ROMANIA REIMBURSABLE ADVISORY SERVICES AGREEMENT ON TECHNICAL SUPPORT TO ROMANIA IN ANALYZING AND ADDRESSING THE CHALLENGES IN MEETING THE UWWTD REQUIREMENTS (P167925) Output No. 6b Report on capacity strengthening of the personnel of MEWF and ANAR dealing with UWWTD reporting Annex 2D: Fourth training - Development of a WSS Strategy outline to address the outstanding sector issues Fourth training: Development of a WSS Strategy outline to address the outstanding sector issues Join Zoom Meeting https://worldbankgroup.zoom.us/j/96197075966?pwd=VEF0UlVobFlRM09BMkpJMWNtaTQ5Zz09 Meeting ID: 961 9707 5966 Passcode: 6FUDLuyQ2* Join by SIP (from conference room) 96197075966@zoomcrc.com AGENDA, May 25, 2021 10:00 - 10:10 Opening by NARW and the World Bank 10:10 - 10:35 Presentation by NARW 10:35 - 10:50 Short/multiple answers questionnaire to assess the knowledge transfer (participants) 10:50 - 11:20 Kye WSS challenges preventing service improvement and UWWTD compliance (WB) 11:20 - 11:40 Q&A and discussions 11:40 - 11:50 Coffee/tea break (self-supplied) 11:50 - 12:30 Proposed WSS Strategy framework, vision and pillars (WB) 12:30 - 12:50 Q&A and discussions 12:50 - 13:20 Lunch break (self-supplied) 13:20 - 14:00 Focusing on the required sector measures (WB) 14:00 - 14:20 Why developing a full-fledged strategy and necessary steps (WB) 14:20 - 14:40 Q&A and discussions 14:40 - 14:55 Short/multiple answers questionnaire to assess the knowledge transfer (participants) 14:55 - 15:00 Closing by NARW and the World Bank Al patrulea seminar în cadrul WSS RAS (P167925) - 25.05.2021 Dezvoltarea unei strategii AAC pentru problemele sectoriale nerezolvate Nr. Nume și prenume Instituția (MMAP/ANAR /ABA/ Adresa de e-mail SGA) 1. Costică CHIHAIA MMAP costica.chihaia@mmediu.ro 2. Daniela CATANĂ MMAP daniela.catana@mmediu.ro 3. Cosmin DECU MMAP cosmin.decu@mmediu.ro 4. Iuliana CHIDU MMAP iuliana.chidu@mmediu.ro 5. Corina Boscornea ANAR corina.boscornea@rowater.ro 6. Iuliana PINTILIE ANAR iuliana.pintilie@rowater.ro 7. Ioana NEDELEA ANAR ioana.nedelea@rowater.ro 8. Mariana MINCU ANAR mariana.mincu@rowater.ro 9. Andreea Ioana DĂESCU ANAR andreea.dăescu@rowater.ro 10. Dana SĂCUIU ANAR dana.săcuiu@rowater.ro 11. Elena DOBRIN ANAR elena.dobrin@rowater.ro 12. Constanța MOLDOVAN ANAR constanța.moldovan@rowater.ro 13. Iulia GHEORGHIU ANAR iulia.gheorghiu@rowater.ro „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 14. Gianina Tănase ANAR gianina.tănase@rowater.ro 15. Gabriela PIETRĂREANU ANAR gabriela.pietrăreanu@rowater.ro 16. Mihaela ȘTEFĂNESCU ABA Argeș-Vedea mihaela.stefanescu@daav.rowater.ro 17. Magdalena MARINESCU ABA Argeș-Vedea magdalena.marinescu@daav.rowater.ro 18. Tatiana DIACONU ABA Argeș-Vedea tatiana.diaconu@daav.rowater.ro 19. Monica Elena DIACONU ABA Argeș-Vedea monica.diaconu@daav.rowater.ro 20. Madalina ENACHE SGA Argeş florina.enache@daav.rowater.ro 21. Florin Adrian GHITA SGA lfov-București florin.ghita@daav.rowater.ro 22. Anamaria Teodora BADEA SGA lfov-București anamaria.sofroniei@daav.rowater.ro 23. Florina TUDOR SGA Giurgiu florina.tudor@daav.rowater.ro 24. Iulian STANCIU SGA Teleorman iulian.stanciu@daav.rowater.ro 25. Rita Carmen ANESCU ABA Banat ranescu@yahoo.com 26. Lăcrămioara BACIU ABA Banat lacramioara.baciu@dab.rowater.ro. 27. Diana Octavia CRISTESCU ABA Banat diana.cristescu@dab.rowater.ro. 28. Laura-Diana TRANCĂ ABA Banat lauratranca@yahoo.ro. 29. Ana PĂRVULESCU SGA Caraş-Severin graresita_cs@yahoo.com 30. Daniela Iuliana LUCI SGA Timiș daniela.luci@dab.rowater.ro „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 31. Maria MARINESCU ABA Buzău- Ialomița mirela.marinescu@daib.rowater.ro 32. Luminița TACHE ABA Buzău- Ialomița luminita.tache@daib.rowater.ro 33. Adriana Petcu ABA Buzău- Ialomița adriana.petcu@daib.rowater.ro 34. Cornelia Constanța RADU ABA Buzău- Ialomița cornelia.radu@daib.rowater.ro 35. Oana CHITIC SGA Brăila oana.chitic@sgabr.daib.rowater.ro 36. Gabriela IONESCU SGA Buzău ionescu.gabriela@sgabz.daib.rowater.ro 37. Daniela ALECU SGA Călărași daniela.alecu@sgacl.daib.rowater.ro 38. Manuela DRAGHICI SGA Dâmbovița manuela.draghici@sgadb.daib.rowater.ro 39. Cristina Isabel DIMA SGA Ialomița cristina.iosif@sgail.daib.rowater.ro 40. Irina SELARU SGA Prahova irina.selaru@sgaph.daib.rowater.ro 41. Angela Gabriela PETRESCU ABA Crișuri gabi.petrescu@dac.rowater.ro 42. Otilia Ileana ROMAN ABA Crișuri otilia.roman@dac.rowater.ro 43. Mariana Nicoleta VID ABA Crișuri mariana.bot@dac.rowater.ro 44. Ramona Ioana TEGZES ABA Crișuri ramona.tegzes@dac.rowater.ro 45. Cristina CRIȘAN-FILIP SGA Bihor cristina.filip@dac.rowater.ro 46. Luminița GHEORGHE ABA Dobrogea-Litoral luminita.gheorghe@abadl-rowater.ro 47. Daniela POPESCU ABA Dobrogea-Litoral daniela.popescu@abadl-rowater.ro. „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 48. Irina POPESCU ABA Dobrogea-Litoral irina.popescu@abadl-rowater.ro 49. Alina RĂGĂLIE ABA Dobrogea-Litoral alina.ragalie@abadl-rowater.ro. 50. Mirela BECEANU SGA Constanța mirela.beceanu@abadl-rowater.ro. 51. Costel BALTOIU SGA Tulcea costel.baltoiu@abadl-rowater.ro 52. Adina MARIAN ABA Jiu adina.serban@daj.rowater.ro 53. Maria MANDA ABA Jiu maria.manda@daj.rowater.ro 54. Larisa MIHAI ABA Jiu larisa.mihai@daj.rowater.ro 55. Cristian DUMITRAȘCU ABA Jiu oliver.dumitrascu@daj.rowater.ro 56. Mihaela CONSTANTINESCU SGA Dolj mihaela.constantinescu@sgadj.daj.rowater.ro 57. Niculina CIOCOTOIU SGA Gorj niculina.ciocotoiu@sgagj.daj.rowater.ro 58. Lucia ISPAS SGA Gorj lucia.ispas@sgagj.daj.rowater.ro 59. Evelina-Laura SCHINTEE SGA Mehedinți apegramh@yahoo.com 60. Sorina – Liliana CHIBELEAN ABA Mureș sorina.chibelean@dam.rowater.ro 61. Lucia Adela BRUSTUR ABA Mureș sorina.chibelean@dam.rowater.ro 62. Irina Doina HERGHELEGIU ABA Mureș irina.herghelegiu@dam.rowater.ro 63. Simona Corin TANDEA ABA Mureș simona.tandea@dam.rowater.ro 64. Codruta Mirela POPESCU SGA Arad codruta.popescu@sgaar.dam.rowater.ro. „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 65. Florina Anca CIOARA SGA Alba anca.cioara@sgaab.dam.rowater.ro. 66. Adrian Alexandru VADUVA SGA Hunedoara adrian.vaduva@sgahd.dam.rowater.ro 67. Florin Remus SIMOIE SGA Mureș florin.simoie@sgams.dam.rowater.ro 68. Laura RĂDULESCU ABA Olt laura.radulescu@dao.rowater.ro 69. Florin TĂNASE ABA Olt florin.tanase@dao.rowater.ro 70. Adrian PAUNESCU ABA Olt adrian.paunescu@dao.rowater.ro 71. Agneta MATEI ABA Olt agneta.matei@dao.rowater.ro 72. Adriana RAILEANU SGA Brașov adriana.raileanu@dao.rowater.ro 73. Angela SZABO SGA Covasna angela.szabo@dao.rowater.ro 74. Csilla BALAZS SGA Harghita csilla.balasz@dao.rowater.ro 75. Elisabeta VANTU SGA Olt elisabeta.vantu@dao.rowater.ro 76. Cristina CIRCO SGA Sibiu cristina.circo@dao.rowater.ro 77. Florentina UNGUREANU SGA Vâlcea florina.ungureanu@dao.rowater.ro 78. Dan BURUIANĂ ABA Prut-Bârlad dan.buruiana@dap.rowater.ro 79. Lenuța PÂNZARIU ABA Prut-Bârlad lenuta.pinzariu@dap.rowater.ro 80. Lacramioara HRANICI ABA Prut-Bârlad lacrimioara.hranici@dap.rowater.ro 81. Irina TUTUNARU ABA Prut-Bârlad irina.tutunaru@dap.rowater.ro „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 82. Cojocaru Loredana SGA Iasi loredana.cojocaru@dap.rowater.ro 83. Ovidiu OPREA SGA Iași ovidiu.oprea@dap.rowater.ro 84. Viorel HANTA SGA Galați viorel.hanta@sgagl.dap.rowater.ro 85. Petronela Bogza SGA Iasi bogzap75@yahoo.com 86. Delia GHEORGHE ABA Siret delia.gheorghe@das.rowater.ro 87. Alina CHIRIBĂU ABA Siret alina.chiribau@das.rowater.ro 