The Liberian Senate’s recent recommendation to grant autonomy to outstation ports operating under the National Port Authority (NPA) is being met with strong resistance, particularly from those with deep expertise in port management and administration.
Among the most vocal critics is David F. Williams, former Managing Director of the NPA and a seasoned port manager with extensive experience in both national and international port operations.
In a strongly worded rejoinder shared with Verity Newspaper, Williams makes a compelling case against the Senate’s proposal, arguing that such a move would be economically counterproductive and contrary to best practices in the global port industry.
In his rejoinder titled: “The Senate Recommendation to Grant Autonomy to Outstation Ports Operating Under NPA Should Be Rejected”, Williams criticizes the Senate for proposing such a drastic change without conducting a thorough empirical study to justify its potential benefits.
He asserts that the recommendation is not only ill-conceived but also runs counter to established practices in the port management sector, both within the sub-region and internationally.
“The recommendation by the Liberian Senate to make the outstation ports autonomous should be rejected in its entirety,” Williams states emphatically.
“There is no empirical study to support such a dramatic shift, and it does not align with port industry best practices, whether in the sub-region or globally.”
Williams points out that in major regional competitors such as Ghana, Nigeria, and Côte d’Ivoire, port management is centralized under a single authority, which oversees multiple ports.
For instance, the Ghana Ports and Harbors Authority manages six ports, the Nigerian Ports Authority oversees seven, and the Port of Abidjan manages five.
In each case, these ports are managed by a single governing body, with no autonomy granted to individual ports.
The former NPA Manager warns that introducing multiple autonomous port authorities in Liberia would lead to chaos, inefficiency, and a fragmentation of services—a scenario that Liberia can ill afford.
“If we were to adopt the Senate’s recommendation,” Williams cautions, “it would create a recipe for chaos and fragmentation, which is both unwarranted and inefficient. There exists no model in the sub-region where ports operate autonomously in such a manner, and for good reason—it simply doesn’t work.”
Williams acknowledges the urgent need for extensive capital investment in Liberia’s ports but argues that this can and should be achieved under the current centralized structure.
He advocates for a well-structured Public-Private Partnership (PPP) that is fair and equitable, rather than splintering the management of the ports.
According to Williams, the NPA should issue Requests for Proposals (RFPs) based on the specific needs of the outstation ports, ensuring that any investment is strategically aligned with the broader goals of national development.
“I am fully aware of the need to make significant capital investments in all our ports,” Williams says. “However, this can be done by maintaining the current structures under one umbrella. We should seek a PPP arrangement that is fair and equitable, and engage with international port management organizations such as the Ports Management Association of West and Central Africa (PMAWCA) and the International Association of Ports and Harbors (IAPH) to guide this process.”
The former NPA boss underscores the importance of the Freeport of Monrovia, Liberia’s flagship port, which was established in 1948 and remains the largest port under the NPA’s jurisdiction. However, he points out that the port’s infrastructure has not kept pace with the demands of modern shipping, with berth occupancy limited to just three despite the increasing size of vessels calling at ports across the sub-region. This limitation, Williams argues, underscores the need for a comprehensive investment strategy that addresses the needs of all three outstation ports in a holistic manner.
“The Freeport of Monrovia, which is the largest in the National Port Authority, currently handles around 100,000 TEUs (twenty-foot equivalent units) per year,” Williams explains. “By comparison, the Port of Tema in Ghana handled 1.2 million TEUs in 2023, the Port of Abidjan 1.9 million TEUs, and the Nigerian Ports Authority 1.56 million TEUs. This stark contrast highlights the pressing need for massive capital investment in Liberia’s port infrastructure.”
Mr. Williams further emphasizes that the primary purpose of a port is to manage and improve the port area, including building and maintaining infrastructure, wharves, and dredging waterways. He argues that a well-planned investment in port infrastructure will not only enhance Liberia’s economic viability but also significantly boost the country’s GDP and create much-needed jobs.
“Increasing our investment in port infrastructure is key to spurring Liberia’s economic growth,” Williams concludes. “A fragmented approach to port management will only hinder our progress. The Senate’s recommendation should be rejected, and instead, we should focus on developing a unified investment strategy that treats all three outstation ports as integral parts of our national development agenda.”
The debate over the Senate’s recommendation is far from over, but Williams’ rejoinder adds a critical perspective that underscores the importance of strategic, well-informed decision-making in matters that have far-reaching implications for Liberia’s economic future.
The ball Is now in the Senate’s court to reconsider its proposal in light of the compelling arguments put forth by experts like Williams, who understand the complexities of port management and the dangers of hasty, unstudied reforms.
