![]() | Water for Urban Areas (UNU, 2000, 243 p.) |
![]() | ![]() | 7. The role of the private sector in the provision of water and wastewater services in urban areas |
![]() | ![]() | Preparing for a private sector venture |
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A government's preferred option may not be attractive to the private sector. Where regulatory capacity is weak, political commitment low, the regulatory environments uncertain, and information poor, a concession or a BOT would be difficult to implement. Table 7.5 summarizes the enabling conditions that a private sector operator/investor would need to see fulfilled to agree to a given arrangement at a reasonable cost.
Table 7.4 Private sector options and objectives
|
Objective | ||||
Option |
Specific technical expertise |
Improving managerial capacity |
Improving operating efficiency |
Improving investment efficiency |
Strengthening management autonomy |
Service contract |
Yes |
No |
Some |
No |
No |
Management contract |
Yes |
Some |
Yes |
No |
Some |
Lease |
Yes |
Yes |
Yes |
No |
Yes |
BOT |
Yes |
Yes |
Yes |
Yes |
Yes |
Concession |
Yes |
Yes |
Yes |
Yes |
Yes |
Divestiture |
Yes |
Yes |
Yes |
Yes |
Yes |
For a private sector option to be feasible, sustainable, and best suited to mobilize private sector skills and resources, it has to make sense technically, financially and politically. A technically sound arrangement is well targeted to the problem to be solved and is compatible with the existing legal framework - or includes supporting changes in that framework. A financially sound proposal is one that can be financed at a tariff that consumers are willing to pay - or with the aid of a fiscally responsible and politically viable government subsidy scheme. A politically sound proposal enjoys political support, both within government and among interested stakeholders. Experience around the world demonstrates that political commitment is absolutely crucial. To succeed, a political champion needs to provide support throughout the process of bringing in a private sector operator and/or financier in order to address sufficiently the concerns of key stakeholders. Political commitment is also essential to attract private sector interest. Potential private sector partners - and their financiers - will be looking for signs that the present government is willing not only to sign a contract but also to put in place regulatory arrangements that will protect their legitimate future interests. Unless there is a sense of political commitment, the private sector will provide less attractive bids or decide not to get involved.
Table 7.5 Private sector options and enabling conditions
Option |
Requirement | ||||
|
Stakeholder support and political commitment |
Cost-covering tariffs |
Good system information |
Developed regula-tory framework |
Good financial rating |
Service contract |
Low |
Preferred, but not necessary |
Possible to proceed with limited information |
Monitoring capacity for contract needed |
Not necessary |
Management contract with fixed fee |
Low to moderate |
Preferred, but not necessary |
Possible to proceed with limited information |
Monitoring capacity for contract needed |
Not necessary |
Management contract with performance incentives |
Low to moderate |
Preferred, but not necessary |
Sufficient information required to define incentives |
Moderate monitor-ing capacity needed |
Not necessary |
Lease |
Moderate to high |
Necessary |
Good system information essential |
Strong capacity for regulation and coordination essential |
Not necessary |
BOT |
Moderate to high |
Preferred, but not necessary |
Good system information essential |
Strong capacity for regulation and coordination essential |
Better rating will reduce costs |
Concession |
High |
Necessary |
Good system information required |
Strong regulatory capacity essential |
Better rating will reduce costs |
Divestiture |
High |
Necessary |
Very good system information essential |
Strong regulatory capacity abso- lutely vital |
Better rating will reduce costs |