Udenrigsudvalget 2020-21
URU Alm.del Bilag 114
Offentligt
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BUSINESS PLAN
2021−2025:
December 2020
Strengthening economies
and improving lives
 URU, Alm.del - 2020-21 - Bilag 114: Henvendelse af 27/1-21 fra CoST vedr. bidrag til høring om Danmarks nye udviklingspolitiske strategi
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LIST OF ABBREVIATIONS
Business Plan 2021−2025:
Strengthening economies and improving lives
LIST OF ABBREVIATIONS
CoST
CoST IDS
ITI
CoST IS
DFID
EAP
FIDIC
G20
GDP
MSG
OC4IDS
OCP
OGP
SDG
CoST – the Infrastructure Transparency Initiative
CoST Infrastructure Data Standard
Infrastructure Transparency Index
CoST International Secretariat
UK Department for International Development
Engineers Against Poverty
International Federation of Consulting Engineers
Group of Twenty
Gross domestic product
Multi-stakeholder group
Open Contracting for Infrastructure Data Standard
Open Contracting Partnership
Open Government Partnership
Sustainable Development Goal
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CONTENTS
CONTENTS
04
05
06
10
11
13
14
15
15
17
18
20
20
21
26
27
34
37
40
43
44
44
45
47
49
51
Foreword
Acknowledgement
Executive summary
1. Introduction
1.1 Infrastructure is critical to achieving the Sustainable Development Goals
1.2 Covid-19 has magnified the importance of transparency, participation and
accountability
1.3 Structure of this Business Plan
2. Successes, challenges and future priorities
2.1 Successes
2.2 The challenges
2.3 Future priorities
3. Vision, mission and theory of change
3.1 Conceptual framework
3.2 Theory of change
4. Strategic priorities for 2021−2025
Strategic priority 1:
Increase impact with a growing number of CoST members
and affiliates
Strategic priority 2:
Increase international support for improving transparency,
participation and accountability in infrastructure investment
Strategic priority 3:
Improve learning and knowledge sharing
Strategic priority 4:
Ensure sufficient resources to maximise CoST’s impact
5. Value for money
6. Governance
6.1 CoST Board
6.2 Risk management
7. Conclusion
Annex 1:
Indicators
Annex 2:
Risk register
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Business Plan 2021−2025:
Strengthening economies and improving lives
 URU, Alm.del - 2020-21 - Bilag 114: Henvendelse af 27/1-21 fra CoST vedr. bidrag til høring om Danmarks nye udviklingspolitiske strategi
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FOREWORD
Business Plan 2021−2025:
Strengthening economies and improving lives
FOREWORD
We are pleased to introduce the CoST Business Plan 2021−2025. It is the most ambitious plan we
have ever produced. It is also the most thoroughly researched and the most widely consulted on.
The thoroughness of this process and the robustness of the final product belies the challenging
circumstances in which it was developed.
The planning process began with an independent review that reported positively on progress
during the period of our previous business plan. It concluded that while improvements to the CoST
approach were possible, the principal challenges related to obtaining the support required to scale
up the programme and achieve its latent potential. However, soon after these findings became
available, the far-reaching impact of the coronavirus pandemic became apparent.
Covid-19 has exposed fundamental weaknesses in governance. Vast sums were spent in response
to the public health emergency, but in many cases without the normal controls intended to ensure
integrity. This created the conditions for waste and corruption on a grand scale.
We understood these dangers immediately. Delivery systems and institutions that are opaque and
unaccountable are prone to corruption and mismanagement, even in normal circumstances. These
risks are inevitably magnified in times of crisis. These were the challenges that CoST was established
to tackle and that we have been working on with our partners since 2012.
A consensus began to emerge, across the institutional spectrum, around the need for more
transparency, participation and accountability in infrastructure investment. They were increasingly
seen as being important to safeguard public investment in the current crisis, but also as part of
building resilience against similar crises in the future. These developments appeared to validate our
approach, but we did not want to take anything for granted.
The pandemic prompted a searching reappraisal of all aspects of our approach. We involved our
members in 19 countries and stakeholders from government, private sector and civil society. The
process involved drawing out lessons from the past, envisaging the future and refining our approach
to ensure CoST remained relevant. This Business Plan is the culmination of that process.
Recognition of the need for more transparency, participation and accountability has moved from the
margins to the mainstream. All leading international institutions are now committing to do more.
While these pledges are welcome, committing to these principles is not the same as being able to
achieve them in practice. This is where CoST comes in.
This strategic plan sets out how we will achieve a step change in impact, build a more expansive
network of international supporters and secure additional financial resources from a more diverse
group of funders. We invite new partners to work with us on its implementation.
Chair:
Christiaan J. Poortman
Executive Director:
Petter Matthews
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ACKNOWLEDGEMENT
ACKNOWLEDGEMENT
CoST is grateful to the multitude of contributors who were involved in the
consultation of this plan. The diverse input from international institutions, the private
sector, government, civil society, data experts, donors and others offered invaluable insight
to ensure the step-change in impact outlined within is based on a realistic, robust and
crises-relevant approach.
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Strengthening economies and improving lives
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EXECUTIVE SUMMARY
Business Plan 2021−2025:
Strengthening economies and improving lives
EXECUTIVE SUMMARY
CoST − the Infrastructure Transparency Initiative
(CoST) is now established as one of the leading global
initiatives to improve transparency and accountability in public infrastructure. In the last five years,
CoST’s membership has
grown to 19
national and sub-national
members and affiliates
spanning four
continents. These members have disclosed data on more than 38,000 investments involving billions of
dollars.
CoST tools and standards
are now recognised as best practice in their field and have received
endorsement from the Group of Twenty (G20), the European Investment Bank, Global Infrastructure
Basel, the International Federation of Consulting Engineers, the European International Contractors,
Transparency International and the Open Government Partnership.
CoST has also grown in terms of depth, as demonstrated by the rapid growth in the number of
projects where data has been disclosed by its members. This has been driven by institutionalising
the CoST approach through legal or policy mandates. At the same time, thousands of government
officials have been trained on how to comply with these mandates and new open-data platforms
have been established and, where practicable, aligned with existing e-procurement systems. CoST
has also trained thousands of citizens, journalists and civil society activists to use the disclosed data.
They have obtained a platform they would not have previously had to raise issues with public
officials about the infrastructure that affects their daily lives.
This CoST Business Plan for 2021−2025 builds on these achievements and the recommendations of an
independent review
(Crown Agents, 2020), which acknowledged the successes of CoST in increasing
its impact, strengthening its approach and providing value for money. It retains a focus on CoST’s
core features
of disclosure, assurance, multi-stakeholder working and social accountability, while also
outlining how they will be further strengthened. At the same time, the flexibility that characterises
the CoST approach remains a central principle, allowing members to adapt the core features to their
specific circumstances.
This adaptive approach has helped deliver the
increase in impact
identified in the independent
review. Examples include:
■
contributing to financial cost savings of more than US$360 million by the Thai Ministry of Finance,
resulting from the deterrent effect of increased transparency and public scrutiny
■
saving US$8.3 million after the evidence from an assurance report was used to justify
establishment a project review function in the Afghan Ministry of Transport
■
catalysing the closure of a corrupt institution in the Honduran roads sector after evidence from an
assurance report was used to launch an investigation
■
a contractor correcting serious defects in a recently constructed bridge in Ukraine following
evidence highlighted in an assurance report
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EXECUTIVE SUMMARY
■
expanding the scope of works to include vital road-safety measures on a major highway
rehabilitation in Thailand following consultation with the local community as part of the
assurance process.
This plan builds on this success, seeking to further strengthen the CoST approach, respond to latent
demand and achieve the step change in impact that its members and supporters consider it capable
of. The external environment is conducive to this scale of ambition.
A growing need for CoST
Infrastructure is a vital component of efforts to meet the most pressing global challenges. Unless
society can accelerate the delivery of good quality infrastructure and services, its ability to meet the
United Nations’ Sustainable Development Goals, deal with the effects of climate change, improve
livelihoods and deliver inclusive economic growth will be seriously undermined.
The G20 Global Infrastructure Hub (2020)
estimates that US$94 trillion of investment is
required by 2040. It also points out that on
current trends, there will be a US$15 trillion
“investment gap”.
“
There’s a growing realisation that if you
get the governance aspects right, the finance
will follow. Get it wrong and the investment
will dry up.”
Chris Heathcote, Chief Executive Officer,
G20 Global Infrastructure Hub
There is an urgent need therefore to both increase the quantity and quality of investment and to reduce
losses through inefficiencies, which are estimated by the International Monetary Fund to be 30% on
average. These losses are a result of weak institutions, poor governance and a lack of transparency
(International Monetary Fund, 2015). There is also an urgent need to establish inclusive approaches to
delivering infrastructure that benefit all people, including the poorest and most marginalised.
In addition, the Covid-19 pandemic has magnified the importance of transparency, participation
and accountability, with the rapid procurement of emergency health facilities increasing the risk
of corruption, mismanagement and inefficiency. The economic consequences of the pandemic put
governments under considerable fiscal pressure with rising levels of debt to gross domestic product
further exacerbating the infrastructure financing gap.
CoST has developed an approach that will help stakeholders to address these challenges in diverse
settings and add value to existing reform efforts. This perspective is reflected in CoST’s vision and
mission, its theory of change (see page 16) and its strategic priorities.
Vision and mission
Vision
“Quality infrastructure,
stronger economies and
better lives”
Mission
“Enable a multi-stakeholder approach in the disclosure, validation and use of
infrastructure data. This improves transparency, participation and accountability
and contributes to quality infrastructure that meets people’s needs”
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Business Plan 2021−2025:
Strengthening economies and improving lives
 URU, Alm.del - 2020-21 - Bilag 114: Henvendelse af 27/1-21 fra CoST vedr. bidrag til høring om Danmarks nye udviklingspolitiske strategi
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EXECUTIVE SUMMARY
Business Plan 2021−2025:
Strengthening economies and improving lives
Strategic priorities
Over the next five years, CoST will focus on the following strategic priorities:
■
increase its impact with a growing number of CoST members and affiliates
■
increase international support for improving transparency, participation and accountability in
infrastructure investment
■
improve learning and knowledge sharing
■
ensure efficient use of resources to maximise impact.
These strategic priorities seek to maintain a balance between strengthening the CoST approach,
continuing to offer quality support for existing members and increasing the membership.
In addition, capturing CoST’s impact, learning from what works and does not work, and offering
opportunities for learning are important to ensure the organisation continues to deliver
programmes that are high quality and fit for purpose. Given a projected growth in membership of
12 new members, CoST’s priority must be to ensure resources are in place to deliver this growth and
maximise the impact of current members.
Measuring progress
CoST has set itself the following eight ambitious targets that it will aim to achieve over the next
five years.
1.
Up to 12 national or sub-national governments to join CoST as a member or affiliate.
2.
Data from at least 50,000 infrastructure projects to be disclosed using the
Open Contracting
for Infrastructure Data Standard
(OC4IDS) or
CoST Infrastructure Data Standard
(CoST IDS).
3.
At least 150 health facilities to be independently reviewed as part of the CoST assurance
process.
4.
At least 10 CoST members to establish policy, regulatory or legal instruments that mandate
disclosure of infrastructure data based on theOC4IDS or CoST IDS at national, sub-national or
sector level.
5.
Procuring entities act to improve the quality, effectiveness and efficiency of at least 40
infrastructure projects in response to evidence and issues raised i) in an assurance report or
ii) by citizens or journalists at or following a CoST member event.
6.
Governments to introduce at least 20 policy, regulatory or legal reforms that aim to improve
the quality, effectiveness and efficiency from infrastructure investment in response to the
evidence and issues raised i) in an assurance report or ii) by citizens or journalists during or
following a CoST member forum.
7.
Over 5,000 women from government, civil society and the private sector to be trained to
disclose, validate or use infrastructure data.
8.
At least six international organisations to publicly endorse CoST and/or incorporate CoST
tools and standards into their frameworks.
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EXECUTIVE SUMMARY
Governance
CoST is registered as a charity and a not-for-profit company in the UK. It is governed by a
Board of
Directors
comprising six (and in due course nine) members, and its day-to-day operations are carried
out by an International Secretariat and three small regional offices. The Board meets four times per
year and its responsibilities include developing strategy and policy, approving budgets, admitting
new CoST members and monitoring finances and operations. Board meetings are also attended by
Observers representing financial and strategic supporters.
Finance plan
Delivering this Business Plan will require an
investment in CoST of almost £20.8 million.
