lesson learnt from the selected case studies and policy ...Ÿtırma... · term transport master...

Ankara, 11 October 2018

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Lesson Learnt from the Selected Case Studies and Policy Recommendations

Fadiah Achmadi, Sustainable Mobility Specialist, FimotionsJoel van der Beek, Transport Economist, EconoVision

Content

1. Selected case studies in the OIC geography1.1 Kazakhstan1.2 Malaysia1.3 Uganda1.4 Senegal1.5 Qatar1.6 Oman

2. Policy recommendations for OIC Member States

3. Ideal process of developing NTI plans

2


1. Selected Case Studies in the OIC Geography

3


OIC region Country Research Methodology

Study visit Desk research

Asia Kazakhstan ✔

Malaysia ✔

Africa Uganda ✔

Senegal ✔

Middle East Qatar ✔

Oman ✔

1.1 Kazakhstan

4

• Population (2016): 17.8 million people

• Area: 2.7 million km2

• Density: 7 people/km2 (the lowest in the region)

• At the centre of transcontinental routes Europe – China

(potential and challenge)

• Largest landlocked country

in the world


1.1 Kazakhstan (political and legislation)

5

• No National Transport Policy nor long-term Transport Master Plan

• Nurly Zhol (Bright Path), State Program of Infrastructure Development 2015-2019

• Transport and Logistics as one of the 7 targeted areas of infrastructure investments

• Transport Infrastructure SectoralProgram 2015-2019 is the only NTI planning document


Kazakhstan 2050

Kazakhstan 2020

National Implementation Plan

Kazakhstan 2030

Forced Industrial and InnovativeDevelopment 2015 - 2019

State Program of InfrastructureDevelopment “Nurly Zhol” 2015-2019

Transport Infrastructure SectoralProgram 2015 - 2019

Annual Address of the Presidentto the citizens

Strategic Plans ofGovernment agencies

DevelopmentProgram atRegional /

LocalLevel

Operational Plans ofGovernment Agencies

National10 year

StrategicPlan

AnnualAddress

Implemen-tationLevel

StatePrograms

SectoralPrograms

1.1 Kazakhstan (institutional and organizational)

6

• Nurly Zhol is developed by the Ministry of National Economy

• Sufficient qualified and skilled transport professionals both in planning and monitoring

• The ADB provides technical assistance, also as the lead agency under CAREC framework

• Institutional gap between government institutions at the national and regional levels needs to be addressed

• Public-Private Partnership

- Regulated by law

- Kazakhstan Public-Private Partnership Centre operating on behalf of the Ministry of National Economy

- Yet, low involvement of private sectors in project funding


1.1 Kazakhstan (technical)

7

• Nurly Zhol is primarily a list of approved infrastructure projects, not a

visionary document

• International corridors play an important role in NTI related plans and

programs to increase transit traffic and export capacity

• Each sub-sector seems to be considered on its own merits, little

consideration given to the integration of transport modes

• EIA is mandatory to apply


1.1 Kazakhstan (procedural and financing)

8


1.1 Kazakhstan (procedural and financing)

9

Stakeholders’ participation

• Public consultations are accessible via the respective ministry’s website, not sufficiently user-centered nor pro-active

• Involvement of private sectors is high in the planning and implementation phases

• Almost zero involvement of academia

Development funding


1.1 Kazakhstan (content of NTI plan)

10

• Analysis of the current situation• Goals, objectives, clear quantitative target indicators and performance• Breakdown of target indicators into detailed yearly measurable results

including responsible executive bodies

• Basic directions, ways of achievement of objectives and appropriate measures

• The necessary resources• List of projects NMT is not covered


1.1 Kazakhstan (data collection method)

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• National statistics and data collection is the responsibility of the Agency of

