system is the cornerstone on which all road safetyactivities should be based. Every agency involved in road safety should have a clearunderstanding of the nature, scale and distribution of the road accident problem and this canonly be achieved through a systematic accident and casualty reporting and analysis system.

Prior to 1997, the only statistics available from the Police was a summary indicating the numberof accidents, casualties and selected types of vehicle. This data was widely believed to beunreliable, incomplete (for example, very little detail of location, road user type or movement)and to involve severe under-reported. Furthermore, the data was collated manually makingadditional analysis impossible.

A new accident reporting system has been established but its use is uneven across the country.The Police have not, as yet, accepted full ownership of the system.

Analysis of the accident data in areas where there the new Accident Report Form (ARF) hasbeen well adopted has highlighted the fact that the Police summary data is inaccurate with up toa third of the accidents reported by the Police failing to get into the National statistics.

Objective

To establish an accurate and comprehensive National accident and casualty database, toensure that the data is disseminated and used to identify problems and design remedialmeasures.

Progress

This is one of the sectors which has seen the biggest progress in recent years. The keyachievements have been:

• A nationwide accident database has now been established with over 8,000 accident records.Accident data is now available for all the Zones and cities of Bangladesh.

• The database’s Accident Report Form has now been officially adopted by the Governmentof Bangladesh and its completion is now a mandatory requirement for the Police.

• Training has been given, at Sub-Inspector level, throughout the country to encourage theaccurate completion of the new ARF. Training has also been given at each of the six ADUsto ensure there is the capability to process and analyse the accident data being collected.

• Accident summary reports have been produced for the Dhaka Metropolitan Police area andthe first national accident report is under preparation.

• The accident database is being used by road engineers to identify accident sites and doanalyses to help them design effective remedial measures.

{ PAGE }

Action on Accident Data System

1. Accident Reporting System

Consistent and comprehensive accident reporting is a basic prerequisite for any effective roadsafety programme. The new ARF has been published in the Bangladesh Gazette and is now amandatory part of the FIR for each accident case.

Minimum Output Lead Agent Timing1. ARF printed for the Police by Government Press Police Jan 20002. ARF distributed through Police channels to all Thanas Police Jan 20003. All accidents reported nation-wide using the new ARF Police Jan 20004. All accidents assigned a serial number and recorded in a register of accident records Police Jun 20005. Location sketch and description completed on ARF so that location codes can beassigned later

Police Jun 2000

6. Completed ARFs sent to District HQ monthly Police Feb 2000

2. Accident Data Units

The accident report forms (ARFs) will be entered into the computer at one of six RegionalAccident Data Units (ADUs). Data from these ADUs will be transferred by diskette to theNational ADU at Police HQ.

Minimum Output Lead Agent Timing1. ARFs received from District HQ to ADU Police Feb 20002. Road inventory updated to include additional landmarks and Thana boundaries Police/RHD Jun 20003. Road inventory expanded to include a list of villages along each Feeder Road Police/LGED Jun 20004. Accident location accurately coded from grid maps or from the road inventory Police/RHD Jun 20005. ARFs entered into computer within one month Police Feb 20006. Brief monthly report produced for each District identify gaps in the data at Thanalevel

Police Feb 2000

7. Data from missing Thanas (and Districts) sought Police Feb 20008. Diskette sent to Police HQ every 3 months Police Apr 20009. Brief annual report produced for each ADU Police Mar 200110. Accident data available at regional level to other agencies Police/RHD/

LGED/CitiesJun 2001

11. Software upgraded from MAAPfive to MAAP for Windows Police Jan 2001

3. Police HQ Accident Data Unit

The accident data should be assembled at Police HQ from the regional ADUs. The Police HQADU will hold the master copy of the National accident database and will be responsible fordisseminating it to other agencies.

Minimum Output Lead Agent Timing1. Diskette received from regional accident data units every 3 months Police Apr 20002. Brief quarterly report produced to identify gaps in the data collection system Police Apr 20003. Data from missing Districts sought Police Apr 20004. Police analysing data for their own use Police Apr 20005. Annual National Casualty Report produced Police Mar 20016. Complete year of accident data disseminated to other agencies Police/RSS/RHD Mar 20017. Software upgraded from MAAPfive to MAAP for Windows Police Jan 2001

{ PAGE }

4. Other Agencies

All organisations involved in road safety should use accident data to ensure that their work isbased on a sound understanding of the problem and the effects of actions can be monitored

Minimum Output Lead Agent Timing1. Agencies using the complete accident data to help plan their road safety activities BRTA/RHD/

LGED/Cities2001

2. Agencies using the complete accident data to monitor the effect of their road safetyactivities

BRTA/RHD/LGED/Cities

2001

3. Circulate reports to all key organisations RSS 2001


The long term success of the accident data system will depend on the quality of the accident dataand the ability to support the system without needing foreign technical assistance