Nearly two-thirds (65% from 2021 - 2025) of
this will support the implementation of CoST
by members and affiliates, either directly or
through training, learning and support. The
chart on the right shows how the budget will
be allocated. Financial contributions can either
support the overall Business Plan or be targeted
at specific interventions.
BUDGET ALLOCATION
£20.8m
Conclusion
CoST is working and has proven the
effectiveness of its approach. This was borne
out by the recently completed independent
review (Crown Agents, 2020). It showed that
while there is still much that can be done to
Implementing CoST
Training, learning
and support
International adoption
and endorsement
Strategy, tools and standards
Monitoring and evaluation
Governance and overheads
improve the implementation of the CoST approach, the principal challenges relate to scaling up
and responding to latent demand to deliver a step change in impact. More recently, CoST has
shown how it can respond and adapt to the Covid-19 pandemic, demonstrating that transparency,
participation and accountability have never been so important. This Business Plan outlines four
ambitious strategic priorities that will enable CoST to meet these challenges.
A network of supporters is in place and ready to deliver these strategic priorities. At the global level
this includes bilateral and multilateral donors and other international agencies. Equally important is
the support provided at national level by heads of state, ministers, officials, grassroots organisations,
the media, leaders in civil society and business, and numerous individual citizens. This support is
arguably CoST’s greatest resource and the product of more than a decade of trust-building efforts.
This Business Plan can be seen by current and potential new partners not as a fixed proposal, but
as a statement of intent, an illustration of ambition and the basis for a strategic discussion about
future collaboration.
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INTRODUCTION
Business Plan 2021−2025:
Strengthening economies and improving lives
1. INTRODUCTION
CoST – the Infrastructure Transparency Initiative is now established as one of the leading global initiatives
to improve transparency and accountability in public infrastructure. It works with governments, private
sector and civil society in member countries across the world to promote the disclosure, validation and use
of data from infrastructure projects. This helps to inform and empower citizens, enabling them to hold
decision makers to account and drive reforms that reduce mismanagement, inefficiency, corruption and
the risks posed to the public from poor quality infrastructure.
According to the Group of Twenty (G20) Global Infrastructure Hub (2020), the world spends around
US$2.7 trillion a year on infrastructure, while the International Monetary Fund has estimated an
average efficiency gap of around 30% of public investment (International Monetary Fund, 2015).
1
Losses due to inefficiency affect all countries but are highest in low-income developing countries
(40%), followed by emerging markets (27%) and advanced economies (13%). The inefficiencies are
caused by weaknesses in public investment management institutions, which increases the risk of rent-
seeking and corruption, resulting in major losses to ongoing spending on public infrastructure across
the globe.
Following a successful three-year pilot funded by the UK Department for International Development
(DFID), CoST was established as a UK-based charity in 2012 with financial support from the World
Bank. It received a further five-year grant from DFID in 2015 and a four-year grant from the Dutch
Ministry of Foreign Affairs in 2014 and again in 2018. The CoST Board currently outsources the
management of the programme to UK charity
Engineers Against Poverty,
which provides the CoST
International Secretariat.
CoST’s membership has grown to 19 national and sub-national members and affiliates spanning four
continents. These members have disclosed data on more than 38,000 investments involving billions
of dollars. In addition, CoST tools and standards are now recognised as being among best practice
in their field. They have received endorsements from the Group of Twenty (G20), the European
Investment Bank and the International Federation of Consulting Engineers.
“
1
If we had these sorts of safeguards
[including CoST] in place in 2003,
then we would have saved hundreds
of millions of dollars on public
infrastructure.”
HE Yama Yari, Minister of Public Works,
Afghanistan (2016 - 2020)
In the same period, the impact of CoST has increased
by an order of magnitude. Examples include: evidence
produced by CoST being used to
close down corrupt
public institutions in Honduras;
triggering institutional
reforms that
reduced waste and inefficiency in
Afghanistan;
and having a deterrent effect contributing
to savings of
US$360 million in Thailand.
The efficiency of public investment is the relationship between the value of the public capital stock and the measured coverage and
quality of infrastructure assets.
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INTRODUCTION
CoST’s progress and achievements were acknowledged in the recently completed independent
review (Crown Agents, 2020). It showed that the past five years were a period of transformation,
continuous improvement and growing international recognition achieved through efficient use
of resources.
However, the review also pointed out that
the transformation is incomplete, with several
areas needing further strengthening. These
include: a more robust monitoring, evaluation,
accountability and learning framework; a more
diverse funding base; a significant increase in income; recognition for CoST members and individual
reformers who drive success; and prioritising the development and roll-out of the
Infrastructure
Transparency Index
(ITI) (see
p.35).
This Business Plan for the period 2021−2025 describes how CoST intends to address the issues
raised in the independent review and meet other key challenges. It draws on the feedback from a
consultation process based on discussions with CoST members, current and potential funders and
other supporters and stakeholders. This has led to a plan that is robust, achievable and relevant.
“
Initiatives which contribute to better
governance ... like CoST, are more relevant
than ever.”
Crown Agents
1.1 INFRASTRUCTURE IS CRITICAL TO ACHIEVING THE SUSTAINABLE
DEVELOPMENT GOALS
Infrastructure is a vital component of efforts
to meet the most pressing global challenges,
including the United Nations’ Sustainable
Development Goals (SDGs). This includes
“building resilient infrastructure” (goal 9) and
several other goals and targets related to cities
and human settlements, where infrastructure
“
Strategic infrastructure delivery that is
on time, within budget, and provided in a
manner commanding the confidence of all
stakeholders, including markets and civil
society, is essential to tackling the widening
infrastructure gap.”
Martin Rama, Senior Economic Adviser
of the World Bank
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Strengthening economies and improving lives
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INTRODUCTION
Business Plan 2021−2025:
Strengthening economies and improving lives
is critical to the equitable and sustainable provision of energy, water and sanitation (goals 6 and
7). Unless society can accelerate the delivery of such quality infrastructure and services, its ability to
meet the SDGs, deal with the effects of climate change, improve gender equality, livelihoods and
deliver inclusive economic growth will be seriously undermined.
However, the Global Infrastructure Hub (2020) estimates that US$94 trillion of investment is required
up to 2040 and that on current trends there will be a US$15 trillion “investment gap”. Therefore,
there is an urgent need to increase the volume and quality of investment and to reduce the average
30% of investment lost through inefficiency, corruption and mismanagement. It is also essential
that this investment is informed by purposeful consideration of inclusive approaches that benefit all
people. A consensus has emerged that improving governance is fundamental to meeting the SDGs
and reducing the investment gap.
Recognition of the importance of governance,
and the critical role of transparency, participation
and accountability, helps to explain the growing
demand for CoST services, tools and standards
from governments and international agencies.
“
Poor governance is a major reason why
infrastructure projects fail to meet their
timeframe, budget and service delivery
objectives.”
OECD
Globally, infrastructure delivery has long been characterised by political expediency and limited
engagement of citizens in decision making. This is exacerbated in many countries by the shrinking
space for public discourse, which further limits the scope for greater transparency and citizen
participation. Multi-stakeholder working, a defining feature of the CoST approach, has proved
to be effective in managing the tensions and building consensus around a programme of reform
that helps to generate benefits for all stakeholders. In the next five years, CoST will continue to
promote multi-stakeholder working, but will also seek to refine and adapt its approach to different
circumstances. Associated with this is the need continually to update CoST’s political economy
analysis of its members and to ensure the technical assistance it provides is politically astute.
Infrastructure investment is increasingly being delivered through international initiatives backed by
national governments and intended among other things to secure geopolitical influence. Prominent
among them is China’s Belt and Road Initiative, which has triggered a range of responses including
the European Union’s Asia Connectivity Strategy, the US-led Blue Dot Network and Japan’s Indo
Pacific Strategy.
These initiatives have the potential to help meet the backlog of investment, but have also prompted
concerns about indebtedness, foreign control of strategic infrastructure assets, and the dangers of
new investment fuelling corruption and mismanagement.
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INTRODUCTION
1.2 COVID-19 HAS MAGNIFIED THE IMPORTANCE OF TRANSPARENCY, PARTICIPATION
AND ACCOUNTABILITY
The Covid-19 pandemic has magnified the importance of transparency, participation and accountability.
Governments have responded to the chronic under-investment in health services by rapidly boosting
public spending on critical equipment such as protective equipment, medicine and temporary health
infrastructure, often using emergency procurement measures to accelerate delivery. This has led to
concerns that the principles of transparency, participation and accountability have been compromised
in the pursuit of speeding up delivery. It risks becoming the norm, resulting in less scrutiny of public
spending and increasing the potential for corruption, mismanagement and inefficiency.
While there is still great uncertainty about the future, recovering and building resilience against
similar crises will require massive investment in infrastructure and services. At the same time, the
economic consequences of the pandemic mean that governments will be under huge fiscal pressure
with rising levels of debt to gross domestic product (GDP). While interest rates remain low, it is likely
that risk aversion among private investors may increase further, complicating efforts to mobilise
investments of private capital in public infrastructure. This may lead to governments re-evaluating
their infrastructure investment strategies. Some will accelerate public investment as part of
expansionary fiscal policy to stimulate the economy and create jobs. Others might opt for austerity
measures and reduce their planned investment or stretch it over a longer period. It may also lead to
funding cuts in the operation and maintenance of infrastructure assets, which has the potential to
compromise resilience and long-term economic development.
CoST Jalisco convenes stakeholders during Covid-19.
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INTRODUCTION
Business Plan 2021−2025:
Strengthening economies and improving lives
The challenges will affect all countries, but the poorer and more vulnerable economies with high
existing debt to GDP ratios will be most adversely affected. This emphasises the need to embrace
innovative approaches to get more value for money from public investments to overcome the
infrastructure investment gap referred to earlier. This is particularly pertinent in the health sector,
where analysis from
the reports produced as part of CoST’s assurance process
(CoST assurance
reports) demonstrate that health infrastructure is often characterised by low levels of transparency,
weak market competition and poor financial planning.
2
The challenges are complex, global and defy easy solutions. CoST’s principles of transparency,
participation and accountability have taken on increased relevance and are critical to helping
stakeholders address these challenges. CoST will continue to monitor these and other developments
to ensure the initiative remains relevant and that its tools and approaches continue to be effective.
1.3 STRUCTURE OF THIS BUSINESS PLAN
Section 1
of this Business Plan introduces and frames CoST’s strategy for the next five years and
briefly examines the international context in which CoST operates.
Section 2
summarises the
initiative’s successes and challenges, and how CoST intends to scale up its impact.
Section 3
sets out
a revised vision, mission and theory of change.
Section 4
introduces a set of ambitious strategic
priorities that will structure and guide CoST’s activities in the period covered by this plan.
Section 5
sets out the parameters for a new value-for-money framework that will be developed during the
early implementation stages of the plan.
Section 6
describes the governance arrangements of CoST,
including the risks that are likely to affect the delivery of this plan and the measures that will be
adopted to reduce or eliminate them. The plan is completed with concluding remarks in
Section 7.
2
This is based on a limited sample of 18 healthcare facilities from seven countries with a total value exceeding US$400 million that have
been independently reviewed as part of the CoST assurance process.
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SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
2. SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
As indicated in
Section 1,
this Business Plan responds directly to a recently completed independent
review of CoST (Crown Agents, 2020). CoST has reflected on the findings of the review and
conducted additional analysis to help absorb lessons from the past and improve what it does in the
future. This section plots a way forward to achieving its ambitions over the next five years.
2.1 SUCCESSES
Citizens have access to data from
thousands of infrastructure projects
CoST has grown both in terms of breadth,
with seven new members and affiliates joining
since the beginning of 2019, and in terms of
depth, as demonstrated by the rapid growth in
the number of projects where data has been
disclosed by CoST members – see
Figure 2.1.
This growth has been driven by legal or policy
mandates for disclosing data based on the
CoST Infrastructure Data Standard, training
thousands of government officials on how they
comply with this mandate and enhancing existing
e-procurement systems or by establishing new open
data platforms.
Improving infrastructure quality, reducing waste and saving lives
There are over 30 examples of governments having used the evidence generated by a CoST
assurance report to make positive changes. These include the following.
■
Saving US$8.3 million after the evidence from an assurance report was used to justify the
establishment an oversight unit in the Afghanistan Ministry of Transport that identified savings
following a review of over 100 transport projects.
■
Closing a corrupt institution in the Honduras roads sector after the evidence from an assurance
report was used to a launch a further investigation.
■
A contractor correcting serious defects in a recently constructed bridge in Ukraine based on
evidence presented in a CoST assurance report.