the Republic of Kazakhstan on Statistics, part of the Ministry of National

Economy

• No information on how data is collected

• Transport data used in NTI planning is not adequate

• No information on which transport model applied to forecast ridership

• Land use and transport data collection does not take place periodically


1.1 Kazakhstan (monitoring system)

12


• Stage of accomplishment of the quantitative indicators

• Causes of unachieved indicators and which measures to take

• Analysis of spent funding

1.1 Kazakhstan (policy recommendations)

13


• Policy driven planning

• Climate change resilience needs to be factored into the selection of projects

• Improving the transparency of public consultation process

• Increasing the involvement of private sector by enhancing the market

environment for private sector participation

• Setting up an independent objective monitoring to evaluate the

implementation effectiveness on achieving the expected results

• Focus of the monitoring should include the outcomes instead of only on the

achieved target and financial resources allocation

1.2 Malaysia

14

• Population (2016): 31.2 million

• Federation of 13 states and 1 federal territory

• World’s 24th largest trading nation


1.2 Malaysia (political and legislation)

15


11MP is part of a systematic planning of national development .. .

NewEconomic

Policy1971-1990

NationalDevelopment

Policy1991-2000

NationalVision Policy

2001-2010

NationalTransforma-tion Policy2011-2020

2nd Malaysia Plan

3MP

4MP

5MP

Post Independence,

1956-1970

Growth withequity

Balanceddevelopment

A resilient andcompetitive

nation

New EconomicModel

1st Malaya Plan

2nd Malaya Plan

1st Malaysia Plan

6MP

7MP

8MP

9MP

10MP

Eleventh Malaysia

Plan

Vision 20201991-2020

1.2 Malaysia (political and legislation)

16

• No National Transport Policy nor long-term Transport Master Plan

• Public engagement on the Draft National Transport Policy 2018-2030 is currently being undertaken

• Eleventh Malaysia Plan (11MP)2016-2020, 5-year economic development plan

• Contains key physical infrastructure initiatives, followed by master plans by ministries and agencies to guide implementation


Medium Term

(fiv

e

-year

developm en t

plan s )

S hort Term

Lon g Term

N ation al Tran s form ation Policy

Annual Budgets

Regional Plans

State Structure Plan

Local Plan

Local

Authority

State

Region

National

Sectoral Policies/ Plans

Sectoral Policies/ Plans

Special Area Plan

th

11 Malays ia Plan

M id - term review

of the fiv

e

- year pl an s

Vision 2020 1991-2 02 0

2 011-2 02 0

2 016 -2 02 0

1.2 Malaysia (institutional and organizational)

17


Cabinet Ministers

PARLIAMENT

National Planning Council

Economic Planning Unit

Inter-Agency Planning Group

Private SectorDialogue

National EconomicAction Council (NEAC),

National EconomicConsultative Council

(NECC)

State GovernmentFederal Ministries &Agencies

Private Sector

Implementation &Coordination Unit

National Development CouncilNational Development

Planning Committe

Po

licy

Ge

ne

ral

fram

ew

ork

Pro

po

sal

Cir

cu

lars

Proposal

Pro

po

sal

Cir

cu

lars

Dra

ftD

raft

Secretariat

• EPU: preparation of development plans for the nation

• NDPC: formulation, implementation, progress evaluation and revision

• Close collaboration among Ministries’ agencies and implementing agencies

• Strong partnership with private sectors

1.2 Malaysia (technical)

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• 11MP is a list of approved infrastructure projects, Vision 2020 is long-term vision

• 11MP used an outcome-based approach: “Improving road safety to reduce accidents”

• 11MP is developed based on building-block approach, in which the plan serves as the foundation

• National Land Transport Multi-Modal Model strong integration land use planning and multi-modal transport

• Attention to NMT modes

• Sustainability and Resilience are being an important part of NTI plan in Malaysia signatory to the UN-led SDGs

1.2 Malaysia (procedural and financing)

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• Public consultation is enforced by Guideline on Public Consultation Procedures

• PPP unit wasestablished tomonitor andimplement PPP projects private sector isan important engine of national growth

1.2 Malaysia (content of NTI plan)

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• Outcome based content of 11MP

- Strategic thrust: e.g. strengthening infrastructure to support economic expansion

