In principle, most water systems are designed to serve communities for many years, as long as they are properly managed and maintained. In practice, many fail after 2–5 years. Because there are no functioning institutional models neither for fee collection nor for the organization of necessary repairs and spare parts. No revenue, no operator, no maintenance. Free water models implicitly ask communities to absorb all the operational burden, for which they often do not have the capacity – neither financially nor in terms of know-how.

So, let’s have private companies take over?

No, privatization is not the solution here. Research has shown that private provision rarely improves quality or reduces prices. Some studies confirm that while privatization can sometimes increase efficiency, it often does so at the expense of affordability among low-income households.

Water is, after all, a human right and a natural monopoly. It makes sense that it remains a public responsibility. But this perspective also has blind spots. Public systems, even when well intentioned, often struggle to reach the last mile and to operate efficiently. On the other side most free water schemes tend to collapse once funding stops. So, what’s the solution?

Somewhere in between free water provided by NGOs and state-run infrastructure is an opening that allows (or even demands) the involvement of the private sector. Not in the form of large corporations, but of social entrepreneurs with a problem-solving appetite.

Entrepreneurs who find the niche, who operate where others withdraw, and who manage to make even low-margin models work through efficiency and innovation.

A Third Path: Affordable Service with Accountability

Over the past 15 years of working with WASH entrepreneurs, we have seen the emergence of promising alternatives led by Cewas alumni and partners. Irrisol, a social enterprise working in irrigation and water supply, partners with local communities to keep systems running efficiently; Uduma, a West African enterprise, builds, operates, and maintains solar-powered water systems in underserved areas with a focus on reliability and customer trust.

These are just two of many examples, and undoubtedly, these ventures are not perfect yet. They face challenges of scale, governance, pricing, and regulation. But they show what is possible when you combine entrepreneurial thinking, local accountability, and smart support.

In the Safe Water Accelerator Uganda, we are now working with the new generation of companies like Sunda and WaterKit,who are building digital systems that make fee collection and maintenance easier, while keeping tariffs fair and transparent.

These innovations allow us to move beyond the simplistic dichotomy of “free versus privatized.” Instead, we are shaping pro-poor, community-anchored, financially viable service models.

Conclusion

The water sector does not need more boreholes. It needs better systems that keep them running. Free access sounds like justice, but lasting access is what truly delivers dignity. When we empower entrepreneurs to professionalize services, when we ensure users can pay a fair share and expect accountability, water becomes more than a short-term promise – it becomes a sustainable public good.