1. 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

2. 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

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

4. KEY ISSUE – MAINTAINING PUBLIC TRUST IN THE PROJECT

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

6. 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…?

7. 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

8. 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