A Review of Highway Agencies in the South Asia Region

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A Review of Highway Agencies in the South Asia Region 5.5.1 Requirements 5.6 Conclusion 5.6.1 Way Forward Human Resource Management The performance of a highway agency will eventually be assessed by the extent to which it has achieved its targets. The CEO of the highway agency is ultimately responsible for the performance of his organization. To ensure the agency’s employees contribute to achieving the targeted performance, the CEO should be equipped with the means to motivate them to perform in accordance with the organization’s needs. The performance of departments, managers and staff members, therefore, needs to be monitored and action (reward or penalty) taken when needed. The transition to Phase 4 should be targeted in a publicly available letter of intent by the parent ministry and highway agency. The letter should indicate a date when the agency will be ready to move to the next phase of capacity and performance monitoring. As experienced elsewhere, for example, in Sweden or Australia, the transport agencies’ institutional transformation to manage both transport infrastructure and services has actually facilitated transition to this phase. In the South Asian context, such a possibility should also be explored. The four consecutive phases are progressively more demanding and require significant changes from the highway agency and the respective governments, in particular, Phases 1 and 2. These changes occur in several areas and will need to be implemented in a coordinated manner. Performance monitoring without the proper institutional structure and mandate will, most likely, not yield the desired result and may not be sustainable. Moreover, the capacity and performance indicators and their progressive monitoring need to be closely aligned with the various centrally sponsored/mandated road improvement programs the agencies are supposed to deliver. The changes may appear overwhelming at the first instance, but a phased approach should guide highway agencies and the respective governments in this process. Altogether performance monitoring and proposed reforms should lead to the evolution of world-class highway agencies in South Asia. On the one hand, these agencies will be able to effectively and efficiently contribute to the development of societies across the region. Governments, on the other hand, will be able to demand a highway network that offers value for money in terms of moving goods and people within, to and from their jurisdictions. The proposed next steps are: Dissemination of the study findings in two/three stakeholder workshops across the region in the next six to nine months; Helping the road agencies in setting up and managing performance monitoring systems through future World Bank-funded projects in the next two to three years; Facilitating international knowledge transfer and help especially in setting up and managing a performance evaluation system and linking human resources and institutional reforms with performance evaluation systems through overseas knowledge sharing visits; and Undertaking follow-up studies on developing agency capacity and performance evaluation systems linked to budget allocation/support from the finance department. 76
A Review of Highway Agencies in the South Asia Region Annex A: Guidance Notes on the Proposed Framework A1 Guidance Note on Details and Methodology Proposed for Calculating the Value of Indicators A1.1 Introduction The proposed framework has two sections. Section A covers basic information, related to the extent of the road network owned by the concerned highway agency while Section B covers indicators essentially of three types: Some indicators are closed questions, requiring the agency to respond in either ‘yes’ or ‘no’ depending upon the response/status about the indicator at the time of preparation; In some indicators, the agency has to provide either data in absolute number/amount, or in terms of percentage; and There are some indicators for which the agency has to work out the value based on analysis of certain input data to be collected by/available with it. A1.2 Explanatory Notes for Providing Data in Section A relating to Basic Information A1.2.1 Total road network owned by the agency (i) The agency may be a state/provincial PWD or RDC or road authority with a specific mandate and jurisdiction over a certain part of the total road network in the country/ state. The data for this block shall be limited to only those categories of roads which are within the jurisdiction of the concerned highway agency. (ii) The category “Others” may include, for example, other district roads, village roads and roads in urban areas, if owned by the agency. A1.2.2 Total length of CRN, if defined (i) Some highway agencies define the strategic network or CRN out of the total road network owned by them, taking into account factors such as prioritization in terms of traffic and high level of mobility, connectivity to economic growth centers, such as district headquarters, tourist attractions, industrial centers, ports, and so on. In case the highway agency has defined the CRN, the break-up of road length may be provided in this block. A1.3 Explanatory Notes on Providing Information/Data in Section B A1.3.1 Indicators 1, 2 (a, b, c, d, e, f, g, h, i), 3 (a, b, c), 4 (a, b, c), 7 (a, f, g), 16, 17, 18, 27, 28, 29, 31, 33, require the agency to indicate only Yes/No status Detailed explanation is provided below on a few indicators for additional clarity: • Indicator 2 (d): This indicator is intended to ascertain whether agencies that are sensitized to safety and health of construction workers at project sites have prepared and issued policy/rules/office orders in this regard; • Indicator 2 (e): This indicator is intended to ascertain whether the concerned local/state government has a policy to ring-fence funds required for road sector development and maintenance; • Indicator 4 (c): This indicator is intended to ascertain whether there is a regular 77
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Transport Division Transport, Water
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A Review of Highway Agencies in the South Asia Region

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