Governance and effectiveness of public–private partnership in Ghana's rural-water sector

Abstract

PurposeThis study examined the governance and implementation of public–private partnership (PPP) based on the management contract model in the water sector in rural Ghana.Design/methodology/approachIt employed in-depth interviews with key management officials and focus-group discussions among residents in selected water-stressed communities in the beneficiary District Assemblies. Thematic analysis was employed for the analyses.FindingsThe governance of the PPP project was characterized by a well-structured institutional arrangement and effective governance mechanisms. The PPP project has increased residents' access to potable and affordable water and facilitated local economic and social development in its catchment areas. However, insufficient funding, political interference, limited infrastructural capacity and pollution are threatening its success.Originality/valueThe study contributes to the literature on effective governance and performance of rural-based PPP water supply projects for the achievement of the sustainable development goals goal six on access to affordable and quality water.

Procurement of good governance as a strategic tool for achieving value for money in public construction projects

“…2016) and the World Bank's procurement guidelines emphasise that competitive tendering should be the default method of procurement for public-funded projects. In line with the findings of this study and the propositions of governance theory, previous studies suggest that competition fosters transparency, accountability and fairness-important drivers of achieving VfM (Harnovinsah et al, 2020;Nyanyofio et al, 2022). Besides that, competitive bidding enables the selection of qualified contractors and consultants who have the capability to execute construction projects within the estimated time, cost and quality standards, hence supporting VfM achievement (Mrope et al, 2017;Asuquo et al, 2021).…”

“…The legislative instruments and oversight entities in place aim to ensure that publicfunded projects are planned, implemented and delivered on time, achieving better quality and cost-effectiveness, whilst also considering sustainability, innovation and stakeholder satisfaction (Israel, 2023;Glas et al, 2018;Brito & Miguel, 2017). These goals are integral to VfM achievement and must be considered when evaluating the success of construction projects (Ibrahim, Bawole, Obuobisa-Darko, Abubakar, & Kumasey, 2017;Nyanyofio, Domfeh, Buabeng, Maloreh-Nyamekye, & Appiah-Agyekum, 2022). In particular, the Public Procurement Regulatory Authority (PPRA) is mandated with important roles to monitor compliance with the principles of PGG and report whether the best results and highly qualified outcomes are obtained on time and at effective costs (URT, 2013).…”

“…Literature establishes that PEs can successfully achieve VfM by, amongst other strategies, complying with the fundamental principles of PGG (Changalima, Ismail, & Mwaiseje, 2022;Mrope, Namusonge, & Iravo, 2017). PGG minimises the risks of corrupt practices, increases efficiency and enhances effectiveness in procurement proceedings (Botlhale, 2017;Nyanyofio et al, 2022). LBSJMR 2.3 Hypotheses development 2.3.1 Transparency and VfM achievement.…”

“…Mrope et al (2017) further expand the concept of accountability to include how public officials accept responsibility and liability for their actions. It has been argued that a commitment to accepting liability and adhering to the existing legislation is crucial for improved procurement performance (Nyanyofio et al, 2022;Obieje, 2019). In this regard, the achievement of VfM in public-funded projects requires procurement practitioners to act in the public interest and comply with procurement regulations.…”