2007年-世界发展银行全球_Institutional_Arrangements_for_Transport_Corridor_Management_in_Sub-Saharan_Africa_81页_677kb

Summary of "Institutional Arrangements for Transport Corridor Management in Sub-Saharan Africa"

Core Content

This document, authored by Yao Adzigbey, Charles Kunaka, and Tesfamichael Nahusenay Mitiku, explores the institutional arrangements for managing transport corridors in Sub-Saharan Africa (SSA). It aims to support the development of efficient and sustainable corridor management systems that can improve trade facilitation and reduce transport costs, particularly for landlocked countries.

Main Objectives

• To review existing corridor management practices and propose institutional frameworks for effective management.
• To highlight the importance of institutional coordination in improving transport efficiency and trade facilitation.
• To provide guidance on legal and funding mechanisms for corridor management groups.
• To advocate for public-private partnerships (PPPs) and participatory approaches in corridor governance.

Key Points

1. Transport Corridors and Their Importance

• Transport corridors are defined as a collection of routes linking economic centers, countries, and ports.
• They often include multiple modes of transport (road, rail, and water).
• Corridor efficiency is crucial for the competitiveness of African economies, especially landlocked ones.
• The Almaty Plan of Action emphasizes the need for improved access to sea and reduced transit costs.

2. Existing Corridor Management Arrangements

• The paper reviews several corridor management initiatives in SSA, including:
  • Northern Corridor: Links landlocked East and Central African countries to Mombasa port in Kenya.
  • Central Corridor: Includes the Dar es Salaam port, railway, and road routes connecting Tanzania, Uganda, Rwanda, Burundi, and the DRC.
  • Dar es Salaam Corridor: Focuses on the port of Dar es Salaam and its connectivity.
  • Walvis Bay Corridor: Involves Southern African countries and includes the Walvis Bay Corridor Group (WBCG).
  • Maputo Corridor: Includes the Maputo Development Corridor (MDC) and the Maputo Corridor Logistics Initiative (MCLI).
  • Abidjan-Lagos Corridor: Involves West African countries and is managed by the Abidjan-Lagos Corridor Organization (ALCO).
  • Bilateral Arrangements: Some corridors are managed through bilateral agreements between countries.

3. Legal and Institutional Frameworks

• Corridor management groups are typically established through legal instruments such as treaties, multilateral agreements, Memoranda of Understanding (MoUs), constitutions, or company registrations.

• The core functions of these groups include:

  • Facilitating trade and transport.
  • Harmonizing policies and procedures.
  • Reducing transit costs and time.
  • Improving infrastructure and logistics services.
  • Promoting public-private partnerships and stakeholder participation.

• The governance structure is generally composed of:

  • A Policy Authority (inter-ministerial council).
  • An Executive Board (composed of transport ministers and private sector representatives).
  • A Stakeholders Consultative Committee (includes all relevant actors from the corridor countries).
  • A Secretariat (technical and administrative body).

• The Secretariat is the main coordinating and technical body, and is composed of an Executive Secretary and three technical experts in customs, infrastructure, and transport economics.

4. Funding Mechanisms

• Funding for corridor management groups is a critical aspect of their sustainability.

• Common funding mechanisms include:

  • Membership fees.
  • Government contributions.
  • Traffic-based usage fees (e.g., tonnage levies).
  • Donor support.

• The Northern Corridor Transit Transport Coordination Authority (NCTTCA) uses a tonnage levy system, with contributions from member states based on a formula (Kenya: 30%, Burundi: 10%, DRC: 20%, Rwanda: 15%, Uganda: 25%).

• The CCTTFA (Central Corridor Transit Transport Facilitation Agency) is modeled after the NCTTCA and includes a permanent secretariat and a stakeholders consultative committee.

5. Lessons and Recommendations

• Stakeholder participation is essential for effective corridor management.
• Flexibility and problem-solving approaches are important for addressing corridor-specific challenges.
• Public-private partnerships and participatory processes are recommended for enhancing cooperation and efficiency.
• Ownership and power sharing should be embedded in the institutional design to ensure long-term sustainability.
• Tailoring institutional arrangements to the corridor context is necessary for securing ownership.
• Performance indicators should be developed to measure the efficiency and effectiveness of corridor operations.
• Modernization of border agencies, especially customs, is crucial for improving corridor efficiency.

6. Multi-Corridor Management

• Corridor management arrangements should be designed to foster benchmarking and competition between corridors.
• A three-tier structure is proposed for corridors without existing arrangements:
  • Stakeholders Group (consultative body).
  • Core Group (executive body).
  • Secretariat (technical and administrative support).

Conclusion

The document underscores the importance of institutional frameworks in improving the efficiency of transport corridors in SSA. It proposes a structured, multi-tiered institutional model that emphasizes stakeholder involvement, flexibility, and sustainable funding. These arrangements are intended to support the broader goals of regional integration, trade facilitation, and economic development in the region.