2000
0
10,000
8000
6000
4000
12,000
nearly
12,000
infrastructure
projects disclosed in 2019
2015
2016
2017
2018
2019
Figure 2.1
Annual number of infrastructure projects where
data has been disclosed based on the CoST Infrastructure
Data Standard by CoST members.
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Business Plan 2021−2025:
Strengthening economies and improving lives
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SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
Business Plan 2021−2025:
Strengthening economies and improving lives
■
Expanding the scope of works to include vital road safety measures on a major highway rehabilitation
in Thailand following consultation with local communities as part of the assurance process.
I have always been a firm believer in CoST, I understand its value because I work on these
issues. But now I am also a beneficiary – I am from Makindye-Sagabago – the area around
Kitiiko Road which was a hazard to all residents. I was affected by these deaths and I was
there when they put in safety measures. We were so happy to see them!”
Doreen Kyazze Mulema, Public Procurement and Disposal of Public Assets Authority, Uganda
In addition, through CoST citizens’ voices have been heard in Wakiso District in Uganda. They were
able to raise their concern about a dangerous road where five deaths had occurred in the three
months since the road had been paved. CoST facilitated collaborative processes that not only shone
a light on the problem, but also helped to identify shortcomings in the design process and scope
for cost savings.
As a result,
the District Council was able to construct speed bumps and no further
deaths have been reported.
“
Greater transparency is a deterrent saving over US$300 million in Thailand
Globally, dozens of politicians and thousands of public officials know that their decisions are
subject to a greater level of scrutiny, and that the likelihood of problems arising from those
decisions being identified has dramatically increased. The private sector responds by submitting
more competitive prices knowing that contracts are more likely to be awarded fairly. But it is
difficult to produce empirical evidence of these
types of savings.
However, the Thailand Ministry of Finance has
reported that CoST has helped save over U$360
million due to its deterrent effect. It is understood
that the higher levels of transparency and scrutiny
brought about by CoST inhibited misbehaviour in
procurement, strengthening bidding competition
and leading to a more efficient use of the public
budget. It is anticipated that more of these stories
will emerge as the amount of disclosed data grows.
CoST Thailand at a road project site visit
Responding and adapting to the Covid-19 pandemic
The Covid-19 pandemic has demonstrated the responsiveness of CoST members and the adaptability
of the CoST approach. This includes CoST Uganda developing a
dashboard system connected to the
government e-procurement portal
that has been adjusted to track projects implemented during
the pandemic. It produced insight reports every two months with relevant findings based on data
gathered from the dashboard. This type of system allows investors to monitor their investment in
health infrastructure remotely, track expenditure, identify who is benefitting and potentially work
with established partners on the ground.
There has also been request from governments that CoST monitors their health infrastructure
programmes. This includes Honduras, where the President of the Republic requested that CoST
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SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
Honduras monitor the construction of 93 new health facilities, and Malawi, where the authorities
have requested that an assurance team reviews the construction of a new cancer treatment centre.
CoST programmes in Afghanistan, Guatemala, Honduras and Uganda have all convened webinars
aimed at civil society and the private sector, ensuring that these stakeholders have the opportunity
to raise their concerns with government counterparts.
Working in partnership
Working with partners both at a national and
international level is critical to CoST’s success. For
example, partners such as the Open Government
Partnership (OGP), Transparency International,
the International Labour Organization, the
World Bank, the United Nations Development
Programme and the German Corporation for
International Cooperation were critical to
building relationships with key government
contacts and encouraging them to apply to join
CoST as members.
CoST’s partnership with the Open Contracting Partnership (OCP) has been critical to the technical
development of the programme with the development the
Open Contracting for Infrastructure
Data Standard (OC4IDS).
This collaboration combines CoST’s knowledge of the infrastructure sector
with the cutting-edge expertise of OCP in publishing open data. The two organisations now work
in partnership to support the implementation of the OC4IDS. In addition, Hivos has supported CoST
programmes in Guatemala and Malawi, and CoST has worked closely with OGP to develop guidance
on how CoST can be included in OGP action plans.
A New Standard for
Infrastructure
Transparency
#OC4IDS
2.2 THE CHALLENGES
Data quality
Whereas the amount of infrastructure data disclosed has grown rapidly, there are some questions
about its quality. The adoption of the OC4IDS and the
data analytic tool
developed by CoST
Ukraine as described below will help facilitate this improvement. However, the pace and route
that CoST members take on the data journey, from paper-based systems to disclosing and
analysing open data at scale, will vary depending on political will, technical capacity, the level
of digitisation in public administration and resources. Procuring entities in some national and
sub-national CoST members are not yet ready for this transition and it will take time to build the
systems and capacity to move through these steps.
Assurance to data analytics
CoST assurance reports provide indicative evidence on the state of infrastructure investment.
However, they only validate and use data from a sample of infrastructure projects, representing a
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SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
Business Plan 2021−2025:
Strengthening economies and improving lives
relatively small percentage of overall investment.
Web-based analytical tools such as that developed
by CoST Ukraine can enable stakeholder analysis
of the OC4IDS data on thousands of infrastructure
projects in real time. They can identify which
companies are winning the contracts in a region, the
level of investment in that region and the price per
kilometre of specific categories of intervention.
CoST Ukraine analytical tool
MULTI-
STAKEHOLDER
WORKING
Capture of multi-stakeholder groups
Multi-stakeholder groups are an invaluable part of the CoST approach in helping to
create a forum for dialogue and to build trust between the government, the private
sector and civil society, and to influence improvements in transparency, participation
and accountability. However, they are perceived as having power and influence and can be subject
to capture by self-interested individuals and factions. CoST will strengthen procedures and the
support provided to multi-stakeholder groups to prevent this.
ASSURANCE
Government uptake of assurance recommendations
Assurance reports consistently identify problems and diagnose their underlying causes.
But experience shows that governments and particularly procuring entities often need
encouragement to ensure they respond to the recommendations. Government action is
critical to improving the outcomes from their investment in public infrastructure. Multi-stakeholder
groups are in a good position to persuade governments to do this.
2.3 FUTURE PRIORITIES
CoST aspires to expand the initiative to include 12 new members and affiliates and disclose data
on over 50,000 infrastructure projects in the next five years. To achieve this, it will focus on CoST’s
core business: developing high-quality tools and standards and supporting members and other
stakeholders with implementation. A dynamic and successful programme is the best way to attract
new members, including those from high-income countries.
The growth will require a substantial increase in CoST’s overall income, which will also need to be from
a more diverse range of sources. The CoST International Secretariat (CoST IS) will continue to encourage
bilateral donors to support the initiative directly, while also seeking the support of foundations. There
is a clear synergy between CoST’s objectives and the objectives of various donors. The CoST IS will
continue to highlight these synergies in its engagement with bilateral donors, foundations and others
in the pursuit of a common goal to strengthen societies and build better infrastructure.
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SUCCESSES, CHALLENGES AND FUTURE PRIORITIES
The CoST IS will provide improved guidance and greater clarity on the role of multi-stakeholder
groups and identify alternative models of multi-stakeholder working that offer a more flexible
approach. It will invest further in the initiative’s approach to monitoring, evaluation, accountability
and learning – with a particular focus on measuring outcomes, gathering evidence of impact and
delivering value for money. It will also respond directly to the global challenges of climate change;
gender and social inclusion; civic participation; and beneficial ownership.
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VISION, MISSION AND THEORY OF CHANGE
Business Plan 2021−2025:
Strengthening economies and improving lives
3. VISION, MISSION AND THEORY OF CHANGE
Vision
“Quality infrastructure,
stronger economies and
better lives”
Mission
“Enable a multi-stakeholder approach in the disclosure, validation and use of
infrastructure data. This improves transparency, participation and accountability
and contributes to quality infrastructure that meets people’s needs”
3.1 CONCEPTUAL FRAMEWORK
CoST’s vision is founded on the principle that
quality infrastructure is essential to well-
functioning economies, and that it supports the
delivery of good quality services to citizens and
businesses. Delivering quality infrastructure
means maximising the positive economic,
environmental, climate, social and development
impact of infrastructure, ensuring it meets
people’s needs. Achieving this requires a sound
governance framework throughout the project
cycle, based on the building blocks of
transparency, participation and accountability.
When this is achieved, quality infrastructure that
is relevant and fit for purpose generates
economic growth by catalysing productivity,
jobs and development, and creating a stronger
economy. It then improves people’s lives by
furthering access to: markets; schools; hospitals;
energy; transport services; and other public services.
The conceptual framework in
Figure 3.1
overleaf
illustrates that CoST’s mission of disclosing,
validating and using infrastructure data is achieved
by using four core features: multi-stakeholder
working; disclosure; assurance; and social
accountability (see
box).
These are founded on the
central building blocks of good governance.
While the link between disclosure and
transparency is the most obvious, multi-
CoST core features
MULTI-
STAKEHOLDER
WORKING
Multi-stakeholder working
brings together government,
private sector and civil society
in a concerted effort to pursue
a shared goal of improving
transparency and accountability in public
infrastructure. This is typically achieved
through a multi-stakeholder group where
each stakeholder group has an equal voice in
leading a CoST programme.
DISCLOSURE
Disclosure
is the publication
of data from infrastructure
projects. Data is disclosed by
procuring entities at key stages
throughout the entire project cycle in
OC4IDS or CoST IDS format.
Assurance
is an independent
review that validates the
accuracy and completeness of
the disclosed data and uses
the data by turning it into compelling
information highlighting issues of concern
ASSURANCE
and areas of good practice.
Social accountability
refers to
efforts made to ensure that the
disclosed data and assurance
reports are taken up and used
by stakeholders – especially civil society
and the private sector − to strengthen
accountability and deliver practical
improvements.
SOCIAL
ACCOUNTABILITY
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VISION, MISSION AND THEORY OF CHANGE
stakeholder working is a form of participation where stakeholders are engaged in an ongoing,
structured and systematic dialogue. It can build trust and enable collective decision making on key
issues that strengthens the influence of a CoST programme.
Strengthening accountability is directly linked to the validation and use of infrastructure data and the
core features of assurance and social accountability. Uptake by formal oversight and audit institutions,
such as national audit offices or parliamentary accounting committees, as well as the public, civil
society organisations, media, academics and other stakeholders strengthens accountability, leading
governments and their supply chains to take action that delivers practical improvements.
MISSION
Data disclosure
Multi-stakeholder working
Data validation and use
CORE FEATURE
Disclosure
Multi-stakeholder working
Assurance
Social accountability
BUILDING BLOCKS OF GOOD
GOVERNANCE
Transparency
Participation
Accountability
Figure 3.1
CoST conceptual framework
3.2 THEORY OF CHANGE
CoST’s theory of change in
Figure 3.2
is organised around its conceptual framework and sets out non-
linear and interconnected pathways through which CoST achieves its mission. The pathways to change
are not straightforward and it is important to see the initiative as part of a broader process of complex
and systemic change involving many actors. It is also important to consider the social, economic
and political factors that can shape the impact of CoST’s work and over which it has little control.
The theory of change provides an adaptive framework which can be applied, tested and refined in
different contexts according to what is learned.
CoST provides an adaptable delivery model that can be swiftly adopted to support implementation
of its four core features across diverse political, economic and social contexts. CoST members at the
national and sub-national level decide how the core features will be adjusted to address their specific
priorities. These adjustments are typically informed by the results of a scoping exercise completed in
the early stages of a programme, complemented by ongoing research and analysis conducted by the
member secretariats and supported by the CoST IS.
Approach and outputs
The CoST IS uses its knowledge, resources and capacity in a programme that delivers a set of outputs
that can strengthen and improve the CoST approach and core features. Current outputs are focused on:
■
developing and improving CoST tools and standards
■
increasing the initiative’s capacity, influence and mobilisation
■
strengthening CoST’s partnerships and collaboration
■
enhancing learning and knowledge sharing to strengthen the potential contribution of the
initiative to long-term change.
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VISION, MISSION AND THEORY OF CHANGE
Business Plan 2021−2025:
Strengthening economies and improving lives
CoST Theory of Change
OUTCOMES
Disclosure
validation and use of
infrastructure data
DISCLOSURE
ASSURANCE
I M PA C T S
Improved
influence and
pressure
Accurate data
and improved
evidence
Improved governance,
integrity and social
accountability in
infrastructure
MULTI-
STAKEHOLDER
WORKING
SOCIAL
ACCOUNTABILITY
APPROACH
Participation
Transparency
Increased infrastructure
investment and market
competition in
infrastructure
Collaboration and
participation in
multi-stakeholder
working, planning
and decision making
Improved
systems
and
environment
Improved
trust among
stakeholders
Better
monitoring
and scrutiny
Accountability
Improved quality,
effectiveness and
efficiency of
infrastructure
Tools and
standards
Capacity building
and awareness
raising
Networking and
influencing
Learning and
knowledge
sharing
Increased
engagement and
mobilisation
Stakeholder
engagement
Contribution to broader impact
accessible, inclusive, reliable,
affordable and sustainable
infrastructure that meets people’s
needs
OUTPUTS
VISION:
Quality infrastructure, stronger economies and better lives
Figure 3.2
CoST theory of change
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VISION, MISSION AND THEORY OF CHANGE
CoST members sign up to the core features when they join the programme. This allows them to
receive support from the CoST IS to adapt the core features to their specific needs. This means
that the CoST IS activities may change over time and respond to lessons from implementation. This
flexible approach increases the potential for improving systems of accountability and transparency in
the medium term through improved policies, processes and participation.
