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MBA, North-West University, Potchefstroom Campus, 2016 The remuneration of CEOs has been a controversial subject, with some members of the public believing that CEO remuneration is excessive. This point is further exacerbated by the current socio economic conditions prevalent in South Africa as well as globally. In South Africa, water boards are charged with the provision of water services to municipalities or water services authorities. These water boards are critical to the delivery of water as a basic service. It is thus crucial that those charged with the leadership of such water boards are sufficiently remunerated and perform as expected in the provision of water as a basic service. This study sets out to assess the relationship between CEO remuneration and organisational performance, with the specific focus of a single water board. The water board was selected for the study due its size, as compared to other water boards. The study began with a literature study to gain an understanding of the relationship between CEO remuneration and organisational performance as well as to understand the determinants of CEO remuneration. Another part of the literature study focused on organisational performance management to gain an understanding of the history of organisational performance management. A thorough study of performance management was also performed, focusing on the balanced scorecard and KPIs. The final part of the literature study focused on the shareholder compact and its applicability to the water board as a public institution. A study was conducted, with the use of the interpretive content analysis approach. The information, which was the focus of the study, was obtained from the relevant water board’s website in the form of annual reports and then information relating to organisational performance and the CEO’s remuneration was extracted and summarised and then analysed. The organisational performance, for each financial year was summarised and a performance level for each year was calculated. Then the CEO’s remuneration was summarised, broken down into its various components for each year and then displayed on a line graph to display the movements year on year. Histograms were also used to depict both the performance levels of the water board and the remuneration components individually year on year. A line graph was then used to portray the relationship between the performance level of the water board and each component of the CEO’s remuneration for each of the 5 financial years selected, iv with a sixth year as the base. The line graph was also used to portray this relationship for the total remuneration package of the CEO as well as the performance level of the water board for each of the 5 years selected. The results from the study show no positive relationship between the performance level of the water board with the CEO’s basic salary and other cash benefits. The study did however show a positive relationship between the performance level of the water board and the performance incentive paid to the CEO. The findings were however inconclusive when it came to the relationship between the performance level of the water board with the CEO’s total remuneration package. Conclusions regarding the study were made and an evaluation was performed to ascertain whether the primary as well as secondary objectives of the study were met. Masters

This paper's objective is to strengthen the capacity of various institutions in the Ministry of Water Resources, River Development & Ganga Rejuvenation for sustainable water resources management, and to develop training tools for innovative techniques for further dissemination to state agencies and other stakeholders.

The Government of Punjab, through Government of India’s (GoI) Department of Economic Affairs (DEA) had requested the World Bank to provide non-lending technical assistance (NLTA) to provide high quality basic urban civic amenities to the residents of cities of Ludhiana and Amritsar in the areas of: water supply, sewerage, storm water drainage, solid waste management, and modern urban transport system. The study is expected to recommend measures and technologies to overcome the existing problems and transform the cities in to modern cities with substantially developed urban civic amenities. Capacity building, institution, and legal reforms will also be the component of the project report. After initial discussions with sector officials, a Bank team visited both Amritsar and Ludhiana cities to identify priority service level innovations and institutional challenges that have to be addressed under this NLTA for achieving desired transformative change. Currently, water supply is drawn from hundreds of unprotected bore wells across length and breadth of the city - which supply polluted water through an unplanned haphazard network. Utility, fully owned by the municipal corporation, will have operational autonomy to manage water and waste water services, whilst still be accountable to the corporation. Financial position will become clear, it can focus on becoming financially self-sustaining. The utility will make long term plans for water supply and sewage; and with government support may also be able to mobilize resources through this is unlikely in the short term in Amritsar.

This paper presents the design a set of three simple and replicable behavioral interventions, which use stickers that can be added to water bills at low cost, and test their impact on water consumption in Belen, Costa Rica, using a randomized control trial. Two of the three interventions were found to decrease water consumption significantly in the months following the intervention. A descriptive social norm intervention using neighborhood comparisons reduces consumption by between 3.7 and 5.6 percent relative to a control group, while a plan-making intervention reduces consumption by between 3.4 and 5.5 percent. While the two interventions have similar results, they are effective on different subpopulations, with the plan-making intervention being most effective for low-consumption households, while the neighborhood comparison intervention is most effective for high-consumption households. The results demonstrate that behavioral interventions, which have hitherto utilized sophisticated software to deliver customized messages, can be effectively implemented by local governments in developing countries, where technology and resource constraints render the sorts of customized messaging that has typically been used to deliver them in developed countries unfeasible. The results further confirm that raising awareness about how much water an individual consumes, and comparing this consumption level with peers, can go a long way in helping change individuals’ behavior regarding the use of a finite resource such as water.

