A Review of Highway Agencies in the South Asia Region

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A Review of Highway Agencies in the South Asia Region Figure 1.4: Evolution of highway agencies as highway networks develop Organisation emphasis Funding Private sector involvement Birth Large PWDs Outsourcing Government Low Table 1.2: Phases of development of highway agencies Phase Description of development phases Political , economic and social drivers Stage of road network development Growth Upgrading Maturity Government and aid agencies Some consulting contracts 1 A traditional construction and maintenance organization. 18 · Accountability for performance · User issues · Government · Aid agencies · Private sector · Design , build, operation & maintenance, funding Community/user issues Government and private Signifcant PPPs for all combinations DBFOM 2 Separation of client and producer functions. The client organization is responsible for governmental functions: administration, management and planning, contracting, and associated information collection and dissemination relating to roads. The producer organization is responsible for execution: design, construction, maintenance and operation of the road network using in- house resources. The separation is formalized by creating internal divisions within the organization. 3 Separation of client and producer organizations; introduction of a road board. The producer organization reports to a ministry of transport (or similar) or the central management of the road administration. 4 Corporatization or privatization of the producer organization and establishment of an autonomous (client) road administration and a road fund. A separate delivery company is established to provide maintenance or construction by road management agencies. This company usually has to compete with the private sector for any construction or maintenance work, in public tender procedures. 5 Corporatization of the (client) road administration. This is quite common in other infrastructure administrations, such as railroads, ports and airports.
A Review of Highway Agencies in the South Asia Region agencies and collected data on the capacity and performance of highway agencies using a questionnaire; in the second phase, an additional questionnaire was developed for this study, and distributed by post to the participating highway agencies (Annex B). As part of this phase, additional in-depth face-to-face interviews were conducted with highway agencies in six states of India to gain a better understanding of the functioning and performance of these organizations. The topics covered in the data collection included: Strategic aspects of the road administrator 2 ; Legal framework; Financing strategy; Governance architecture: structure and processes; External reporting and use of performance indicators; Human resources; Incentives and disincentives; Institutional integrity; Satisfaction with governance architecture; Network and statistics; Investments in road infrastructure (including Public Private Partnerships (PPPs) and road funds); Autonomous road development corporations; Participation of road users, nongovernmental organizations (NGOs) and road transport associations; and Reforms undertaken. 1.4.3 Review of International Good Practices Highway agencies in South Asia can learn from good practices around the world to improve their responses to the current challenges they face. This study reviewed highway agencies in South Africa, New Zealand, Sweden and Australia for this purpose. These countries have, in the course of their development, faced similar challenges in the past. The lessons drawn from these case studies also provide inputs for designing the proposed framework for the South Asian highway agencies. Since ‘good practices’ are not always equally replicable in all parts of the world due to differences in circumstances, cultures, objectives and priorities in each country, care has been exercised in applying lessons learned in the context of the highway agencies in the South Asia region. 1.4.4 Development of a Framework of Indicators Based on the literature review, the analysis of good practices and data collected, a draft indicator framework was prepared and presented during two workshops, held at the offices of the Indian Roads Congress (IRC) and the World Bank. Participants included representatives of eight highway agencies from across India, who were generally in agreement with the proposed framework. The main recommendations made at the workshop were focused on making the framework agency-friendly and easy to interpret, taking into account the stages of evolution of agencies, and ensuring the local milieu was taken into consideration. Capacity and performance indicators must reflect two distinct, but related, functions within highway agencies: the management of outcomes and the delivery of outputs. Figure 1.5 shows the relationship between outcome and output indicators. Output indicators measure the efficiency of highway agencies in translating inputs into 2 The term highway agencies used in the report refers to road agencies or departments or road administrations. 19
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Transport Division Transport, Water
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