Outcomes
The activities and multifaceted approach focus on improving the disclosure, validation and use
of data on public infrastructure, together with improving the collaboration, participation and
capacity of stakeholders. When combined as evidence and action, they can generate an enabling
environment through: more accurate data and evidence, increased engagement and mobilisation
of civil society; better monitoring and scrutiny of public infrastructure; and increasing influence
and pressure on governments to improve their transparency, participation and accountability
systems. Evidence of this may include a new legal or policy instrument that mandates disclosure
infrastructure data using the OC4IDS, or a new or enhanced open data platform that facilitates
disclosure. Improved transparency, participation and accountability systems that help to create a
more conducive enabling environment.
Impacts
The CoST IS has gathered significant evidence of impacts over the years. This shows some of the
ways that change happens to improve the quality of public infrastructure (meaning it is built to
the required specification and meets the needs of the end user), its effectiveness (it delivers the
expected service) and delivery efficiency (it was delivered on time and budget). However, there is
still much to learn about pathways of change and the relationships between activities, outcomes and
impacts. Achieving medium-term outcomes typically involves a government responding to evidence
generated by a CoST member programme. For example, a government may improve a specific
infrastructure project or introduce a broader sector reform that will improve the outcomes of new
investments based on:
■
seeing evidence in a CoST assurance report
■
responding to issues raised by citizens in community meetings, public radio debates
or similar forums
■
using disclosed data directly to identify areas for potential improvement.
Government responses may also be influenced by the informal dialogue with the multi-stakeholder
group and/or due to the external pressure of the media, private sector and or civil society. These
stakeholders will typically raise concerns with a government after attending the launch of an
assurance report, community meeting, training session or other CoST activity.
It is possible that some limited change can occur quite quickly, with examples of improvements
to specific projects within 1 to 2 years of a typical CoST programme. In contrast, the impact of
introducing broader sector reforms is likely to take a much longer time period to realise.
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VISION, MISSION AND THEORY OF CHANGE
Business Plan 2021−2025:
Strengthening economies and improving lives
New to CoST’s thinking is how the behaviour of government officials and especially private sector
firms may change as a result of the deterrent effect of improved transparency, participation and
accountability, as evidenced by the cost saving in Thailand (see
box on page 16).
As well as lower bid
prices, it is anticipated that the improved enabling environment will lead to: increased investment;
improved public financial management and procurement systems; greater market competition; and
increased investment.
Enabling conditions and assumptions
CoST understands that the achievement of its vision and its contribution to long-term change is
complex and subject to many contributing factors. The enabling conditions required to attribute
CoST activities to medium- and long-term change are shown in
Figure 3.3,
and can be enhanced
due to the catalysing effect of the CoST approach. They inform CoST IS thinking and analysis about
how CoST works and the relationship between its activities and outcomes. The CoST theory of
change and approach are also based on a set of assumptions shown in the box overleaf and that
need to be in place to maximise the potential outcomes and impacts. The enabling conditions and
their assumptions may change and need to be continually tested and validated with the theory of
change in different contexts.
Opportunity for
equal and
inclusive
representation
in decision
making
Existing
accountability
mechanisms
can hold a
government to
account (legal,
regulatory, etc)
Governments
have the capacity
and resources to
respond and
implement
reforms
Governments,
procuring
entities and
civil society are
willing to
collaborate
ENABLING
CONDITIONS
There is a
functioning and
operating
government
International
networks and
orgnisations
leverage support
and incentives
Space exists for
civil society and
stakeholder
engagement
and
expression
Figure 3.3
Enabling conditions
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VISION, MISSION AND THEORY OF CHANGE
The following assumptions have been made when identifying the relationship
between CoST activities and outcomes.
■
Governments commit to implementing the core features, introducing the necessary reforms
that improve transparency, participation and accountability and follows through by using
the disclosed data and evidence to improve infrastructure governance and the quality,
effectiveness and efficiency of infrastructure.
■
The CoST approach can be adjusted to specific social, economic and political contexts and
address different challenges.
■
Multi-stakeholder working ensures that all members have a voice and participate, which
improves collaboration, strategies and solutions as they are collectively agreed and so more
sustainable.
■
Building the capacity of stakeholders will enable them to use disclosed data and create
evidence that can improve accountability.
■
Improved disclosure, validation and use of infrastructure data through adoption of CoST will
improve transparency, participation and accountability in government systems.
■
Improved monitoring and scrutiny of infrastructure data will lead to improved regulation and
enforcement of infrastructure standards.
■
Improved participation of civil society in decision making and monitoring within a multi-
stakeholder context improves accountability. It is a significant factor in whether governments
and the private sector respond and improve policies and practice.
■
Better systems of governance and social accountability improve the quality, efficiency and
effectiveness of infrastructure.
■
Being a trusted partner of governments is more likely to influence their actions and approach
in a positive way.
■
CoST is a legitimate and significant player in influencing transparency and accountability in
infrastructure investment. CoST MSGs, and national and sub-national secretariats have the
convening power to engage and bring together different stakeholders working in the sector.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
4. STRATEGIC PRIORITIES FOR 2021−2025
The strategic priorities of CoST for the next five years draw on the lessons outlined in
Section 2,
the findings of the recent independent review (Crown Agents, 2020) and the 2017−2020 Business
Plan (CoST, 2017). In particular, they respond to the two key points made in the review: that the
CoST approach is proven in diverse settings and widely recognised as being valuable; and that the
principal challenges are scaling up to achieve its full potential. They have been developed further
based on the feedback from the consultation.
Figure 4.1
summarises the strategic priorities of CoST for the next five years and the associated
objectives. These are addressed in more detail in this section.
STRATEGIC PRIORITY
1. Increase impact with a
growing number of CoST
members and affiliates
OBJECTIVES
a. Achieve staged membership growth
b. Improve access to resilient and inclusive infrastructure data
c. Ensure that emergency health infrastructure procurement is transparent
and accountable
d. Develop values that help to protect civil society space and
monitor performance
e. Improve gender participation
f. Invest in multi-stakeholder working
g. Offer alternative approaches to multi-stakeholder working
and participation
h. Improve the knowledge and skills to disclose, validate and use data
i. Monitor performance and celebrate success
2. Increase international
support for improving
transparency, participation
and accountability in
infrastructure investment
a. Build partnerships to encourage international endorsement and adoption
of CoST tools and standards
b. Offer a range of innovative tools and standards with global applicability
c. Improve understanding of different constituencies within
the private sector
d. Test CoST’s approach and adapt its tools and standards for infrastructure
investors
3. Improve learning and
knowledge sharing
a. Publish learning briefs that document what works and
what does not work
b. Develop multi-year support packages
c. Improve opportunities for learning
d. Develop a tiered approach to measuring success
e. Build relationships with research-based organisations
4. Ensure sufficient resources
to maximise CoST’s impact
a. Diversify income streams
b. Finance sustainable CoST member programmes
c. Build a team with the right skills and aptitudes
Figure 4.1
Strategic priorities and associated objectives for 2021−2025
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STRATEGIC PRIORITIES FOR 2021-2025
STRATEGIC PRIORITY 1:
Increase impact with a growing number of CoST members and affiliates
CoST Ukraine showcases its data disclosure analytical tool
Objectives
MEMBERS
a. Achieve staged membership growth
CoST’s core business is ensuring high-achieving and sustainable member programmes
that disclose, validate and use infrastructure data. However, the competitive
membership process launched in 2019, which resulted in five new members, is an
indication of strong demand and an opportunity to increase the membership.
In considering the consultation feedback, CoST has concluded that its primary focus should be on
ensuring that these new members along with its more mature programmes are able to scale up
the amount of infrastructure data they are able to disclose, validate and use. This also reflects the
impact of the pandemic, which is likely to reduce CoST’s available resources and create challenges
for current members to implement and scale up their programmes. The approach will ensure that
CoST’s resources can be used to build sustainable, high-impact programmes.
CoST will then look to increase its membership in stages, initially with five new members and
affiliates and, if resources allow, an additional four and then a further three new members and
affiliates (12 in total) by 2025. This approach will ensure that new members are given the time and
support to establish their programmes and that there are the resources to scale up more mature
programmes.
Figure 4.2
sets out differences between the two CoST membership categories.
The growth is likely to come from emerging markets, where investment in infrastructure is high
and governance systems can be significantly strengthened by adopting CoST core features. CoST
is also committed to identifying opportunities to work with high-income countries experiencing
shortcomings in their governance frameworks, leading to high-profile infrastructure projects failing
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
MEMBER
Membership is open to any national or sub-national
part of government and its partners in industry and
civil society, and to individual procuring entities and
megaprojects.
CoST is central to reforms.
Members commit to adopting the four core features
and importantly, to adhere to CoST principles and
maintain high standards of integrity.
AFFILIATE
Affiliate membership is open to any national or
sub-national part of government and to individual
procuring entities and megaprojects.
CoST is a source of support and advice to reform
Affiliate members adopt and adapt those aspects of
the four core features they consider most useful and
appropriate in their circumstances. They must adhere
to CoST principles and maintain high standards of
integrity.
The CoST Board monitors the progress of affiliates
but continued membership does not imply that CoST
endorses or approves of their reform effort.
Affiliate members publish progress reports and
through this mechanism are accountable to their
stakeholders. The CoST Board reserves the right
periodically to review if affiliate members are
meeting their responsibilities. A failure to meet
responsibilities, or to respond to Board requests for
information, can result in affiliate membership being
revoked.
Figure 4.2
Categories of CoST membership
The CoST Board monitors the performance of
members and continued membership is contingent
on the CoST Board being satisfied that meaningful
progress is maintained.
Members are subject to the CoST performance
monitoring procedures. Continued failure to perform
can result in membership being revoked.
to meet their budget, programme and service delivery objectives. Recent research indicates that
the CoST approach can add value through a full or flexible adaptation of the core features to the
existing institutional context (CoST, 2019).
b. Improve access to resilient and inclusive infrastructure data
The introduction to this Business Plan sets out some of the current global challenges
that interconnect with CoST and its vision for quality infrastructure, stronger
economies and better lives. Several CoST members have begun to consider some
of these issues as part of their approach. CoST will learn from their initial efforts to
consider more explicitly the links between the CoST approach and how it can connect and address
issues such as: climate change; resilience; civic participation (especially female participation); and
social inclusion.
Critical to achieving this objective is to work with CoST’s partner, OCP to identify how the OC4IDS
can interconnect with data sets relating to environmental impacts, climate mitigation measures,
and gender and social inclusion opportunities, the latter including: minority owned businesses; job
creation; health and safety; and beneficial ownership.
The OC4IDS is a tool that currently allows an individual to track progress on an infrastructure project
in real time and use that data to better understand some of the issues relating to its delivery. CoST
will work with OCP to build a data-driven and change-management culture across infrastructure
implementation so that users can better understand the impact of the investment and how it is
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STRATEGIC PRIORITIES FOR 2021-2025
CoST Honduras develops award winning environmental impact open-data tool
CoST Honduras has developed a tool known as
INFRAS
that collects data on the sustainability
of infrastructure projects from a variety of sources, including from the country’s data disclosure
platform
SISOCS,
and presents it in an accessible map format.
Honduras is a country that is vulnerable to climate change but has unclear criteria for
environmental impact assessments. This can lead to infrastructure projects being developed in
inappropriate and vulnerable areas, with a detrimental impact on the environment. INFRAS
was developed to counteract this and allows users to see whether a project has an environment
licence or not, whether there are discrepancies with planning regulations and which projects
have failed to disclose environmental data.
The tool was awarded first place in the
2019 Taiwan Presidential Hackathon.
Organised by OCP and the Government
of Taiwan, the aim of the Hackathon
was to demonstrate the value of
open-source systems and open data
in achieving the United Nations’
Sustainable Development Goals.
