1. GSSC (GREAT SULU SULAWESI CORRIDOR) ECONOMIC CORRIDOR
Mr. Batara – Indonesia
Ms. Ruzana Abdul Razak – Malaysia
Ms. Maharlika Alonto – Philippines
Ms. Maria Felicidad Guerrero – Philippines

2. SWOT ANALYSIS OF GSSC ECONOMIC CORRIDORS
Comparative Advantages/
Natural Key Assets
(Strengths)
Economic and Development Potential
(Opportunities)
Implementation Bottlenecks
(Weaknesses)
Potential Threats, e.g. social, environmental
(Threats)
Strong traditional links
Participation in regional trade
Underdeveloped infrastructure
Security
Rich natural resources
Enhanced connectivity
Low private sector participation
Impact of climate change
Large number of labor force
Value-adding to raw materials
Low quality of labor
Illegal economic activities

3. GSSC ECONOMIC CORRIDOR KEY STAKEHOLDERS
Interest in the Economic Corridor
Role in the Economic Corridors
Resources they bring to the Economic Corridor 1
Local Government
To increase the economic growth
Create conducive environment to increase investments
Policy formulation
Financial assistance 2
Entrepreneurs
To maximize profits
Provide trading and job opportunities
Trading skills
Financial capital 3
Logistic providers
To increase efficiency and mobility of people and commodities
Establish trade and transport facilities
Networking
Technology 4
Academic institutions
To add value to the economic resources
Improve human capital
Technical skills through incubators 5
Local Communities
To increase their welfare and income
Participation in EC as labor and consumer base
Human capital
Educations and skills training

4. Model of GSSC: Maritime Corridor
(P. Srivastava: Framework for Corridor Development)
An economic corridor may be seen as having three complementary components. First is the trade and transport corridor itself, where roads and ports are an integral component, especially in the context of logistics performance, second are the industrial production clusters that produce goods and services, and finally are the urban centers that function as major markets and as a source of labor, technology, knowledge, and innovation
Most relevant stages for GSSC (in ECD):
Transport (waterways, efficiency)
Transport and Trade Facilitation (flow of goods and people)
Logistics (warehousing, storage investments)

5. GSSC Type and CharacteristicsNo
Type
Characteristics 1
Geographic Scope
Regional 2
Sector
Multi-sectoral 3
Institutional Dimensions
Government - led 4
Beneficiaries
Local Government
Logistics providers
Entrepreneurs
Academic institutions
Local communities 5
Transport Corridor
Multimodal, but mainly seaport

6. GSSC DEVELOPMENT APPROACH
FOCAL Sectors
Connectivity Pillar:
Transport
Trade and Investment Facilitation
Food Basket Pillar:
Agribusiness
Environment Pillar:
Environment

7. Framework for EC: Direction and Delivery
Goals and vision are clear and aligned
Not participatory because it is a top-down approach
Leadership and alignment of the goals and vision of concerned stakeholders
Yes, it is agreed but only at the top level
Strategy identified and targeting of sectors/industries, products or firms
There is none for the GSSC, but only a roadmap for the whole BIMP-EAGA
Corridor Development Matrix
IMPLEMENTATION

8. Framework for EC: Direction and Delivery
Each member country allocated public funds to implement projects in the corridor, eg, ports
Risks like delayed implementation and poor monitoring are addressed by putting up an effective monitoring and evaluation system
Finance and Risk Management
The soft and hard infrastructure interventions are already existing and in place, i.e. hard infrastructure are the Bitung Port (Indonesia), Zamboanga SEC and San Vicente TEZ (Philippines), Sabah Port (Malaysia)
Soft interventions include CIQS facilities in all countries
Soft and hard corridor interventions
The institutional arrangement for GSSC is not yet established. Because the approach for delivery is top- down not participatory.
Delivery and Implementation Mechanism

9. Drivers of EC (Lessons learned from the field visits)
The importance of having a Champion
Identify a focal person/leader/ agency for the GSSC who can move activities in the GSSC
Sharing of resources and responsibilities
Resources need not only be taken from public funds but enablers can be enjoined
One-on-one consultation with decision-makers before an official engagement
The Champion can engage decision-makers into a one-on-one dialogue before an official undertaking

10. Recommended Strategy and Actions
Establish an institutional mechanism for GSCC
Prepare a GSSC roadmap that identify priority projects
Re-evaluate priority projects in GSSC to include feasibilities of economic activities particularly port-to-port
Recommend a coordinated CIQS between countries
Strengthen public awareness on BIMP-EAGA activities

11. Thank You