Minimum Output Lead Agent Timing1. Local consultants trained to provide MAAP support services in Bangladesh RSS Jun 20002. Police agree to contract with TRL accredited MAAP support consultants Police Jun 20003. Review quality of data with a focus on the level of reporting using the new systemand the level of accidents being reported by the Police

Police/RSS ongoing

{ PAGE }

2.3 Road Engineering

Problem

Bangladesh’s road network has developed in an uncoordinated way, without clear objectives ora consistent design approach. The need to promote road safety has not been given dueimportance in the planning, design, construction and maintenance of the road network. Themain consideration has been to provide maximum capacity for motorised vehicles travelling athigh speeds. There is a strong causal link between speeds and accidents. Where existing roadsare rehabilitated the pavement surface and road alignment is improved resulting in higher speedsand a greater risk of accidents. When safety is made a key consideration the road can bedesigned in such a way as to reduce the risk of accidents.

Safety should be a concern right from the beginning of the planning process. However, thevarious development and transport planning agencies often do not work together enough, thisoften resulting in road safety problems. Lack of bus lay-bys and truck parks is one example.Bypasses are rare, so long-distance traffic has to pass through congested towns and villages fullof pedestrians and rickshaws. High-standard roads cannot function effectively and safelybecause of the large number of minor access points.

Bangladesh does not yet have appropriate local design standards, so those of foreign countriesare used instead, however, these are often unsuitable for Bangladesh. The needs of non-motorised vehicles and pedestrians are usually ignored. These vulnerable road users are oftenthe ones to be killed or seriously injured in road accidents. Signs and road markings are vital forsafety, especially at dangerous sections which are difficult to improve, yet the signing onBangladesh roads is poor. Road safety audit, which is the process of systematically checkingthe safety of road designs before construction, can result in big safety improvements. TheRoads and Highways Department has started auditing its schemes, and other road authoritiesneed to adopt this practice. The safety of existing roads can often be greatly improved throughlow-cost measures such as signing, kerbing and minor changes to layout. This requires that roadauthorities monitor accidents on their roads and that they have the skills and funds to design andimplement accident remedial measures.

One of the obstacles to promoting road safety engineering in Bangladesh is the lack of trafficengineers, especially those with safety skills. There is no established training programme.Road authorities are becoming aware of the need to employ safety engineers, and a way must befound to ensure that there is a supply of people with these skills.

Objective

To prevent road accidents through more safety-conscious planning, design, construction andmaintenance of roads and improve hazardous locations using low-cost engineering measures.

Progress

Road safety engineering is now established in Bangladesh and is gaining wider acceptanceamongst road engineers. The key achievements in this sector have been:

{ PAGE }

• RHD now has a Road Safety Division that is doing safety audits of new schemes, providingtechnical direction for accident sites projects, and developing standard designs for safetymeasures;

• RHD has two accident remedial measures projects underway, with another programmed.Nearly US$18 million dollars is available and it is envisaged that well over 50 accident siteswill be treated;

• A modern traffic signs and markings system for Bangladesh has been developed and isawaiting Ministry approval.

Action on Road Safety Engineering

1. Organisational

Progress in making our roads safer depends on every road authority having a safety unit that isdedicated to this work. The Roads and Highways Department now has an active safety unit (theRoad Safety Division) and other road authorities should follow their example. In the smallerauthorities a start can be made by assigning just one engineer to look after safety issues. Formaximum effectiveness these units must co-ordinate their actions with other agencies, such asthe Traffic Police and BRTA.

Minimum Output Lead Agent Timing1. Set up safety engineering units responsible for: monitoring accidents; designing andimplementing safety schemes; co-ordinating safety-related activities, and; auditing newroad and traffic schemes.

DCC/LGED Dec 2000

2. Nominate an engineer to be responsible for safety work Other City Corpn Dec 20003. Establish Traffic Committees in each city to co-ordinate traffic management andsafety efforts

City Corpn/RSS/Police/RAJUK/RHD/LGED

Dec 2000

2. Training

Road safety engineering can only develop in Bangladesh if there is an ongoing programme oftraining. There needs to be a small but regular supply of newly-trained road safety engineers.Because this is a new area of effort everyone involved must share their knowledge andexperience so that expertise can develop quickly.

Minimum Output Lead Agent Timing1. Set up an annual short course (open to public and private sector engineers with roadsexperience) to train engineers to a basic competence in all aspects of road safetyengineering

RSS/RHDEducationinstitutions

Annually

2. Hold an annual road safety engineering conference to increase awareness andexchange experiences

RSS/RHD Annually

3. Accident Remedial Measures Programmes

Accident data is now available for all parts of Bangladesh, and, although it is not perfect, itprovides a basis for identifying accident clusters and their causes. Where treatable causes arediscovered the next step should be to design and implement an accident remedial scheme.Experience from other countries suggests that annual programmes of low-cost accident remedialschemes can be very effective in gradually removing hazards and reducing accidents. Roads

{ PAGE }

and Highways Department has one pilot project which is well underway, and another has juststarted. However both these projects are externally funded and it is necessary to developprogrammes that can be sustained with local resources.

