Gridlines

Sub-Saharan Africa

Sub-Saharan Africa, home to more than 1 billion people, half of whom will be under 25 years old by 2050, is a diverse ...

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Internal Delegation Contracts for Water in Uganda : An Innovative Approach to Establishing a Successful Public Utility

(World Bank, Washington, DC, 2010-06) Marin, Philippe ; Muhairwe, William ; Mugisha, Silver ; Mugabi, Josses

Uganda's national water utility has become known for its successful turnaround under public management. Less well known is that this success owes much to the introduction of private-sector-like practices to motivate employees. Following a mixed experience with two short-term management contracts in Kampala, the utility's management introduced an innovative concept of internal delegation, inspired by public-private partnership contracts. Local managers establish private partnerships to operate systems under contract with the utility, with part of their pay depending on performance. The experience offers interesting lessons for those involved in reforming urban water utilities in developing countries.
Corporatizing a Water Utility : A Successful Case Using a Performance-Based Service Contract for ONEA in Burkina Faso

(World Bank, Washington, DC, 2010-03) Marin, Philippe ; Fall, Matar ; Ouibiga, Harouna

Thanks to a corporatization process spanning two decades, Burkina Faso's national water and sanitation utility ranks among the few well-managed public water utilities in Sub-Saharan Africa. Key to its success has been the government's unceasing commitment to reform, which included the successful implementation of an innovative performance-based service contract with an international operator from 2001 to 2006. The experience shows that it is possible to establish a well-performing public water utility in a poor developing country- as long as the governance framework ensures the autonomy and accountability of the service provider and the government supports the sector's long-term financial viability through an appropriate tariff and investment policy.
Partnering for Water in Cote d'Ivoire : Lessons from 50 Years of Successful Private Operation

(World Bank, Washington, DC, 2009-08) Marin, Philippe ; Ouayoro, Eustache ; Fall, Matar ; Verspyck, Richard

The public-private partnership (PPP) for the national water utility of Cote d'Ivoire is the oldest and largest water PPP in the developing world. In place since 1960 and today serving more than 7 million people, this PPP has provided quality service for decades and made remarkable progress in expanding access in the 1990s. It even proved resilient to civil strife and the de facto partition of the country in 2002. This African success story shows that a pragmatic partnership between a committed government and an efficient private operator can produce tangible and sustained benefits for the population.
Helping a New Breed of Private Water Operators Access Infrastructure Finance : Microfinance for Community Water Schemes in Kenya

(World Bank, Washington, DC, 2007-05) Mehta, Meera ; Virjee, Kameel ; Njoroge, Serah

Small-scale providers of water services are no longer seen as merely temporary substitutes for formal utilities. In many developing countries governments and donors increasingly view them as long-term partners in the work to extend and improve water services, particularly as governments accelerate efforts to meet water targets associated with the Millennium Development Goals. But a host of problems complicate efforts to make small-scale providers productive partners, including their lack of access to finance. In Kenya, a collaborative program is bringing together community-based organizations and micro-lenders to provide better water services to poor people -- and generating lessons for similar initiatives.
Port Reform in Nigeria : Upstream Policy Reforms Kick-Start One of the World's Largest Concession Programs

(World Bank, Washington, DC, 2007-03) Leigland, James ; Palsson, Gylfl

Over a two-year period, beginning in late 2004, the Nigerian federal government implemented one of the most ambitious port concessioning programs ever attempted. The success of this program resulted from the government's vision and decisiveness, as well as the need to remedy massive shortcomings in the sector, which were sharply inhibiting economic development. But the program also benefited strongly from policy reform recommendations made by PPIAF-funded consultants in 2002. The role of these upstream policy and planning recommendations highlights the value of best practice steps for creating an enabling environment in which sustainable arrangements for the private participation in infrastructure can be concluded.