CoST Honduras INFRAS tool
contributing towards resilient and inclusive infrastructure. To achieve this CoST will identify the
guidance and tools that will further enhance the OC4IDS so that it can be joined up with additional
datasets, maximising its value for driving evidence-based decision making.
The work will be informed by the development and testing of INFRAS, an open data platform
developed by CoST Honduras that indicates which infrastructure projects have been awarded
environmental licences –
see box above.
In addition, CoST will also identify whether and how the OC4IDS could be applied to operation and
maintenance to understand better the performance and service of infrastructure assets. This would
help to ensure that critical infrastructure continues to retain the ability to reduce the magnitude
and/or duration of a crisis and therefore contribute to national resilience. The scope of this activity
would include examining the potential for connecting the OC4IDS to publicly available registers of
infrastructure assets.
CoST and OCP will also continue to invest in a help desk that provides dedicated support to the
OC4IDS implementers and consider what other capacity building is required (e.g. a dedicated
open data or information and communications technology developer to support CoST members)
to ensure that more and better quality data is published that can be used to generate long-term
improvements in infrastructure delivery.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
HEALTH
c. Ensure that emergency health infrastructure procurement
is transparent and accountable
CoST members will continue to respond to the Covid-19 pandemic by ensuring that the
procurement of emergency health infrastructure is transparent and accountable. This
will include working with government partners to ensure that the OC4IDS or CoST Infrastructure
Data Standard (IDS) data is being disclosed for health infrastructure projects as part of the assurance
process, so that independent experts can then use the disclosed data to highlight any red flags. They
will also provide platforms and mechanisms that allow investors, civil society, the media and the
private sector to monitor implementation and raise issues in a safe environment.
The CoST IS will continue to capture the lessons and experiences of its members and regularly
update its
compendium of good practice
which was developed during Covid-19 to highlight the
myriad ways in which CoST supports the pandemic response.
VALUES
d. Develop values that help to protect civil society space
and monitor performance
CoST will contribute to the protection of space for citizen participation by replacing its
current principles with a set of core values. The conceptual framework (Figure
3.1,
page
21) demonstrates that participation is a core building block of good governance. The more obstacles
there are to citizen participation, the greater likelihood that the potential medium and longer-term
outcomes indicated in the theory of change will be compromised. By explicitly stating CoST’s core
values, the CoST IS will ensure that the requirements for multi-stakeholder working and civil society
participation are clear and robust. This will help stakeholders to hold governments to account when
space for civil society participation in a CoST member programme is reduced. The CoST Board can also
act where there is a clear breach of the values, including the ability to revoke CoST membership.
Since 2016, CoST has revoked the membership of five CoST members due to their poor performance.
The CoST Board has used a performance monitoring policy initially to assist CoST members to resolve
performance issues, followed by steps outlined in the policy to remove CoST member from the
programme when these attempts have not led to any improvements. The policy will be reviewed to
reflect on how it has worked to date and updated to ensure it is based on the new core values.
GENDER
e. Improve gender participation
CoST is conscious of the need to improve the participation of women on multi-
stakeholder groups and in its engagement with civil society organisations, the media
and citizens. CoST Uganda provides an example of how improved female participation
can be achieved in community meetings (see box). CoST will support other members and affiliates to
learn from this example and consider how they can improve the participation of women and other
marginalised groups in their current approach. Guidance will be developed that will assist members
to take action to improve female representation on their multi-stakeholder groups and show how
citizen-engagement mechanisms can successfully encourage the participation of women and other
marginalised groups. The guidance will build on the findings of a
gender audit
of the CoST Thailand
programme, which reviewed equality and gender inclusion.
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STRATEGIC PRIORITIES FOR 2021-2025
It is also important to identify how CoST can contribute towards more inclusive infrastructure that
improves the potential benefits for both men and women, youths, people with disability and other
disadvantaged groups. This will be achieved by drafting a policy note on inclusive infrastructure
through the lens of transparency, participation and accountability.
Increasing the participation of women and other disadvantaged groups in Uganda
CoST Uganda successfully increased the participation of women and other disadvantaged
groups in community meetings known as “barazas”. Meetings are held in an easily accessible
location, childcare and transport support can be provided and facilities such as toilets are
considered. The baraza is announced on local radio at least two weeks before the event and
notices are fixed in the communities as reminders three days prior to the date. Pick-up trucks
with sound systems circulate within the community to promote the baraza and highlight some
of the red flags noted on local infrastructure projects in a CoST Uganda assurance report.
Community leaders are also involved in mobilisation and promotion of the barazas, which
helps to build trust around the event.
During the barazas, CoST Uganda
encourages women and young girls
to voice their opinion by prioritising
their questions concerning issues in the
assurance report. People with a disability
receive similar treatment, so minority
groups within the community are
properly represented and their opinion
is heard by the authorities. Gender, age
and occupation data is collected as well
as contact information of participants for
any future follow up or engagement.
Encouraging female participation at a CoST Uganda baraza
MULTI-
STAKEHOLDER
WORKING
f. Invest in multi-stakeholder working
Multi-stakeholder working is one of the four core features of CoST. It engages
stakeholders and promotes collaboration. CoST will continue to prioritise and support
existing multi-stakeholder groups to help overcome some of the challenges described
in Section 2. This will include facilitating a dialogue that improves the governance of a CoST member
programme, helps to overcome their problems and ensures that members of multi-stakeholder
groups agree to and understand the values and code of conduct.
CoST will also ensure that multi-stakeholder groups can access the necessary resources and support
to conduct their work. This includes facilitating the mapping of their stakeholders, which will help
them to identify who they need to influence and how they can do this. This analysis will help them
to engage with the right officials to ensure action is taken in response to recommendations in a
CoST assurance report or issues raised in a community engagement.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
PARTICIPATE
g. Offer alternative approaches to multi-stakeholder working
and participation
CoST members have generally pursued multi-stakeholder working through the
establishment of multi-stakeholder groups, which engage representatives of the
government, private sector and civil society as quasi-stand-alone organisations. However, the CoST
approach is based on adding value to existing systems and to avoid as far as possible establishing an
organisation that operates in parallel to government.
The CoST IS will explore the potential of institutionalising multi-stakeholder working into existing
forums and structures by:
■
encouraging the use of existing forums as a mechanism for establishing a multi-stakeholder
group, such as in the new sub-national programmes in West Lombok and Sekondi-Takoradi
1
■
building on its research into the added value of CoST in high-income countries to identify
alternative approaches to multi-stakeholder working.
This latter approach is important for CoST to achieve its vision of quality infrastructure, stronger
economies and better lives. To realise this vision, the multi-stakeholder approach needs to
be effective in providing stakeholders with a voice and moves stakeholder engagement from
consultation to active, with the ability to influence the critical decisions on infrastructure
investment and delivery. This may mean integrating multi-stakeholder working into all phases of
an infrastructure project and into the institutions responsible for the strategic prioritisation and
planning of public infrastructure.
DATA
h. Improve the knowledge and skills of stakeholders to disclose,
validate and use data
CoST principally builds the capacity of multi-stakeholder groups and local secretariats
to train government officials to disclose infrastructure data in accordance with legal
requirements and technical guidance. This training has proved essential in raising awareness about
legal requirements and improving the amount and quality of infrastructure data disclosed. The
groups and secretariats also then train civil society, the media and increasingly the private sector to
validate and use infrastructure data.
With a new suite of tools and standards that will support implementation of the core features, CoST
will support their use by:
■
developing a webinar and e-learning series on each of the tools, standards and guidance material
that support the implementation of the core features and provides a mechanism for shared
learning
1
The city of Sekondi-Takoradi in Ghana established its CoST multi-stakeholder group as a sub-group of its Open Government Partnership
civil society.
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STRATEGIC PRIORITIES FOR 2021-2025
■
continue to provide face-to-face support when circumstances allow using a variety of approaches
including national, regional and international workshops where lessons can be shared, challenges
can be discussed and solutions found.
The new approach will allow governments to disclose better quality infrastructure data and enable
civil society, the media and the private sector to be better equipped to use and scrutinise the data.
This will then allow them to raise issues in the public domain and challenge poor performance,
perceived mismanagement and corruption and, in the case of the private sector, learn if this is a
marketplace that they wish to invest in. With this knowledge people and groups can also advocate
and lobby for improvements in governance, decision making and public infrastructure performance,
ensuring resources are used efficiently and effectively so that delivered infrastructure meets people’s
needs.
SUCCESS
i. Monitor performance and celebrate success
The performance monitoring policy will be updated to ensure there are mechanisms
to reward success as well as address poor performance. This will include the
introduction of the CoST awards, including one named in memory of Alfredo Cantero,
CoST
AWARD
a much-respected former CoST Board member. This responds to the independent review, which
recommended that those reformers who lead successful CoST member programmes need to be
rewarded when they can be identified, particularly if they are working in dangerous environments.
Alfredo was a great example of this, driving CoST as one of several reforms aimed at making the
Government of Honduras more transparent, accountable and participatory.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
STRATEGIC PRIORITY 2:
Increase international support for improving transparency, participation and accountability
in infrastructure investment
Sekondi-Takoradi, Ghana Programme Manager speaks to the press
Objectives
PARTNERSHIP
a. Build partnerships to encourage international endorsement and
adoption of CoST tool and standards
CoST will continue to build strategic partnerships with international and regional
organisations that can help promote the initiative by incorporating CoST approaches
into their frameworks. Governments and their partners would then use CoST tools and standards
through these frameworks. Examples of this approach include reference to the CoST Infrastructure
Data Standard by Global Infrastructure Basel Foundation in its SuRe standard (Global Infrastructure
Basel Foundation, 2018), and the inclusion of the OC4IDS in Transparency International’s new
Integrity Pact. CoST will also look to build on the recent endorsements of the International
Federation of Consulting Engineers (FIDIC) and G20.
CoST’s strategic partnerships are based on three stakeholder groups, which can each benefit from
the CoST approach as follows.
■
The open government community, which looks at transparency, participation and accountability
across government and benefits from how CoST discloses data to build accountability and
demonstrate impact.
2
■
The infrastructure governance community, which is interested in improving the delivery of
infrastructure and gains from how CoST can add value to participation, accountability and
improving lives.
3
2
Organisations within this group include Open Contracting Partnership, Transparency International, Hivos and the Open Government
Partnership.
Organisations included within this group include OECD and World Bank.
3
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STRATEGIC PRIORITIES FOR 2021-2025
■
The construction industry are the suppliers responsible for the planning, designing and delivering
infrastructure. They view CoST as a means of promoting integrity and a level playing field, and
benefit from how CoST can promote better performance in the sector.
4
INNOVATION
b. Offer a range of innovative tools and standards
with global applicability
Over the next five years, CoST will scale up its tools and standards as follows.
■
Launch the
Infrastructure
Transparency Index Manual
(ITI)
as a global tool for measuring
transparency, participation and
accountability in infrastructure
investment –
see box.
■
Turn the CoST Ukraine analytical
tool into a system that can be used
globally for validating and using
infrastructure data in real time at
scale.
■
Develop a guide to infrastructure
monitoring that helps citizens and
journalists to validate and use
disclosed data to monitor progress
on an infrastructure project and
complement existing monitoring
activities.
■
Explore whether digital
technology can provide a secure
communication and information-
sharing platform for multi-
stakeholder groups, assurance
teams, community monitors and
trained journalists.
Infrastructure Transparency Index
The ITI is a national or sub-national evaluation
instrument that measures levels of infrastructure
transparency and the quality of associated processes. Its
objective is to offer quality information aimed at public
leaders and others with an interest in strengthening
transparency and improving the management of public
infrastructure.
The ITI provides a score that illustrates in a quantitative
manner the conditions that favour transparency in the
sector, as well as the transparency-related practices of
procuring entities. The ITI interprets transparency in
a broad and practical sense, not only by looking at it
through the traditional lens of access to information,
but also by considering associated enablers and
capacities. This includes citizen participation that
leads to the creation of public value through access to
information.
For this reason, the final ITI score is obtained from
the weighted sum of the four constituent dimensions,
namely: enabling environment, capacities and
processes, citizen participation and information
disclosure.
Although the ITI was designed for CoST members to
evaluate and strengthen their national or sub-national
programs, other interested parties can use it as a tool
to strengthen their institutions.
The tools, guidance and support will help to improve the quality of data disclosed, validated
and used. By ensuring data is comparable and measurable, stakeholders will have the evidence
to identify long-term reforms and changes of behaviour required to improve delivery of quality
infrastructure. These tools and approaches will be designed to augment and add value to the
building blocks of good governance.
