Infrastructure Governance at the OECD Network of Senior Infrastructure Officials OECD (2012), Public Governance of Public Private Partnerships Framework of Infrastructure Governance: the State of Play

Dimensions of good infrastructure governance Develop a strategic vision Manage threats to integrity Balance the choice of the delivery modality Ensure good regulatory design Integrate a consultation process Co-ordinate infrastructure policy across levels of government Guard affordability and value for money Generate, analyze and disclose useful data Focus on the performance of the asset throughout its lifespan Make infrastructure resilient, adaptable and future proof Performance, Evaluation & VFM

Applying OECD’s Frameworks for Public Infrastructure MEXICO CITY NEW INTERNATIONAL AIRPORT

KEY ISSUE – MAINTAINING PUBLIC TRUST IN THE PROJECT

A ‘HIGH RISK’ PROJECT Sectors & activities associated with bribery (OECD anti-bribery convention, to 2014)

GACM 9 million decisions Risks to Integrity & Transparency FOCUS NOT ON DESIGN OR CONSTRUCTION, BUT ON CONTRACTING $13 BN USD Investment 400 Interested parties 5000 simultaneous contracts 9 million decisions 1,250 decisions taken daily by each Director Delegation of functions (Outsourcing) GACM OCDE Risks to Integrity & Transparency The marked complexity and reach of the project’s structure generates the greatest risks to Integrity and Transparency. How do we resolve this…?

THE OECD INTEGRITY FRAMEWORK Project phase Objective (examples) All phases Establish systems for conflict of interest, whistle-blower protection Develop codes of conduct for public officials, contractors and consultants Needs assessment Avoid undue influence of particular interests Appraisal Ensure credible feasibility studies Planning/cahier des charges Control access to information; ensure that tender specs are not ‘tailored’ Tendering Watch for bid rigging & collusion Contracting Justify choice of winning bid Construction Monitor for false reporting in invoices Monitoring/evaluation Protect independence of auditors

INTEGRITY / TRANSPARENCY OECD DIAGNOSTIC Facilitating competitive access to contracts and identifying proposals based on cost-benefit analysis. The administration of contracts that include renegotiating mechanisms for their effective management. Implementing procurement strategies that promote access and interest in public contracts. Inititating a public dialogue with suppliers, business associations, and experts, to define the most efficient and open procurement processes possible, with effective technical specifications, and adequate selection processes. Considering every means available to promote the participation of small and medium businesses in the NAICM. Implementing a risk-management strategy focused on identifying and mitigating potential risks. PROCUREMENT Establishing contractual models that grant the state the best possible conditions under a mark-up of integrity, competitiveness, and transparency. Promoting a culture of integrity in the GACM. Strengthening the work relationship between the Internal Control Office and GACM administration. Avoiding risks to integrity in contract procurement processes. Improving transparency in said processes. INTEGRITY / TRANSPARENCY Defining and implementing an internal and external communications strategy. COMMUNICATIONS