Strategic Moves - Regional Environmental Center for Central and ...
Strategic Moves - Regional Environmental Center for Central and ...
Strategic Moves - Regional Environmental Center for Central and ...
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• Countries should take full advantage of the available regional cooperation<br />
frameworks <strong>and</strong> make full use of the opportunities presented through them.<br />
They offer a unique chance to improve project preparation capacities <strong>and</strong> to<br />
tackle transboundary environmental pollution.<br />
• <strong>Regional</strong> cooperation should not to be underestimated, since IFIs <strong>and</strong> donors<br />
often have a regional approach to programming. In addition, by adopting a regional<br />
approach the investment market exp<strong>and</strong>s <strong>and</strong> becomes more interesting<br />
<strong>for</strong> investments.<br />
Overall challenges at local <strong>and</strong> regional level<br />
Institutional setup <strong>and</strong> functioning<br />
Utilities in SEE are usually fragmented, overstaffed <strong>and</strong> underfinanced, as well as<br />
being highly dependent on the political context. The utilities in the region are caught<br />
up in a vicious circle of poor operational efficiency <strong>and</strong> service per<strong>for</strong>mance problems,<br />
which lead to inadequate cost recovery <strong>and</strong> a lack of own funds <strong>for</strong> infrastructure<br />
<strong>and</strong> service modernisation. Public utility companies are subsidised by the<br />
municipalities, <strong>and</strong> cross-subsidisation between different sectors is also common.<br />
Way <strong>for</strong>ward<br />
• Institutional re<strong>for</strong>ms of utilities are necessary in order to improve their efficiency<br />
by clarifying ownership <strong>and</strong> management responsibilities. In addition,<br />
increasing the autonomy of utilities would allow <strong>for</strong> more efficient operation,<br />
improved per<strong>for</strong>mance <strong>and</strong> access to market capital.<br />
• Corporatisation <strong>and</strong> more advanced types of re<strong>for</strong>m such as public-private partnerships<br />
<strong>and</strong> partial or full privatisation could bring in the necessary expertise<br />
<strong>and</strong> capital to achieve the desired service quality <strong>and</strong> economic sustainability.<br />
• Utilities’ chances of success increase the more flexible they are <strong>and</strong> the more<br />
open they are to cooperating with other utilities through regionalisation <strong>and</strong> cooperation<br />
with the private sector. This is valid <strong>for</strong> both the public <strong>and</strong> private<br />
sectors. <strong>Regional</strong>isation requires an appropriate institutional <strong>for</strong>m to bring<br />
those who intend to use the regional facilities under one umbrella. It represents<br />
a serious challenge to municipalities that are traditionally used to solving their<br />
problems on their own. They should be assisted in this process <strong>and</strong> active mediation<br />
should be offered by national authorities.<br />
Investment planning <strong>and</strong> preparation<br />
As a result of decentralisation, local governments have legal obligations with<br />
respect to water <strong>and</strong> waste management that far exceed their financial capacities.<br />
The weak financial capacity of local governments is also due to the poor financial<br />
per<strong>for</strong>mance of water <strong>and</strong> waste utilities, which are far from achieving cost recov-<br />
C H A P T E R 9<br />
T H E WAY F O R WA R D<br />
S T R AT E G I C M O V E S 209