- Game changer: e.g. investing in competitive cities

- Focus areas: e.g. building an integrated need-based transport system

- Expected outputs: e.g. 40% public transport modal share in Greater Kuala Lumpur

• National Land Public Transport Master Plan 2012-2022

- A more visionary document, contains macro-level policies and plans

1.2 Malaysia (data collection method)

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• NTI planning is based on data collected monthly and annually in each

transport mode sector

• Data is comprehensively collected by the Ministry of Transport and used as

reference points for ministries and agencies for planning

• Department of Statistics Malaysia gives advice on statistical methodology,

providing social and economic statistics, and endorsing other agencies’ studies

• Little information on which transport model applied to estimate ridership

forecasts

1.2 Malaysia (monitoring system)

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• Driven by Project Cycle Management

• Implementation of 11MP is monitored on yearly basis

• Mid-term review after 2 years

• Monitoring of National Land Public Transport Master Plan is carried out at 10-year intervals

POLICY INPUT ACTIVITIES OUTPUT OUTCOME IMPACT

PLANNING IMPLEMENTATION EVALUATION

Process Flow / Result Chain

Feedback to Planning

n Economic Planning Unit

n Implementation and Coordination Unit

n Ministry of Finance

n National Audit Department

n Economic

Planning Unit

n Implementation and

Coordination Unit

n Ministry of Finance

n Economic Planning Unit

n Implementation and Coordination Unit

1.2 Malaysia (policy recommendations)

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• The currently being prepared National Transport Policy should have a long term view in the context of future economic and social needs

• Prepare NTMP that includes measures, projects and a comprehensive set of directions that will enable the transport policy to be implemented

• NTMP should include an objective of reducing GHG, in turn stimulate smarter planning and the use of NMT and demand substitution

• Institutional capacity building to increase the effectiveness of the current planning procedures and techniques

• The plan performance should be monitored and results published in dashboard format for public consumption and to promote transparency

1.3 Uganda

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• Population (2016): 41.5 million

• Area: 200,500 km2


1.3 Uganda (political and legislation)

25


• National Transport Master Plan (NTMP) 2008-2023, provides framework in which decision making on transport investments is made

• The NTMP did not have any legal force but cabinet approval

• It is a product of IFIs to contextualise their investments

• NTMP complies with international agreements, such as Northern Corridor

• A good approach to transport planning in Uganda:

- Recognizing the need for being policy driven

- Producing a Master Plan

- Providing enabling legislation

- Implementation planning

- Sub-sectoral programming

- Monitoring and evaluation

1.3 Uganda (institutional and organizational)

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• NTI planning process in Uganda in 1990-2018 was proactive in reforming transport sector management from centrally driven to modern and devolved

• Transport sector is managed by the Ministry of Works and Transport

• Highly knowledgeable and skilled personnel but lack ‘hands on’ experience to develop a national transport plan and lack of capacity to implement

• Lack of any integrated planning agency, while NTMP aims to integrate land use with transport planning

• EU technical assistance expects to improve human resources and institutional capacity of government institutions in the transport sector

1.3 Uganda (technical)

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• Little consideration given to alternatives between transport modes when formulating NTMP. Each subsector is considered on its own merits

• Currently there are numerous projects aim to provide interchange between different transport modes

• Socio-economic evaluation and CBA application to prioritize projects is statutory

• Environmental and Social Impact Assessments are mandatory

• There is no national traffic model

1.3 Uganda (procedural and financing)

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• Transport sector development depends on NTMP

• Investment projects must appear in NTMP before budgetary allocation preconditioned by international investors and funding agencies

• As a result, project lead time is very protracted (NTMP 2008-2023 had its genesis in 2002)

• Due to much infrastructure investment, political interference in project selection process deemed minimal

• Level of consultation and stakeholder participation is good, no involvement of academia

• Transport planning agencies do not have adequate authority to raise investment funds done through Ministry of Finance

