Confidentiality in Planning Infrastructure Using Public/Private Partnerships

Problem: Information is often suppressed when public infrastructure is planned by design-build-finance-operate (DFBO) public/private partnerships, an increasingly popular strategy for procuring transportation facilities, hospitals, and schools. Purpose: I aim to identify strategies to increase transparency and accountability in large infrastructure projects delivered through public/private partnerships. Methods: I studied the case of an award winning public/private partnership to plan a rapid rail line in Vancouver by comparing confidential documents released after project approval to the information available while planning was underway. Results and conclusions: I find that although this project followed many best practices for achieving accountable and transparent public/private partnerships, in some instances it kept unfavorable study results from public view, limiting the potential for meaningful public involvement in the planning process. Takeaway for practice: I identify the following strategies to increase transparency and accountability in large infrastructure projects, including those delivered through private-public partnerships: (1) using a clear and narrow standard for what information should be kept confidential; (2) ensuring that public officials with responsibility for project decisions and their staffs have full access to all project information, including that not made public; (3) appointing a watchdog to see that these standards are upheld; and (4) implementing a decision process that allows public input and places the burden for proving that information should remain confidential on the entity making the request.