Minimum Output Lead Agent Timing1. Annual accident remedial measures programmes being implemented using localfunds

RHD/LGED/CityCorporation

Annually

2. Set up a record system of implemented road safety schemes, including objectives,designs, cost, performance, etc. RSS Dec 2000

4. Design Advice/Standards

Design advice that is practical, safety-conscious and well-respected can be of great help indeveloping a safer road network. Road authorities should try and adopt common standards forsimilar types of road. They should ensure that these are followed unless it can be shown thatthere is a good reason to depart from them. This is especially important in the case of roadprojects designed by foreign consultants. In addition to road design standards there is a need toprovide technical guidance on road safety engineering, including accident analysis /investigation and the design of remedial measures.

Minimum Output Lead Agent Timing1. Produce manuals giving highway design standards and advice RHD/LGED/City

CorporationDec 2001

2. Produce a road safety engineering manual RHD inconsultation withLGED & CityCorpn

Dec 2001

5. Safety Audit

Many safety problems with new and rehabilitated roads can be avoided by a systematic safetycheck of the design prior to construction – this is called safety audit. The Roads and HighwaysDepartment has started doing safety audits on its larger projects. Checking the safety of existingroads – safety assessment – should be done as part of accident remedial measures work (seesection 3).

Minimum Output Lead Agent Timing1. Introduce safety audit procedure for new projects DCC/LGED/

Other CityCorpns

2002

6. Vulnerable Road Users (VRUs)

Vulnerable road users include pedestrians, cyclists, and the drivers and passengers of rickshaws.They outnumber other road users and they are more likely to be hurt in accidents, yet up to nowtheir needs have been largely ignored. This is especially true in Dhaka and the other cities.

Minimum Output Lead Agent Timing1. Traffic surveys include VRUs RHD/LGED/City

CorporationOngoing

2. The needs of VRUs are recognised in the planning and design of urban areas andtheir transport facilities

RHD/LGED/CityCorporation/RAJUK/CityPourashavas

Ongoing

3. Programmes are drawn up for improving known VRU problem areas – including areaschemes, corridor improvements, and mass action treatments

City Corporation Dec 2001

{ PAGE }

7. Urban Traffic and Transport Planning

Many safety problems arise because urban transport facilities are not properly planned andmanaged. Urban development is allowed to proceed without the provision of adequate, safetransport facilities. Where higher-standard primary roads do exist they do not functioneffectively and safely because the road authorities are not controlling access to them.

Minimum Output Lead Agent Timing1. For each city, draw up and start implementing comprehensive policies and plans forthe development and management of transport facilities. These plans must:• tie in with plans for managing urban growth• define complementary roles for each mode of transport• provide for the travel and transport needs of all sections of the community• explicitly deal with safety and environmental issues, including how to:

- maximise traffic capacity without compromising safety- segregate different modes of transport without increasing speeds to unsafe levels- balance the needs of pedestrians and other VRUs with those of motorised traffic- provide access off major roads without increasing accidents- reduce transport-related pollution.

BRTACity CorporationRHDRAJUKLGEDCity Pourashavas

Dec 2002 andongoing

{ PAGE }

2.4 Traffic Legislation

Problem

Although revised in 1983, the current traffic legislation is based largely on the Motor VehicleAct of 1939. This is not appropriate to modern enforcement needs. Significant shortcomingsare apparent in the control of non-motorised vehicles and in safety regulations.

The problems with the existing legislation have long been recognised and a draft Motor Vehicleand Transport Act was prepared and submitted to the Government for consideration under theterms of the last Road Safety Action Plan. Unfortunately this draft itself contained a number ofinconsistencies and shortcomings and was rejected in its current form.

No action has been taken to remedy the shortcomings of the draft Act as the legislation workingparty has not been convened for a number of years. This must be rectified at the earliestopportunity if further progress in this sector is to be made.

The draft Act contains sections on some safety measures, levels of deterrence and procedures forcompensation. Although the level of deterrence was recognised as being too low in the previousAction Plan, Government rejected an increase to the existing fines system in October 1999.

The drafting of laws and subsidiary regulations takes considerable time, and participants in thedrafting process must expect to spend considerable time in debating the various issues. Caremust also be taken to ensure that vested interests are considered and included where possible toensure that the regulations are acceptable.

A Highway Code is necessary to help explain some of the rules made under the draft Act. Thismust be drafted as soon as the draft Act is enacted, to assist with the raising of awareness of thenew legislation.

Objective

Revise and enact traffic legislation promoting road user compliance with regulations intendedto maintain a safe and efficient traffic flow.

