EAP - The Pacific Infrastructure Challenge - World Bank (2006).pdf

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Kiribati 90 Ports The Kiribati Port Authority was corporatized in 2000 under the Kiribati Ports Act. As a commercial entity, the Port Authority is responsible for operating its own budget. Any profit goes to acquisition and upkeep of assets in return for a government dividend. The Port Authority has not paid any dividends to date while it has been building up its assets. Corporatization has allowed the Port Authority to focus on “cutting costs and running more efficiently”. The Government retains control of all port assets which the Port Authority operates and maintains. Betio Port is currently running at a profit and is able to cover costs with existing charges. The Port Authority is currently reviewing options for contracting out selected services to cut expenses further. Betio Port is limited by the fact that ships cannot dock quayside due to the shallowness of the lagoon. Ships must anchor at sea and barges are used to collect containers. Although there is no waiting time for ships and clearing begins within an hour of berthing, this arrangement means that it takes an average of two days to process each vessel. A study recently reviewed the possibilities for upgrading the port to allow vessels to dock quayside. This proposal is currently being evaluated by the Kiribati Ministry of Transport. If it is approved, it would significantly improve the ability of the port to process vessels and would dispense with the additional expenses involved in running the tugs and barges. This would reduce freight costs in turn and would therefore help to attract more traffic to the port. However the economic analysis of the project suggests the benefit-cost ratio might be lower than one might wish. Shipping Chief Container Service provides international services between Australia (Sydney, Brisbane and Melbourne) and Tarawa. It is the sole operator on these routes. Previously, a competing operator, Sofrana Lines entered the market in competition to Chief Container Services, which responded by lowering its prices and improving service to the extent that Sofrana withdrew 91 . Kiribati’s domestic shipping services to outer islands are mainly provided by a government owned company Kiribati Shipping Services Limited (KSSL), while private sector operators provide services to the country’s inner islands. Private services also operate between Tarawa and Kiritimati. Shipping services to outer islands are infrequent and do not meet requirements. KSSL is operating at a loss 92 and vessel repairs and maintenance have not kept pace with degradation. No explicit subsidy is provided to the company, although rates and charges do not cover operating costs. 90 Sources: Castalia Interview with Betio Port Master, September 2004 91 Pacific Regional Transport Study, Volume 2 Country Action Plan: Kiribati” June 2004, from Pacific Islands Forum Secretariat website 92 Ibid 138
Marshall Islands 93 Ports The Marshall Islands Ports Authority (MIPA) is a statutory body established in 1996. It is responsible for managing the two international ports Majuro and Jaluit. Since establishment, MIPA has received operating subsidies from the Government, but maintenance has not been effective, resulting in deteriorating assets and services 94 . Shipping In 1999, the Marshall Islands Cabinet approved a new shipping policy that included competitive tender of Field Trip Services (the term used to describe shipping services to outer island communities in the Marshall Islands) following a move to privatize domestic shipping services. This coincided with a reduction of subsidies to general cargo which resulted in increased carrier charges. A private company currently operates domestic passenger services to all major atolls within the Marshall Islands. The Government is continuing to privatize shipping services, but is reviewing the level of subsidy and freight costs to the end user. A.4.6 Summary of Analysis In summary we observe that: In Ports: Some ports in the Pacific operate on the traditional ‘Public Service Port Model’ as a government department or as a corporatized port authority 95 . The wharves on outer islands are owned and operated by provincial or local governments In the Caribbean, many ports have moved from the Public Service to the Landlord Port Model. Under this model: the Port Authority acts as a landlord and regulates the port operations which are carried out by private operators, infrastructure is leased to private operators who provide and maintain their own superstructure In the Pacific the Ports of Suva, Apia, Nuku-alofa and Pohnpei have adopted the landlord model. The Samoa Port Authority is a good example of where this is working successfully The landlord model has been less successful in Fiji where services have been contracted out to Government monopolies In Samoa and Papua New Guinea there is, competition between private operators appear to have contributed to competitive costs 93 Sources: “Marshall Islands Meto 2000 Economic report and Statement of Development Strategies” ADB 2001 and “Technical Assistance to the Republic of the Marshall Islands for Preparing the Outer Island Transport Infrastructure Project” ADB, Sept 2000 94 The ADB Technical Assistance report (Sept, 200) notes that “Despite the Government’s efforts to maintain ports and airports within the country, the general obsolescence of existing facilities and equipment, coupled with the large distances involved has severely compromised the safety of sea and air transport” 95 Pacific Regional Transport Study, AusAid, 2004 139
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The Pacific Infrastructure Challeng
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Table of Contents 1 Acronyms and Ab
