Rail

• Improve the collection and dissemination of disaggregated data on the level and characteristics of private investments in transport infrastructure.

Editor:

Policy Insights

• Adopt a presumption toward repeal of shipping-specific block exemptions from competition law.
• Improve project appraisal for port and hinterland infrastructure and adopt common principles for port pricing.
• Establish more coherent ports policies to clarify roles and reduce risk of creating over-capacity.

• Make demand management and congestion reduction the primary objective of road pricing.
• Differentiate road pricing by location and time.
• Combine road pricing and public transport planning to improve efficiency.
• Examine the combined effects of scheme design and mitigation to understand distributional impacts.
• Consider the use of discounts and exemptions carefully.
• Develop road pricing as part of an intervention package to achieve better utilisation of urban space.
• Reconcile economic, practical and political aspects in the design of road pricing schemes.
• Differentiate charges and consider adopting a rules-based pricing approach.

• Pursue private investment in infrastructure on the merits of improved efficiency.
• Invest more into upfront preparation of projects to reduce inefficient risk pricing by suppliers.
• Undertake a comprehensive analysis of how to assist suppliers.
• The pursuit of certainty in delivery should be balanced against cost.
• Stimulate innovation through early contractor involvement or alliancing, not public-private partnerships.
• Avoid transferring demand risk to public-private partnerships if service levels do not strongly impact demand.
• Bundle and cross-fund public-private partnerships to reduce demand risk.
• Adopt the regulatory asset base model where competition is absent or demand not strongly endogenous.
• Introduce a transparent public accounting standard to maximise the value for money of private investment.
• Foster competitive markets to achieve cost-effective infrastructure.
• Pursue data collection on how contract design affects project outcomes.
• Support the development of an evidence-supported procurement tool.

• Design interchange stations to provide secure, uncongested conditions for transfer by the shortest routes possible.
• Provide adequate bike parking areas at stations and stops.
• Integrate ticketing and information systems as well as the physical transport infrastructure.
• Establish integrated urban transport plans in consultation with stakeholders and the public.

• Involve stakeholders in the development of policies governing LNG bunkering.
• Plan LNG infrastructure in a flexible manner.
• Stimulate international cooperation in LNG bunkering services.
• Mitigate negative environmental side-effects of LNG-fuelled shipping.

• Set a clear, ambitious emissions-reduction target to drive decarbonisation of maritime transport.
• Support the realisation of emissions-reduction targets with a comprehensive set of policy measures.
• Provide smart financial incentives to advance the decarbonisation of maritime shipping.

• Ne renégocier les PPP que dans des cas exceptionnels.
• Faire appel à un arbitre indépendant pour établir si le résultat d’un PPP cadre avec ce que les parties auraient négocié si elles avaient prévu le changement intervenu.
• Envisager de charger une instance indépendante de statuer sur le bien-fondé de la renégociation d’un PPP.
• Inclure la réputation et la compétence avérée parmi les critères d’attribution des contrats de PPP.
• Comparer les avantages et inconvénients des PPP avec ceux des autres formes de participation des capitaux privés.

• Planifier d’emblée la collecte des données nécessaires à l’évaluation.
• Procéder à un exercice de vérification en cours d’exécution.
• Confier l’exercice de vérification à des entités indépendantes.
• Reconnaître la diversité des objectifs économiques des investissements dans les transports.
• Associer les partenaires locaux en démontrant l’efficacité du projet.

• Develop a strategy to attract tourists to the city of Piraeus.
• Facilitate stakeholder co-operation to boost competitiveness of Piraeus as a cruise destination.
• Work to reduce the environmental impacts of cruise shipping on Piraeus.

• Design accessibility metrics to matter for people and policies.
• Leverage new data sources and methods for accessibility analysis.
• Invest in accessibility, not just roads, in fast growing cities.
• Make use of accessibility analyses to support decision-making.

• Develop tailor-made governance arrangements for ports.
• Allow decentralised port governance to create additional benefits for local communities.
• Coordinate public port investment, nationally and where possible at a supra-national level.
• Ensure that ports not only focus on profits, but also take local impacts into account.

• Systemic risks can be reduced where projects form part of a broad and long-term strategic plan.
• Strategic infrastructure planning carries its own risks, including technology's influence on demand- and supply-side considerations.
• When it works well, strategic planning can set out a stable set of priorities for future investment with durable cross-party support.
• A successful infrastructure planning process balances a stable framework with maintaining flexibility.
• The planning process requires clear objectives, a degree of independence and an open, collaborative approach.
• The planning methodology needs to address risks and uncertainties, take into account binding policy constraints and include considerations of pricing the use of infrastructure.
• A top-down approach to infrastructure planning to complement traditional project by project assessment is essential to a strategic assessment of long-term economic infrastructure needs across sectors.
• Infrastructure planning across sectors can help identify the most important systemic risks early.
• Using analytical methods such as a scenario-based approach to analysis can be helpful in future-proofing infrastructure plans.
• It is important to consider how demand for scarce infrastructure can be managed. Debt management need to be part of any strategic investment plan.
• A top-down approach could foster the development of an analytical framework for investment decisions reflecting both demand and supply side considerations.