Governance of Transport Corridors in OIC Member States:
Challenges, Cases and Policy Lessons
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involvement, corridor branding and other promotional activities, training of TRACECA officials and
more. An overview of measures for the mid-term future are summarized i
Table 7.6 Major recommendations for TRACECA for the mid-term future
Recommendations Main directions
Legal and institutional  Interstate cooperation in legal and institutional harmonisation;
 Transparent transport sector laws, regulations and rules;
 Application of best international practice;
 Private sector consultations;
 Improvement of professional capabilities of public and private sector in
logistics.
Infrastructure
network
 Interstate cooperation and coordination;
 Involvement of the private sector;
 Consideration of environmental concerns;
 Enhancement of management capabilities in the transport sector.
Market and
operations
 Free access to the TRACECA corridor and its active promotion as a
realistic, competitive option for east-west trade flows;
 Involvement of the private sector in all aspects of improving and managing
the corridor, and proving business-friendly environment;
 Interoperability, between transport systems and modes;
 Sustainability, in terms of asset management and environmental-
friendliness;
 Corridor performance monitoring;
 Enhanced skills, especially in the logistics sector.
Source: based on LOGMOS Master Plan (2014).
Expending the institutional infrastructure in terms of resources and more political power is the
cornerstone for further corridor development. One way to move forward is to expand the legal
foundation of TRACECA as to commit member states to carry through reforms. As the TRACECA
countries are highly different in terms of culture, history and political culture, a strategy could be to
favour regional or bilateral treaties over corridor wide agreements. Such regional agreements includes
member states that are located in geographical proximity to each other and which have rather similar
political systems. Once a set of measures has been implemented successfully regionally, they may be
spread across the whole region. The continuous interest by the Member States for developing
TRACECA, even when EU funding halted, offers perspective for the future. Especially when the steps
to move forward are well known and laid out in detail in the current TRACECA multi-annual action
plan. It is now up to the member states to carry through the reforms.
Good practices corridor governance
TRACECA is one of the larger and older corridor organisation. In particular its size makes its corridor
governance complicated. Aligning the views of nations with a variety of social and political background
is a demanding process. Nevertheless, TRACECA has been around for two decades, making it an
interesting case corridors in similar situations, such as the UNESCAP corridors.
 The EU was the main driver behind the establishment of the corridor. The EU brought knowledge
and resources. This showcases that value of incorporating international organisations the
development process of the corridor;
 With respect to its legal framework, TRACECA is marked by a series of legal agreements for which
the member can decide individually whether to sign it or not (se . Such an approach does
not immediately commit members to carry out the reforms proposed by the corridor management.