REPINDEX 64: Modernizacion sector agua y saneamiento
abril 1998
ISSN: 0252-7987
003 Participacion del sector privado Parte 1 / Private sector
participation Parte 1
- Id: 003/000400 - 4600/C26/30012
- Ap: Lee, Terence
- Ai: CEPAL.
- Ti: Participación privada en el logro de servicios sustentables de agua potable
y saneamiento.
- Fu: Carta de Lima;Asociación Peruana de Ingeniería Sanitaria y
Ambiental;Universidad Nacional de Ingeniería. Relación de ponencias seleccionadas del
Foro Privatización del Agua, Manejo Integrado de Cuencas y Medio Ambiente. Lima, Carta de
Lima, 1994. p.15. Tab.
- Co: Presentado en: Foro Privatización del Agua, Manejo Integrado de Cuencas y
Medio Ambiente. Lima, 28-29 set. 1994.
- Re: Señala que la solución para los defectos en la provisión de los servicios
del agua potable y saneamiento reside en el mejoramiento de la situación financiera de
las empresas responsables de su provisión. Explica una alternativa de privatización, la
concesión la cual es común en Europa. En América Latina este sistema se ha aplicado en
la ciudad de México y Buenos Aires. Considera que lo que se debe buscar es la
transformación de las empresas de utilidad pública en empresas autofinanciadas, siendo
la privatización una opción a tomar en cuenta.
- De: Privatización / Empresas de agua potable / Empresas de alcantarillado /
Administración privada /
- Ub: CEPIS
- Id: 003/001155 - 4600/B84/14783
- Ap: Brook Cowen, Penelope J
- Ai: Banco Mundial.
- Ti: Competition issues: Competition in the water sector: PPI options for water
and sanitation.
- Fu: University of Florida. International Training program on Utility regulation
and Strategy. Florida, University of Florida, 1998. p.14. Tab.
- Co: Presentado en: 4th International Training Program on Utility Regulation and
Strategy. Florida, 15-26 jun. 1998.
- Re: A range of options exist for involving the private sector in the provision of
water and sanitation services. These models differ primarily in the responsabilities and
risk that transfer to the private sector, and those that they leave with the government-
and hence the form and nature of regulation. Choosing and option involves analyzing such
factors as the current state of the utility, current regulatory arrangements, stakeholder
concrns and political commitment, and the financial viability of alternative arrangements.
Often, PPI process focus almost exclusively on achieving competition at the stage of
selecting a private sector partner. However, this is only the beginning of what may be a
very long-term relationship.
- De: Agua / Saneamiento / Privatización /
- Ub: CEPIS
- Id: 003/001162 - 0103/P45/28664
- Ap: Cox Zapater, Guillermo
- Ti: Privatización: el modelo propuesto para SEDAPAL.
- Fu: Perú. Ministerio de la Presidencia. Seminario Taller Perspectivas del Sector
saneamiento en el Perú. Lima, MIPRE, 1994. p.34-55.
- Co: Presentado en: Seminario Taller Perspectivas del Sector Saneamiento en el
Perú. Lima, 5-6 mayo 1994.
- Re: Se argumentó sobre la rentabilidad y seguridad de la inversión en
saneamiento, se analizaron las ventajas y desventajas de las diferentes alternativas de
participación privada, y se destacó la "concesión" como la forma más
adecuada para el caso de SEDAPAL. Señala los principios básicos que guiarían un
contrato de concesión y destaca los principales beneficios tanto para el usuario como
para el Estado. Presenta cuales serían los indicadores físicos, comerciales y
financieros que se deben tomar en cuenta para controlar la calidad del servicio que se
ofrece. Incluye las intervenciones y comentarios del panel.
- De: Privatización / Abastecimiento de agua /
- Ub: CEPIS
- Id: 003/001166 - 0103/H22/32155
- Ap: Hartman, Roger.
- Ti: Contracting water and wastewater utility operations.
- Fu: Los Angeles; Reason Foundation; 1993. 18 p. Ilus., tab. (How to guide).
