Marco Schouten

Socio-economic aspects of improved sanitation in slums: A review

This socio-economic review provides an overview of the sanitation crisis in slum areas, and re-emphasizes the importance of sanitation. It highlights a lack of recognition of actual drivers for sanitation improvements, and the complexities in the provision of sanitation services in the context of urban slums with a mix of tenants and landlords. It elaborates how the drivers of demand for sanitation outlined in contemporary research are not universal but are rather context specific. The authors point out specific knowledge gaps for future research; for example, the need to establish a scientific basis for context-specific drivers of demand for sanitation improvements in slums, and a better understanding of associated complexities in order to set boundary conditions for achieving desired improvements.

100‐days rapid change initiatives in African public water utilities

Purpose – This paper aims to test the 100‐days rapid change model for African public water utilities.Design/methodology/approach – A case study is conducted of three 100‐days rapid change programs in public water utilities in Uganda, Tanzania and Zambia.Findings – The study finds that the 100‐days rapid change model is partly applicable to the African public water sector, given the right conditions.Practical implications – The findings compose a motive and guidance for policy makers and public sector managers in developing countries to undertake 100‐days rapid change programs.Originality/value – To date, no research is available on 100‐days rapid change programs in public water utilities from developing countries.

Rejuvenating a Veteran Benchmarking Scheme: Benchmarking in the Dutch Drinking Water Sector

The voluntary benchmarking system of the Dutch drinking water sector has matured over time. Nowadays it is Europes most veteran benchmarking scheme of drinking water companies. The system has been praised by many; although also critical notes are heard on whether the system is still as appropriate and effective as it once was. The recent legislative change from a voluntary to a mandatory system provides an opportunity for reflection and change. This paper assesses the lessons learnt from the existing system through an analysis of stakeholder views, in order to identify ways for enhancement.

Private sector involvement according to European water liberalisation scenarios

What are the possible scenarios for the drinking water sector in Europe? This paper presents the results of the EU-financed Euromarket project. [For more information on the Euromarket project including all the freely downloadable reports, visit the website: http://www.epfl.ch/mir/euromarket.] On the basis of a transactions framework, five end states (ES) were identified as follows: End state 1 (ES1), Delegated Contracts; End state 2 (ES2), Outsourcing; End state 3 (ES3), Regulated Monopoly; End state 4 (Es4), Direct Public Management (DPM) and End state 5 (ES5), Community Management. The scenarios show more Private Sector Involvement (PSI). A distinction is made between four water markets, and the study points to increased pluralism. In most countries different models for drinking water management exist side by side according to this study. Total privatisation (through divestiture, or selling of all the shares) is not one of the scenarios discussed, for the simple reason that it hardly exists, except for England and Wales and some private water companies in the USA and in Chile. However, all scenarios show a more important role of the private sector in the future, through either Public?Private Partnerships (PPP) or other forms of PSI.

A Caribbean evaluation of public versus private drinking water provision: the case of St. Maarten, Netherlands Antilles

This article assesses how a small island state can choose the best option in the process of private sector involvement. It reviews the decision process to involve or not the private sector in water and sanitation supply and in which way. Nine criteria are used to make the choice. A careful weighing process is necessary, taking the history into account, looking at the special institutional situation in the country and involving the stakeholders, and even then there is no guarantee of success! An existing public utility may be better placed to look after the modernisation and extension of the water and sanitation system than a new private firm.