• Transport sector has the largest allocation of public expenditure

1.3 Uganda (procedural and financing)

29


International TIR IRF

IMF SDG ICHAO

Funding & Resources

IFLI PPP

Economic Sosial

Environmental

Tehnical NTBT

URC

Railway Plan

Waterways

Plan

RCC

Plan

CAA

Aviation Plan

Subsector Performance Appraisal

UNRA

Roads PlanPipeline

Regional Development

Comesa Bafta

Analysis :

n Transport

n Demand

n Services

n Research

All Stakeholders :

n Public Sector

n National & Local Sector

n Government & NGOs

Private Sector :

n Industry Sector

n Tourism Sector

President Cabinet

National Transport Masterplan

Greater Kampala MAsterplan

National Planning

Authority

National Development

Plan NDPII

2015 - 2020

Vision 2040

Decisions

Demand

Constraints

Obligations

Funding

Influ

e

nces

Supply

Agreements

Information

Opinion

1.3 Uganda (content of NTI plan)

30


• NTMP Uganda also includes a Transport Plan for the Greater Kampala Metropolitan Area (GKMA)

• NTMP/GKMA sets out a development framework of the transport sector over a period of 15 years

• NTMP was output based and was not compliant with SDGs

• NTMP did not include NMT

• It covers transport policy and strategy, institutions, legal and financial issues, land and environment, stakeholder interests, capacity building requirements and investment needs

• One of key objectives of NTMP: “to achieve establishment of a permanent high-quality long-term transport planning capability within MoWT, …” progressive and important

1.3 Uganda (data collection method)

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• Manual Classified Count most common

• Roadside Interview Survey

• Public Transport Origin Destination surveys

• Public Transport Counts

• Household Interview surveys insufficient

• No national transport model means data is collected as needed

1.3 Uganda (monitoring system)

32


• Annual Sectoral Performance Reviews follow integrated approach but treat

each transport mode individually

• Evaluation of projects after completion is quite rare, as in most countries

• No agency carries out evaluation

• However, recognizing the importance of evaluation and monitoring, Uganda is

currently carrying out a full mid-term evaluation of its NTMP

• The evaluation is both top-down (from sector and sub-sector) and bottom-up

(from the project level).

1.3 Uganda (policy recommendations)

33


• A transport policy should be developed

• Transport plans should have legal force and be annually revised

• NMT should be included

• Institutions must have capacity to implement plans

• Plans should have concrete achievable goals, be outcome based, be aligned to fiscal space

• SDGs should be mainstreamed into transport plans

• Monitoring and evaluation processes should be strengthened

1.4 Senegal

34


Geology.com

• Population (2016): 15 million people

• Area: 197,000 km2

• Density: 69 people/km2

• West Africa, bordering Atlantic Ocean

• French as official language

• GDP per capita (2017 est): USD 1,020

1.4 Senegal (political and legislation)

The NTI planning in Senegal hinges on three different essential documents:

• National Road Safety Plan (Senegal, 2017)

• Transport Sector Policy Letter (LPST) and

• National Road and Motorway Master Plan (SDRAN).

These are visionary long-term documents and lists of concrete investment projects.

• Strong public-sector support

• High inclusion of ratified international agreements

• Indications of (sub-)regional organizations and of corridors agreements are taken into account as inputs in NTI planning.

35


1.4 Senegal (institutional and organizational)

36

• The public administration of the transport sector is branched into three ministries (land, air, maritime). Each of them is responsible for sub-sectoral plans and targets.

• Concrete objectives are deduced from the Senegal Emergent Plan (SEP).

• National Transport Plan is a visionary long-term document (LPST).

• The collaboration between public agencies and international public organizations is fundamental.