88. Magdalena LUNGU ABA Siret magdalena.lungu@das.rowater.ro 89. Ioana CANCEL ABA Siret ioana.cancel@das.rowater.ro 90. Adina Saulea SGA Vrancea adina.saulea@sgavn.das.rowater.ro 91. Mihaela PERCA SGA Neamț mihaela.perca@sgant.das.rowater.ro 92. Andrei IORDACHE SGA Suceava andrei.iordache@sgasv.das.rowater.ro 93. Melinda HĂRĂGUȘ ABA Someș-Tisa melinda.haragus@dast.rowater.ro 94. Oana-Roxana TRIF- MIROȘANU ABA Someș-Tisa oana.mirosanu@dast.rowater.ro 95. Iulia SELAGEA ABA Someș-Tisa iulia.selagea@dast.rowater.ro 96. Carmen MAIER ABA Someș-Tisa carmen.maier@dast.rowater.ro 97. Giana POPA SGA Cluj giana.popa@dast.rowater.ro 98. Simona HĂȘMĂȘAN SGA Bistriţa-Năsăud simona.hasmasan@sgabn.dast.rowater.ro „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 99. Antonela BUȘECAN SGA Maramureş antoaneta.cardos@sgamm.dast.rowater.ro 100. Carmen Maria POP SGA Satu Mare carmen.pop@sgasm.dast.rowater.ro 101. SGA Sălaj andreea.pernes@sgasj.dast.rowater.ro Andreea PERNEȘ Responsabil de proiect Dr.ing. Corina BOSCORNEA Ivaylo Kolev Senior Water Supply and Sanitation Specialist World Bank „Proiect cofinanțat din Fondul Social European, prin Programul Operațional Capacitate Administrativă 2014 -2020”, codul MySMIS 126656./cod SIPOCA 588 Participants from fourth training - Development of a WSS Strategy outline to address the outstanding sector issues May 25, 2021 *there is no perfect reconciliation between the lists of participants from print screens and the final lists, for reasons related to the way participants were connected to the virtual meeting (e.g. some participants were connected under the name of their institution, other name, incomplete name, etc)." Brief report for training 4 on development of a WSS Strategy outline to address the outstanding sector issues Training 4 on development of a WSS Strategy outline to address the outstanding sector issues was well attended by representatives of NARW both from the central and county branch units. Participants performed an inception test to check their understanding about the remaining challenges in Romanian WSS sector. They have also repeated the same test at the end of the training to assess the obtained knowledge. The first test signaled a good understanding of the required reforms and outstanding issues preventing the sector to be inclusive and sustainable. Even though the general understanding was sufficient, questions like what the recommended way is to develop strategic documents for the WSS sector; how a national vision for Romanian WSS sector should be developed; what the difference between Strategy outline and full-fledged Strategy identified knowledge gaps and have been tackled during the training, which resulted in higher scores on the second test and increased skills. During the training the lecturers focused on the key WSS sector challenges – Access to WSS services, Regionalization of WSS services, Rethinking the WSS sector financial framework, Improving institutional set up, leadership and incentive framework in the WSS sector, New water security and resilience agenda. Along with the issues the training referred to the solutions proposed in the document, prepared by the Bank and shared with the MEWF. The training continued by presenting how a WSS Strategy for Romania should be developed: both the process and also the draft content. Examples from Portugal were presented on the developed strategic sector documents and lessons learned. Based on this experience ten reasons to develop a National Strategy for Romanian were given along with the proposals for a Strategic Plan structure, Vision, six Pillars, as well as twenty-two Strategic Objectives for the future full-fledged WSS Strategy. A detailed presentation of the Proposed Priority Measures for Romanian WSS Sector was delivered with a deep dive on some of the most important areas: Asset Management (Business) Planning, the role of aggregation/regionalization of WSS utilities, and Partnering with the Private Sector to Deliver Environmental Improvements. The training finished with a presentation and a discussion of the need to go beyond the developed WSS Strategy outline and why Romanian needs a full-fledged Strategy. The lecturers presented arguments around – WSS sector being one of the main infrastructure sectors contributing to the decent livelihood to population; the existing national territorial and large institutional coverage; unfinished reforms agenda in the sector; EU compliance urgent requirements; dealing with the former “piecemeal” approach; remaining multiple and acute challenges to achieve universal access, water security and resilience as well as the significant transversal issues. A lot of recommendations have been provided. Some of them highlight that the Strategy has to be comprehensive and address all sectoral bottlenecks identified through the diagnostic, should, through its’ preparation process, contribute to strengthening the multi challenge planning and implementation national capacity, and should enable all voices to be heard towards building a safe and healthy living environment. Technical Support to Romania in Analyzing and Addressing the Challenges in Meeting the UWWTD requirements TRAINING No 4: Development of a WSS Strategy outline to address the outstanding sector issues Ivaylo Kolev, Senior WSS Specialist, the World Bank www.worldbank.org/water | www.blogs.worldbank.org/water | @WorldBankWater AGENDA 10:00 - 10:10 Opening by NARW and the World Bank 10:10 - 10:35 Presentation by NARW 10:35 - 10:50 Short/multiple answers questionnaire to assess the knowledge transfer (participants) 10:50 - 11:20 Kye WSS challenges preventing service improvement and UWWTD compliance (WB) 11:20 - 11:40 Q&A and discussions 11:40 - 11:50 Coffee/tea break (self-supplied) 11:50 - 12:30 Proposed WSS Strategy framework, vision and pillars (WB) 12:30 - 12:50 Q&A and discussions 12:50 - 13:20 Lunch break (self-supplied) 13:20 - 14:00 Focusing on the required sector measures (WB) 14:00 - 14:20 Why developing a full-fledged strategy and necessary steps (WB) 14:20 - 14:40 Q&A and discussions 14:40 - 14:55 Short/multiple answers questionnaire to assess the knowledge transfer (participants) 14:55 - 15:00 Closing by NARW and the World Bank Key WSS sector challenges • Access to WSS services - The urban-rural divide in Romania is particularly apparent in access to WSS services, raising major inclusion issues; - 94% of the urban population had access to safe water supply against only 47% in rural settlements in 2018; - 87% of the urban population had access to sanitation services against only 14% of the rural population in 2018; - connection issues. Key WSS sector challenges (cont.) • Regionalization of WSS services - how to ensure compliance in small agglomerations (agg. b/n 2,000 and 10,000 p.e.); - there was limited clarity of who’s providing WSS services in these agglomerations; - no national policy on how to complete the aggregation process; - most of the small operators cannot invest (don’t have access to EU grant funds) and are not sustainable; - resistance by local authorities, compliance obligations not transferred. Key WSS sector challenges (cont.) • Rethinking the WSS sector financial framework - Romanian WSS sector needs massive investments, but there is a huge financing gap; - IAP proposed some solutions to optimize investments and pointed out the need for different prioritization and financing