Publications
Effective Delivery of Large Infrastructure Projects
The Case of the New International Airport of Mexico City
In series:OECD Public Governance Reviewsview more titles
Published on November 20, 2015
Also available in: Spanish
The New International Airport of Mexico City (NAICM) should position Mexico as a regional
hub and improve its competitiveness. It is scheduled to be operational in 2020 in
answer to the pressing need for the expansion of the city's airport capabilities.
The airport, whose construction is managed by a state-owned entity (GACM), is currently
the largest Mexican infrastructure project.A project of this magnitude requires tailored
strategic frameworks and actions in several policy areas. Building on international
experience, this report provides a comprehensive assessment, and analysis and recommendations
in four key dimensions contributing to the effective delivery of large infrastructure
projects: governance, procurement, integrity and communication.
SUMMARIESavailable in 2 languages
| English | Effective Delivery of Large Infrastructure Projects (Summary in English) | |
| Spanish | Desarrollo Efectivo de Mega-proyectos de Infraestructura |
TABLE OF CONTENTS
| Foreword and acknowledgements | |||||
| Acronyms and abbreviations | |||||
| Executive summary | |||||
| The NAICM project in perspective | |||||
| The governance of the NAICM project | |||||
| Public procurement strategies and challenges relative to the NAICM project | |||||
| Enhancing the integrity and transparency of the procurement process in the NAICM project | |||||
| Communications strategy recommendations for the NAICM project | |||||
| Plan of action for the implementation of the OECD recommendations relative to the NAICM project | |||||
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Annexes2 chapters available
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LAUNCH of the report
KEY RECOMMENDATIONS
A project of this magnitude requires tailored strategic frameworks and actions in several policy areas. Building on international experience, this report provides a comprehensive assessment, and analysis and recommendations in four key dimensions contributing to the effective delivery of large infrastructure projects:
- Governance: a corporatised governance structure could replace the group’s current organisation inherited from traditional public institutions. Multiple implications and impacts necessitate co-ordinated action from different institutions and levels of government and call for systematic stakeholder engagement.
- Procurement: tailored procurement processes, from thorough market understanding and appropriate assessment framework to comprehensive contract management, could participate to meet the underlying ambitions of the project while not harming efficiency.
- Integrity: a global integrity strategy applicable to both public and private stakeholders could be implemented to foster a culture of transparency and integrity. It should be overseen by a robust internal control body and opened to external scrutiny to address the high corruption risks of such projects.
- Communications: regular and targeted messages supported by a comprehensive communications strategy could help secure social and political support throughout the project and align internal and external priorities.
THE PROJECT