1.4 Senegal (institutional and organizational)

37

National Agency of

Statistics and

Demographics

(ANSD)

Global reporting

(CETUD)

Ageroute DEEC

President of Republic

Cabinet

Senegal Emergent

Plan (SEP)

Transport Sector

Policy Letter

(LPST)

Public agencies

AATR

ANACS

FERA

ANAM

ANAMS

Public

services

Legal

entities

National Road and

Motorway Master

Plan (SDRAN)

MITTD

MTTA

MPEM

Prime Minister’s

Offic

eMCA

HAALSS

HACSSPE

Major Project Cluster :

Infrastructure Council,

General Delegation

for the Promotion of

the Urban Poles of

Diamniadio and Lac Rose

Data and methodology

by Consultant and

Research Institutions

Household survey

Travel survey

Traffic

survey

Economic analysis

International Public

Organisations

WAEMU

CEDEAC

OACI

OMI

Target achievement of

development of road

corridors, (inet)

national railway,

water transport,

airport equipment

supervise

B ran ched in to

Vision

Comment/ input

Draft

Draft

DRAFT

DRAFT

supervise

Knowledge / information

Comment / input

Monitoring Cooperate

Concrete

implementation

Data source


1.4 Senegal (technical)

• Roads infrastructure in Senegal: one of the most developed in West Africa and almost all the roads are paved and connect all major towns.

• Low emphasis on non-motorizedtransports.

• Integration of transport with land use planning is crucial.

• Environmental Impact Assessment is mandatory.

• Socio-economic evaluation and cost-benefit analysis play key role in prioritizing projects.

38


1.4 Senegal (procedural and financing)

Transport planning is centralized mainly coming from President of Republic and Prime Minister’s Office.

There is a close collaboration among public agencies.

The private sector is highly involved in transport planning decision making.

Level of consultation and stakeholder participation is reputed high.

Several sources for financing of road infrastructure projects:

• the national budget,

• resources from development partners and

• funds obtained from financing with the private sector in the framework of PPP.

Finding adequate funding is a challenge.

39


1.4 Senegal (content of NTI plan)

Investment projects in the National Road and Motorway Master Plan (SDRAN)

• Twenty-year horizon from 2015 to 2035.

• Divided in four five-year periods.

• Highlights the main objectives to be achieved in each of these periods.

• There are outlined targets in terms of meeting demand.

• The concrete implementation of targets is output based, but does not include non-motorized transports.

• High use of econometrics models to forecast demand.

• The application of scenario, financial and socio-economic analysis makes it a strong aspect.

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1.4 Senegal (data collection method)

• Data for plans and projects are collected by the National Agency of Statistics and Demographics (ANSD).

• Comprehensive land use and transport data collection takes place periodically.

• Limited data availability on transport services, mirroring mainly opinions from transporters' unions.

• Data is weakness of Department for Transport in the MITTD.

• Commercial entities do not release data for use in transport planning.

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1.4 Senegal (monitoring system)

• The monitoring and evaluation system has been developed rapidly in the recent years.

• Committee for Strategic Orientation: implementation and monitoring.

• Observation and Monitoring Office: monitoring and evaluating.

• Road data management system.

• M&E actions are covered by public agencies (Ageroute).

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012345

Political&Legislation

Institutional&Organizational

Technical

ProceduralContentofNTI

Plan

DataCollectionMethod

Monitoring&Evaluation

Senegal


1.4 Senegal (policy recommendations)

• The NTI plans should aim to provide a long-term multi-modal reference document. Inclusion of non-motorized transport in planning and in concrete objectives.

• The NTI for Senegal should serve as a key input to the overall national planning process.

• The NTI plans should also serve regional transport planning such as for the promulgation of transport corridors.

• Plans should be outcome not output based.

• A stronger public-private partnership and a higher involvement of the private sector.

• Financial transfer to local authorities, in line with transfer of responsibility’s mandate for rural roads.

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1.5 Qatar

44


Geology.com


• Area: 11,600 km2


• Peninsula in the Arabian Gulf

• Arabic as official language


1.5 Qatar (political and legislation)

Planning processes are highly centralized.

NTI planning is aligned with the goals of the Qatar National Vision 2030.

In 2008 Qatar started its integrated planning process with the drafting of the first Qatar National Vision 2030.

NTI planning of Qatar has a strong emphasis on national policy and less on international policies and agreements.

