The adage “Where there’s muck, there’s money” rings ever truer as global municipal solid waste management budgets approach about $375 billion per year. Bringing PPP initiatives into the waste sector has the potential to introduce significant efficiency gains, but requires creative thinking to safeguard the desired outcomes. These examples show how mid-course corrections are critical to an iterative learning process.

Maharashtra is Number one state in pollution of rivers according to report published by Ministry of Water Resources. The worst polluted river in the state is ‘Panchganga’ according to report. More than 28 rivers are most polluted river in state. The increasing industrialization along the river are cost and direct entrance chemically polluted water in river flow are the major reasons. Chemical, processing, sugar and related Industries highly contribute to the river water pollution in Maharashtra state.

PROJECT HIGHLIGHTS

Thames Tideway Tunnel is widely considered to be a landmark project and it has received broad recognition for some of its leading features. Some of the project highlights are considered to be:

• An innovative example of a substantive operating utility business contracting out a significant bolt-on project rather than undertaking the project itself.

• Competitive tender process for cost of capital achieved benefits for customers in an uncertain regulatory environment.

As the World Bank and partners aim to support governments in the Middle East and North Africa address the challenges that confront the water and sanitation sector, the development of an effective regulatory framework is seen as increasingly salient.

The sequence of PPPs was as follows:

• Armenia’s experience with water PPPs began in 2000 with a 5-year management contract in the capital city Yerevan, which had a service area of about 1.2 million people;

• In 2004, a management contract was put in place for the Armenia Water and Sewerage Company (AWSC), a utility that covered almost 320 cities, 37 urban centers and 283 rural communities with a total population of about 620,000 spread through most of the secondary cities, towns and villages in the rest of the country;

The Performance Based Contracts in Non-Revenue Water Reduction Programs, session 2 - Basics in Non-Revenue Water Reduction

The Hargeisa Water Agency (HWA) presents opportunities for catalytic investments ranging from US$30,000 to US$2.5m that could cumulatively triple HWA revenues from an average of SLSH 28bn (US$ 2.7m) to over SLSH 82bn (US$7.8m) within 3 years. The key opportunities lie in investments that leverage grant-financed infrastructure to generate additional revenue. Donors are currently implementing infrastructure projects worth more than US$40m to develop and link new water supply systems to an upgraded transmission line and distribution network in Hargeisa City.

Public Private Partnerships for irrigation and other development is becoming a widely accepted model for financing future agricultural and overall economic development, and was part of the toolkit of the Third International Conference on Financing for Development's (July 2015, Addis Ababa) to approve a framework for financially supporting the Sustainable Development Goals (SDGs) and the post-2015 Agenda.

The project, designed as a pilot program, complemented WSP’s ongoing sector sup- port in the country. Ten pilot rural water supply systems were selected in three dif- ferent municipalities across the country and grouped into four clusters of two to three systems each. Each of the four clus- ters was tendered as a separate transac- tion by the respective municipalities. The tender process led to the award of four eight-year concession agreements for the design, partial financing, rehabilitation, extension, and operation of the 10 rural water systems to three winning bidders.

The objective of this Guidance Note is to offer practical, experience-based guidance to those considering or currently engaging in PPP in the water sector, and to provide a basic understanding of water PPPs and the PPP cycle to better inform dialogue with governments that are considering PPP arrangements. It builds on the experience of WSP in supporting PPP reforms in developing countries, especially through the domestic private sector. Key stakeholders in this dialogue include government at all levels, service providers, policy makers, customers, civil society, and professionals.