Inside, readers will find a detailed analysis of the multiple forms of water privatization, from the outright sale of companies to various forms of public-private partnerships. After covering their respective strengths and weaknesses, it then compares them to purely publicly managed water utilities.
The book examines the privatization and the public management of water and sewer utilities in twelve countries: the United States, the United Kingdom, France, Germany, the Philippines, Cambodia, Egypt, Jordan, Uganda, Bolivia, Argentina and Cuba. Readers will come to understand how and why some utilities failed while others succeeded, including some that substantially increased access, became more efficient and improved service quality even in the poorest countries of the world.
It is natural that a private company taking over a local water supply system causes both fear and worry for consumers. With the aid of solid empirical evidence, this book argues that who manages the system is only half the story. Rather, it is the corporate culture of the utilities and the political culture of where they operate that more often than not determines performance and how well a community is served.
The introductory and synthesis chapters present the methodological approach and discuss the findings. Other chapters analyze changes in dam policies in the big hydropower states Brazil, China, India and Turkey; the role of non-governmental organizations in advocating against the Turkish Ilisu Dam project on the Tigris River; the strategies of International Rivers and World Wildlife Fund for Nature in the global hydropower game; the policies of the German government and its positioning in the dam debate, and the engagement of Chinese actors in building the Bui Dam (Ghana) and the Kamchay Dam (Cambodia).