45


1.5 Qatar (institutional and organizational)

46


S upport/

m ethodology

Ministry of

Development

Planning and

Statistics

Emiri Decrees

General Secretariat for

Development Planning

Qatar National Vision

2030

Ashgal and Contractors

Qatar National

Strategy 2030

Service Providers

(Qatar rail, Mowasalat,

MWANI)

Ministry of Finance

Ministry of Municipality

and Environment

S takeholders

(m in is tries , govern m en t

agen cies an d s ervice

providers )

Qatar National

Transport Plan

D ata an d

m ethodology

M in is try of

Tran s port an d

C om m un ication s

H ous ehold s urvey

Econ om ic an alys is

Travel s urvey

Traffic

survey

Q S T M

Responsibility

Knowledge / Information

Approval

Coordination

Coordination

Knowledge /

Information

Knowledge /

Information

1.5 Qatar (technical)

• The Qatar NTI plans follow an integrated approach regarding the transportation modes.

• Qatar follows Transit Oriented Development (TOD) approach. TOD is “a mixed use commercial and residential area designed to maximise access to public transport and to encourage transit ridership”.

• TOD reflects the integrated approach between land development and planning of transport infrastructure. They are a key element in stimulating public transport.

• Recently Qatar added traffic impact as a new and additional criterion in its projects assessment.

• Qatar has a strong methodological focus.

• Skills and capacity are sufficiently available and NTI is well organized and integrated with land use policies.

47


1.5 Qatar (procedural and financing)

• A close collaboration among central Ministries, Municipalities, and Service providers. The position of public parties is dominant. As a consequence, the position of private parties is minor.

• The state budget is the main source of finance of Qatar’s transport infrastructures.

• Since recently private funding is also being considered.

• In the National Development Strategy 2017-22 (NDS-2) PPP is seen as a diversification enabler.

48


1.5 Qatar (content of NTI plan)

• Transportation Master Plan of Qatar (TMPQ) – not publicly available

• Incorporates scenario analyses, using the Qatar Strategic Transportation Model (QSTM).

• Qatar has a strong methodological focus and puts emphasis road, (light)rail and port infrastructure.

• Attention for non-motorised traffic

49


1.5 Qatar (data collection method)

Qatar puts a strong emphasis on data and data collection: intense collection and applying a large variety of collection methods.

Integrated database.

Traffic model (TMPQ), using VISEM (VISEVA-W for freight) and VISUM.

Data sources:

• Manual Classified Count (MCC),

• Household Interview surveys (HI),

• Roadside Interview (RSI),

• Automatic Traffic Counts (ATC),

• Public Transport OD surveys (PTI) and

• Public Transport Counts (PTC)

50


1.5 Qatar (monitoring system)

• M&E is in development. The majority of the Qatari infrastructure is still in the construction and early in the implementation phase.

• The results of the questionnaire point at the need to stimulate the education of monitoring and evaluation in tertiary education in Qatar.

• Increased use of private vehicles, congestion, pollution, high levels of land use, traffic accidents and enormous consumption of energy leads to question whether the objectives in the plan are the right ones. 51

012345



Technical


Plan



Qatar


1.5 Qatar (policy recommendations)

• An integrated transport, energy and environment policy, aligned to the SDGs, would be worthwhile and very progressive.

• Policy needs to set out how new technology and Artificial Intelligence may be used to reduce demand for mobility.

• Opening up for PPP constructions will require level playing field between public and private parties. PPP will lead to new risks in planning and implementation. These risks have to be mitigated.

• Providing a more prominent role for the pricing mechanism and price elasticities of demand, in view of parking, congestion and PPP.

• The models need to be calibrated and the scenarios need to be updatedregularly, due to the fast and massive developments that take place.

• Data availability in the public, commercial or academic sphere could be improved.

• M&E processes should further be tested and strengthened.52


1.6 Oman

53


Geology.com


• Area: 310,000 million km2


• South eastern coast of Arabian

Peninsula

• Arabic as official language


1.6 Oman (political and legislation)

• 9th Five Year Plan (Omans Vision 2014).

