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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

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