approach; - Acceleration of project preparation and delivery is critical; - Revise, increase and better target national budget transfers through the PNDR and PNDL. Key WSS sector challenges (cont.) • Improving institutional set up, leadership and incentive framework in the WSS sector - The lack of assumed leadership of the WSS sector calls for urgently defining an “institutional champion”; - Improving coordination and institutional efforts in the sector; - Some long-postponed sector decisions need to be taken or moving forward with sector improvements would not be possible; - The existing “carrot” approach stopped working, maybe “stick” need to be strengthened and applied. Key WSS sector challenges (cont.) • New water security and resilience agenda - Water security and resilience to climate change is becoming an important issue in the Romanian WSS sector; - Needs to strengthen integrated water resource management; - Limited implementation of programs of measures; - Lack of coordination between broader water sector investments. Thank you! www.worldbank.org/water ikolev@worldbank.org Technical Support to Romania in Analyzing and Addressing the Challenges in Meeting the UWWTD requirements TRAINING NO. 4: Development of a WSS Strategy Diogo Faria de Oliveira, Consultant, the World Bank www.worldbank.org/water | www.blogs.worldbank.org/water | @WorldBankWater AGENDA • 10 reasons to develop a National Strategy • Strategic Plan structure • Vision • The 6 Pillars • The 22 Strategic Objectives • Conclusions 10 reasons to develop a National Strategy • Definition of objectives and priorities • Stakeholders’ alignment • Identification and correction of inequalities • Identification and allocation of financial needs • Improvement of institutional framework and governance • Reduction of inefficiencies • Allocation of responsibilities • Accountability • Transparency • Creditworthiness Strategic Plan structure The proposed Romanian WSS strategy is built around a pyramidal structure, with 5 successive layers, throughout a 7-year period: − Layer 1: at the top is the National Vision − Layer 2: the Strategic Pillars, are the key dimensions Vision of the strategy to be addressed to fulfill the national vision 6 Pillars − Layer 3: the Strategic Objectives are grouped under each strategic pillar. These 22 Objectives correspond to a series of specific outcomes to be achieved by the strategy. 38 Measures (tentative) − Layer 4: the Priority Measures Actions (to be determined) (or reforms) to be implemented to achieve the various strategic objectives − Layer 5: at the base of the pyramid, represents the List of Detailed Actions (i.e. outputs) to be carried out to successfully implement the priority measures. Vision • The Vision statement defines the core ideals that give the Plan shape and direction, the long-term goals and objectives, providing a powerful way to motivate and guide stakeholders • It shall be the product of a consensus between the Romanian stakeholders • It should be based on the missions and principles of the WSS sector: equal access to public services and ensuring public health and environmental sustainability • The national Vision shall not be imposed, but rather proposed, discussed, and endorsed by all actors. Vision • As a starting point, one option for the proposed statement of the WSS national vision would be: “Ensure affordable access to quality potable water and sanitation services to all Romanians, through a resilient WSS sector that achieves full compliance with EU water directives” • This statement was based on three guiding priorities: – EU compliance – Closing the WSS access gap – Resilience of the WSS sector The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Vision 6 Pillars 22 Objectives 38 Measures (tentative) Actions (to be determined) The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since everything flows from an adequate institutional framework The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since Access to everything public services flows from by the entire an adequate population institutional framework While assuring affordability The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since Access to Solving everything public services infringement flows from by the entire and penalties an adequate population institutional Improving the framework While assuring sustainability affordability and resilience of the Romanian WSS sector The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since Access to Solving Increasing everything public services infringement self-generated flows from by the entire and penalties cash flow, an adequate population thus helping institutional Improving the close the WSS framework While assuring sustainability funding gap affordability and resilience of the Unblocking Romanian regionali- WSS sector zation and improving ROCs performance The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since Access to Solving Increasing Optimizing all everything public services infringement self-generated sources of flows from by the entire and penalties cash flow, funding for an adequate population thus helping the WSS institutional Improving the close the WSS sector framework While assuring sustainability funding gap affordability and resilience The “3 Ts” of the Unblocking framework – Romanian regionali- Tariffs, Taxes WSS sector zation and and Transfers improving ROCs performance The 6 Pillars PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 PILLAR 5 PILLAR 6 Upgrading the Guaranteeing Ensuring Promoting Closing the WSS Moving towards Institutional affordable access compliance with efficient WSS financial gap a more resilient Framework to quality WSS EU water utilities WSS sector services for all directives Crucial since Access to Solving Increasing Optimizing all Addressing everything public services infringement self-generated sources of the challenges flows from by the entire and penalties cash flow, funding for of climate an adequate population thus helping the WSS adaptation institutional Improving the close the WSS sector and circular framework While assuring sustainability funding gap economy with affordability and resilience The “3 Ts” the goal of of the Unblocking framework – strengthening Romanian regionali- Tariffs, Taxes the resilience WSS sector zation and and Transfers of the WSS improving sector ROCs performance The 22 Strategic Objectives Vision 6 Pillars 22 Objectives 38 Measures (tentative) Actions (to be determined) The 22 Strategic Objectives PILLAR 1 Upgrading the Institutional Framework • Building adequate capacity and leadership for implementation of Improving the Institutional the strategic plan shall be factored into the design of the full- capacity of the WSS sector fledged WSS strategy Enhancing the role of local • While it is too early to outline a policy recommendation for governments in the WSS adjusting the role of local municipalities, it should focus on sector making local authorities accountable for UWWTD compliance through a mix of incentives and sanctions Furthering the regionalization of WSS • One potential solution for unlocking the current deadlock would services providers be to adopt an incentive to facilitate the aggregation process • One way to simplify and streamline procedures in the short term Removing administrative would be to co-finance part of the cost of all “strategic” WSS civil bottlenecks for