In several economic infrastructure sectors, India enjoyed a strong track record of harnessing Public-Private Partnerships (PPPs). Private sector investments in infrastructure more than tripled from the 10th Plan Period (2002-07; INR 2 trillion) to the 11th Plan (2007-12; INR 7.3 trillion). Between these plan periods, private sector share in infra investments increased from 22% to 38%. For a considerable period of time, on the score of mobilizing infrastructure investments through private participation among developing countries, India ranked 1st in Energy and Transport sectors and 2nd in Telecom (behind Brazil).
This erstwhile success of India’s PPP program is attributable to well-crafted reform efforts by the government, and ably executed by the private sector, banks and other financial intermediaries. Following the economic liberalization initiated in the early 1990s, the government has created an enabling environment for private participation through several sector-specific and cross-sectoral initiatives, e.g., relaxing entry norms, tax concessions, independent regulation in telecom and power, mobilization of additional revenues through tolls and cess on fuel, establishment of a viability gap fund mechanism and India Infrastructure Financing Company Limited, etc. The financial intermediaries, too, quickly moved up on a steep learning curve to cater to this new and challenging mode of delivering infrastructure services. Private sector responded enthusiastically and seized these opportunities to develop their own capabilities and progressively build larger and complex projects. Today, private sector operators are serving more than 90% of the mobile phone users, owning ~40% of the power generation capacity, built and operating a substantive portion of arterial network of national highways, besides world-class airports in four metros and container handling facilities at many ports.
NGOs, lending agencies, and the public sector are hard at work in meeting the global sanitation target. But what about the private sector, and what about the families that do not want to wait for the next NGO to knock on their door with a better toilet? Over the past couple of years, the Water and Sanitation Program’s (WSP) Sanitation Marketing strategy in Bangladesh has tried to address these concerns by stimulating the supply and demand of hygienic sanitation facilities through the mobilization of local entrepreneurs. The objective of Sanitation Marketing is for families to have the desire and the agency to move up the sanitation ladder on their own.
In 2009, the pilot program began in five villages in the Jamalpur district, and has now been scaled-up to around 230 villages across Bangladesh with support from the Dutch WASH Alliance, International Development Enterprises, and the Max Foundation. WSP also strategizes and implements the project with Hope for the Poorest (HFP), a local Bangladeshi NGO, and the Association of Social Advancement (ASA), a microfinance institution.
Mohammed Jalal is one of the many sanitation entrepreneurs supported by Sanitation Marketing in the Hobiganj district where WSP has began scaling up the initiative since 2011. Through microfinance loans from ASA and small-business training sessions from WSP, Mr. Jalal was able to open two stores in Hobiganj. Mr. Jalal’s shops are decorated with colorful flags to attract customers and are filled with an assortment of sanitation products such as handwashing stations and off-set pit latrines. With a catalogue in hand, Mr. Jalal markets his products to local villages and gives households the chance to move up the sanitation ladder. Customers are able to choose the materials and colors of their latrine and are most importantly, able to choose the type of sanitation facility that fits into their budget. Products range from Tk 1,600 (US $20) to Tk 20,000 (US $250), and all Sanitation Marketing entrepreneurs offer an installment plan for families to pay for their products over time. WSP additionally connects these entrepreneurs to the local government in order to establish whether any families in the area are eligible for subsidies. In the Hobiganj district alone, Sanitation Marketing has been able to support over 17 entrepreneurs like Mr. Jalal to serve hundreds of happy customers.
The blog I have posted reflects my personal views and not those of the World Bank or its affiliates. It is unfortunate that some parties have sought to interpret what I written as the official views of the World Bank. The blog platform is intended to generate a healthy discussion. The comments that the blog attracted shows differing opinions on the subject of public and private roles in health care.
- South Asia
- Social Development
- Public Sector and Governance
- Private Sector Development
- Financial Sector
- Communities and Human Settlements
- Tamil Nadu Health
- public-private partnerships
- public health
- Primary Health Centers
- National Rural Health Mission (NRHM)
- National Health Insurace
- health care