In 2004, Sergio Fajardo became mayor of Medellín, a city plagued by violence and corruption. During his four-year term, he reformed the city by dismantling corrupt networks, increasing tax revenue, improving public services, and promoting transparency.

Fajardo’s leadership restored hope among citizens and earned him nearly 90% approval. Medellín became a model of good governance in Latin America, and by 2010, Fajardo was the vice-presidential candidate alongside former Bogotá mayor Antanas Mockus.

By the early 2000s, Dakar, Senegal was facing severe traffic congestion that hindered both daily life and the region’s economic growth. Although a new highway had long been proposed to address the issue, high costs and complex financing had delayed its construction. When Abdoulaye Wade became president in 2000, he turned to a public–private partnership (PPP) model to finally bring the project to life. Under this plan, a private company would help fund and maintain the highway in exchange for toll revenues, while the government would cover the rest of the initial costs.

Implementing the project was challenging. It required navigating technical and financial complexities and addressing significant social and environmental concerns, including the displacement of around 30,000 people. The newly formed Agency for Investment Promotion and Major Works managed partner selection and oversaw construction, working with national ministries, development banks, and local communities. The Dakar–Diamniadio toll highway opened in 2013, successfully reducing congestion. However, delays in resettling displaced communities meant some issues lingered for years after its launch.

By 2004, Morocco was struggling to expand access to clean water in rural areas due to high costs, drought, and failing infrastructure. Millions of people faced health risks, and women and girls spent hours fetching water instead of going to school or working.

To address the crisis, the national water utility, ONEP, with support from international donors, built new infrastructure linked to reservoirs and began partnering with private companies to manage, maintain, and expand the system. By 2014, access to potable water in rural Morocco had risen from 61% to 94%, improving health and freeing up time for women and girls. Despite lingering concerns about sustainability, the program had delivered clean water to over 12 million people by 2016.