civil works works with International Financing Institutions The 22 Strategic Objectives PILLAR 2 Guaranteeing affordable access to quality WSS services for all • Closing the WSS access gap shall be a priority, to be achieved through a “portfolio approach”, combining network coverage Closing the WSS access gap expansion with appropriate individual solutions for small rural settlements Ensuring that WSS tariffs • The 2018 decision to introduce WSS subsidies must be revised. remain affordable for all As affordability needs to be addressed without delay by introducing a social water tariff for the poor. The 22 Strategic Objectives PILLAR 3 Ensuring compliance with EU water directives • The WB team worked with MEWF to propose a new approach Keeping UWWTD in developing an updated UWWTD Implementation Plan. The compliance as a priority for options that provide the best results are: proper delineation of years to come agglomeration boundaries; the calculation of pollution load in line with UWWTD requirements, and; improvement of IAS in small agglomerations between 2,000 and 5,000 p.e., where no collecting systems and WWTP exist • There are still several “black spots” and investment is needed in Ensuring quality of potable smaller water distribution systems. The issue of ensuring safe water under the DWD potable water for the 40% of the total Romanian population which is not subject to mandatory water quality control under the DWD will still need to be addressed. The 22 Strategic Objectives PILLAR 4 Promoting efficient WSS Continues in next slide utilities • Modernizing WSS utilities is a complex and multidimensional Modernizing ROCs issue. The World Bank Utility Turnaround Framework (UTF) may be a good solution to propose an action plan for ROCs Improving other • Improving the energy efficiency; optimizing staff allocation and performance dimensions of skills; improving customer attention; increase collection rate ROCs • Develop a comprehensive capacity building program, directed Furthering capacity at all levels of the WSS operators’ staff. Such a program could be building of ROCs driven by ARA Addressing the special • Using alternative PPP contractual approaches that focus on challenges of the weakest improving O&M performance in weak utilities, rather than ROCs concessions. This could be done through Management, Lease or Performance Based Contracts The 22 Strategic Objectives PILLAR 4 Promoting efficient WSS Cont. from previous slide utilities Modernizing ROCs Improving other performance dimensions of ROCs Promoting excellent ROCs Furthering capacity building of ROCs Addressing the special challenges of the weakest ROCs The 22 Strategic Objectives PILLAR 4 Promoting efficient WSS Cont. from previous slide utilities • This includes institutional autonomy, formal powers, and Strengthening the role of budgetary and managerial autonomy. This should be the national regulator addressed by focusing on: (i) improving “sunshine regulation” ANRSC mechanisms, (ii) promoting greater tariff-based cost recovery, and (iii) adopting economic regulation based on business plans • Reducing NRW should be a keystone priority for the Reduce NRW levels improvement of WSS utilities’ performance. Priority should be given to commercial losses • Promoting innovation is largely a transversal issue that can bring Promoting a culture of much gains in efficiency, customer management and resilience. innovation For example, digital solutions can help in operational efficiency, communicating with the clients and in better risk management The 22 Strategic Objectives PILLAR 5 Closing the WSS financial gap Increasing Government • Higher level of tax transfers from the central government are support through efficient needed to close the financial gap of the WSS sector tax transfer Fostering territorial • Complementing tax transfers with some form of tariff revenues solidarity through a tariff transfers between customers from rich to poor areas would surcharge allow to reduce the magnitude of the tax transfers needed. • The new EU Green Deal is providing additional and potentially Remaining opportunistic significant sources of EU grant funding. Also, the EU recovery about new EU funding fund in the context of the Covid-19 crisis is providing additional potential sources of EU grants to the WSS sector. Further improving cost recovery through gradual • Explained in next slide tariff increases The 22 Strategic Objectives PILLAR 5 Further improving cost recovery through gradual tariff Closing the WSS financial increases gap Inefficiencies and high Tariffs ELIMINATION OF INNEFICIENCIES CAPEX Amortization TAXES HIGH TARIFF INCREASES TRANFERS Socially CAPEX affordable Amortization CAPEX Tariffs Amortization Financial sustainability OPEX Efficient operation OPEX OPEX Affordable Tariffs Optimum Tax and Transfers Unsustainable Tariffs COSTS REVENUES COSTS REVENUES COSTS REVENUES OPERATIONAL OPTIMIZATION GRADUAL TARIFF BASELINE AND REMOVAL OF AJUSTAMENTO SOCIAL FINAL RESULT ADJUSTMENT DO TARIFÁRIO INEFFICIENCIES High financial gap Introducing Social Tariffs High inefficiency costs Assuming Tax and Grants Low quality of service transfers HIGH COSTS | LOW TARIFFS Measures and Actions predicted on the National Strategy FAIR TARIFFS The 22 Strategic Objectives PILLAR 6 Moving towards a more resilient WSS sector Improving the resilience to • Preparing utilities for predictable severe draughts and heavy climate change of WSS rain periods systems • Increasing resilience of WSS services to climate change; Promoting green providing opportunities to access new additional EU grant infrastructure and a more funding and facilitating compliance with the WFD which calls circular WSS sector inter alia for integrated water resources management Adopting a holistic • The new “Utilities of the Future” (UoF) WB initiative provides approach for resilient WSS a potentially useful framework for adopting a holistic approach services towards resilient WSS utilities in Romania Vision, Pillars and Objectives are the top core guidelines for a sound WSS strategy VISION: “Ensure affordable access to quality potable water and sanitation services to all Romanians, through a The proposed Vision, Pillars resilient WSS sector that achieves full compliance with EU water directives” and Objectives shall be further PILLAR 1 Upgrading the PILLAR 2 Guaranteeing PILLAR 3 Ensuring PILLAR 4 Promoting PILLAR 5 Closing the WSS PILLAR 6 Moving towards matured during the Institutional Framework affordable access to quality WSS services for all compliance with EU water directives efficient WSS utilities financial gap a more resilient WSS sector development of the full-fledged Improving the Keeping UWWTD Further improving Improving the strategy Institutional capacity of the WSS sector Closing the WSS access gap compliance as a priority for years to come Modernizing ROCs cost recovery through gradual tariff increases resilience to climate change of WSS systems Increasing Central Enhancing the role Improving other Promoting green − Pandemic emergency state limited the of local governments in Ensuring that WSS tariffs remain Ensuring quality of potable water performance dimensions of Government support through infrastructure and a more circular affordable for all under the DWD efficient tax brainstorm with Romanian key the WSS sector ROCs transfer WSS sector Fostering stakeholders Furthering the regionalization of