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Policy factors explaining the failure of delegated management in water supply: evidence from Ghana

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  • Silas Mvulirwenande
  • Uta Wehn
  • Guy Alaerts

Abstract

In the 1990s, delegated management emerged as a promising public policy approach for improving the performance of the water supply sector in many developing countries. In many cases, however, the obligations of delegated management contracts reportedly have not been met, often leading to early termination or non-renewal. Drawing on theories in policy analysis and knowledge management, this article analyzes the management contract signed between Ghana Water Company and Aqua Vitens Rand to identify the policy-related factors underlying the failure of delegated management in water supply. Practical implications are discussed for more successful implementation of delegated management.

Suggested Citation

  • Silas Mvulirwenande & Uta Wehn & Guy Alaerts, 2019. "Policy factors explaining the failure of delegated management in water supply: evidence from Ghana," Water International, Taylor & Francis Journals, vol. 44(1), pages 14-30, January.
    • Handle: RePEc:taf:rwinxx:v:44:y:2019:i:1:p:14-30
    DOI: 10.1080/02508060.2018.1539697
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    Cited by:

    1. Eugene Danso, 2019. "Anatomy of the Privatization of State-Owned Enterprises (SOEs) in Ghana: Implication for Policy and Accountability," Journal of Public Administration and Governance, Macrothink Institute, vol. 9(4), pages 181-199, December.
    2. Wonder Mafuta & Jethro Zuwarimwe & Marizvikuru Mwale, 2021. "WASH Financial and Social Investment Dynamics in a Conflict-Arid District of Jariban in Somalia," Sustainability, MDPI, vol. 13(9), pages 1-15, April.
    3. Palash Kamruzzaman & Emmanuel Kumi, 2023. "Why national development experts are not included in development policy‐making and practice: The case of Ghana," Development Policy Review, Overseas Development Institute, vol. 41(2), March.

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