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Figure 8.4: Annual Per Capita Inves
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Box 7.9: ECTEL - Regulatory Coopera
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kWh MDG MIAA MIPA MNOC MOTCA MOU MP
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2 Executive Summary This discussion
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Fiscal, regulatory and policy decis
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Figure 2.2: Estimated Annual Invest
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3 What’s the Purpose of the Discu
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Box 4.2: Improving Infrastructure f
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5 How well are Pacific Countries Pe
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Figure 5.1: Access to Electricity 1
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Water tariffs are often too low In
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Table 6.1 shows that in addition to
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These characteristics mean that Pac
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6.2 Challenges to Institutions and
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6.2.2 Demographic Issues in the Reg
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These high rural populations mean t
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Figure 6.3: Comparison of Defining
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Lack of legal and regulatory suppor
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7 Challenge: How do we Lift Perform
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7.1.2 Poor Policy Design and Coordi
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different, some efficiency may be g
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Figure 7.1: Accountability in Infra
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Box 7.3: Expert Panels can Improve
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Some of these reforms have already
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7.2.2 Choose an Appropriate Reform
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Box 7.5: Public Sector Reforms in t
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Pacific countries, management salar
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There are three classic types of pr
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While private sector involvement ma
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Air services would also benefit fro
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7.2.5 Regional Coordination One opt
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8 What’s the Size of the Challeng
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Figure 8.5: Mainlines Trend 0.600 N
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Figure 8.11: Total Annual Per Capit
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9 How do we meet the Challenge This
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Box 9.3: Can private sector involve
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Box 9.6: How can the public sector
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The proportion of mainline access a
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Box A.2: Introducing Telecommunicat
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Universal Access Universal access r
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good example of this. The Kiwi Shar
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Figure A.7: Reported Faults per 100
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Table A.1: Institutional Indicators
Page 96 and 97: and there have been calls to recons
Page 98 and 99: A.2 Electricity Sector Analysis A s
Page 100 and 101: Figure A.10: Average Electricity Ta
Page 102 and 103: Figure A.11: Economies of Scale in
Page 104 and 105: interest rate relief on a US$9m loa
Page 106 and 107: As Figure A.14 shows, Vanuatu perfo
Page 108 and 109: Table A.3: Industry Structure and G
Page 110 and 111: Regional Cooperation in Electricity
Page 112 and 113: A.3 Water and Sanitation Sector Ana
Page 114 and 115: Figure A.17: Availability of Water
Page 116 and 117: Figure A.20: Staff per 1000 Connect
Page 118 and 119: including full operating expenses a
Page 120 and 121: Corporatization is often employed t
Page 122 and 123: operating costs, collections levels
Page 124 and 125: Figure A.25: Road Network Density v
Page 126 and 127: Federated States of Micronesia at b
Page 128 and 129: In Samoa: Samoa’s Public Works De
Page 130 and 131: Many Pacific countries already outs
Page 132 and 133: 4. Domestic and Pacific Island serv
Page 134 and 135: Figure A.31: TEU Throughput Levels
Page 136 and 137: system reduces cargo handling effic
Page 138 and 139: Economies of Scale Port operations
Page 140 and 141: The landlord model is the most comm
Page 142 and 143: Fiji 84 Ports The Maritime and Port
Page 144 and 145: Apia Port has become one of the bes
Page 148 and 149: In Shipping: Services are considere
Page 150 and 151: Figure A.36: Total Passenger Throug
Page 152 and 153: Airline Services Figure A.38 illust
Page 154 and 155: establishment period. For the offic
Page 156 and 157: Vanuatu 101 Airports Vanuatu Limite
Page 158 and 159: Samoa 104 The Samoa Airport Authori
Page 160 and 161: Institutional Arrangements in Aviat
Page 162 and 163: Summary of Aviation Analysis The Pa
Page 164 and 165: Fiji Kiribati Marshall Islands Micr
Page 166 and 167: Barbados Dominica Grenada Jamaica M
Page 168 and 169: Samoa Solomon Islands Timor-Leste T
Page 174 and 175: Samoa Solomon Islands Timor-Leste T
Page 180 and 181: “A-Z World Airports Online” www
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