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FAQS

Frequently asked questions

Whether you’re learning about the Hub or exploring water and wastewater PPPs for the first time, we understand you’ll have questions. Below you’ll find answers to the most common enquiries about how the Hub works and what PPPs actually mean for water services. If you can’t find what you’re looking for, please contact us.

About the Hub

AquaFed has created the Hub and produced the information to accompany the documents on PPPs, which are from trusted third party sources such as development banks.
The Hub adds value by:
  • Simplifying and explaining complex documentation in a clear, practical way.
  • Curating and organising existing resources so that decision-makers can quickly find what they need.
  • Providing expert insights that illustrate how these tools and recommendations translate into real-world solutions for water and wastewater services.
  • Connecting theory to practice, showing public authorities how to effectively use existing instruments to overcome challenges in PPP implementation.
In short, the Hub is not just a repository – it is a practical guide that bridges the gap between technical material and actionable strategies for public authorities.
No. The Hub’s purpose is not to promote PPPs but to support public authorities that are already engaged in, or considering, PPPs for water and sanitation services. It provides straightforward information and practical guidance on how to design and implement these partnerships effectively. To do this, the Hub gathers and signpost expert resources from trusted, independent, third party sources such as development banks and specialized consultants.
Yes. AquaFed have obtained permission from the authors before publishing their documents on the Hub. We also follow legal advice on accreditation of these sources.
The Hub is a not-for-profit, skills and capacity-building tool. AquaFed is also a not-for-profit organisation so cannot gain any commercial benefit from the Hub.
The AquaFed secretariat makes the ultimate decision on which documents to publish on the Hub and how to summarise them. However, we consult our network which includes development banks, consultants, PPP trainers and experts and our own members. We are open to suggestions from anyone on particular issues we can usefully focus on.

About water and wastewater PPPs

No. In a PPP, the public authority retains ownership and control of the assets of the service. Water remains a public service under public oversight. The private operator is contracted to deliver services under conditions set by the authority. In a PPP, the private partner is never the owner of the assets, nor the water resources.
PPPs advance the human right to water by expanding access, improving quality, and ensuring service sustainability. The UN recognises that different operational models – public or private – can deliver this right when properly governed. What matters is outcomes: safe, accessible, affordable water for all.
Tariff levels are controlled by the public authority, not the operator. Any increases reflect decisions about investment needs and cost recovery that the authority has made according to its objectives and priorities. Many PPPs actually improve affordability through efficiency gains whilst expanding access to those previously unserved by public service.
PPPs are about results. Operators are paid for delivering agreed performance standards – improved service, reduced water loss, expanded access, better water quality, increased coverage. Contracts include penalties for underperformance. The primary goal is improved public services.
Evidence shows PPPs typically maintain or increase employment. As services expand and improve, workforce needs grow. Many contracts include provisions for transferring existing public employees with protected conditions and training program development.
Yes – particularly where traditional approaches have failed to deliver. Many successful PPPs specifically target underserved populations through the inclusion of pro-poor mechanisms in the PPPs, such as subsidised connection fees, lifeline tariffs for basic consumption, and flexible payment schemes. Examples from Benin, Uganda, and Manila demonstrate pro-poor outcomes.
The public authority monitors contract performance continuously. Independent regulators often provide oversight. Performance data is typically published. Communities have channels to raise concerns. Transparency is built into contract design.