- Re: Mounting regulatory pressure, scarcity of competent personnel, and
significant budgetary problems are leading more and more communities to consider
private-sector contract operations and maintenance (O&M) of water and wastewater
facilities. At present, there are about 400 O&M contracts in the United States for
municipal water and wastewater facilities with rated capacities over 1 million gallons per
day. This represents about 5 percent of all facilities. When properly implemented,
contract O&M can provide greater accountability for operations, allow community
leaders to shift the risk of meeting environmental standards to the private sector, and
bring added expertise to the increasingly complex operating environment of water and
wastewater systems. Contract O&M also offers a more predictable operations budgeting
process, and an opportunity for local overnments to realize operational savings that can
be shifted to investments in capital facilities. While cost savings is often cited as the
primary reason municipal officials consider contract O&M, price alone should not
determine contractor selection. In addition to a guaranteed price, the contractor is
providing professional management, technical expertise, and financial controls for water
and wastewater operations. Hence, a contractor with a record of successful operations is
the key to achieving maximum benefit from private contract O&M. Equally necessary is a
relationship of mutual trust between the contractor and the municipality. An objective and
unbiased procurement process is important in early development of this relationship. Since
contract O&M is a professional service that provides management, financial, and human
resources capabilities, a procurement process similar to that used in securing other
professional services should be used. Professional operation, efficiency, and performance
are the keys. For many municipal officials contracting out raises concern over loss of
daily operating control. The owner is placing millions of dollars of assets in the hands
of a contractor for operation and maintenance, yet the owner will continue to be the
permit holder and be ultimately responsible for overall performance. It is important for
the owner and contractor to develop an agreement that affords the owner a level of
accountability, as well as liability and fine protection, that can substitute for the
owner's direct control. If this is accomplished, private operation of municipal water and
wastewater facilities is a valuable option for community leaders.
- De: Privatización / Abastecimiento de agua / Aguas residuales /
- Ub: CEPIS
- Id: 003/001232 - 4600/C74/3823
- Ap: García Posse, Benjamín
- Ti: Experiencia de la provincia de Tucumán.
- Fu: Consejo Federal de Entidades de Servicios Sanitarios. Anales del Servicio
Internacional La Regulación de los Servicos de Saneamiento. Buenos Aires, COFES, 1994.
p.61-74.
- Co: Presentado en: Seminario Internacional La Regulación de los Servicios de
Saneamiento. Buenos Aires, 6-12 ago. 1994.
- Re: Señala que a partir de 1991 la provincia de Tucumán opta por la
privatización, por considerarlo el medio más eficiente para mejorar la calidad de la
prestación y expandir la cobertura del servicio. Considera que se ha avanzado con la
emisión de diversas leyes que sientan las bases jurídicas para este proceso de
transformación que implica la concesión de los servicios que actualmente presta la
Dirección Provincial de Obras Sanitarias (DiPOS), organismo a cargo de los servicios en
gran parte del territorio provincial.
- De: Privatización / Empresas de agua potable / Empresas de alcantarillado /
Administración privada / Aspectos legales /
- Ub: CEPIS
- Id: 003/002053 - 6000/S27/32157
- Ap: Scarlett, Lynn; Sloan, J. M.
- Ti: Solid-waste management: A guide for competitive contracting for collection.
- Fu: Los Angeles; Reason Foundation; 1996. 24 p. Ilus., tab. (How to guide).
- Re: Over 50 percent of U.S. cities of varying sizes contract all or part of their
refuse collection services. The National Solid Wastes Management Association (now
Environmental Industries Association) has estimated that at least 50 percent of disposal
capacity is privately owned and operated. While no comprehensive surveys have recently
been undertaken, the private-sector role in the provision of waste management services
appears to be increasing. U.S. models of privatization take many forms. For collection
services, at least six different models of private-sector service delivery exist. These
include: single-district, winner-take-all competitive contracting; multi-district
competitive contracting; noncompetitive negotiated contracting;"free-for-all"
competition; non exclusive franchising, and competitive exclusive franchising. In addition
to these different privatization models, local governments employ a variety of procedures
for: specifying the desired scope of service; evaluating service-delivery options;
selecting service providers, and monitoring providers performance. The breadth and
diversity of experience in privatization thus permits an evaluation of what procedures and
programs result in high-quality, cost-effective waste management services. This paper will
identify those privatization procedures and programs that enhance success. Three primary
forces have motivated the trend toward privatization in the United States: pursuit of cost
savings; desire to access new technologies; and desire to reduce risks associated with
providing waste management services. Successful implementation of competitive service
delivery involves three stages: an initial evaluation and review of available options; a
well-designed service-delivery procurement process (qualifying to bid, bidding, and
contracting), and ongoing monitoring and performance reviews (contract administration).
