ABSTRACT
The success or failure of a municipal service partnership to focus on the poor will depend not only on the development of a well-functioning partnership team (see Chapter 6), but on the scope and content of the partnership arrangement. In the past, traditional forms of public–private partnerships (PPPs) neglected to address the needs of poor communities in the scope of work defined at the outset. While many municipalities may have been very aware of the key issues affecting service delivery to the poor, this knowledge was not applied to the partnership framework; the agenda often reflected private sector knowledge of the problem and not the knowledge of local stakeholders.
