Styrning och koordinering av transnationella transportkorridorer. Transportforum 2013

1. Establish governance structures for
trans-national transport corridors
Transportforum 2013, Linköping 9-10 January
Gunnar Fastén

2. Why governance of transport corridors?
• Need for more participatory processes to encourage a long-
term commitment of different stakeholders to removing
obstacles, which hinder efficient cargo flows along the trans-
national transport corridor.
• Efforts to maintain and improve the competitiveness of trans-
national transport corridors and to develop and deploy a
green transport corridor strategy require appropriate
stakeholder management approaches at trans-national level.

3. Why establish governance … (2)?
• Corridor management has the important task to:
(1) Assess the corridor viability, i.e. to clarify present and future transport
volumes through market analyses;
(2) List and plan the necessary improvements of infrastructure, seaports
and terminals;
(3) Improve and harmonise the administrative and legal procedures
governing transport in the corridor;
(4) Develop a business plan to improve co-modal business models in the
corridor;
(5) Establish and maintain stable rules and incentive models for using the
corridor.

4. Why establish governance … (3)?
• A right corridor governance structure, featuring a coordinated
policy support, leadership and stakeholder involvement, shall
depend on the nature of the corridor and the specific
functions to be managed.

5. Who should be involved?
• Political supporters and related administrations and
authorities.
• National and regional administrations responsible for
policy, infrastructure development and customs.
• Business enterprises that buy and sell transport and logistics
services related to the corridor.
• Lobbying organisations and business associations for
advancing trade, intermodal transport, sustainable corridor
management etc.
• Universities and research institutes.

6. How to establish a governance structure?
• Identify relevant key stakeholders in a transport corridor
community, including their roles, responsibilities and
interactions (e.g. transport service
providers, shippers, infrastructure providers etc.).
• Create a single point of coordination as an instrument for
corridor development given the diversity of stakeholders and
governmental agencies that oversee different activities in a
corridor.

7. How to establish … (2)?
• Establish a corridor partnership with participation of public
and private stakeholders from the trans-national transport
corridor community, with the joint objective to facilitate the
provision of efficient transport services along the corridor
and in its hinterland.
• Create an institutional set-up for a corridor governance
structure that consists of:
(1) A high-level policy board involving key policy makers;
(2) A core management group as a legal body, with a member assembly
and a management board;
(3) An executive secretariat with geographical/national contact points
supporting management activities;
(4) Thematic advisory groups.

8. High Level Policy Board
involving key policy makers
Member Assembly,
appoints a Management Board
Management Board,
(eventually) appoints a Managing Director
Management activities supported by an
executive secretariat with geographical
Policy
contact points
Communication Transport
facilitation
Performance
monitoring Information
facilitation
Thematic Advisory groups

9. How to establish … (3)?
• Set a scope of responsibilities for the created corridor
governance structure within the areas of: policy support, trade
and transport facilitation, performance monitoring, ICT
information facilitation, and communication and promotion.
• Set up funding principles for the corridor management based
on reliable sources of income.
• Develop a mechanism to translate decisions taken by the
corridor governance into recommendations for other bodies
(e.g. EU Commission and national governments), which have
to take legal and budgetary steps in order to improve
corridor efficiency and to formulate relevant policies (e.g. as
regards the TEN-T networks).

10. Critical success factors
• Political support through trans-national agreements.
• Involvement of relevant political and private stakeholders.
• Funding available for the corridor governance structure.
• Harmonised development of measures along the trans-
national corridor.
• Efficient communication mechanism of the governance
structure decisions to the EU and national policymaking.

11. Thank you for your attention!
Gunnar Fastén
gunnar.fasten@netport.se
+46 733 99 89 20