Progress

Some progress has been made within this sector, but this has been restricted by the lack of anactive working party. The key achievements in this sector are:

• Deterrence levels and compensation procedures incorporated into draft Act in December1997

• Draft Act prepared by legislative committee in December 1997• Draft Act submitted to Government in October 1998• Foreign consultants recommendations received in September 1998• Draft Act re-written to include Foreign consultants recommendations and other changes in

November 1998

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Action on Traffic Legislation

1. Updated Traffic Legislation

It is imperative that the legislation working party is convened at an early date to review progressto date and to renew activity in this sector. Progress will be achieved by:

Minimum Output Lead Agent Timing1. Convene legislative committee to review recommendations concerning draft Act BRTA Dec 19992. Complete draft Act and restart law making process BRTA/RSS Dec 19993. Draft Act enacted by GoB MoC/MoL Jun 20004. Agree priorities and timetable for drafting of subsidiary legislation (Regulations) BRTA/RSS Jan 20005. Draft and agree subsidiary regulations BRTA/RSS Jul 20006. Draft and agree Highway Code RSS/BRTA Nov 20007. Regulations promulgated by GoB MoC/MoL Nov 20008. Highway Code published RSS Mar 2001


Once revised traffic legislation with emphasis on safety is in place, ongoing development isnecessary to ensure that new developments and procedures are incorporated in legislation asthey become available.

Minimum Output Lead Agent Timing1. Continuously review and update legislation RSS/MoC Ongoing

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2.5 Traffic Enforcement

Problem

The Traffic Police continue to operate exclusively in the metropolitan areas. Traffic control toensure the free flow of traffic is the priority task, followed by the escorting of VIP’s.Enforcement is at a very low level and tends to be directed at administration offences, whichhave little direct bearing on road safety.

Accident investigation is performed by Thana Police and the Traffic Police are excluded fromthis important and relevant activity. The proportion of accidents reported to the Police is low,particularly where there are injuries. Fewer still are recorded adequately using the appropriateaccident report forms. This means that enforcement activity cannot be focussed towards themore hazardous areas, since these cannot correctly identified.

Road operating conditions are difficult for the Police due to a lack of adequate, or realisticsigning. There is an almost total absence of speed enforcement equipment and few Policepersonnel have received any training in the use of such equipment. Legislation does not setlevels for alcohol or smoke emission of vehicles. However the Traffic Police have been taskedwith addressing the problem.

The power to initiate prosecution is set at the level of Traffic Sergeant and above, however, theyform a small proportion of the total Traffic Police available. Constables and Head-Constablesare not empowered to issue tickets which reduces their function to attempting to control the flowof traffic.

Objective

To develop a more effective and efficient Traffic Police capable of instilling safer road userattitudes and behaviour through the use of modern training, increased mobility, equipmentand expanded powers.

Progress

Considerable progress has been possible in this sector. Reviews of many enforcement aspectshave been undertaken and implementation is beginning to occur. Key achievements in thissector are:

• Pilot enforcement campaign conducted in Dhaka by DUTP;• Traffic management structures reviewed;• Accident investigation procedure reviewed;• Draft legislation written to include allocation of a proportion of traffic fines to road safety;• Draft legislation written to empower Head-Constables and Constables;• Laminated, credit card style driving licences introduced; and• Initial review of equipment and staffing levels performed.

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Action on Traffic Enforcement

1. Organisation and Equipment

The development of the Traffic Police will require changes throughout the organisation. Seniormanagement posts need to be created along with appropriate tiers of management. District levelTraffic Police need to be augmented beyond the token presence currently supported. Accidentinvestigation responsibilities need to be assimilated by the Police which will go some way tooffsetting the increase in manpower required to implement this plan. To focus enforcementactivity, a management information system should be designed, which incorporates the accidentdata recording currently undertaken. Equipment and staffing levels Nationally need to bedefined and equipment procured.

Minimum Output Lead Agent Timing1. Prepare and agree plan with Complete Bys for introduction of senior traffic,metropolitan and District management structures. Police/MoHA Dec 2000

2. Prepare and agree method for transfer of responsibility for accidents to trafficdepartment and define necessary re-training

Police Feb 2001

3. Design and implement management information systems Police Feb 20014. Implement the reorganisation plans Police Jun 20015. Source and procure enforcement equipment and vehicles Police/MoHA Dec 20006. Senior officer appointed to Liaison Officer post of RSS Police Dec 20007. Prepare training syllabus for management training of junior officers Police Dec 2000

2. Training Development

To complement the activities taking place elsewhere, the training of the traffic Police needs tobe developed to meet the changing demands placed on the Police. This should be coordinatedthrough the appointment of a senior Police officer to the post of Head of Traffic Training.Activities in this section include:

Minimum Output Lead Agent Timing1. Full training needs assessment performed and report prepared outlining current andpotential training required

Police Dec 2000

2. Head of Traffic Training appointed Police Apr 20013. Range of training manuals produced Police Dec 20014. New basic traffic training course implemented Police Dec 20015. Realistic Police driver and rider training implemented Police Dec 20016. Junior and middle management training implemented Police Apr 20027. Develop courses for training potential traffic instructors together with supportmaterials

