A Review of Highway Agencies in the South Asia Region

A Review of Highway Agencies in the South Asia Region
times more expensive compared to proper and timely maintenance of that road. Also, road
performance depends on what, when, and how maintenance is performed.
To manage road assets in a sustainable manner, all four agencies have adopted an
elaborate asset management system. It is driven by policy goals and objectives, and
relies on systematic assessments of asset performance and costs, when making decisions
on future actions. As a result, asset management impacts virtually every aspect of the
agencies’ business, including planning, engineering, finance, programming, construction,
maintenance and information systems.
Risk Management
The concept of risk is rapidly becoming central in the work of the four agencies. It is applied
in all stages of the project cycle.
The NSW’s Total Asset Management Manual describes risk management as a systematic
process to identify risks that may impact the organization’s objectives, analyze their
consequences, and develop ongoing measures to treat them. For example, the concept of
risk management informs NSW RTA’s decisions in virtually every area of the organization.
SANRAL has completed the process of enterprise-wide risk assessment. Management and
employees are given the opportunity to voice their concerns regarding the strategic and
operational risks faced by SANRAL. It has developed a risk register that is the product of a
continuous assessment of current risks and identification of new risks. All employees are
encouraged to be alert to risk exposures in their area. The risks are analyzed by a special
unit that analyzes each risk and initiates appropriate mitigating action and treatment.
All risks are documented and communicated to the Board and employees. The internal
audit coverage plan is risk-based, and risk management is a standing item on all Board and
committee meetings.
3.8 Human Resource Management and Knowledge –
Knowledge-driven Organizations
Agencies are becoming more professional in their approach to management as well as the
adoption of an increasingly integrated approach toward mobility management instead of
road management. This has had a number of consequences for agencies’ corporate resource
(staff) management. One example is the diverse composition of staff, including engineers as
well as economists, business administrators, and so on.
All the agencies are investing in developing leadership programs to guide further adoption
of more integrated and performance driven work processes. They also recognize the need to
further develop the skills and capabilities of staff at all levels. Training needs are assessed on
a regular basis, including periodic reviews by external experts in some agencies.
Notably, road agencies are all recognized and appreciated as ‘good employers’ in national
‘employer/human resource management’ type benchmarks.
To further develop knowledge, all agencies fund and cooperate in research on subjects
such as pavement strengths/durability, pavement management and road safety measures.
Research partners are mainly universities and specialized public and private research
institutes.
3. 9 Road Sector Funding - Increasing Use of Off-budget Financing
Table 3.3 summarizes the sources of finance for the agencies. Financing other than from
budget allocations is used in all four countries in this study. In particular, NSW in Australia
and South Africa use off-budget sources to finance (part of) the network tasks. Both are
using toll and toll concession to finance, design, construct, operate and maintain the
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