• Rapid growth of Omani transport sector and population.

• The national transport plan is a list of infrastructure projects that has been selected by the Supreme Council for Planning and approved by Decree.

• Absence of transport policy, despite the growing complexity of the transport sector.

• Laws empowering the Supreme Council for Planning (SCP) are robust and effective.

54


1.6 Oman (institutional and organizational)

• Highly effective central planning by SCP.

• Low private sector involvement in the planning process.

• Given the highly centralised planning processes, the 9th Five Year Plan was the most participative so far with representatives from the government sector, the private sector, the civil society and youth institutions.

• Oman is signatory to the Council of Arab Economic Unity (CAEU).

55

012345



Technical


Plan



Oman


1.6 Oman (technical)

• The Oman Development Plan has a transport component, a list of approved infrastructure projects (Omani Ministry of Land Transport and Communications, 2018). Selection of key projects and measures include:

• Air cargo, investment in leasing 3 air freighters

• Improving rail connectivity

• Land Connectivity to Saudi Arabia

• A public transport strategy 2017-2025 was recently approved by the Council of Ministers. Its importance is owing to the high numbers of non-Omani and non-car owning public whose mobility had been limited.

• Need for more holistic and integrated planning is increasingly appreciated, in view of becoming a major logistics hub.


56

1.6 Oman (procedural and financing)

State funding dominates, private funding is absent, no PPP

57


International affil

i

ations :

INC, ICAO, IMO, INMARSAT,

ISO, UN, WTO

n H.E. Sultan of Oman

n Head of State

n Head of Government

n Minister of Finance

n Urban studies

n Economic research

n Social research

n National health

n Environmental studies

Consultative assembly

Ministry of Transport

and Communications

Planning

Implementation

Operations and Project Implementation

Suprem e C oun cil for Plan n in g

5 -year D evelopm en t Plan

BRTS &

Maritime Affairs

Civil

Aviation

Oman

Rail

LogisticsTransport

n Surveys

n Market

research

n Economic

modelling

n Land use

planning

n GIS

1.6 Oman (content of NTI plan)

The Oman Development Plan:

• The plan is output and not outcome based (level of service, mobility and accessibility);

• It is a very good transport infrastructure plan.

Oman National Spatial Strategy (ONSS), is ongoing process, will provide a comprehensive spatial framework for sustainable high quality urban and rural development in the Oman. Drivers are among others:

• Population and economic growth;

• Well-guided spatial development with high spatial quality;

• Contemporary land use system with smart integrated mobility;

• Well preserved natural environment and cultural heritage;

• Food security and resilient water systems;

• Climate change and energy transition.58


1.6 Oman (data collection method)

Collection of transport demand data and the application of transport modelling is used to help further develop the transport system and in a more integrated way with land use.

Oman National Transport Model (ONTM), includes

• Field Traffic Surveys: Automatic Traffic Counts, Journey Time Surveys, ...

• Behavioural Surveys: Household Interview Surveys, Stated Preference Surveys, Passenger Terminal Surveys (Ports, Airports and Borders), ....

• Public Transport Surveys: In Vehicle (Bus) Surveys, Passenger Demand Surveys and Spot Measurements, Public Transport User Opinion Surveys, ...

59


1.6 Oman (monitoring system)

• The “Tanfeedh” program: to undertake the process of follow-up of implementation of the 9th Plan.

• This evaluation is considered an essential component of planning and is very progressive.

• Supreme Council for Planning requires that the impact of transport projects on the diversification program be systematically evaluated.

• The need for monitoring and evaluation is supported, though the former is a stringent requirement the latter has to evolve further. Evidence suggests that Oman seeks to improve the quality of its transport planning.

60


1.6 Oman (policy recommendations)

• It will be useful for Oman to prepare a transport policy, it provides an opportunity for structured stakeholder and transport user engagement to discuss a wide range of issues in this dynamic and rapidly changing sector.

• Plans should include measures as well as projects, the plan should provide a comprehensive set of directions that will enable policies to be implemented.