Police Dec 2001

3. National Traffic Training School

Existing training facilities for the classroom-based courses are recognised as being whollyinadequate. The National Traffic Training School will assist in focusing activity in trainingdevelopment as well as providing a centre for the delivery of training. This will include:

Minimum Output Lead Agent Timing1. Acquire site for Traffic Training School MoHA/Police Sep 20002. Finalise building specification and equipment levels MoHA/Police Mar 20013. Complete building works MoHA/Police Nov 20014. Source and procure training equipment MoHA/Police Sep 20035. Transfer management and training staff to new building and begin operation Police Dec 2003

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4. Highway Patrol

Pilot projects have already been implemented in Dhaka. Enforcement activity is virtually non-existent outside the metropolitan areas and needs to be developed. The development of aNational Highway Patrol will be achieved by:

Minimum Output Lead Agent Timing1. Select pilot project District or roads Police Sep 20002. Procure vehicles and equipment for pilot Police Jan 20013. Identify and train personnel for pilot project Police Jan 20014. Deliver publicity campaign announcing launch of Highway Patrol Police/RSS Mar 20015. Begin operations on pilot roads Police Mar 20016. Evaluate pilot project operation and prepare plan for National implementation ofHighway Patrol Police/RSS Sep 2001

7. Recruit National Highway Patrol staff Police Oct 20018. Procure vehicles and equipment for National implementation Police Dec 20019. Train Highway Patrol staff Police Jan 200210. Implement National Highway Patrol plan Police Mar 2002

5. Roadside Activities and Parking Control

The lack of adequate control over parking contributes to the hazards faced by both pedestriansand drivers in their passage around the country. The following actions are necessary tominimise the misuse of road space by stationary vehicles and temporary structures:

Minimum Output Lead Agent Timing

1. Enforce programme of roadside parking controls and other activities. Police/CityCorpn

Sep 2001

2. Determine policy to introduce Traffic Wardens and Private Organisation TrafficVolunteers.

BRTA/RSS Dec 2001

3. Establish guidelines for recruitment, training, equipment and mobilisation of TrafficWarden force and private organisation Traffic Volunteers.

RSS/MoC/MoHA/ MOLPolice/CityCorpn /BRTA

Mar 2002

4. Introduce Traffic Wardens and Traffic Volunteers

RSS/MoC/MoHA/ MOLPolice/CityCorpn /BRTA

Jun 2002


The Traffic Police must have sufficient authority to act to enforce safety laws. They must alsobe accountable for their actions during this activity. This should be achieved by:

Minimum Output Lead Agent Timing

1. Draft strategy for empowering more Police officers and officers from otherorganisations.

Police/RHD/BRTA/CityCorpn

Jun 2001

2. Develop proposals.Police/RHD/BRTA/CityCorpn

Jun 2001

3. Enact legislation.Police/RHD/BRTA/CityCorpn

Dec 2001

4. Draft strategy for establishing separate Highway Police Force. Police Mar 2001

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2.6 Driver Training And Testing

Problem

The behaviour of drivers is generally accepted to be chaotic and drivers do not display a highlevel of consideration for others. Improvements in the training and testing of drivers arerequired to ensure that road user behaviour becomes safer.

Management of road transport in Bangladesh, including driver training and testing, is theresponsibility of the Bangladesh Road Transport Authority (BRTA). There are variousdifficulties to be overcome in order to improve the standard of drivers on Bangladesh’s roads.Within BRTA, there are some management issues that need to be considered as well as technicalaspects, such as improving the methods of testing and licensing drivers. Major changes are alsoneeded to the learner driver licensing laws, monitoring training standards and to the way thatinformation about safe driving is disseminated to the public.

Fake licences are still a problem. The introduction of new laminated photo licences in 1999,with new higher security features such as a hologram, should improve the situation. Improveddetection of false driving licences is required to discourage forgery attempts.

A written driving test, introduced in 1993, excluded a large percentage of potential drivers fromthe legal testing process because of their illiteracy. This in turn led to a large increase in thenumber of fake driving licences in circulation. Consequently, a significant number of drivershave never been tested on their competence to drive any type of vehicle.

BRTA’s impact on driver training has been minimal and, while this may be only practical givenenforcement problems, if training is to go uncontrolled, the driving test must then be capable ofadequately screening out unqualified drivers.

Objective

To improve road safety by ensuring minimum standards for driver competence throughimproved driver training and testing procedures.

Progress

Little progress has been made in the field of driver testing and training. Consideration is beinggiven to the introduction of an oral theory test to ensure that those with low literacy skills arenot discriminated against. The newly introduced plastic licences have met with some oppositionfrom the transport sector and this has impeded wide-spread implementation, however, they areessential to reduce the number of fake licenses.

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Action on Driver Training and Testing

1. Organisation and Procedures

Some changes within BRTA are required to ensure that further improvements in driver trainingand testing are possible. The transport owners and operators must be encouraged to support thenew licenses, and ways sought to overcome their objections.