Success lies more in the implementation process than in the specific contracting model
selected. Successful transitioning from public-sector to private-sector contracting of
waste services requires up-front evaluation of the existing public system: What are the
components of the current system?; How do these components interrelate?; who currently
provides each service component?; one central purpose of privatization is to harness
competitive market forces to generate ongoing incentives for more efficient and less
costly solid waste management service. Central to this harnessing process is a procurement
document that allows for precise and objective evaluation, flexibility, economies of
scale, efficient contract length, and accountability. The hard work really begins after
the successful proposer has been selected through the RFQ/RFB process. The aim in contract
negotiation should be to establish an agreement whereby the local government maintains
needed control over its waste stream, residents are assured low-cost/high-quality waste
management services, and the private contractor is able to maintain a profitable business.
The contract should include several critical elements. These include: a clear definition
of the scope of work required. Waste management involves an array of different services.
Successful privatization requires that one define which of these services will be
transferred to the private sector. A definition of minimum service requirements. Once the
scope of service is defined, public officials need to clearly define minimum service-level
requirements. This includes such matters as frequency of collection, permitted hours of
operation,insurance and bonding requirements, health and safety restrictions, permissible
service complaint levels, and other basic service parameters. A description of risk, rate,
and termination provisions. There is no single best way to structure the contracting of
solid waste and recycling collection services. However, in any contracting decision, the
twin goals of service quality and competitive cost should guide the design of the bidding
process and the delineation of contract details. Ultimately, long-term success of
contracting depends on depoliticizing the contracting decision as much as possible, using
clear quantitative and qualitative performance standards, and clearly spelling out the
responsibilities of the public and private sectors.
- De: Residuos sólidos / Privatización /
- Ub: CEPIS
- Id: 003/002372 - 0103/E28/32156
- Ap: Eggers, William D.
- Ti: Designing a comprehensive state-level privatization program.
- Fu: Los Angeles; Reason Foundation; 1993. 29 p. Tab. (How to guide).
- Re: Many states now face serious fiscal problems. The cumulative deficit of the
states in 1991 was $31 billion. According to one estimate, over half the states are
afflicted with ìstructuralî budget deficits that will persevere long after the economy
improves. The fiscal crisis is prompting state policymakers to examine ways to
fundamentally reshape and irightsizei state government. Privatization, by injecting
competition into service delivery and turning physical assets into financial assets, has
emerged as a key component in such programs to rightsize state governments. To obtain the
full value from privatization, states should design comprehensive, forward-looking
privatization programs rather than adopting piecemeal approaches. A comprehensive program
achieves greater benefits in terms of cost savings, efficiency gains, and reining in the
growth of government. It also puts the full weight of the governor and/or legislature
behind privatization. State policy makers should follow nine basic steps when designing a
systematic, comprehensive privatization program. The steps are: Develop the institutional
structure for privatization; set up a program of adjustments and incentives for public
employees; identify privatization techniques; identify state services and assets that
offer opportunities for privatization; determine the legislative and executive barriers to
privatization and revise or rescind these; consider introducing mandatory competitive
incentives into the delivery of certain state and local services; evaluate the feasibility
of privatizing identified privatization opportunities; determine the potential cost
savings from privatizing services and assets selected for privatization; prepare a plan
for implementing privatization. Comprehensive privatization programs incorporate a variety
of privatization techniques and identify numerous privatization opportunities in all
aspects of state government. Such programs can save taxpayer dollars and permanently
establish competitive incentives to keep the costs of government down in the long term.
- De: Privatización / Administración privada /
- Ub: CEPIS
- Id: 003/002389 - 0103/L26/32158
- Ap: Larroulet V., Cristian.
- Ti: Chilean experience: Private solutions to public problems.
- Fu: Santiago de Chile; Fundación Libertad y Desarrollo; 1993. 290 p. Ilus., tab.
- Re: A mediados de los 70 Chile empieza un proceso de transformación y
modernización de la economía. Los cambios no solo afectaron aspectos macroeconómicos,
sino que alcanzaron el sector productivo, las relaciones sociales, la infraestructura y el
rol del estado en general. Se implemento un modelo de desarrollo basado en el mercado como
una fuente de recursos y considerando a la empresa privada como el principal motor de
crecimiento. El rol que asume el Estado en este nuevo modelo es subsidiario. Este
documento, provee información profunda sobre posibles soluciones en las areas de
pensiones de retiro, salud, educación, gobiernos locales, transporte, telecomunicaciones
y energia desde principios del 70. Los primeros cuatro capítulos están dedicados a las
políticas implementadas en los sectores sociales y sus posibles resultados. El capítulo
cinco se centra en las modificaciones introducidas a nivel local o municipal, se analiza
los problemas de descentralización y modernización municipal principalmente. El
capítulo seis analiza el sector de energía eléctrica, iniciando el capitulo con una
revisión histórica y legal del sector para centrarse en la participación privada y sus
consecuencias. El capitulo siete está dedicado al sector de telecomunicaciones y el
último capítulo está dedicado al sector transporte.