Furthering capacity building territorial solidarity through Adopting a holistic approach for WSS services resilient WSS of ROCs introducing a tariff providers services surcharge − This is a strategy for Romania, thus, Removing administrative Addressing the special challenges Remaining opportunistic should be thought by Romanians bottlenecks for civil works of the weakest ROCs about new EU funding Strengthening the role of the − The main Objectives are herein national regulator ANRSC identified, but they must be fine tuned Reduce NRW levels − The World Bank can help with its Promoting a international experience culture of innovation Thank you! www.worldbank.org/water ikolev@worldbank.org Technical Support to Romania in Analyzing and Addressing the Challenges in Meeting the UWWTD requirements TRAINING NO. 4: Proposed Priority Measures – Level 4 Bill Kingdom www.worldbank.org/water | www.blogs.worldbank.org/water | @WorldBankWater Hierarchy in the Plan LEVEL 4 Potential Measure Pillar 1 – Upgrading institutional framework TOTAL OF 38 MEASURES 1. Establishing an institutional champion for the WSS sector 1. Improving institutional coordination for WSS civil works 1. Improving the functioning of IDAs 1. Putting pressures on municipalities for UWWTD infringement 1. Merging of ROCs beyond country boundaries 1. Making the joining of ROCs compulsory for some targeted municipalities 1. 1. Introducing transitional subsidies to help ROCS absorb poor WSS systems Introducing transitional schemes for ROCs to assist municipal WSS services Pillar 1 – Upgrading Institutional Framework 1. Developing a phased plan for completing the regionalization 1. Upgrading the national tendering procedures for civil works 1. Merging of ROCs Pillar 2 Guaranteeing affordable access to quality WSS services 1. Introducing a social water subsidy for the poor 2. Making Joining ROCs compulsory for some 1. Upgrading the WSS connection subsidy with national funding 1. 1. Putting in place a subsidy for in-house plumbing for the very poor Enforcing connection obligation to new WSS networks municipalities 3. Introducing transitional subsidies to absorb or 1. Carrying out a national campaign to promote WSS connections 1. Establishing water quality monitoring for in-house supply 1. Developing a sustainable model for WSS self-access in small settlements Pillar 3 Ensuring Environmental compliance assist 1. Implementing the updated UWWTD implementation plan 1. 1. Upgrading legislation to allow for recourse to IAS Accelerating UWWTD implementation through BOTs & DBOs for WWTPs 4. Plan for completion of regionalization 1. Promoting sustainable solutions for disposal of WWTPs sludge 1. Guaranteeing safe drinking water under the DWD Pillar 4 Promoting Efficient WSS utilities 1. Strengthening the national water regulator (ANRSC) 1. Promoting more professional management of ROCs 1. 1. Implementing a systematic capacity building program for ROCs Reducing NRW levels with priority on commercial losses Pillar 4 - Promoting Efficient WSS Utilities 1. 1. 1. Initiating implementation of asset management Promoting improved energy efficiency Using “smart” PPPs to turn around the worst performing ROCs 1. Strengthening regulator Pillar 5 Closing the financial gap 2. Promoting more professional management 1. Further increasing tariffs to improve cost recovery 1. 1. Increasing budget transfers to the WSS sector in an efficient manner Introducing a national solidarity contribution 3. Implementation of asset management Pillar 6 Moving towards a more resilient WSS sector 1. Introducing green technologies into UWWTD investment plans 1. Experimenting with wastewater reuse pilots 1. Promoting large scale biogas production in WWTPs 1. Improving urban floods prevention and drainage services 1. Developing drought resilience plan for each ROC/ County 1. Improving global resilience to external shocks Part 1: Asset Management (Business) Planning, Why do it? • No business, whether public or private, can legitimately operate without forecasting its way forward. • It provides a means of both reporting to the Executive Board and seeking its approval for the coming year’s budget. • For Government, to consider support and grants • For financiers, to consider when approving loans • For the community, to know their utilities plans • For the regulator, to monitor performance and consider tariff reviews • Ultimately – no well-run utility can be managed without a good Asset Management/Business plan 4 The Asset Management (Business) Planning Process – what do we need? • Required Service levels • Asset condition and performance • Asset Valuation • Investment Needs – PING (Preservation, Improvement, New Demand, Growth in Demand) • Outputs and Activities • Financial Modeling • Comparative Performance 5 Key Features Of An Asset Management Plan 6 Sustainability, Levels of Service and Affordability – the Key Drivers • Introduces clarity and transparency – not engineering wish lists • Define what Level of Service you require – many dimensions (environmental, customer, others) • Define sustainability – many dimensions (environmental, financial, infrastructural, others) • Calculate what that will cost • Determine sources of funding (non repayable finance – tariffs, subsidies) and financing (repayable loans) • Is this affordable and acceptable to consumers • Iterate…… Asset Valuation Approaches – often under appreciated! The Requirement • Value of stock by asset type and depreciation category Typical Solutions • Asset databases • Unit cost models • Water utility inflation indices 8 Sample Cost Function* Circular Humus Tanks 250 200 C ost 150 £000s (Q3/92) 100 50 0 0 100 200 300 400 500 600 S_A rea (sq.m) Data Model Own data +90% conf. -90% conf. * Source WRc TR61 9 Asset Condition Assessment Typical Grading System 1. Sound modern structure with modern mechanical and electrical plant and components that are operable and well-maintained. 2. As 1,but showing some minor sign of deterioration. Routine refurbishment and maintenance required with review of condition in the medium term. 3. Functionally sound, but appearance significantly affected by deterioration, structure is marginal in its capacity to prevent leakage, mechanical and electrical plant and components function adequately but with some reduced efficiency and minor failures. Review of condition required during the medium term. 4. Deterioration has a significant effect on performance of asset, due to leakage or other structural problems, mechanical and electrical plant and components function but require significant maintenance to remain operational. Will require major overhaul/replacement within medium term. 5. Serious structural problems having a detrimental effect on the performance of the asset. Effective life of mechanical and electrical plant and components exceeded incurring excessive maintenance costs compared to replacement cost due to unreliability. Will require major overhaul/replacement in short term. Asset Condition Profiles 11 Part of a regulatory/oversight system • Periodic updates • Annual progress reports • Quality of data – auditing of submissions • Debate between regulators on levels of service • Involvement of customers • Financial equilibrium – Levels of service vs Funding vs Financing • Incentives and penalties Any points of clarification? (Q&A is later) Part 2: The role of aggregation/regionalization Grouping of several municipalities