Minimum Output Lead Agent Timing1. Review BRTA organisation based on capability to conduct minimum testingprogramme and agree changes required BRTA Mar 2001

2. Prepare plan for reorganisation and submit for budgeting BRTA Mar 2001

3. Implement changes in BRTA organisation BRTA Jul 2001onwards

4. Appoint senior staff for new posts (if agreed) BRTA Jul 20015. Develop and implement training programme for BRTA staff BRTA Dec 2001

6. Restrict all new licences issued to new, plastic typeBRTA/Transportowners andoperators

Dec 2002

7. Liase with representatives of local, national and international agencies to encouragecommitment to driver improvements BRTA Ongoing

8. Convert all replacement professional licences to the plastic type BRTA/transportowners/operators

Dec 2001

9. Review and improve regulations governing professional driver hours BRTA/transportowners/operators

Dec 2001

10. Produce monthly reports on vehicle testing for the GoB BRTA Dec 1999onwards

11. Produce annual reports on vehicle testing for the GoB and public BRTA Dec 1999onwards

2. Driver Training

Tuition with a recognised and licensed driving instructor, as well as preparing the novice driverto take the driving test, can include coverage of defensive driving and the effects of drugs orfatigue. Improvements in the control of driving instructors are required to improve the qualityof tuition and to ensure a better driving standard.

Minimum Output Lead Agent Timing1. Agree driving procedures and standards for Bangladesh and produce user friendlydriving manual

BRTA/RSS Dec 2000

2. Set standards for driving instructor competency and gain support from the industry BRTA/drivinginstructors

Dec 2001

3. Improve procedures for licensing driving instructors BRTA Dec 20024. Investigate the feasibility of establishing a register of driving instructors BRTA Dec 2001

5. Promote improved private sector selection and incentive schemes for professionaldrivers

BRTA/transportowners andoperators

Dec 2002

6. Actively promote and support driver improvement schemes aimed at reducingaccidents involving buses and trucks

BRTA/transportowners andoperators

Dec 2002

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3. Driver Testing

The driver testing procedures need to be tightened to ensure that drivers are required toundertake a test of their ability to driver prior to being allowed to drive. The theory andpractical tests both need to be improved to ensure that they are a real test of competence to driveand safety.

Minimum Output Lead Agent Timing1. Train inspectors in oral test and implement. BRTA Jul 20002. Develop oral multiple choice test based on manual. BRTA Dec 20003. Develop practical test for all classes of driving licence BRTA Dec 20004. Develop sustainable training programme for driver testing BRTA Jul 20005. Develop test for driving instructors BRTA Dec 20026. Train inspectors in instructor testing and implement test BRTA Dec 2000

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2.7 Vehicle Safety

Problem

Substandard, often overloaded, vehicles use good quality roads that facilitate higher speeds.Vehicle condition is widely accepted in Bangladesh to contribute to the number and severity ofroad accidents. The current system is overloaded and requires considerable investment toensure that unroadworthy vehicles, especially those that carry passengers, are not used. Therules and standards governing vehicle inspections are outdated (revised in 1984 but with fewsignificant changes) and require a complete review.

Enforcement of transport legislation continues to be a problem and requires a two prongedapproach to rectify, with both the Police and the BRTA playing a regular and active part. Whileannual vehicle fitness inspections may be criticised for only ensuring vehicles are in fitcondition for one day each year, in theory, on the spot roadside checks have the potential tomaintain the concern for vehicle fitness year round. In practice, roadside checks are not beingused to their full potential.

Despite inspection forms and manuals having been produced under a recent aid project, littlepriority has gone into their use. While inspection monitoring procedures are thorough, no use ismade of the data nor concern shown over the unrealistically high pass rate. Vehicle inspection istreated perfunctorily and the minimal inspection procedures reflect this attitude.

It is clear that the demand for BRTA’s services, in terms of Vehicle Inspection, variesconsiderably throughout Bangladesh, with the highest volumes for both being at Dhaka andChittagong. The opening of the Vehicle Inspection Centres in these cities should be used as anopportunity to review their management structures in order to make them as effective andefficient as possible.

Objective

To improve the roadworthiness of vehicles using Bangladesh’s roads by ensuring minimumsafety standards are met and to reduce the negative effects of transport on the environment,especially in terms of air pollution.

Progress

This sector has made little significant progress and is unlikely to do so without substantialsupport. Five computerised vehicle inspection stations have been built and equipped with theassistance of a loan from the ADB but the buildings are sub-standard and likely to causeproblems during the next monsoon. The equipment is also not appropriate to the needs ofBangladesh.

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Action on Vehicle Safety

1. Organisation

In order to plan, manage and coordinate vehicle inspections at national and local levels theGovernment of Bangladesh requires a capable and effective BRTA. BRTA are responsible forraising the standards of vehicles on the roads of Bangladesh. In order to achieve this, there aresome organisational and administrative changes needed.

