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Source List 10.1 Reforming Water Sector Governance to Promote Probity (continued) Source Ringskog, K., Hammond, E. and Locussol, A. (2006). “Using Management and Lease-Affermage Contracts for Water Supply”. PPIAF Gridlines No. 12. World Bank Irwin, T. (2006). “Approaches to Private Participation in Water Services: A Toolkit”. World Bank Description This Gridline for the Public Private Infrastructure Advisory Facility presents a summary of a recent study of the performance of 11 management and lease-affermage contracts. This study found that, with well designed management contracts, access to water grew, water quality improved, there were gains in the efficiency of the service provider, and growing sustainability of the service. p Section 5 of the Toolkit focuses on setting service standards, tariffs, subsidies and financial arrangements, Section 6 on allocating responsibilities and risks, and Section 7 on developing institutions to manage the relationship. q p http://www.ppiaf.org/documents/gridlines/12-Leaseaffermage.pdf q http://siteresources.worldbank.org/INTSDNETWORK/Resources/ApproachestoPrivateParticipationWaterServices.pdf 122
11 APPLICATION UNDER VARIED COUNTRY CIRCUMSTANCES Every country and sector is unique, so there is no “best practice” or standard way to apply the ideas in the previous section in any particular case. Box 11.1, for example, provides a useful checklist for a generic, ideal approach to improving governance and increasing probity. Yet in reality, such lists can be overwhelming, resting as they do on assumption about political will and administrative capacity that may not hold. Clearly it would be good to “Launch a communication campaign with strong and visible involvement of senior politicians”—but what is senior politicians do not in fact support good governance in the water and sanitation sector? Obviously, it would be ideal to “Introduce modern Box 11.1 Five Key Elements of an Anticorruption Strategy 1. Move from denial to acceptance of the problem and build a broad agreement among policy makers and key stakeholders • Undertake analytical and diagnostic work to identify the causes of the problem, its severity and effects, and the political cost of maintaining the status quo • Consult on the diagnosis to create an authorizing environment for implementation of the strategy • Disseminate diagnostic information without blaming the actors • Launch a communication campaign with strong and visible involvement of senior politicians. 2. Build a coalition • Ensure buy-in by utility management and employees by addressing employee issues • Secure employee commitment to reforms • Improve customer service by establishing effective customer support centers • Reduce the political cost of reform through better-targeted, transparent, judicious, and equitable enforcement • Ensure that service improvements precede tariff adjustments • Engage in meaningful consultation with and participation of civil society. 3. Improve utility business processes • Simplify and codify procedures • Introduce modern technology in selected areas • Foster efficiency and effectives of customer service and compliance with service standards • Make procurement transparent 4. Strengthen institutional mechanisms for accountability • Separate commercial from regulatory functions • Strengthen audit and internal integrity units • Prosecute offenders in courts and confiscate their illegal gains. 5. Encourage public participation • Sponsor open discussion on all important matters • Institutionalize user surveys • Put in place a mechanism to redress public grievances • Implement an effective “right to information” program • Persuade client government to adopt reforms suited to their countries. Source: Gulati, M. and Rao M.Y. (2007). “Corruption in the Electricity Sector: A Pervasive Scourge” in Campos, J. and Pradhan, S. (eds) The Many Faces of Corruption: Tackling Vulnerabilities at the Sector. World Bank. p. 138. 123
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Public Disclosure Authorized 46829
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PREFACE In 1996, then World Bank Pr
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TABLE OF CONTENTS 1 INTRODUCTION ..
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Tables Table 1.1: How to Use the So
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Box 11.1: Five Key Elements of an A
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In each section, corruption and gov
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2 UNDERSTANDING CORRUPTION AND GOVE
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Box 2.2 Governance in the Literatur
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Corruption often involves a “mora
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When these conditions hold, a virtu
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This suggests that sector practitio
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spur increased local demand for acc
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Source List 2.1 Framework for Think
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• P rovider - Section 5 discusses
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That said, the interpretation of na
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Source List 3.1 Country Level Gover
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4 SECTOR ASSESSMENT This section in
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4.3 Informal Service Provision In m
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Media coverage of corruption can se
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Opportunities for corruption arise
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Table 4.2 Some Corruption and Poor
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Source List 4.1 Sector Assessment S
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Source List 4.1 Sector Assessment (
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Source List 4.1 Sector Assessment (
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Figure 5.1 Corruption in Procuring
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5.1.3 Problems with quality As disc
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• Utility unable to link billing
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5.3.1 Detecting corruption in human
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• Travel by utility staff at the
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6 PLANNING AND IMPLEMENTING CAPITAL
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transferred from the government or
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sector staff might schedule mainten
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Practitioners can detect corruption
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• Increase the price of the contr
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7 IMPLICATIONS OF DIFFERENT SECTOR
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Table 7.1 Five Variants of Private
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Box 7.2 An Example of Related Party
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• A reputation for corruption in
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Indicators of corruption risk in co
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• Management processes, for examp
Page 82 and 83: PART II INCREASING PROBITY AND IMPR
Page 84 and 85: Box 8.1 Improving Probity in Capita
Page 86 and 87: Applying the rules effectively is c
Page 88 and 89: sors and auditors can be appointed
Page 90 and 91: Box 8.6 Procurement Outsourcing to
Page 92 and 93: fective deterrents include debarrin
Page 94 and 95: Source List 8.1 Improving Project P
Page 100 and 101: 9 INCREASING PROBITY AT THE PROVIDE
Page 102 and 103: Linking management controls to corr
Page 104 and 105: Box 9.2 Performance Incentives for
Page 106 and 107: Box 9.5 Performance Evaluation in a
Page 108 and 109: Source List 9.1 Improving Provider
Page 110 and 111: 10 STRENGTHENING WATER SECTOR GOVER
Page 112 and 113: Government responses to citizen dem
Page 114 and 115: Methods for increasing information
Page 116 and 117: can at any time direct that provide
Page 118 and 119: Box 10.3 Internally Delegated Manag
Page 120 and 121: To overcome some of these constrain
Page 122 and 123: vider from the political directorat
Page 124 and 125: Box 10.7 Cooperative Management of
Page 126 and 127: Source List 10.1 Reforming Water Se
Page 134 and 135: technology in selected areas”, bu
Page 136 and 137: mission (the CRA) sets out rules fo
Page 138 and 139: surrounding area, to small schemes
Page 140 and 141: works and planning in public agenci
Page 142 and 143: 11.2 Second Best Options for Improv
Page 144 and 145: Table 11.1 Summary of “Second-Bes
Page 146 and 147: good strategy. One way to identify
Page 148 and 149: Example of a simple, narrow approac
Page 150 and 151: lustration, a practitioner with som
Page 152 and 153: Source List 11.1 Improving Probity
Page 154 and 155: Source List 11.1 Improving Probity
Page 156 and 157: 12 REVIEWING PROGRESS Monitoring an
Page 158 and 159: • Indicators chosen should relate
Page 160 and 161: Box 12.2 Using Objective Cost Measu
Page 162 and 163: on the program’s success had been
Page 164 and 165: Source List 12.1 Reviewing Progress
Page 166 and 167: threats). Competitive bidding proce
Page 168: Other Water Working Notes Water Wor
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