into a single administrative structure for the provision of a service Aggregated service provider town A town B town D aggregation town C Drivers for regionalization Cost sharing Increased efficiency Access to water resources Access to professional services Access to PPP Access to finance 15 Design of Regionalization: Purpose, Scope Design of Regionalization: Scale, Process Roadmap: A Long-Term Process of 4 Stages 1-3 years • Deciding 1-5 years • Designing 1-10 years • Implementing 5-15 years • Sustaining Regionalization Success Path (14 case studies) • Starting from: • low cost–low performance → going through higher cost, higher performance → to reach • high performance, lower cost Main Take-Aways (1) ➢ Regionalization is a policy option, not a panacea for all sector challenges ➢ Regionalization comes in many different shapes and forms, depending on the local circumstances ➢ The design of a successful regionalization will depend on the intended purpose of the regionalization, as well as on the overall context in which it takes place Main Take-Aways (2) ➢ In the developing world, regionalization is primarily a means to deliver better services rather than to lower costs ➢ Regionalization is a gradual, long-term process that requires strong stakeholder commitment ➢ Finally, regionalization are most successful when accompanied by a broader sector reform addressing governance, financing, and regulatory issues at the sector level Case Study Findings: Success Factors • Having a stable champion throughout the aggregation often improves the likelihood of success. • Building ownership and aligning the interests of stakeholders at all levels is essential. • Defining principles but allowing flexibility in implementation ensures local ownership. • Results take time; gradual improvement strategies with a consequent focus on results are particularly successful. Case Study Findings: Risk Factors • Not acknowledging context and purpose when designing an aggregation can lead to failure. • When political leadership changes over time, aggregation can be jeopardized. • Harmonization of administrative practices may level performance down and costs up. • Transaction costs can hamper aggregation success. • Cherry-picking practices can undermine the outcome of an aggregation whose purpose involves externalities such as cross-subsidies or capacity transfers. Incentives for Regionalization in Romania 1. Bringing participating utilities to a common level of service – capital investments (Primary beneficiaries – customers, politicians, utility) – Capital Grants/Loans 2. Creating a modern regional utility – investment in training, systems and equipment (Primary beneficiaries – utility staff, politicians) – Capital Grants/Loans 3. Providing transitional O&M support (Primary beneficiaries – customers, utilities, politicians) - Subsidies Transitional O&M Subsidies Incentive Payment for Aggregation Cost Decreases: - Efficiencies - Energy - Leakage Cost Increases: 3’ GoR - Collections - Salary Level up - Better Quality ’ GoR Subsidy Management Policy to be - Better O&M 3” GoR Clear and - Better Service Predictable 2’ ULB Revenue Sources to GoR GoR 3 be Determined but 2” more from Tariff to reflect better Level 2 ULB ULB of Service Tariff Tariff Tariff 1 1’ 1” In addition to capital grants for service improvement and Cost Revenue Cost Revenue Cost Revenue establishing modern Current Initial Consolidated regional utility Situation Aggregation Aggregation (Year 1) (Year N) Any points of clarification? (Q&A is later) Part 3: Partnering with the Private Sector to Deliver Environmental Improvements The use of Design Build Operate Contracts Why consider a PPP in water sector? ➢ Improve quality of service ➢ Improve efficiency in operation of service ➢ Improve efficiency in capital works ➢ Reduce costs and improve revenues => stronger financial performance and reduced subsidies ➢ Access latest technology ➢ Access to “know how” and systems/procedures ➢ Mobilize private finance Public Private Partnerships (PPP) ➢ The PPP’s can take a number of forms ➢Service contracts (maintenance of pump stations, leakage reduction) ➢System Operation and Maintenance only ➢Affermage – includes renewal of assets ➢Concession – includes new infrastructure ➢DBO/BOT – build operate transfer of specific asset (typically a treatment plant) ➢Alliance Contracting – open book partnership to common goal ➢ Can be a controversial area (especially with deeper forms of PPPs) due to a range of often emotive and philosophical arguments on contract ‘failures’ and “privatization”. These typically arise when whole of service is delegated. ➢ Political economy critical component in determining role of private sector PPP Options Summary Service/mgt Affermage Concession DBO/ BOT Divestitu contracts re Asset public public public private then private ownership public Investment public public private Private (Public private finance DBO) Commercial public shared private public/ private risk shared Operational public/ private private private private risks shared Term (yrs) 1-5 8-15 20-30 15-30 (BOT) na 5-15 (DBO) The traditional model for a WWTP • Design by a consultant – who doesn’t have to build it or operate it. Is it the optimal design? • Built by a contractor – who isn’t responsible for the design and doesn’t have to operate it. Blames the consultant for expensive construction requirements and may not pay attention to ensuring long term operational sustainability • Operated by the utility – blames everyone that came before and picks up the pieces! • DBO eliminates the blame game and sub optimal solutions by introducing single point responsibility – right design, good construction and robust operations/maintenance. DBO contract – main phases Design – Deliver Specified Performance • Reviewed by engineer on behalf of authority Build – to required standards of materials/workmanship • Monitored by engineer on behalf of client Test and Commission plant • Monitored by engineer Handover plant to public authority • Payment (final payment) for construction Delegation to operator to operate and maintain plant on behalf of authority • Periodic payment for O&M End of contract – handback of facility to authority Design build operate – main features/benefits ➢ Client specifies the performance required – and is flexible on methods of delivery ➢ DBO is a publicly financed design + build of asset followed by delegated management and maintenance of that asset – incorporated into one contract ➢ Removes interface risk between design, build and commissioning and operations –risk of delays and cost overruns reduced, resulting in more cost effective project ➢ International experience also shows that technology proposed to fit whole life objectives of utility ➢ Design + build period plus operation and maintenance period (typically O&M phase ranges from 5-15 years) ➢ Assets tend to last longer DBO Incentives for Best Value • Best value determined by: – Quality + Price – Price = lowest “whole-life” costs (Capex+Opex) • How are lowest whole life costs achieved? – Competition – Incentives for innovation – Capex / Opex balance – Build quality avoiding “gold-plating” – Ease of operation and maintenance – Producing buildable designs DBO – project preparation and bidding documents ➢ Is a DBO the right approach? ➢ technical, financial and economic feasibility of project ➢ analysis of different contracting options (conventional