Minimum Output Lead Agent Timing1. Review BRTA organisation in terms of vehicle inspections and agree changesrequired

BRTA Mar 2001

2. Prepare plan for reorganisation and submit for budgeting BRTA Mar 2001

3. Implement changes in BRTA organisation BRTA Jul 2001onwards

4. Appoint senior staff for new posts (if agreed) BRTA Jul 20015. Develop and implement training programme for BRTA staff BRTA Dec 2001

6. Produce monthly reports on vehicle testing for the GoB BRTA Dec 1999onwards

7. Produce annual reports on vehicle testing for the GoB and public BRTA Dec 1999onwards

2. Vehicle Inspections

Roadworthiness inspections are necessary to ensure that vehicle owners comply with legislation,especially in terms of safety. Vehicles must be maintained to a minimum standard and beinspected regularly (usually annually). It is also important to ensure that vehicle imported inBangladesh comply with the relevant safety standards. Whereas the BRTA is primarilyresponsible at present for undertaking the annual vehicle inspections, the Police also have animportant role in undertaking roadside checks, along with BRTA and large-scale improvementswill only be made when the Police are able to provide additional support in enforcing vehiclesafety.

Minimum Output Lead Agent Timing2.1 Annual Vehicle Inspections1. Define failure modes and standards for the inspection of all classes of vehicles BRTA Mar 20002. Prepare procedures for the inspection of all classes of vehicles, at all levels of teststation

BRTA Mar 2000

3. Obtain sets of basic test equipment for all field offices BRTA Mar 20004. Arrange and implement training for all vehicle inspectors BRTA May 20005. Make the five, recently installed, test and inspection stations operational BRTA On going2.2 Roadside Inspections

1. Train police officers in roadside inspections BRTA/Police May 2000and ongoing

3. Vehicle Registration

Improvements are urgently required to the computerised database system. The improvementsbelow are also relevant to the driver training and testing sector.

Minimum Output Lead Agent Timing1. Transfer the vehicle registration database across to the VI database and prove the filetransfer system.

BRTA Dec 1999

2. Transfer all existing vehicle registration data to the new database. BRTA Jun 2000

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4. Environmental impact of vehicles

As well as improving safety, improved vehicle inspections can be instrumental in improving airquality and reducing pollution by improving emissions testing. This is important in Bangladeshas a whole and especially in Dhaka where the bad air quality is having a detrimental effect onhealth.

Minimum Output Lead Agent Timing1. Implement vehicle emission standards for routine and roadside testing BRTA Jul 20002. Adopt international (UN ECE) emission standards for new vehicles BRTA Dec 20003. Investigate the emissions from 2 stroke vehicles using new equipment at BRTA BRTA Mar 20004. Recommend strategy towards 2 stroke vehicles BRTA June 20005. Liase with representatives of local, national and international agencies to encouragecommitment to road transport improvements

BRTA On going

6. Understand effectiveness of transport management improvements through researchand refine environmental improvement programmes accordingly

BRTA On going

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2.8 Education and Publicity

Problem

To develop safe road user behaviour, children need to be taught skills rather than focusingsimply on rules, regulations and knowledge of traffic signs. To be effective, road safetyeducation requires a clear structure within a recognised curriculum with a planned, sustainedand coherent programme of learning, based on sound educational principles. This is still not thecase in Bangladesh.

In terms of road safety publicity for the general public, there is little activity. There is a need todevelop a long-term data-led publicity strategy with adequate funding or sponsorship.

Road safety education is a long-term intervention, aimed at developing positive attitudes inchildren such that they become safer road users in the future. Publicity is an indispensable partof any nation’s road safety strategy. It is most effective when used in combination withengineering and enforcement initiatives.

Objective

To implement road safety education and publicity programmes in order to improve theknowledge, attitudes and behaviour of all road users, through a combination of formaleducation, non-formal education, adult programmes and mass communication.

Progress

Since the publication of the National Road Safety Strategic Action Plan (1997 – 1999), there hasbeen a great deal of activity in this sector. Some of this is the result of donor agencies includingeducation and publicity in road schemes and additional initiatives have been developed andimplemented by local organisations. In addition, the Global Road Safety Partnership havebegun implementation of a Community Road Safety Improvement Project as one of its focusprojects. Recent activities include:

• CAMPE devoted one issue of their newsletter entirely to road safety education;• The Directorate of Non Formal Education (DNFE) have included a chapter in their text book

for slum children and the Hard to Reach Programme;• LGED in Tangail have developed a road safety book for children, produced by CAMPE;• CAMPE have developed their own action plan for road safety for their member NGOs;• Bangladesh Betar Radio have offered free air time to BRTA;• NRSC Secretariat has appointed a local education and publicity advisor;• A major road safety campaign, targeting pedestrians, has been developed by the NRSC.

