Management Contracts
In this chapter the discussion turns to management concessions as they have been used in the water and power sectors of developing countries. Because these arrangements are typically short term and involve little or no private investment, they considerably reduce the normal PPP risks faced by private partners. But despite the seeming potential of such contracts for improving the operational efficiencies of infrastructure service systems, as well as the reduced risks of such projects for private partners, these kinds of private–public partnerships (PPPs) have rarely met the expectations of local stakeholders, especially in the poorest countries. Is this criticism fair, or are the objectives of these contracts misunderstood? Hybrid forms of these contracts seem to be emerging in response to disappointment with traditional models. Will these hybrids be successful in achieving the original aims of management contracts?