procurement, DBO, BOT) ➢ Look at advantages and disadvantages of different designs (eg 5 years versus 10 years etc) ➢ Legal and procurement analysis – what is feasible ➢ If decide to use a DBO, then develop bidding documents ➢ Bidding documents to focus on: ➢ the outline design and output parameters for the project ➢ bidding process to be used (whether have a request for qualification process and if so, what are qualification criteria (want to ensure that there is operating experience) ➢ how to evaluate bids, whether to have a base design to bid against ➢ Precedents available off the shelf from World Bank ➢ Financial evaluation of bidders should look at design build costs and operations Advantages of DBO over conventional procurement Advantages Disadvantages Mitigation to disadvantage Cost-effective optimal More difficult to evaluate Base design included in RFP design with incentive to proposals if design options Limit scope of design options look at whole life cost are left open to bidders Clear specifications Ensures expertise is Payment for maintenance Budget for O&M fee – check financial available to run and operations committed – capacity of authority to pay fee complicated technology cannot be pushed off Interface risks are Danger that bidder will price Careful prequalification including transferred all upside into construction operation experience so that does not really care Reserve a portion of capex until end about long term operations of long commissioning period (1 year?) Reduced of cost Bidders will build Careful RFP preparation to limit overruns and delays assumptions for lump sum possibility for gaming by bidders price 36 Moving from DBO to BOT (mobilizing private finance) – Similar incentives • Minimum “Whole-Life” costs – Balanced costs ( initial investment vs future operating) – Design / build assets to last • Efficiency ( operations / maintenance ) • “Outcome-based” – Main differences • Private sector commitment during ops phase • Transaction costs & minimum economic size • Source & cost of capital – private finance, blended finance • Marketability & private sector perceptions of risk Any points of clarification? (Q&A is later) Technical Support to Romania in Analyzing and Addressing the Challenges in Meeting the UWWTD requirements TRAINING NO. 4: Development of a WSS Strategy Outline www.worldbank.org/water | www.blogs.worldbank.org/water | @WorldBankWater WHY A FULL-FLEDGED STRATEGY and ROADMAP • Why? • Main preparatory steps • Organization and Timing • Closing remarks Why a Full-fledged WSS Strategy • WSS sector is one of the main infrastructure sectors providing decent livelihood to population • National territorial and large institutional coverage • Unfinished reforms agenda • EU compliance urgent requirements • Former “piecemeal” approach unsuccessful • Multiple and acute challenges to achieve universal access, water security and resilience • Significant transversal issues Main Preparatory Steps • Phase 1 Baseline Evaluation of the Romanian water sector performance | Diagnosis Vision • Phase 2 Strategic Framework Vision, objectives, performance indicators, Pillars targets and scenarios Objectives • Phase 3 Action Plan Measures Measures, actions, capital investment and Actions financial, human and legal resources • Phase 4 Management Plan Management, monitoring and evaluation and updating the Strategic Plan WSS Strategy Outline Contribution Addressed in To be developed in the National WSS Strategic Plan the Outline full-fledged Strategy A. DIAGNOSTIC PHASE A1. Institutional Framework Yes Improve | Update A2. Legal and Regulatory Framework Yes Improve | Update A3. Current Status of WSS Services (Baseline) Yes Improve | Update A4. Benchmark WSS sector (National and International) Yes Improve | Update A5. Major Findings Yes Improve | Update A. PROPOSED STRATEGY B1. Vision Approached Yes B2. Strategic Objectives Proposed Yes B3. Priority Measures Proposed Yes (1) Upgrading the Institutional Framework Proposed Yes (2) Guaranteeing Affordable access to quality WSS services Proposed Yes (3) Ensuring Environmental Compliance Proposed Yes (4) Promoting efficient WSS utilities Proposed Yes (5) Closing the financial gap Proposed Yes (6) Towards a more resilient WSS sector Proposed Yes B4. Performance Indicators No Yes B5. Action Plan No Yes B6. Funding Needs and available sources No Yes B7. Timeline Approached Yes A. MONITORING PHASE C1. Monitoring and Reporting Approached Yes C2. Updating and Adjusting N.A. Yes Organization and Timing • Organize a national workshop with all stakeholders – Present the WB analysis and recommendations – Explain the need and plan for full-fledged strategy – Collect first-hand comments and reflections • Mobilize large consultative and participatory approach – Decision-making representatives of main stakeholder categories from public (central and local) and private sector – Beneficiary organizations’ representatives – Professional organizations’ representatives Organization and Timing (cont.) Proposed working structure: Chair of Strategic Plan – Ministry Strategy Advisory Board – multi-institutional Working Group – core stakeholders WSS Strategy Unit Organization and Timing (cont.) Critical Requirements: • GoR to nominate theleading government institution with major sectoral stake and strong voice in the Cabinet as Chair of Strategic Plan – before workshop • Formal decision on composition of Working Group and Strategy Advisory Board – shortly after workshop • Formal establishment of WSS Strategy Unit and staff – shortly after workshop --------------------------- • Estimated time for Strategy: 18-24 months for all four phases (above) Organization and Timing (cont.) Sponsor (Rapporteur of Strategic Plan) • Ministry of Water and Forests Working Group (Drafting the Strategic Plan) • Sponsor plus: • Ministry of Public Funds • IDA’s representative • ROC’s representative Strategy Advisory Board (all relevant stakeholders) • Working Group plus: • Ministry of Public Finance • Ministry of Health • Ministry of Regional Development and Public Administration • Local authorities’ representative • ANRSC’s representative • MA LIOP’s representative • ANAR’s representative • Associations (UNCIR, AMR, AOR, ACR, ARA, FADIDA) • Competition Council’s representative • Consumer’s representative Closing remarks • The WSS Strategy: – Has to be comprehensive to address all sectoral bottlenecks identified through the diagnostic – Should, through its’ preparation process, contribute to strengthening the multi-challenge planning and implementation national capacity – Should enable all voices be heard towards building a safe and healthy living environment 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results Training 4: initial assessment test Number of participants: 80 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 1/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 1 Care din problemele enumerate din sectorul serviciilor de apă și canalizare afectează progresul către realizarea conformării cu DEAUU? lipsa progresului în ceea ce privește 6% 5 votes agregarea utilităților întârzierile din 17 procesul de 21% votes investiții` faptul că obligațiile privind conformarea nu 1% 1 vote sunt transmise autorităților locale toate cele de mai 57 71% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 2/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 2 Este nevoie în România de pregătirea unei strategii complete în sectorul alimentării cu apă și canalizării? 