[A topical post, as I am in Atlanta for an
IBM-sponsored discussion of fresh water issues. Report to follow.]
This
Alternet rant against privatization of Akron's sewer network is a good example of a conclusion in search of supporting evidence. In it, the author* tries to link the present idea to past "failures" of privatization. Let's take a long look at this "analysis":
- The deal: Sell Akron's wastewater business for $250 million. $75 million will pay off debt, and the rest will fund educational scholarships.** The buyer will then operate the system, do maintenance and recover its investment through revenues.
- The dodgy parts: The mayor tried to "fast track" approval for the deal before citizen groups could oppose it. (The sewer workers union opposed it for obvious reasons.) Now the deal has been put to voters, who can choose between pro- and anti-privatization measures.
- The desperate: Instead of analyzing the deal at hand (this article is MUCH better), the author tries to make all privatization deals look bad ("water profiteers", "risky", etc.). I want to spend more time on this part -- looking at the "failed" Atlanta privatization in particular -- because the lessons learned probably apply to the Akron deal, but in a way the original author may not have intended.
Before we get to Atlanta, let's look at the Mayor's idea. Because federal subsidies for wastewater have lapsed, cities are facing the true cost of upkeep and improvements. Many of them do not have the financial resources to make all the improvements desired, so they turn to deeper pockets -- private firms that can pay for improvements NOW in exchange for future revenues.***
Those who oppose this "logic" on ideological grounds ("Just say no to Privateers!") are often also culpable for current problems: They may oppose rate increases ("our utility shouldn't charge money!") and/or fail to push for operational efficiency ("public workers serve the Public!"). Private utilities, relatively speaking, face more scrutiny on operations and rate increases.
So, we have those in favor and those against, and both groups are trying to support their position by citing earlier successes and failures.
Let's consider one of the main cases cited by anti-privatization forces, the "failed" privatization in Atlanta. Here are the bare facts:
- United Water (a division of Suez Environnement) began managing the water supply in 1999.
- People complained of rate increases, brown water, slow service, etc.
- The City and US Water agreed to void the contract in 2003.
This last bit is the most interesting: The City did not force UW to stay in the contract (unpopular), and UW did not argue with the City wanting to end the contract (unprofitable). Both parties preferred to walk away.
According to Reason (a pro-privatization source), UW was doing a bang-up job meeting contract provisions, goals, etc., but the task was far greater than UW had bargained for. In fact, UW had won the bidding to run Atlanta's water system at a price that was far too low (the
Winner's Curse). The brown water (from repairing pipes and mains), slow service, etc. reflected an organization in a hasty panic to meet goals and deadlines beyond its reckoning.
This scenario -- common in the "privatization failure" literature -- boils down to the new manager trying to restore a system that has decayed after years of underinvestment and deferred maintenance due to rates being held down. The manager's job is to try to bring the system up to snuff under agreed rate schedules, with the hope that revenue comes in faster than costs go out. Private managers have often lost that race when they discovered more problems -- and made less money -- than they expected.
Stepping back a bit, let me emphasize that I do not favor either private or public. Each model suffers problems: Public water works can be overstaffed, secretive, and underfunded; private water works can charge "too much", finagle contract terms, lay off extra workers, etc. In both cases, communities need to get involved, watch and make sure that "their" water is well managed.
Bottom Line: The People need to watch their water (both coming and going) if they are going to get quality service at an affordable price. If they do not, the monopoly (public or private) will serve itself first and "the community" later.
* Jon Keesecker is a senior organizer with the Take Back the Tap campaign at Food & Water Watch. He works with grassroots community groups across the U.S. to prevent the privatization of public water resources. He is also editor of the newsletter Currents. Previously, Jon worked as a community organizer on water issues with Sweetwater Alliance in Michigan and Massachusetts Community Water Watch. He has a B.A. in Philosophy from Central Michigan University.
** Yeah, it's "for the kids" -- whatever.
*** Publicly-traded firms (and their financiers) are a bit under the weather these days; don't be surprised if this whole deal blows up.