4
Organisations within this group include FIDIC and the World Road Association.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
PRIVATE SECTOR
c. Improve understanding of different constituencies
within the private sector
The private sector is a strong supporter of CoST, but it has proved difficult to
identify tangible ways for it to provide that support. Organisations such as European
International Contractors and FIDIC have joined the CoST Board and supported advocacy efforts,
and companies such as Bechtel and Skanska have provided endorsements, but more needs to be
done. This might include for example involving private and institutional investors, encouraging
adoption of CoST products and providing services on a commercial basis. CoST will also look at other
important players within the global construction industry, such as firms in China, India and Turkey,
and gain a better understanding of their domestic markets.
Initially, a mapping exercise will be undertaken of the private sector to establish:
■
the different “constituencies” that potentially have an interest in CoST
■
the alignment between CoST outputs and their commercial drivers
■
the value propositions CoST can put to potential supporters.
This mapping exercise will be augmented by consulting with companies and business associations to
test whether there is an appetite for a private-sector-supporter model. In such a model companies
would pay a membership fee based on turnover and abide by a set of requirements that would open
up their businesses to scrutiny. The consultation would also identify the value of the disclosed data
to the private sector and how they may use it.
INVESTORS
d. Test CoST’s approach and adapt its tools and standards
for infrastructure investors
CoST will work with private and state-backed investors as well as multilateral
institutions to test how the CoST approach can be integrated into their procedures. It
$
will also involve working with the World Bank to test further how the CoST approach can add value
to the World Bank PPP Disclosure Framework on investments in Central America.
The lessons from this testing will be used to:
■
unpack the value proposition of CoST for private investors
■
develop guidance on how to adapt and apply the core features and the World Bank PPP
Disclosure Framework on public−private partnerships based on the lessons from their application
in Honduras. In time it might be possible to extend the application of the CoST core features to
World Bank lending instruments and other products and services
■
consider how CoST’s current range of tools and standards could be repackaged as a private
finance toolkit that is in line with International Finance Corporation safeguards and the
Equator Principles, ensuring that what are often considered to be opaque investments are more
transparent and accountable to the communities affected by construction and the longer-term
impact of completed infrastructure
■
develop technical support packages on a commercial basis that will assist investors to adapt and
implement the CoST approach.
36
$
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STRATEGIC PRIORITIES FOR 2021-2025
STRATEGIC PRIORITY 3:
Improve learning and knowledge sharing
CoST members come together at annual workshop to share lessons and map out strategies
Objectives
GOOD
PRACTICE
a. Publish learning briefs that document what works
and what does not work
CoST’s activities to date have highlighted the importance of knowledge transfer,
both horizontally between different stakeholders and vertically, where learning rises
between local, national, regional and global levels and promotes greater downward accountability.
This ensures that evidence of good practice, lessons learned and the impact of disclosing data is
captured and shared with primary and secondary stakeholders. These include governments, private
actors and civil society, as well as international organisations, donors and other organisations
working in the field of transparency and accountability.
The innovations and impact of CoST members would not have been achieved without a growing
community of practitioners who understand how the initiative must be adapted and enhanced to
be successfully implemented. Practitioners include: multi-stakeholder group members; assurance
professionals; member managers; communications advisers; and data experts. They bring a wealth
of knowledge and increasingly expertise that needs to be harnessed for the benefit of CoST and the
aforementioned stakeholder communities.
To help achieve this objective, the CoST IS will commission learning briefs on how the CoST core
features have been applied by different partners, contexts and investments, starting with public−
private partnerships in Honduras to understand better what worked, and what did not work. These
will be shared within the CoST community of practitioners and global partners.
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
SUPPORT
b. Develop multi-year support packages
The CoST IS will support CoST members in their response to their unique challenges
by developing multi-year support packages that can respond to their short-, medium-
and long-term needs. The recent independent review of CoST demonstrated that the
support provided to members is highly valued. However, it is clear from the review that members
require more ongoing support to ensure that multi-stakeholder groups function successfully,
political opportunities are taken, and technical capacity is developed.
The support packages will range from the short-term opportunity to engage with a new political
leader with a reform agenda, to the medium-term provision of technical expertise to integrate the
OC4IDS into an information platform and developing an analytical tool, and the ongoing long-term
support provided by ensuring a functioning and successful multi-stakeholder group. Responses to
requests for support must be flexible to meet the need, timely to realise any window of opportunity,
and politically smart.
LEARNING
c. Improve opportunities for learning
Building in feedback loops and opportunities for knowledge sharing can generate new
ideas and provide the evidence for the CoST IS to demonstrate the value of engaging
with CoST and of improved disclosure, validation and use of data. This is particularly
pertinent to governments considering becoming members. An improved evidence base of what
works and what does not work helps both internal and external stakeholders understand better
how to achieve improved governance, social accountability and performance in public infrastructure.
Ensuring learning, feedback and knowledge sharing is equally applicable within CoST so that it is
adequately and consistently capturing evidence of what change is taking place and its impact. A
framework will be developed so that information is gathered, changes are analysed and impacts
captured, ensuring the CoST IS consistently reviews the effectiveness of interventions and its
approach, making adjustments and improvements when needed.
PROGRESS
d. Develop a tiered approach to measuring progress
CoST’s theory of change (see
Section 3)
provides an overarching framework of
how change happens through the initiative. This will inform the design of a wide
monitoring, evaluation, accountability and learning framework to monitor progress
and capture the impact of the programmes. A collaborative approach will be adopted to reviewing
and developing the framework, with members and key stakeholders ensuring continual capturing of
data and reviewing and learning from the different national programmes.
A tiered approach will create synergies between routine monitoring of quantitative data and
qualitative information. This will be principally for outputs and short-term outcomes highlighted in
the theory of change, with case studies used to capture long-term outcomes and impacts. The box
below provides some highlights of the type of quantitative indicators that will be used to measure
success of this Business Plan. The full set of indicators that will be used to measure progress is
included in
Annex 1.
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STRATEGIC PRIORITIES FOR 2021-2025
Measuring progress
CoST has set itself the following eight ambitious targets that it will aim to achieve over the next
five years.
1.
Up to 12 national or sub-national governments to join CoST as a member or affiliate.
2.
Data from at least 50,000 infrastructure projects to be disclosed using the
Open Contracting
for Infrastructure Data Standard
(OC4IDS) or
CoST Infrastructure Data Standard
(CoST IDS).
3.
At least 150 health facilities to be independently reviewed as part of the CoST assurance
process.
4.
At least 10 CoST members to establish policy, regulatory or legal instruments that mandate
disclosure of infrastructure data based on theOC4IDS or CoST IDS at national, sub-national or
sector level.
5.
Procuring entities act to improve the quality, effectiveness and efficiency of at least 40
infrastructure projects in response to evidence and issues raised i) in an assurance report or
ii) by citizens or journalists at or following a CoST member event.
6.
Governments to introduce at least 20 policy, regulatory or legal reforms that aim to improve
the quality, effectiveness and efficiency from infrastructure investment in response to the
evidence and issues raised i) in an assurance report or ii) by citizens or journalists during or
following a CoST member forum.
7.
Over 5,000 women from government, civil society and the private sector to be trained to
disclose, validate or use infrastructure data.
8.
At least six international organisations to publicly endorse CoST and/or incorporate CoST
tools and standards into their frameworks.
RESEARCH
e. Build relationships with research-based organisations
The CoST IS will also build a relationship with the research and academic community,
which is interested in drawing lessons from the evidence to share with the wider
infrastructure sector, and using the disclosed data and information better to
understand the sector and how it can be improved. For example, the Institution of Civil Engineers
recently published a peer-reviewed paper by CoST in its flagship journal,
Civil Engineering,
which
demonstrates how evidence generated by CoST can be used for research purposes (Hawkins and
Prado, 2020).
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
STRATEGIC PRIORITY 4:
Ensure sufficient resources to maximise CoST’s impact
CoST Executive Director, Petter Matthews speaks at a UNDP event
Image credit: UNDP
Objectives
a. Diversify income streams
FINANCE
$
€
Delivering this Business Plan will require an investment in CoST of almost £20.8 million
during 2021−2025, with 65% directly (grant funding to CoST members) or indirectly
(through training, learning and support) supporting the implementation of CoST by
members and affiliates. This figure has been reduced since the consultation version
due to the implications of the Covid-19 pandemic on the global economy and related opportunities
for fundraising. It will be further reviewed if the pandemic limits the ability of CoST members to
implement their programmes, if restrictions on overseas travel continue and if there are challenges
with raising the finance. The budget summarised in
Figure 4.3
covers the full operational costs for
YEAR 1
Implementing CoST
Training, learning and support
International adoption and
endorsement
Policy, tools and standards
Monitoring and evaluation
Governance and overheads
6
1,440,000
818,920
278,760
314,360
76,160
525,556
3,453,756
YEAR 2
1,680,000
1,101,133
331,837
314,187
182,784
608,034
4,217,975
YEAR 3
1,840,000
1,199,503
356,469
309,111
186,440
655,160
4,546,683
YEAR 4
1,680,000
1,259,394
341,194
367,933
190,168
657,976
4,496,666
YEAR 5
1,360,000
1,282,958
346,014
267,156
193,972
633,265
4,083,364
TOTAL
8,000,000
5,661,908
1,654,273
1,572,747
829,524
3,079,991
20,798,444
Figure 4.3
Budget summary in GBP
5
6
Please note that the budget decreases in years and 4 and 5 as CoST members become less reliant on funding from the CoST IS.
Overheads cover the CoST IS’s costs for human resources, financial support, governance, office space and facilities, insurance, telephone
charges, information and communications technology service provider, capital equipment, etc.
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STRATEGIC PRIORITIES FOR 2021-2025
the five years starting from January 2021. It is informed by the actual costs from the last three years
and experience of developing and managing the CoST budget for the last eight years.
5
Financial
contributions can either support the overall Business Plan or be targeted at specific interventions.
During 2021−2025, it is imperative that CoST builds a financial reserve and becomes a more
sustainable organisation with a wide range of financial supporters. This will be achieved by
developing a range of income streams. that go beyond the current grant funding arrangements.
This will include the following.
■
As indicated on
page 36,
develop a private-sector-supporter model whereby companies make a
financial contribution to the organisation based on their turnover. The model would be similar
to that operated by the Extractive Industries Transparency Initiative, with companies committing
to several requirements that would open up their businesses to scrutiny. While extractives and
infrastructure are very different sectors, CoST believes it can establish a value proposition that is
attractive to companies and help to raise a significant annual sum.
■
Explore the establishment of a multi-donor trust fund, managed by a multilateral development
bank, to support CoST members. This could be appealing to bilateral donor supporters if it helps
reduce their transaction costs.
■
Working in partnership with one of its global partners, maximising the potential value of the
funder’s support.
SUSTAINABLE
b. Finance sustainable CoST member programmes
CoST members have historically relied on annual grant funding made available by the
CoST IS to implement their programmes. It is important that CoST members become
financially independent to be able to implement long-term sustainable programmes.
The CoST IS will continue to provide grant funding to CoST members but over a two- to three-
year period as opposed to the current one-year arrangement. This will provide some longer-term
certainty for members, especially for the local secretariats. The grants will also be based on a match-
funding arrangement to provide an incentive to secure additional funding. CoST members will
also be encouraged to develop long-term business plans that can be used to engage donors and
foundations directly. The International Secretariat will also look at how to incentivise governments
to support financially the implementation of their CoST programmes, such as those in Thailand and
Costa Rica, and multi-year technical assistance programmes based on a cost-sharing model.
TEAM
c. Build a team with the right skills and aptitudes
CoST currently outsources the International Secretariat function to Engineers Against
Poverty, an independent non-government organisation based in London. EAP has been
involved in CoST since its origins and it has hosted the International Secretariat since
2012. CoST IS has grown in recent years, with nine part-time EAP employees, a new decentralised
team of regional managers based in Panama, Uganda and Singapore, and access to technical
and strategic expertise. This reflects the growing programme the CoST IS has managed in recent
times. The decentralised team has been especially effective in helping to bring greater economy
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STRATEGIC PRIORITIES FOR 2021-2025
Business Plan 2021−2025:
Strengthening economies and improving lives
and efficiency to the programme, more knowledge and awareness of the regional context, more
capacity, and closer support and advice to CoST members.
To deliver this Business Plan, the CoST IS will need to grow further by establishing a policy and
development team that will oversee the development and stewardship of CoST tools and standards.
It will also build on the success of the regional managers by turning them into regional hubs with
access to a broader range of specialist services, including: web-based developers; open-data experts;
engineers; and architects.
