Performance-based contracts (pbc) for improving utilities efficiency /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Marin, Philippe, 1965-
Otros Autores: Williams, Tom, Janssens, Jan, Giantris, Philip, Carron, Didier
Formato: Electrónico eBook
Idioma:Inglés
Publicado: London : IWA Publishing, 2018.
Colección:Scientific and technical report series
Temas:
Public utilities > Management.
Performance contracts.
Services publics > Gestion.
Contrats de performance.
Water industries.
Drought & water supply.
Performance contracts
Public utilities > Management
Industrial applications of scientific research & technological innovation.
Industry.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover; Copyright; Contents; Principal Authors; Contributing Authors; Preface; Chapter 1: Performance-based contracts
  • setting the scene; 1.1 Introduction
  • PBCs and PPPs; 1.1.1 Specificity of PBCs; 1.1.2 Legal framework; 1.1.3 Designing a PBC; 1.2 References; Chapter 2: PBC and results-based financing: The inverse approach; 2.1 Introduction; 2.2 The Direct Problem; 2.3 The Inverse Problem; 2.4 Case Study; 2.5 Conclusion; 2.6 References; Chapter 3: PBC and energy efficiency; 3.1 Introduction; 3.2 Energy Savings from Pumping; 3.3 Other Energy Efficiency (EE) Possibilities
  • 3.4 Performance-Based Contracts For Energy Efficiency3.5 Designing and Implementing an EE Performance-Based Contract; 3.6 Case Studies; 3.6.1 Yerevan (Armenia); 3.6.2 Emfuleni (South Africa); 3.6.3 Larger contracts including an EE performance based component; 3.6.4 Milwaukee; 3.6.5 Lynn; 3.7 References; Chapter 4: Internal performance contracts: A case of the National Water and Sewerage Corporation in Uganda; 4.1 Introduction: Why this Chapter?; 4.2 IPCs at NWSC: Identity Card; 4.3 Prerequisites for IPC Successful Implementation: Strong Foundations and Competition with the Private Sector
  • 4.4 IPCs: An Integral Part of an Organisational Structure, A Management Style and an Organisational Culture4.4.1 Key 1: Making managers accountable; 4.4.2 Key 2: Motivate the staff; 4.4.3 Key 3: Monitor and evaluate performance; 4.4.4 Key 4: Manage resistance to change; 4.5 IPCs: Only Constant is Change; 4.5.1 Find the right balance between individual and collective incentive mechanism; 4.5.2 Adjust the definition of performance over time; 4.5.3 Find the right balance between control and confidence; 4.5.4 Keep motivation high; 4.6 Conclusion; 4.7 Note; 4.8 References
  • Chapter 5: Performance-based service contracts in Navi Mumbai5.1 Overview; 5.1.1 Context; 5.1.2 Current service delivery; 5.1.3 Water supply management; 5.2 The Performance-Based Contract Design; 5.2.1 Overall nature of the PBC; 5.2.2 Analysis of the contract structure; 5.2.3 The procurement process; 5.2.4 Performance monitoring; 5.3 Implementation and Results Achieved; 5.3.1 Results achieved; 5.3.2 Sustainability; 5.4 Lessons Drawn; 5.5 References; Chapter 6: Financial comparison of NRW PBCs and conventional NRW projects; 6.1 Introduction; 6.2 Methodology; 6.3 Results
  • 6.3.1 Project effectiveness6.3.2 Project cost efficiency; 6.3.3 Financial comparison; 6.4 Conclusions; Chapter 7: Tegucigalpa PBC case study; 7.1 Context: How The PBC Came About; 7.2 The Design of The PBC; 7.2.1 Overall nature of the PBC; 7.2.2 Analysis of the contract structure; 7.2.3 The procurement/tender process; 7.3 Implementation and Results Achieved; 7.4 Lessons Drawn; 7.5 References; Chapter 8: Performance-based contracts
  • key design Issues; 8.1 Introduction; 8.2 Activities where PBCs are Typically Used; 8.3 External Factors that can Influence Design of the Contract

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