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Action on Education and Publicity

1. Formal Education

Further and sustained activity in this area is required. There is still a need to developsupplementary road safety in line with the National curriculum. This requires development andproduction of teaching materials and trained teachers. The amount of road safety in thecurriculum does not have to, and in reality, cannot increase. However, the existing road safetylesson needs to be further reviewed to ensure that it is appropriate to the age group and that itfocuses on crossing skills. Once supplementary teaching materials have been developed andapproved by the National Curriculum Training Board, a programme of in-service and initialteacher training is required. The former could be undertaken by including road safety in sub-cluster training organised by the Ministry of Education.

Minimum Output Lead Agent Timing1. Include appropriate road safety education in primary curriculum supplementarymaterials

PMED/RSS Dec 2001

2. Include road safety education in secondary curriculum supplementary materials DSE/NCTB/RSS Dec 20023. In-service teacher training programme MOE 2001 onwards4. Initial teacher training at PTIs MOE/PTIs 2001 onwards

2. Non-Formal Education

In addition hard-to-reach and children dropping out of the formal education system must betargeted through non-formal education, NGOs and other organisations. The Directorate of Non-Formal Education (DNFE) has already included a chapter on road safety in their textbook forslum children and Hard to Reach programme. This needs to be reviewed, and otheropportunities for inclusion identified. As with the formal education sector, the best approachmay be to develop supplementary materials.

Minimum Output Lead Agent Timing1. Road safety included in non formal curricula DNFE/NGOs Feb 20002. NGO training programme for teachers DNFE/NGOs Dec 2002

3. Materials

It may be possible to adapt teaching materials in the short term from other countries (bearing inmind cultural differences). In the longer term, it will be necessary to develop and produce newmaterials, based on needs. This will generally be where there is a gap in provision that is notcovered by other organisations or projects.

Minimum Output Lead Agent Timing1. RSS worksheets finalised/distributed RSS/DEOs/NGO

sDec 2001

2. NFE flip chart developed and distributed DNFE/NGOs/RSS

Dec 2001

3. Child-to-Child sheet translated/distributed NCTB/NGOs Dec 20004. Additional materials developed RSS/NGOs/

DNFE/NCTBDec 2002

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4. Community Programmes

The benefit of including road safety within existing programmes, for example, adult literacy isthat it ensures best use of limited resources. There is additional benefit as it gives an opportunityto disseminate safety messages to parents - a group that is often difficult to access. Theatre hasbeen used successfully in many countries to promote road safety. Bangladesh has a tradition ofdrama and puppetry and this can be used as a medium for getting road safety messages toappropriate groups. This approach is particularly useful to target community groups (especiallywhere literacy rates are low). Talks to interested groups, such as the Lions or the Rotary Clubcan be useful in order to raise awareness of road safety issues and to encourage them toundertake their own programme of activities.

Minimum Output Lead Agent Timing1. Include road safety in adult literacy programmes DNFE/NGOs Dec 20022. Community theatre production RSS/NGOs Dec 20013. WB Community Road Safety Improvement Project DRSC/RSS/

NGOs Dec 2001

4. Talks to relevant groups RSS/DRSC/NGOs

Ongoing frommid 2000

5. Publicity

Advice also needs to be given to the general public via targeted publicity campaigns. Generalawareness raising of both organisations that can affect road safety, and of the general public areimportant to generate an understanding of the problems and to develop a climate of change.Articles in the media can cover accident and casualty data, NRSC activities and particular issuesof concern. Depending on availability of funding, at least one new National campaign should beorganised annually and should be based on data. Initially, emphasis should be placed onpedestrians and bus occupants. Once a master copy is available, reproduction of campaignmaterials can be achieved at relatively low cost. As well as National publicity campaigns, thereis a need to develop campaigns, based on local accident and casualty data and needs.

Minimum Output Lead Agent Timing1. Press releases – general awareness raising RSS/Police Ongoing2. New National campaigns (1 per year) RSS/NRSC/

DRSCAnnual

3. Repeat National campaigns (1 per year) RSS/NRSC/DRSC

Annual

4. Local publicity campaigns RSS/DRSC Annual

6. Training of RSS Staff

In order to fully meet their responsibilities and targets and to become a centre of excellence forroad safety education and publicity, staff based in the RSS will require adequate training. Iftechnical assistance to the Secretariat is forthcoming, from whichever source, the foreignconsultants should be encouraged to undertake training of local staff. Project activities can beused as demonstration projects. Best practice in education and publicity must be followed toensure that local staff are aware of the main issues. There are also various options for overseastraining. Possibilities exist, for example, for attendance at a two-week training course combinedwith placement with a local authority road safety section.

Minimum Output Lead Agent TimingIn-service training RSS 2000 - 2001Overseas training (course + placement) RSS Apr 2000

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ANNEX 7

ESTIMATED RSS TECHNICAL ASSISTANCE AND RUNNING COSTS

DRAFT PROJECT SUBMISSION · RRMP3 – Institutional Development Component Draft Bangladesh National...

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