The recent independent review highlighted the high regard with which EAP is held by CoST
members and the broader open government and contracting community. Engaging EAP to host the
International Secretariat has enabled CoST to avoid long-term financial commitments, for example,
to employees and for leasing office space. The CoST Board recently agreed to retain the relationship
with EAP for at least the next three to four years. This relationship will be kept under review and
if, and when circumstances make it favourable, CoST may consider bringing the International
Secretariat function in house.
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VALUE FOR MONEY
5. VALUE FOR MONEY
CoST has a strong track record of delivering value for money to its supporters, based on a tracker
that was able to demonstrate its economy, effectiveness and efficiency. This was recognised in the
recent independent review of CoST, which described the hosting arrangements of the CoST IS as
providing good value for money (Crown Agents, 2020).
However, the review recommended that CoST’s value-for-money framework is redeveloped and
integrated into a new the theory of change and logical framework. This will then allow the CoST
IS to understand better the effectiveness of its approach and demonstrate the high level of returns
from a relatively low level of investment. The organisational structure, described in Section 4, is
fundamental to how CoST delivers value for money based on the four E’s of economy, efficiency,
effectiveness and equity.
The CoST IS will therefore develop a new value-for-money framework and then monitor
performance and assess the potential impact of the initiative by using the theory of change and
logical framework, together with the resources being invested in the initiative and where they are
directed. Taken together, this will provide a detailed account of how the CoST IS is maximising its
outcomes and impact through investment of its resources. This will build on case studies of what has
worked and not worked.
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GOVERNANCE
Business Plan 2021−2025:
Strengthening economies and improving lives
6. GOVERNANCE
6.1 CoST BOARD
CoST is registered as a charity and a not-for-profit company in the UK. It is governed by a
Board of
Directors
comprising six (and in due course nine) members, with its day-to-day operations carried
out by the
CoST IS.
The Board meets four times per year and its responsibilities include setting
strategy and policy, approving budgets, admitting new CoST members and monitoring finances
and operations. Board meetings are also attended by observers representing financial and strategic
supporters.
In 2021, the Board will grow from six to nine members, with new board members elected by CoST
members on a regional basis to represent government and the private sector, plus the appointment
of a new representative from international civil society. The Board will then consist of: two
representatives from government elected by CoST members; two representatives from the private
sector (one elected by CoST members and one appointed by the Board); two representatives from
civil society (one elected by CoST members and one appointed by the Board); one co-opted member
appointed by the Board; one representative from the CoST IS; and an independent chair.
Holding elections in three regional blocs (Africa, EurAsia and Latin America) will ensure that there
is representation from the global south on the Board. The Board is also committed to improving
the gender balance on the Board. It will work with partners to identify suitable female candidates
for the four positions it is responsible for appointing and will actively encourage the nomination of
female candidates for the elected positions.
The relatively modest increase in Board membership reflects that CoST is growing in scale and
ambition, with 19 members and affiliates now compared to eight when the Board was first formed.
It also ensures legitimacy with CoST members, guaranteeing they have a strong voice in shaping
the strategic direction of the programme. Starting in 2021, one third of Board members will rotate
off the Board each year and will be replaced via elections or by appointments by the Board. CoST
Board members are the legal trustees of CoST and retain overall responsibility for: policy; finances;
strategy; and appointing and removing CoST members.
CoST members are required to approve the organisation’s articles of association and, as mentioned,
will elect four board members. The operations and the lines of accountability and flow of funding
that are core to the organisational structure are set out below in
Figure 6.1.
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GOVERNANCE
CONTROLS AND SAFEGUARDS
Agreement between CoST and EAP reflects
donor requirements, financial reports include
itemised expenditure to the Board, annual
audit of CoST and EAP.
Donor
Local consultants
(assurance
process, scoping
study, training
etc.)
Host organisation or
CoST member legal
entity (staff, overheads)
RISK
of fraud by host
organisation and/or
multi-stakeholder group
members.
MITIGATION:
Due diligence
process, funding application
process, tripartite grant
agreements with host and
multi-stakeholder group includes
bribery and anti-corruption policy,
quarterly financial reports with
itemised expenditure, clear
policies on expenses and
transport allowances.
Meeting costs,
technical
assistance
expenses,
production costs
EAP
(International
Secretariat)
(salaries,
overheads,
etc.)
International
consultants
(training,
research, product
development etc.)
Donor
Transport
allowances,
meeting,
training, event
costs
Multi-stakeholder
group or alternative
Flow of funding
Lines of accountability
Figure 6.1
Lines of accountability and flow of funding
6.2 RISK MANAGEMENT
The CoST Board has recently developed a comprehensive risk register that identifies the risk appetite
of the organisation. Each risk has a staff lead to manage the risk mitigation with one of three
Board sub-groups (advocacy, governance, and member and affiliate programmes) being the owner
of a specific group of risks. The sub-group is tasked with ensuring those risks are being proactively
managed. The risks will be updated on an ongoing basis with any changes reported initially to
a Board sub-group and ultimately to the full Board for their information. It is also included as a
standard agenda item for Board meetings. The risk register is to be further enhanced by identifying
risks unique to each CoST member. This will then allow the CoST IS and Board to be better prepared
to support the member as and when such risks arise.
CoST has a formal policy on fraud, bribery and corruption that was established in response to the
UK Bribery Act 2010. The policy is included as an annex in all grant agreements with CoST members
that receive grant funding from the CoST IS. A multi-stakeholder group representative from the
government, the private sector, civil society and the host organisation is required to read, sign and
comply with the policy.
CoST also has a safeguarding policy, with a current Board member designated as the safeguarding
officer responsible for monitoring the implementation of the policy on behalf of the Board. Multi-
stakeholder groups are now in the process of appointing their own trustee responsible for the
policy. The policy provides formal grievance, disciplinary and whistleblowing mechanisms for staff,
consultants and beneficiaries, including those trained by and who use the services of CoST, to make
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GOVERNANCE
Business Plan 2021−2025:
Strengthening economies and improving lives
a complaint. It is also included as an annex to grant agreements between CoST members and the
CoST IS. The host organisation and multi-stakeholder groups are then required to adopt the policy or
incorporate the relevant sections into their existing operational policies. The safeguarding policy is
published on the CoST website.
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CONCLUSION
7. CONCLUSION
CoST is working and has proven the effectiveness of its approach. This was borne out by the recently
completed independent review (Crown Agents, 2020). It showed that while there is still much that
can be done to improve the CoST approach, the principal challenges relate to scaling up, responding
to latent demand and delivering a step change in impact. More recently, CoST has shown how it can
respond and adapt to the Covid-19 pandemic, demonstrating that transparency, participation and
accountability have never been so important. This Business Plan outlines four ambitious strategic
priorities that will enable CoST to meet these challenges.
The success CoST has achieved would not have been possible without the support of the UK and
Dutch governments. Their contributions have involved more than just finance; they have also
provided support and advice and, importantly, helped to raise the profile of CoST internationally.
The continuation and expansion of that support will be a key factor in the successful delivery of this
Business Plan.
Equally as important is the support that has been provided at national level by heads of state,
ministers, officials, grassroots organisations, the media, leaders in civil society and business, and
numerous individual citizens. This support is arguably CoST’s greatest resource.
The presence of networks of individuals and institutions that understand CoST and are committed to
supporting its reform efforts should not be underestimated. Its economic and social value is difficult
to quantify, but it is the product of more than a decade of trust-building efforts. As CoST wins the
support of additional investors, they will be joining their resources with an established global effort
involving hundreds of dedicated reformers with a proven track record of success.
This Business Plan should be seen by current and potential new partners not as a fixed proposal, but
as a statement of intent, an illustration of ambition and the basis for a strategic discussions about
future collaboration.
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REFERENCES
Business Plan 2021−2025:
Strengthening economies and improving lives
REFERENCES
CoST (2017)
CoST: The Infrastructure Transparency Initiative Business Plan 2017−2020,
available at:
infrastructuretransparency.org/wp-content/uploads/2018/06/2191_CoST-2017-2020-Business-Plan.
pdf
CoST (2019)
Infrastructure Governance in High-Income Countries: The added value of CoST in high-
income countries:
Concluding report, available at:
infrastructuretransparency.org/wp-content/
uploads/2019/11/CoST_HighIncome_digital-_January28.pdf
Crown Agents (2020)
Review of CoST – the Infrastructure Transparency Initiative, Final Report,
109122D, available at:
infrastructuretransparency.org/wp-content/uploads/2020/04/CoST-review.
pdf
Global Infrastructure Basel Foundation (2018) SuRe –
The Standard for Sustainable and Resilient
Infrastructure,
available at:
sure-standard.org/wp-content/uploads/2019/10/ST01_Normative_
Standard_v1.1_clean.pdf
Global Infrastructure Hub (2020), Global Infrastructure Outlook website, available at:
outlook.gihub.org
Hawkins J and Prado MGFA (2020) “CoST – the Infrastructure Transparency Initiative: from disclosed
data to sector reform”,
Proceedings of the Institution of Civil Engineers – Civil Engineering,
Vol.
173 No. 1, pp 39−47.
International Monetary Fund (2015)
Making public investment more efficient,
available at:
www.imf.org/external/np/pp/eng/2015/061115.pdf
CREDITS
Front cover images:
anek.soowannaphoom/Shutterstock (cargo ships)
dvoevnore/Shutterstock (bridge)
FLUKY FLUKY/Shutterstock (mother and child)
Kusalodom/Shutterstock (Huay Tong bridge)
Riccardo Mayer/Shutterstock (schoolgirl)
Tossapon Nakjarung/Shutterstock (train)
Page 11:
ojantos/Shutterstock (United Nations Sustainable Development Goals, SDGs)
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ANNEX 1: INDICATORS
ANNEX 1: INDICATORS
The indicators below have been placed into two categories. The first tier are core indicators that
will help to measure performance of CoST members and the CoST IS and in general have been tried
and tested over a period of time. The second tier of indicators are generally new and do not have a
target but, through testing, could demonstrate a useful source of evidence on the broader impact of
CoST. Testing would also help to understand how the information can be collected and the resources
required to do this. The results from the second tier that are considered sufficiently robust will be
communicated publicly to CoST’s stakeholders.
IMPACTS
Improved quality,
efficiency and
effectiveness of
infrastructure
FIRST TIER INDICATORS
• Procuring entities act to improve the quality,
effectiveness and efficiency of at least 40
infrastructure projects in response to the evidence
and issues raised i) in an assurance report or
ii) by citizens or journalists at or following a CoST
member event
• Governments introduce at least 20 policy,
regulatory or legal reforms that aim to improve
the quality, effectiveness and efficiency from
infrastructure investment in response to the
evidence and issues raised i) in an assurance
report or ii) by citizens or journalists during or
following a CoST member forum
SECOND TIER INDICATORS
• Average annual change in the cost and
duration of a construction contract
based on the data published on open-
data platforms
• Total amount of infrastructure
investment saved by CoST members
due to the application of CoST tools
and standards
Increased
infrastructure
investment and
private sector
participation
Improved
governance,
integrity
and social
accountability
• At least three CoST members document an
annual increase in the number of firms bidding
for construction contracts over two successive
years
• # of CoST Members who report an
increase in private sector investment
confidence based on survey data
• # of documented examples of
government officials or private sector
representatives who can provide
evidence that their organisation’s
behaviour has changed due to the
application of CoST tools and standards
OUTCOMES
Accurate data
and improved
evidence
FIRST TIER INDICATORS
• Data from at least 50,000 infrastructure projects
is disclosed using the OC4IDS or CoST IDS
• At least 150 health facilities are independently
reviewed as part of the CoST assurance process
SECOND TIER INDICATORS
• % of total investment in infrastructure
by a CoST member where data is
disclosed in the OC4IDS or CoST IDS
format
• Average value of new infrastructure
projects disclosed in the OC4IDS or
CoST IDS format
• Average % of data points in the
OC4IDS or CoST IDS format that is
being disclosed
• Average value of projects subject to
assurance
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ANNEX 1: INDICATORS
Business Plan 2021−2025:
Strengthening economies and improving lives
Better
monitoring
and improved
scrutiny
Increased
engagement and
mobilisation
• At least 400 media appearances (any channel:
newspapers, TV, radio, etc.) where the issues
highlighted in a CoST assurance report or similar
report in the month after the report is published
• # documented examples of i) citizens
and ii) the private sector using the
disclosed data
• # and description of the social
accountability mechanisms used by
CoST members to engage citizens,
journalists and community groups
to monitor, review and scrutinise
infrastructure projects
• % of multi-stakeholder group (MSG)
members attending meetings by
sector and gender, and evidence that
demonstrates improved trust, capacity
to lead, coordinate and influence
Improved
trust among
stakeholders
Improved
influence and
pressure
• At least 10 CoST members establish policy,
regulatory or legal instruments that mandate
disclosure of infrastructure data based on the
OC4IDS or CoST IDS at national, sub-national or
sector level
OUTPUTS
Tools and
standards
FIRST TIER INDICATORS
SECOND TIER INDICATORS
• # of new and/or improved tools and
standards that are published to assist
in the disclosure, validation and use of
infrastructure data and to enable multi-
stakeholder working
Capacity building
and raising
awareness
Networking and
influencing
• At least 5,000 women from i) government,
ii) civil society, iii) media, iv) private sector and
v) students/academia are trained to disclose,
validate and use infrastructure data
• Up to 12 governments join CoST as a member or
affiliate
• At least 10 international and regional
organisations endorse CoST and or incorporates
CoST tools and standards into their frameworks
• % of participants applying the
knowledge one month after the
training
• # and description of Invitations to
participate at international and regional
events to promote CoST tools and
standards
Learning and
knowledge
sharing
• At least 10 learning briefs that document the
lessons learnt by CoST members
• At least 85% of technical assistance missions,
workshops and webinars by the CoST IS to a
CoST member that score good or very good in
the feedback survey
• At least five different sources of funding to
support CoST IS activities by 2023
• # of CoST members that use new tools
and standards after publication and
evidence of how tools have been used
to assist in disclosure, validation and
use of infrastructure data
Financial
sustainability
• Total amount raised by i) the
International Secretariat and ii) CoST
members
• % of members who report that they
receive less than 50% of their funding
from the CoST IS
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ANNEX 2: RISK REGISTER
ANNEX 2: RISK REGISTER
The table below provides a summary of the programme and operational risks and how they will be managed.
