Delivery mechanisms for road maintenance

Delivery mechanisms for road maintenance Identifying opportunities for improved performance Hamish Goldie-Scot Besar Bowo

Delivery Mechanisms Drivers of performance What factors contribute to improved performance? 2. Assessment To what extent are those factors evident in NTB? 3. Recommendations How could current performance be improved? Feedback and discussion

Drivers of performance A lack of trust undermines performance and increases costs Accountability Makes it happen Capacity Makes it possible Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Practical Training Institutional and Legal Setting Makes it last Trust Makes it efficient Mentoring is an important aspect of professional development Transparency allows civil society to strengthen accountability Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Colour coding R Factors that undermine performance Factors that constrain performance A G Factors that strengthen performance

Drivers of performance Accountability Makes it happen Capacity Makes it possible G G G Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Drivers of Drivers of corruption Accountability Makes it happen Lack of Capacity Makes it possible Lack of R R R Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Lack of Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Drivers of performance High level view Funds Accountability Makes it happen Capacity Makes it possible G G G Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Drivers of performance A Labourer’s view Routine Maintenance requires exceptional management skills Accountability Makes it happen Capacity Makes it possible Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility Good management can markedly increase labour productivity

Assessment Current delivery mechanisms

Assessment Combinations of Performance of Contractor and Consultant

Assessment Combinations of Performance of Contractor and Consultant The Supervising Consultant has the key role in Quality Control

Assessment Delivery Options

Assessment Structure of the Industry State Owned Contractors normally involved in larger contracts Average contract size in most cases under Rps 5 billion 21 Road Contractors engaged to maintain/improve NTB Provincial roads in period 2008-2010

Assessment Structure of the Industry Similar profile for Consultants Even more extreme in case of Kabupaten roads Small contractors are not developing For the same 21 Contractors, add any contracts on National Roads in 2008-2010

Assessment Performance of Consultants Have the powers to act professionally, but not always using them Accountability Makes it happen Capacity Makes it possible A A R Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Assessment Performance of Provincial Bina Marga Good potential, but focussed on financial accountability, not performance Accountability Makes it happen Capacity Makes it possible A G R Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Assessment Performance of Swakelola Unproven. Not focussed on performance. Short of key equipment Accountability Makes it happen Capacity Makes it possible R G R Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Assessment Performance of Contractors Weak, but able to respond quickly to commercial pressure to perform Accountability Makes it happen Capacity Makes it possible Clear expectations Performance Monitoring Transparency Resource Base Management Systems Skills in practice Institutional and Legal Setting Makes it last Trust Makes it efficient Good practice rewarded Responsibility encouraged Professional standards maintained Fair contracts fairly applied Confidence beyond immediate contacts Willingness to allow others to take responsibility

Recommendations (General) Improve performance through more focus on: 1. Accountability Mechanisms Focus on improved monitoring of outputs Capacity development Focus on Consultant’s role in improved quality management 3. Trust Focus on encouraging responsibility (with accountability) Ensure that the market rewards good performance

Recommendations (Specific) For future work…… Routine Maintenance • Strengthen existing Swakelola approach; while • Piloting contract-based alternative Monitor and compare the performance of these two delivery methods Periodic Maintenance/Spot Improvements • Strengthen existing contract-based approach Focus on site supervision and quality control

A G A G A G Review: Focus on performance Identify and mitigate external constraints Focus on issues of Accountability, Capacity and Trust Improved Performance Improved road condition Monitor Performance

Feedback and discussion

Delivery mechanisms for road maintenance