• Plans should be outcome based, not only outputs. The specific objectives of the plan may relate to transport sector efficiency issues but also cross cutting issues as well.

• Plan implementation and performance could be public domain - using contemporary means such as dashboards.

61


2.1 Policy Recommendations “Political/legislation”

• A national transport policy needs to be developed before developing an NTMP in order to provide a strategic direction towards common objective and goals to be followed by sectoral plans and programs.

• Both policy and plans should be developed from within and to avoid outsourcing the entire process to consultants, in order to ensure buy-in and ownership.

• Transport plans should be mandatory and have legal force through legislation.

62


2.2 Policy Recommendations “Institutional/organizational”

• The institutional capacity needs to be built by training or education of government officials and professionals to increase the effectiveness of the current planning procedures and techniques.

• The rule of subsidiarity should apply, transport master planning should be centralised and subsector and urban planning decentralised.

• Transport planning agencies must be multidisciplinary and cross sectoral to apply a holistic approach, to ensure integration between modes of transport and adequately cover cross cutting issues.

63


2.3 Policy Recommendations “Technical”

• NTI plans should integrate land use planning and multi-modal transport planning including non-motorised transport.

• NTI plans should be outcome not output based.

• Methods to prioritise project should be in place, such as socio-economic evaluation and cost-benefit analysis.

• A national multi-modal transport model should be developed and be robust for external effects and shocks and systemic risks.

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2.4 Policy Recommendations “Procedural”

• Develop common guidelines for project appraisal and assessment for the OIC members.

• Make NTI plans publicly available and communicate them.

• Strengthening of procedures regarding public consultation and stakeholder participation.

• Improving the transparency of the public consultation process.

• Increasing the involvement of private sector by enhancing the market environment for private sector participation.

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2.4 Policy Recommendations “Procedural”

• Ensure that the planning horizon of NTI plans is 15 to 25 years, and that updates come on time.

• Apply the use of the pricing instrument in view of optimization, allocation and funding. In order to ensure a sustainable financing, a greater share should be funded from road user charges (user pay principle).

• Increasing the involvement of academia to gain intellectual views in policy formation.

• Aligning NTI plans to fiscal space.

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2.5 Policy Recommendations “Content of NTI Plan”

• NTI planning should start with problem identification and mapping of needs, and should have concrete achievable goals that fit in the policy context.

• NTI plans should include measures as well as projects and provide a comprehensive set of directions that will enable policiesto be implemented.

• Investments should be optimized by comparing them to the best alternative investment in view of the specific transport objective.

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• Apply common guidelines for project appraisal and assessment for the OIC members.

• Sustainable Development Goals should be mainstreamed into NTI plans.

2.6 Policy Recommendations “Data collection”

• Develop common guidelines for data collection for the OIC members.

• Transportation data should be collected periodically (annually or more frequent) and in a systematic way.

• Make use of new technologies and share data with the private domain (open access).

• Make use of big data or mobile data in transport planning, real time dynamic planning, the use of swarm intelligence and planning for autonomous vehicles.

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2.7 Policy Recommendations “Monitoring”

• Transport plans should be annually revised.

• Setting up an independent agency to monitor and evaluate the implementation of the plan.

• The focus of the monitoring should include the outcomes instead of only on the achieved target and financial resources allocation.

• Plan implementation and performance monitoring could be public domain using contemporary means such as dashboards.

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3 Ideal process of developing NTI plans

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SuistainableDevelopment Goals

Na�onal TransportPolicy

Na�onalDevelopment Plan

StrategicImplementa�on Plan

Sub Sector Strategic Planning

Road Rail WaterAir Mari�me

Transport Act

Na�onal Spa�alPlan

Na�onal TransportMaster Plan

District Land Use &Transport Plans

Urban Land UseTransport Plans

Vision

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Infrastructure Investment Plans

Thank you for listening

Any Questions?

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lesson learnt from the selected case studies and policy ...Ÿtırma... · term transport master...

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