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Restructuring Cities for Efficient Service Delivery
Vivek SrivastavaWSP-SA
ASCI-WBI Program on “Strengthening Urban Management - Unlocking the Potential of
Indian Cities”Hyderabad January 24 2003
Productive Cities as Centers of Growth
The Context
• A New Global Setting Urban Millennium
• A New Management ChallengeCreating World Class-
Cities
Share of Cities in GNP
Level of Development
Share of Urban Areas in GNP
Low-income 55%
Middle-income 73%
High-income 85%
Important Implication
• Municipal service delivery cannot be seen in isolated context;
• How municipal services come together to serve the city-economy;
• Managing cities to be credit worthy • National economic growth and poverty
reduction efforts will be increasingly determined by the productivity of cities and towns
Models of Urban Governance
Which Model of City Governance?
• Metropolitan Government• Metropolitan Government with
Economic Decentralization • Metropolitan Government with
Political Decentralization
Key Differences• In the politically decentralized model,
political and fiscal power is shared between the metropolitan and municipal tier.The metropolitan tier and municipalities jointly keep each other in check.
• In the economic decentralized model, political and fiscal powers resides at the metropolitan level. The regions are de-concentrated arms of the metro unlike the independent municipalities of the first model
Similarities• Fiscal and political power is
devolved to city governments.• Both models adopt corporate
structures for the financing and delivery of municipal services with user-charges.
• In both models the city has share ownership with expected dividends from the corporations.
• Danger of political deadlock.
Evaluating Decentralization
•Political Stability•Quality of Public Services•Equity
–Horizontal (inter-state/city)–Within state/city
•Impact of Macro-economic Stability
Issues in Service Delivery
The Problem
• Chronic poor performance is the rule rather than the exception in many publicly run municipal services
• Technical losses• Poor cost recovery• Subsidies do not reach the poor
Current Situation - Water
• Technical and commercial losses•“filling the leaking bucket”
• 3 hour connectivity
• Poor quality of service
• High coping costs
• Low Tariffs
• Fiscally and financially unsustainable
Why?The Judge, The Jury and the Executioner are the Same!
Policy
Regulation Delivery
Define the Objectives– 24-hour supply– Clean water– Extended Access
• Define the Rules
Enforce the Rules– Monitor Compliance– Regulate Pricing
Deliver the Service Play by the Rules
.
Goals
• 24 hour delivery• coverage for by all: geographic
and household• quality• pressure
Elements of Separation
• Government ownership of some form– Public good nature of water– Sustainability as a resource: time and
quality– Attacking poverty
• Business approach to delivery– Private good nature of water– Demand driven; customer responsive
• Independent regulation
City Restructuring:Johannesburg Example
Johannesburg’s Original Structure
• 4 municipalities and one metro• Fragmented: no economies of
scale• Duplication of service delivery• Typical line function responsibility• No integrated planning
IGOLI 2000• Program A: Utilities
• Water and Sanitation, Power Distribution, Waste Management
• Program B: Agencies• Roads and Stormwater, Parks and Cemeteries
• Program C: Privatize• Metro Gas, Airport, Stadiums, Power Generation
• Program D: Corporatize• Zoo, Bus Co., Market, Property and Project
• Program E: Traditional Governance• Admin, HR, Planning, Budget, Finance, Community
Services, Welfare, etc.
Restructuring of Johannesburg
Delivery
Contract
Fiscal
Surplus
Water & Sanitation
Waste
Electricity
IT
Transport/Roads
•Slum-upgrading
•Primary Health•Peoples Center
R1
R2
R11
•Spatial Planning•Fiscal Budget•Local Economy
Metropolitan Government
PSP Options for Service Delivery
Why PSP?• Efficiency
• Flexibility in procurement
• Appropriate incentives
• Technology
• Investment
• Accountability
The Basic Options Compared
Option Asset
Ownership O&M
Capital investment
Commercial Risk
Management contract
public private public Public/ Shared
Lease public private Public/private Public/private
Concession public private private private
Large City Utility
The potential PPP
• A public asset holding corporation (AHC) with – state and municipal shareholders
• A private operating company (PO) with– with shareholder agreement with domestic and
international partners– holding a concession contract with AHC
• Appropriate mix of public and private finance• Appropriate division of risks between AHC and
PO• A competent autonomous regulator
Asset Holding Company
Operating Company
State Govt. Municipalities
shareholders
contract
Regulator
Service delivery obligations
Access by poor
Pricing and subsidies
O&M
Human resource management
Investment expansion
Medium and Small Towns
Need of Alternative Management Model
• Too big to be managed by communities– Large and dense enough to benefit
from economies of scale offered by piped water systems
• Too small and dispersed to be managed by a conventional utility
Possible option
• Regional or multi-town utilities• Advantages
– Economies of scale in management– Minimize transactions costs of
contracting– Viable volumes of business
Criteria for Clubbing
• Large enough population base Clusters of 1-2 million
• “Manageable” overall distance• Within a watershed boundary• Voluntary or prescribed
International Examples: UK
• Economies of scale up to population of 1 million
• 10 large utilities with population of 2-10 million
• 15 smaller utilities with population base of 250,000 to 1.2 million
• Jurisdiction based on watershed boundaries
International Examples: France
• WSS responsibility of Local Governments
• Voluntary “Syndicates”• 15500 undertakings for 37000
municipalities – 2/3 per grouping• SEDIF manages water services for
144 municipalities and about 4 million customers
Regional Utility
Shareholders:ULBs, State government
ASSET HOLDING COMPANY
Contract
Private sector operator
Town 1 Town 2 Town 3
Rules of Engagement
• “Top down”: Statutorily create the regions and enforce all ULBs to be members e.g. England, Scotland– Need to ensure compatibility with 74th
amendment
• “Bottom up”: Voluntary association e.g. France– Slow– How to create incentives for association?
Governance
• Vesting O&M control of water related assets by lease (or otherwise) to AHC/AMC
• Share ownership proportional to asset value
• Voting rights possibly allocated on a more equitable basis
• State government as shareholder, coordinator and arbiter
• Rules of entry and exit
PSP and the Poor
Current situation: Status of the poor
• How are the poor being served today?– Free water through stand posts and
tankers (10 -20 lpcd)– 15% of population not covered by public
system• Is Water Really Free?
– Poor quality water with adverse health implications
– Time, physical energy, drudgery and space costs
PSP and the Poor
• A sound and competitively procured PPP will benefit the poor through efficiency gains
• In addition, benefits to the poor can be further enhanced by specific contractual design
• The Manila example:– 600,000 poor connected within two years– The poor now consume three times more water
at half the price– The poor now have more time for productive
work and more living space
Maximizing the benefits for the poor
• Designing Pro-poor Contracts:– Service expansion obligations designed to
include the poor– Some form of subsidy (or finance) for one-
time connection fee– Gradual phasing of prices: transition finance– Concessionaire responsible for providing
water by alternative means where private connections are not feasible or during a transition period
Thank you