- De: Privatización / Energía eléctrica / Transportes / Salud pública /
- Ub: CEPIS
- Id: 003/006463 - 0103/E68/32178
- Ai: Environmental Protection Agency.
- Ti: Guidance on the privatization of federally funded wastewater treatment
facilities: Draft.
- Fu: s.l.; EPA; 1998. 40 p. Ilus., tab.
- Re: This guidance has three mayor objectives. First, it is intended to provide an
overview of the privatization of Publicy Owned Wastewater Treatment (POTW) facilities that
have been financed with money from EPA's Construction Grant program. This guidance will
serve as a refernce for communities and private companies that are interested in obtaining
an introductory understanding of the privatization process. Second, this document provides
an overview of the factors that should be considered by a community evaluating
privatization, and finally, it describes the information a community must develop for
EPA's review and approval of proposed privatization arrangements.
- De: Privatización / Aguas residuales / Tratamiento de aguas residuales /
- Ub: CEPIS
- Id: 003/007040 - 4600/C44/32196
- Ai: CEPAL.
- Ti: Progresos realizados en la privatización de los servicios públicos
relacionados con el agua : reseña por países de Sudamérica.
- Fu: Santiago; CEPAL; 1998. 59 p. (LC/R.1697/Add.1).
- Re: Examina los acontecimientos recientes relativos a la participación del
sector privado en la prestación de servicios públicos relacionados con el agua en la
Argentina, Bolivia, el Brasil, Chile, Colombia, el Ecuador, Guyana, el Paraguay, el Perú,
Suriname, el Uruguay y Venezuela. Describe brevemente la situación de la participación
privada en los sectores de abastecimiento de agua potable y saneamiento, electricidad,
riego y drenaje y transporte por vias de navegación interior; se presentan también datos
estadísticos sobre esos sectores.
- De: Empresas de agua potable / Privatización / Sector privado / Evaluación /
- Ub: CEPIS
- Id: 003/007752 - 5100/E68/32184
- Ai: Environmental Protection Agency.
- Ti: Response to Congress on privatization of wastewater facilities.
- Fu: Washington, D.C; EPA; 1997. 42 p. Tab.
- Re: For approximately 40 years,the federal government has been a full partner
with the states and local governments in meeting the Nation's wastewater treatment needs.
Since 1972, more than $67 billion of federal funds have been invested in wastewater
treatment works through the Environmental protection Agency (EPA) Construction Gran
Program. In 1987, Congress phased out the construction gran program, replacing it with the
Clean Water State Revolving Funfd (SRF) program. The SRF program provides low-interest
loans to communities for the construction of water pollution control infraestructure
projects. However, even with contiued capitalization, the SRF program will not adress all
local government water pollution infraestructure needs, now estimated to be about $137
billion, of which $47 billion is for wastewater needs. As a result, it is important to
fully explore other approaches to meet funding needss at the state and local level.
Although the vast majority of municipal wastewater facilities are publicly ownes and
operated, there are many examples of successful privatization arrangements. Privatization
should be viewed as an option for providing wastewater treatment services that will work
in some communities and not in others. The decision to privatize should be made by local
governments and reflect a balanced evaluation of the financial, non-financial, and others
issues and the needs of the community.
- De: Aguas residuales / Privatización /
- Ub: CEPIS
- Id: 003/011485
- Ap: Koenye, A.; Coote, C.; Wallace, J.
- Ai: OIT.
- Ti: Involving the beneficiaries in operation, maintenance and financing of rural
water-supply systems.
- Fu: Geneva; OIT; 1987. 65 p. On title page: An ILO contribution to the
International Drinking Water and Sanitation Decade. - Includes references. ILO Special
Public Works Programme.
- Re: This report examines the issues related to the operation and maintenance
(O&M) and cost recovery in rural water supply and sanitation programmes. It
specifically looks at how the beneficiaries can be involved. As well as reviewing
traditional strategies, the paper also examines ways in which maintenance could be
privatized, and small businesses or co-operatives set up to run such services. Chapter 1
reviews the experiences of UN and other agencies in O&M of water projects. Chapter 2
examines ILO's Special Public Works Programme (SPWP) approach to O&M. Chapter 3
discusses the promotion of private sector involvement in O&M. Chapter 4 summarises the
main issues and gives recommendations.