BOARD SUB-GROUP
RESPONSIBLE
REPUTATIONAL
MEMBER &
AFFILIATE
8
6
OPERATIONAL
MEMBER &
AFFILIATE
8
7
OPERATIONAL
MEMBER &
AFFILIATE
8
6
Member &
Affiliate
Process for joining CoST
lacks objective criteria
to establish where CoST
would work and not
work.
The CoST IS to develop objective evaluation criteria to ensure that an
application meets the requirements to join as a member or affiliate. The
engagement period leading up to an application allows for due diligence to
assess the potential success of a programme. The CoSTIS also consults with
international and domestic stakeholders to understand the viability of a
potential programme and the associated reputational risks.
Clear criteria and
due diligence
should reduce the
likelihood for spurious
applications.
Member &
Affiliate
Elite capture of multi-
stakeholder groups
(MSG) and “rogue” MSG
members.
MSGs are required to have clear terms of reference and governance
arrangements for appointing or electing members, and decision making.
These processes are monitored by the CoST IS on behalf of the CoST Board.
However, it is clear that stronger guidelines and standard terms of reference
are required.
Stronger guidelines
will provide a tool for
the CoST IS to hold
the MSG to account.
Member &
Affiliate
Breach of the CoST
principles by a CoST
member or affiliate.
The Board can use the performance monitoring policy to remove a CoST
member from the programme.
A member or affiliate
is removed due to
a breach of CoST
principles.
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Business Plan 2021−2025:
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RISK DESCRIPTION
RISK CATEGORY
RESIDUAL RISK
RATING
RISK RATING
MITIGATION
STRATEGIES
MITIGATION
OUTCOMES
RISK TYPE
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ANNEX 2: RISK REGISTER
Business Plan 2021−2025:
Strengthening economies and improving lives
OPERATIONAL
MEMBER &
AFFILIATE
8
7
FUNDRAISING
FINANCIAL
7
6
OPERATIONAL
GOVERNANCE
7
5
REPUTATIONAL
MEMBER &
AFFILIATE
7
6
REPUTATIONAL
MEMBER &
AFFILIATE
7
6
52
Member &
Affiliate
Members do not disclose
information.
The Board monitors progress of member and affiliate programmes in meeting
the objectives specified in their implementation plan and complying with the
CoST principles on an annual basis. The Board expects disclosure to be a key
part of any member or affiliate programme and will take action, including
revoking their CoST status.
CoST members and
affiliates are removed
from the programme
due to poor
performance.
Member &
Affiliate
New members use the
CoST brand to “CoST-
wash” business as usual.
Guidance has been developed that clearly describes the rights and obligations
of members and affiliates. The Board will carefully assess the applications of
potential affiliate members and the CoST IS will monitor their performance.
A “CoST-washing”
application is
identified by the CoST
IS or Board.
Governance
The new international
board structure is
ineffective and lacks
legitimacy.
The Board has consulted with the MSGs on the new Board structure. The
revised articles of association are required to be approved by each MSG.
Maintaining a relatively small Board of nine members will help to ensure it is
effective. A job specification to be developed for each role on the Board along
with a process for constituting the Board.
The process for
constituting the
Board will ensure it is
considered legitimate.
Member &
Affiliate
Unable to attract
additional funding by
2020.
The fundraising strategy to be reviewed an updated and linked to the
advocacy strategy. Regional managers now lead fundraising in their regions
and EAP is considering investing in a business development manager to lead
on fundraising.
The strategy identifies
likely donors, and the
additional capacity
will enable follow up
and development of
proposals.
Member &
Affiliate
High level government
support in member or
affiliate programmes is
inconsistent.
To join CoST as members, governments are required to establish formal
disclosure requirements within three years. CoST also has a process for
managing poor performance that can lead to a programme being declared
“inactive” and ultimately lead to revoking a members’ CoST status. Five
members have left CoST via this process.
CoST model is
established in
government systems
and is less reliant on
government support.
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ANNEX 2: RISK REGISTER
REPUTATIONAL
MEMBER &
AFFILIATE
7
6
OPERATIONAL
MEMBER &
AFFILIATE
7
6
REPUTATIONAL
GOVERNANCE
Lack of diversity.
7
5
REPUTATIONAL
MEMBER &
AFFILIATE
7
6
MEMBER &
AFFILIATE
7
6
Member &
Affiliate
SECURITY
National instability in
a member or affiliate
programme.
The MSG can become an anchor during periods of instability with the private
sector and civil society representatives continuing the programme. If necessary,
a process has been established where a member can temporarily declare itself
inactive where the political instability means that the programme cannot in
the short-term continue. The CoST performance monitoring policy allows the
Board to declare a member or affiliate inactive where instability means the
programme is unable to function.
The MSG and CoST
Board have options
that allow it to
manage a period of
instability.
Member &
Affiliate
No high income
members join the
programme by 2020.
CoST has almost completed a study to understand the value of the programme
in high-income countries, which is likely to lead to an evolution of the CoST
approach. It has also introduced a new flexible “affiliate” membership
category and a strategy for attracting and prioritising new members.
The CoST approach is
more attractive to a
high-income country.
Governance
New guidance to developed for MSGs on gender and diversity on the MSG.
The CoST Board will also encourage women to apply as Board nominees for
the forthcoming election/appointment of three additional Board member later
this year.
More diverse
participation in CoST.
Member &
Affiliate
Existing members or
affiliates drop out of the
programme.
An on-going dialogue with stakeholders will help to pre-empt any issues
that may lead to a member withdrawing. If a member withdraws, a
communications strategy will then be developed to manage the potential
consequences. CoST has grown to the point where one member withdrawing is
less of a threat to the programme.
The likelihood of a
withdrawal is reduced.
Member &
Affiliate
Lack of space for civil
society to operate
within a member
programme.
Civil society participation is a requirement for any member programme. The
Board will not accept applications to join the programme where civil society
participation is not included. It will also act where members renege on their
commitments and exclude civil society. If the Board considers a breach of the
CoST principles has taken place, then it can declare the programme inactive or
revoke the member’s CoST status.
Only those
governments who can
demonstrate that they
have committed civil
society partners are
likely to apply.
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ANNEX 2: RISK REGISTER
Business Plan 2021−2025:
Strengthening economies and improving lives
HEALTH AND SAFETY
(Inc SAFEGUARDING)
GOVERNANCE
6
5
OPERATIONAL
GOVERNANCE
6
5
OPERATIONAL
GOVERNANCE
6
5
Lack of impact stories.
REPUTATIONAL
6
The CoST IS has strengthened its communications function, meaning more time
can be spent on developing impact stories based on the information captured
in quarterly member progress reports. It also has a planning tool for members
to complete on a monthly basis, helping to inform the development of
stories, as will the CoST Annual Report. Internal communications mechanisms
between the communications function and CoST members is also being further
developed to help. The CoST IS is encouraging MSGs to follow-up on the
recommendations in assurance reports and it will review the CoST Uganda
feedback survey, which has been very successful in capturing impact stories to
see if it can apply across all members.
ADVOCACY
Over 25 impact stories
have been captured in
the last 18 months.
4
54
Advocacy
Governance
Lack of organisational
transparency.
CoST has open information policy that means it publishes audit, board minutes
etc. This policy will be reviewed shortly to apply the majority of its principles
to member and affiliate principles. It will also be updated to reflect the IATI
standard.
CoST will be
viewed as an open
and transparent
organisation.
Governance
Misuse or misappropria-
tion of funds including
breach of CoST financial
guidelines, fraud and
corruption.
Grant agreements between the CoST IS, host organisation and MSG establish
how grant funding should be used. It also includes CoST’s anti-corruption and
bribery policy. This was devised to comply with the UK Bribery Act 2010. CoST
requires MSGs to provide a financial report on a quarterly basis as part of
the grant agreement. CoST also undertakes due diligence checks on the host
organisation. EAPs’ insurance indemnifies CoST against potential loss.
CoST and its funders
will not suffer
financial loss.
Governance
Complaint by
an individual or
organisation concerning
the conduct of CoST
representatives.
A safeguarding and whistleblowing policy has been approved with training
provided to member programmes.
MSG members and
CoST member staff
understand how
and when to use the
policy.
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ANNEX 2: RISK REGISTER
REPUTATIONAL
MEMBER &
AFFILIATE
6
4
REPUTATIONAL
ADVOCACY
6
5
REPUTATIONAL
MEMBER &
AFFILIATE
5
4
REPUTATIONAL
GOVERNANCE
5
4
Governance
CoST provides poor
value for money to its
financial supporters.
CoST has a value-for-money framework including targets and a record of
activities that have ensured the initiative is delivering value for money.
CoST delivers value for
money to its funders.
Member &
Affiliate
Assurance report
findings are
challenged by a firm or
government.
MSGs are encouraged to engage procuring entities with the assurance report
findings prior to publication. Business associations are normally on the MSG
and should provide support for the report if a firm is critical.
The outreach to
procuring entities will
reduce the risk of any
factual errors.
Advocacy
Poor quality of
CoST members’
communications and
reports.
A house-style document has been put in place which can help guide
members. Some members have already begun to use CoST IS guidance in their
approach to developing materials e.g. for the SISOCS Panama Platform. The
communication function occasionally assists in quality control checking on
materials targeted for wider dissemination, while technical advisors review
assurance reports prior to publication. Regional workshops can feature sessions
on developing quality communications.
Greater consistency
and quality
of member
communications and
reports.
Member &
Affiliate
Assurance report does
not identify corruption
on a project.
Assurance reports are based on facts and it is thus very difficult to identify
corruption. It would require investigation by the competent authorities to
identify if corruption took place. The new guidance notes, and assurance
manual will emphasise this along with CoST’s communications content.
The guidance will
ensure that the media
can be briefed about
what assurance does
and does not do.
55
Business Plan 2021−2025:
Strengthening economies and improving lives
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OPERATIONAL
GOVERNANCE
7
6
OPERATIONAL
GOVERNANCE
7
6
OPERATIONAL
GOVERNANCE
7
6
56
Governance
Global pandemic or
natural disaster leads to
budget cuts and change
in direction of funders.
CoST has to pivot to reflect changing circumstances, diversify funding and
build a reserve to mitigate a crisis.
This will provide
sufficient flexibility to
mitigate these risks.
Member
Global pandemic or
natural disaster limits
CoST members’ capacity
to deliver programme.
CoST member staff are able to work safely from home. Encourage hosts to
develop safety procedures based on government guidance. CoST members also
adapt the programme to reflect the changing circumstances. CoST IS publishes
guidance on how to adapt the CoST approach in a crisis.
Enables CoST
members to adapt
to the changing
circumstances
Governance
Global pandemic or
natural disaster limits Co
ST IS capacity to deliver
the programme.
Staff are able to work from home safely with all information saved on
Office365. New safety procedures are developed to reflect government
guidance.
Improves the capacity
of CoST IS to deliver
the programme.
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CoST – Infrastructure Transparency Initiative
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+44 (0)20 3206 0488
Email:
[email protected]
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