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Clean Development Mechanism: New Challenges for the Philippines

Anna Mae T. Tuazon
June 2008

In May 2008, the AIM Policy Center (APC) held a lecture-workshop entitled “CDM and the Energy Sector” under its Energy Policy Series. The event aimed to provide incumbent national and local government officials and legislators with updated inputs on the CDM process based on international and local experiences to aid in their policy- and decision-making. Compared to a previous APC event on CDM held in 2003 where most discussions were theoretical and anticipatory, the May 2008 lecture-workshop provided the decisions-makers with access to a wider range of information, giving them more opportunities to acquire and analyze statistical data, make comparisons, and learn from other people’s experiences with the CDM. True enough, the outputs of the participants from the lecture-workshop proved to be substantial in recognizing the new challenges for CDM in the Philippines that lead to the creation of this paper.

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Eight Challenges to Infrastructure Managers: Conscience

Carlo Francis V. Raymundo
Anna Mae T. Tuazon
December 2007

A proper attitude towards infrastructure management, combined with competence, helps expedite and makes more efficient the accomplishment of clearly defined objectives. “Conscience,” one of the Eight Challenges to Infrastructure Managers means choosing to do what is right for the right people, in accordance with predetermined goals and tasks, fortified by a system of values. In this paper, “Conscience” is the collective term used to define good governance and accountability in managing infrastructure.

Corruption, the anti-thesis of “Conscience,” refers to obtaining private gains either by abusing power or through forms of bribery. While it benefits a few select, its consequences can affect an entire nation. Corruption leads to inefficiencies such as poor construction quality or overpricing of infrastructure projects, which may result not only to political conflicts but even avoidable disasters. To combat corruption, Infrastructure Managers should be transparent in their actions. Through transparency, other stakeholders are able to learn about the managers’ activities and provide educated feedback. This system of checks and balances reinforces the accountability of Infrastructure Managers, thus aiding them in accomplishing their commitments to other stakeholders through good governance.

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Eight Challenges to Infrastructure Managers: Competence

Carlo Francis V. Raymundo
Anna Mae T. Tuazon
December 2007

A plan is only as good as how well it can be implemented. With an infrastructure manager’s goals and organizational values in place – written in ink and faithfully practiced – the individuals that comprise it are expected to have a level of competency to accomplish its tasks.

The fruits of an Infrastructure Manager’s competence become evident in:  

• well-managed infrastructure that increases productivity, and thus, the competitiveness of individuals, firms, state;
• the sustainability and efficiency of infrastructure manager groups or organizations, through being knowledgeable of the legal, technical, financial and socio-economic impact of their role and able to perform their intended role accordingly; and
• the extent and quality of the communication and relationship among different types of Infrastructure Managers (i.e. between operators and end-users, regulators and operators, regulators and end-users, etc.)

Given these goals and indicators, the paper presents sets of competencies for each type of Infrastructure Manager

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