Supporting Data for a KfW Financed Investment Project on the Montenegrin Coast. 18 May 2017, Wien

Transcription

1 Supporting Data for a KfW Financed Investment Project on the Montenegrin Coast 18 May 2017, Wien

2 VODACOM Vodacom is a joint service and coordination company for water and wastewater services for the Montenegrin Coast Established on 29 March 2005 Government of Montenegro Municipality Tivat Municipality Kotor Municipality Bar Municipality Herceg Novi Municipality Ulcinj

3 Vodacom s role Agency for implementation of infrastructural projects in water and waste water sector on the Montenegrin Coast Coordinator for raising organizational, technical and financial efficiency of the local water utilities Approximation to EU standards in the field of environmental protection

4 Phase I Phase II Phase III 2009 to date 5 Municipalities Phase IV 2010 to date Phase V Phase V Water Supply and Sanitation Adriatic Coast

5 What are the benefits that Montenegro will gain from implementation of this Project? Reduction of losses in the water supply network Raising collection efficiency for the services performed Ensuring a year-round water supply Modernization and optimization of the performance of local water utilities Balancing the quality of water supply and wastewater disposal services in the coastal region Reaching EU standards in the field of environmental protection Ensuring proper wastewater disposal aimed at long term economic development with a special focus on tourism development Rehabilitation of the existing and construction of the new water supply system Higher quality of bathing water, reduction of pollution in marinas and environmental protection in the coastal region The Project is a is a marketing tool and a precondition for greenfield investment and a positive international image of the tourism industry

6 How we started? Training of Vodacom s staff within a capacity development project financed by KfW, 2005; The First Regional Benchmarking Workshop in Montenegro regarding the water and wastewater sector organized by Vodacom, 2006; Collection, analysis and processing benchmarking data, and reporting on monthly, semi-annual, and annual basis; Systematic and permanent improvement of benchmarking database from 2002; Gradual increase of the number and quality of data and performance indicators; Organization of regular annual benchmarking workshops from 2006.

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8 Different stages in the work on benchmarking Data verification and comparison (ViK-Vodacom) Production of benchmarking reports (monthly,semi-annual, annual) (Vodacom) Monitoring (ViK-Municipality) Data Collection (ViK) Calculation of performance indicators of the ViKs (Vodacom) Setting and defining goals (ViK) Analysis and Data Processing (Vodacom)

9 Benchmarking as a VIK s management tool Informing management on performance results; Preparation of plans, reports; Decision-making; Facilitated operations with stakeholders (Municipalities, Ministries, KfW, Vodacom, beneficiaries, etc.). Operational and strategic planning ; Easier setting and monitoring of the goals and tasks; Identification of strengths and weaknesses of the internal business policy; Detecting opportunities and threats of external factors; Continuous comparison of performance results; Improvement of business processes.

10 Benchmarking instrument of cooperation within the sector contributes to the exchange of information - data, experiences and dissemination of good practices; contributes to improving WUs performance efficiency in the with the aim of both improving their own performance and also providing modern public services; Stimulates a climate of positive competition among the WUs; develops openness and spirit of cooperation between the WUs; contributes to the creation of a platform for full sector transparency.

11 Reliability of data a current step in improvement

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13 Application of Benhmarking in the WUs improves: Annual work programs of the ViKs; Business plans (3-5 years) and monitoring of fulfillment of goals defined by the Business Plans; Promoting commercialization with gradual tariff reform so as to achieve full cost coverage (Tariff Studies); Analysis of Financial, Technical and Commercial Indicators of the WUs; Monitoring the performance of investment projects; Strategic and investment plans, feasibility studies, master plans, terms of reference, statistical analyses, etc.; Monitoring by a regulatory agency.

14 Investments Project outcomes Permanent Institutional (capacity development program) support to WUs Improved communication between local governments and their water utilities (WUs) in planning and implementation of investment priorities; Raised level of assessment of justification of investment activities from the standpoint of technical needs, and also their impact on the service prices tariffing; Achieved a strong synergy effect with all participants in the project; A positive impact on the planned development of networks in the municipalities; Improved quality of design documentation, works, equipment, construction procedure and exploitation of facilities through implementation of FIDIC procedures; Initiated procedure of standardization of equipment and materials; Reached progress in defining regional interest in the Water Supply and Sanitation Sector; Provided assistance and support to water utilities for implementation of international tender procedure.

15 Let s take initiative ourselves to make improvements, rather than waiting to be led by others. vodacom@t-com.me