Much of this information was used to prepare a discussion paper, which the Traffic Services Study distributed in mid-July 2000, inviting further comments on the effectiveness of traffic services. For example, local police agencies generally lack timely, accurate data and the resources they need to analyze the cause of traffic crashes and respond effectively. The staff vacancies in all areas of policing appear more pronounced in traffic. Moreover, when resources are limited, traffic is seen as a support unit and traffic officers are directed to perform other duties-sometimes temporarily, sometimes permanently. In addition, general duty personnel are less involved in traffic enforcement as other activities take up more of their unassigned time.
Problem solving is the most critical component of quality traffic-service delivery.
If police and their community partners do not have the resources to identify priorities, traffic services can end up being reactive rather than proactive and strategic. Police may spend more time on less important issues and not be able to solve the serious crash problems that would likely yield greater public-safety benefits. Finite resources Traffic services seem to be eroding as demand for police services continues to grow. This affects not only regular traffic enforcement but also special programs where ICBC funds police overtime to increase police visibility. Some police agencies are using the enhanced funding to replace or supplement routine enforcement.