Successful mid-sized cities will be vital to India’s growth and prosperity in the coming decades. Indian cities are home to over 375 million people now, and their population is likely to double by 2035. Yet water supply in most mid-sized cities falls short of Government of India benchmarks for service, efficiency and cost recovery. In many of them water flows in the pipes for 2 hours a day or less, its quality is poor, and it is provided by utilities that cannot even cover their operating costs. Following a brief introduction to the three city case studies (section two), the report lays out the Indian water sector’s unique challenges, and using case examples to substantiate findings (section three). The challenges include day-to-day operational issues associated with running a utility, as well as policy and planning issues that affect the utility’s governance and investment planning to meet current and future demand. The results of a financial viability gap analysis, applied to Bhubaneswar and Coimbatore reveal the magnitude of improvements required, and the key drivers that affect the utilities’ financial performance (section four). These complex challenges make traditional PPP models, Management Contracts, Concessions and Leases, less amenable for use in mid-size Indian cities. As section five describes, this is because the traditional models are too risky for the operator or government or too limited in scope to create lasting improvements. The remaining sections focus on explaining the design and procurement strategy for the two innovative PPP models, the phased performance based contract and the Joint Venture (JV) Partnership (section six and seven). These models have the potential to deliver better results than the traditional PPPs and business as usual scenarios. This is because in addition to reforming dysfunctional utilities into focused and accountable organizations, they are able to respond to information uncertainty, include strong incentives, have clear sources of funding, and promote capital efficiency.

Nigeria has enough surface and ground water to meet domestic demand, but as of 2004 half of its urban population did not have access to piped water. And for those who did have access, water taps flowed only a few hours a day. Rapid urban population growth of 5.7 percent per year heightened the difficulties faced by State Water Agencies (SWAs) in meeting the need for piped water and expanding production capacity. Poorly maintained and aging pipes were subject to frequent leakages, and some newly built pipes carried no water owing to intermittent power supply. Nigeria’s water sector performance contrasts with that of smaller countries in West Africa, such as Niger and Burkina Faso, which, with fewer resources, have undergone major institutional reforms and made significant progress in the urban water sector. The case study is part of a series on Doing Development Differently in Nigeria. This series seeks to support the World Bank’s Nigeria country team in strengthening its effectiveness by tailoring interventions to the local context using World Bank support to leverage system wide change and systematically learn by doing. This case study is also part of the Science of Delivery case study program that is contributing to the Global Delivery Initiative’s Library of Delivery Case Studies. The Global Delivery Initiative is collaboration across the international development community to forge a new frontier in development efforts worldwide.

Water supply and sewage (WSS) operations in Ludhiana resemble that of many Indian cities; service levels are poor when compared to benchmarks; cost recovery is low; the municipal corporation subsidises operating deficits; the Government finances capital expenditure; assets are created through a State owned entity; internal capacity, systems and procedures are weak. The State Government has taken a decision to make key municipal corporations (including Ludhiana) responsible for future asset creation and also expects them to share capital expenditure. To improve the quality of service, the city needs immediate capital investments and change in management practices. Key institutional actions to achieve this are a) WSS operations focusing on higher cost recovery, b) increased contribution from the municipal corporation to WSS capital expenditure financing as opposed to O & M financing and c) modern governance structure for WSS operations.

This report discusses the key findings and recommendations emerging from a pilot Citizen Report Card (CRC) on water, sanitation, and sewerage services in Karachi. This initiative comes, on one hand, in the wake of deteriorating services, weakened community interfaces and accountability structures, poor revenue generation and dysfunctional governance structures and, on the other, an emergent consensus to bring in far-reaching institutional reforms that should move beyond financial and technical imperatives. The CRC, pioneered by the Public Affairs Center (PAC), Bengaluru, is a simple but powerful tool to provide public agencies with systematic feedback from users of public services. CRC gains such feedback through sample surveys on aspects of service quality that users know best, and enable public agencies to identify strengths and weaknesses in their work. A CRC on public services is not just one more opinion poll; it reflects the actual experiences of people with a wide range of public services. The survey on which a report card is based covers only those individuals who have had experiences in the use of specific services, and interactions with the relevant public agencies.