- De: Operación y mantenimiento / Abastecimiento rural de agua / Privatización /
- Ub: IRC/ WHO-EHE
- Id: 003/013146 - 2706/B73/28171
- Ap: Booth, Jerome.
- Ti: Privatization tool.
- Fu: Washington, D.C.; Banco Mundial; 1993. 36 p.
- Re: A close analysis of the economic theory of privatization - the transfer of
ownership and/or control to the private sector - suggest that efficiency gains, and other
economic objectives, are neither necessarily attained nor necessarily substantial.
However, experience shows that important benefits can be achieved. The resolution of this
paradox emphasizes the political advantages of privatization. The conclusion is that
privatization is not a panacea. Competition and appropriate regulation/monitoring are
particularly important if possible benefits are to realized. detailed thought on a case by
case basis is required to determne whether privatization should occur, and what the
optimal design should be.
- De: Privatización / Aspectos económicos /
- Ub: CEPIS
- Id: 003/014045 - 2706/B73/22325
- Ap: Booth, Jerome.
- Ti: Privatización como herramienta.
- Fu: Washington, D.C.; BID; 1993. 32 p. Traducido al español por la Licenciada
Marta Miyashiro, editora del CEPIS.
- Re: Análisis detallado de la teoría económica de la privatización entendida
como la transferencia de propiedad o de control al sector privado. Encuentra que los
beneficios de la eficiencia y otros objetivos económicos, no se obtienen necesariamente
con la privatización ni son sustanciales. Llega a la conclusión, que la privatización
no es una panacea por sí sola, si no que existe factores como la competencia,
reglamentación y vigilancia que son particularmente relevantes si se esperan beneficios
reales.
- De: Privatización / Aspectos económicos /
- Ub: CEPIS
- Id: 003/027014 - 2706/J72/16446
- Ap: Jones, Susan K.
- Ti: Camino de la privatización; aspectos involucrados y algunas enseñanzas
derivadas de la experiencia de Nueva Zelandia.
- Fu: Finanzas y desarrollo; 28(1):39-41, mar. 1991.
- Re: Se examina alguno de los procesos generales que los paises han de considerar
al emprender el camino de la privatización. Se toma el caso de Nueva Zelandia como caso
práctico debido a que es un pais con una economía pequeña y abierta. Menciona los
métodos de privatización y sus diversos grados de exito.
- De: Privatización / Administración pública /
- Ub: CEPIS
- Id: 003/030425
- Ai: Fundaçao Estadual de Engenharia do Meio Ambiente.
- Ti: Perfil ambiental do Município de Araruama.
- Fu: Rio de Janeiro; FEEMA; 1988. 45 p. Ilus.
- Re: A análise do meio ambiente do município de Araruama revelou, como
conseqüência do processo de ocupaçao do seu território, diversos problemas ambientais,
dentre os quais se destacam os abaixo relacionados: desmatamento na bacia drenante à
lagoa de Juturnaíba; assoreamento da lagoa de Juturnaíba em conseqüência de
desmatamento ocorrido na regiao em torno; reduçao da quantidade de peixes na lagoa de
Juturnaíba; precariedade nos sistemas de coleta e de transporte de esgotos sanitários e
drenagem pluvial nas regioes urbanizadas do município; deficiência nos sistemas de
coleta e disposiçao de lixo urbano; insuficiência nos sistemas de abastecimento de
águas durante o período de afluência turística; lançamento de esgoto sanitário in
natura em diversos locais às margens da lagoa de Araruama e no canal de Mataruna,
poluindo as águas e provocando turbidez; impropriedade para o banho, na maioria das
praias da lagoa de Araruama; privatizaçao das margens da lagoa de Araruama no local
denominado Iguaba pequena; extraçao de areia em regioes localizadas na restinga de
Massambaba; utilizaçao indiscriminada de agrotóxicos na agricultura; incidência grande
de mosquitos em toda a área municipal. Estes problemas sao abordados de forma mais
detalhada ao longo deste documento com a identificaçao de suas causas e efeitos sobre a
qualidade de vida de populaçao.
- De: Ambiente / Saneamiento básico / Calidad ambiental / Privatización / Rio de
Janeiro / Araruama /
- Ub: FEEMA/ CETESB/ FBCN/ IBAMA
