A Review of Highway Agencies in the South Asia Region

A Review of Highway Agencies in the South Asia Region
4.1.2 Structure
The ideal national or state highway agency benefits from some degree of independence
from the government. This allows the government to focus on the strategic policy issues
associated with the highway sector while enabling the highway agencies to focus on
delivering and operating a quality highway infrastructure. The distance between the agency
and the government also provides the former the freedom to deliver the best possible
results – within constraints placed upon it by the government. However, such freedom
comes with responsibilities. The indicator framework assists in managing and explaining
these responsibilities.
As structure follows function, the internal structure of the ideal highway agency would
represent a pyramid, with one official ultimately representing the agency. Reporting to him/
her are a number of functional departments each of which serves a different purpose within
the agency. Table 4.1 describes the elements of the structure of an ideal highway agency;
Figure 4.1 provides a graphical representation of this structure. As argued in section 4.1.1,
the highway agency bears responsibility for the network and for certain functions; however,
it does not necessarily need to perform all the associated tasks. It can, and should, outsource
activities to the private sector, as and when appropriate.
Table 4.1: Description of highway agency ‘departments’
Element Description
Highway Agency Board The board includes representatives from both the public and private sectors, including
road users and the business community. Transport related ministries include Ministry of
Transport, Ministry of Public Works, Ministry of Railways, Ministry of Shipping, amongst
others. This wide composition of the board is aimed at achieving integration between
modes and incorporating users into strategic decisions regarding the highway network.
The board is jointly responsible for the highway agency at a strategic level, as laid down
in the agency’s long-term strategy which is a different document from the ministry’s road
sector policy (although the two are linked).
The board is chaired by a representative of the ministry responsible for road transport
and infrastructure. All members of the board have an equal standing but in case the
board is unable to reach consensus, the chair holds a decisive vote.
Chief Executive The mandate of the Chief Executive is dual. Firstly, s/he is charged with the management
of the highway agency. Secondly, s/he cooperates in the highway agency board on
strategic issues with other board members.
S/he should translate the long-term strategy of the agency into concrete development
and maintenance programs.
Chief Executive’s Staff The Chief Executive’s staff will support the Chief Executive on issues not placed in the
‘line of the organization;’ examples could be risk management or internal audits.
Engineering Services The Engineering Services department provides specific services related to those
technical aspects of maintenance and extension of the network that are not outsourced
to the private sector. In addition, it provides contract management and quality control
and assurance for outsourced works. The department should also be responsible for
overseeing preparation of detailed project reports, technical sanctioning of projects and
procurement processes.
Corporate Services This department supports other departments of the highway agency to enable
them to carry out their activities, such as human resource management, IT support,
administrative support or legal services. This department is thus crucial in enhancing the
skills of the staff and ensuring that career opportunities exist within the agency.
Financial Services This department manages the financial aspects associated with the highway network and
individual projects.
Planning and This department is responsible for the planning and development of the highway
Development network and individual projects.
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