Previous Page  20 / 189 Next Page
Information
Show Menu
Previous Page 20 / 189 Next Page
Page Background

Governance of Transport Corridors in OIC Member States:

Challenges, Cases and Policy Lessons

8

establishment of ALCoMA foresees that after the end of the support of the African Development Bank,

which includes financing of one-year of operations of ALCoMA, the Participating Member Countries

(PMC) through ECOWAS will take full responsibility for the long-term financing of its operations from

other resources. One of the main operational challenges for ALC in the coming years is to harmonize

technical standards. Good practices of this corridor are:

Similar to SEETO and TRACECA, international organisations played a decisive role in the

establishment of the corridor. This once more showcases the importance of having an international

organisation facilitating the development process;

Moreover, the project-based approach of ALC is an example of how to develop a corridor from the

bottom up rather than the top-down approach used in, for example, the UNESCAP corridors, TEN-

T, TRACECA and SEETO. Instead of defining a broad range of objectives, ALC starts bottom up,

creating institutions that facilitate one specific project, leaving open the possibility of expending

the institutions in the future. In particular for the initial stages of corridor development, it should

be kept in mind that establishing the right governance is not only about creating governance

institutions for the sake of creating institutions. The governance model should fit with the

objectives and ambition of the members.

In the absence of a regional corridor governance body, the

Government of

Jordan

has actively pursued

corridor governance aspects at a national level, notably through an institutional set-up, which was

created with support of an EU TTF support programme. This institutional structure includes the

national committee (NCTTF), the secretariat (ESTTF) and the technical committee (TCTTF). Supported

by the combined efforts of these bodies, several corridor governance domains have effectively been

implemented. Crucial in this process is political support, coming from the Government of Jordan that

has made TTF a priority. This is reflected in the National Transport Strategy, which incorporates a

great number of relevant TTF elements. The void of regional legal arrangements has resulted in an

extensive series of MoUs signed with neighbouring countries, contributing to harmonisation of

regulations, standards and procedures. It should be noted however that making such arrangements on

a sustainable basis is a challenging process. In the institutional structure, there is ample opportunity

for broad stakeholder involvement, including the relevant ministries and departments/commissions,

local authorities and private sector. The use of the corridors in relation to all these stakeholders is

actively promoted. It should be noted that on a regular basis (2015, 2017) regional conferences are

organised to which countries from the region are invited, facilitating regional collaboration where

possible. Dedicated studies and capacity building activities have been organised to improve TTF

capacity in Jordan. Good practices of this corridor are presented below:

The Government of Jordan has actively pursued the development of trade and transport facilitation

and development of its transport corridors. In the absence of a regional corridor governance body,

a national institutional structure has been developed with a broader regional development

ambition, connecting Jordan to its neighbouring countries. This process is supported by a series of

multilateral and bilateral agreements;

Corridor promotion and stakeholder consultation is actively promoting by organising a series of

events, including periodic regional workshops, also including neighbouring countries.

The

UNESCAP Central Corridor

, jointly developed with two other Eurasian Corridors, is a continuation

of the implementation of various transport initiatives by UNESCAP. By establishing a governance

platform on the corridor level, strategic transport planning in the Asian Pacific is elevated to the next

level of integration. While there is huge potential for the Central Corridor, it is unclear whether this