64 da 81% votes nu 0% 0 votes deja avem o 15 19% strategie votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 3/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 3 Care este modul recomandat pentru elaborarea de documente strategice în sectorul alimentării cu apă și canalizării? abordarea de sus 12 15% în jos votes abordarea de jos 10 13% în sus votes abordarea 58 73% participativă votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 4/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 4 Cum ar trebui dezvoltată o viziune națională pentru sectorul de apă și canalizare din România? orice spune 1% 1 vote Banca Mondiala să copiem de la 3% 2 votes altă țară printr-un proces 72 consultativ 91% votes național niciuna din cele 5% 4 votes de mai sus https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 5/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 5 Ce înseamnă decalaj nanciar? când nu ai bani 4% 3 votes când banii disponibili nu 75 corespund cu 94% votes cheltuielile necesare când nu ai oportunitatea să 3% 2 votes te împrumuți https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 6/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 6 Ce înseamnă managementul activelor? construirea unei noi infrastructuri 8% 6 votes de apă și canalizare operarea 36 infrastructurii de 45% votes apă și canalizare întreținerea 38 infrastructurii de 48% votes apă și canalizare https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 7/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 7 Care este scopul procesului de regionalizare (agregare a utilităților)? e ciența 1% 1 vote economică îmbunătățirea 3% 2 votes performanței îmbunătățirea 3% 2 votes serviciilor toate cele de mai 75 94% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 8/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 8 Care este diferența între o schemă de Strategie și o Strategie completă? schema de Strategie e mai 3% 2 votes scurtă schema de Strategie e doar un rezumat al 6% 5 votes unei strategii complete schema de Strategie oferă cadrul pentru identi carea principalelor probleme din 68 85% sector, a soluțiilor votes posibile și a procesului pentru pregătirea unei strategii complete https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 9/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results habar nu am 6% 5 votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 10/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 9 Schema de Strategie ar trebui să conțină un plan de acțiune și de nanțare? 70 da 88% votes nu 8% 6 votes nu știu 5% 4 votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 11/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 10 Care ar trebui să e obiectivul general al viziunii și al strategiei? conformitatea cu 11 reglementările 14% votes UE accesul universal la apă și canalizare, 10% 8 votes accesibil din punct de vedere al prețului Realizarea unui cadru pentru stabilirea de 6% 5 votes priorități în vederea nanțării infrastructurii toate cele de mai 56 70% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 12/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results https://app.wooclap.com/events/FGYJBX/questionnaires/60ab71b02af57c11335b2f92/results 13/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results Training 4: nal assessment test Number of participants: 77 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 1/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 1 Care din problemele enumerate din sectorul serviciilor de apă și canalizare afectează progresul către realizarea conformării cu DEAUU? lipsa progresului în ceea ce privește 4% 3 votes agregarea utilităților întârzierile din 11 procesul de 14% votes investiții` faptul că obligațiile privind conformarea nu 6% 5 votes sunt transmise autorităților locale toate cele de mai 58 75% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 2/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 2 Este nevoie în România de pregătirea unei strategii complete în sectorul alimentării cu apă și canalizării? 72 da 94% votes nu 0% 0 votes deja avem o 6% 5 votes strategie https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 3/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 3 Care este modul recomandat pentru elaborarea de documente strategice în sectorul alimentării cu apă și canalizării? abordarea de sus 20 26% în jos votes abordarea de jos 10 13% în sus votes abordarea 47 61% participativă votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 4/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 4 Cum ar trebui dezvoltată o viziune națională pentru sectorul de apă și canalizare din România? orice spune 0% 0 votes Banca Mondiala să copiem de la 5% 4 votes altă țară printr-un proces 69 consultativ 90% votes național niciuna din cele 5% 4 votes de mai sus https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 5/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 5 Ce înseamnă decalaj nanciar? când nu ai bani 8% 6 votes când banii disponibili nu 67 corespund cu 87% votes cheltuielile necesare când nu ai oportunitatea să 5% 4 votes te împrumuți https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 6/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 6 Ce înseamnă managementul activelor? construirea unei noi infrastructuri 10 13% de apă și votes canalizare operarea 32 infrastructurii de 42% votes apă și canalizare întreținerea 35 infrastructurii de 45% votes apă și canalizare https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 7/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 7 Care este scopul procesului de regionalizare (agregare a utilităților)? e ciența 0% 0 votes economică îmbunătățirea 1% 1 vote performanței îmbunătățirea 3% 2 votes serviciilor toate cele de mai 74 96% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 8/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 8 Care este diferența între o schemă de Strategie și o Strategie completă? schema de Strategie e mai 0% 0 votes scurtă schema de Strategie e doar 11 un rezumat al 14% votes unei strategii complete schema de Strategie oferă cadrul pentru identi carea principalelor probleme din 66 86% sector, a soluțiilor votes posibile și a procesului pentru pregătirea unei strategii complete https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 9/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results habar nu am 0% 0 votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 10/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 9 Schema de Strategie ar trebui să conțină un plan de acțiune și de nanțare? 71 da 92% votes nu 5% 4 votes nu știu 3% 2 votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 11/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 10 Care ar trebui să e obiectivul general al viziunii și al strategiei? conformitatea cu 10 reglementările 13% votes UE accesul universal la apă și canalizare, 5% 4 votes accesibil din punct de vedere al prețului Realizarea unui cadru pentru stabilirea de 4% 3 votes priorități în vederea nanțării infrastructurii toate cele de mai 60 78% sus votes https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 12/13 5/25/2021 https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results https://app.wooclap.com/events/FGYJBX/questionnaires/60ab74229a7488112ecd7fea/results 13/13