2011年-世界发展银行全球_Armenia___Water_Sector_Note_123页_3mb

报告摘要

Summary of the Republic of Armenia Water Sector Note

Core Content

This document is a World Bank policy note on the water sector in Armenia, prepared in May 2011. It outlines the current state of the water and wastewater sector, identifies key challenges, and provides policy recommendations for improving service delivery, financial sustainability, and institutional reform. The note also focuses on the role of public-private partnerships (PPPs) in the sector's development, particularly for the Armenia Water and Sewerage Company (AWSC) and the 3 Regional Utilities (Nor Akunq, Lori, and Shirak).

Main Challenges

1. Technical Issues

Infrastructure and assets are in poor condition.
High levels of Non Revenue Water (NRW), estimated at 85% of total water losses.
Technical losses are around 40-45%, mainly due to leakage in aging networks.
Inadequate maintenance and rehabilitation have led to system inefficiencies and service disruptions.

2. Commercial Issues and Financial Sustainability

Current tariffs are very low, insufficient to cover Operation and Maintenance (O&M) costs.
Tariffs are below regional and international norms, with the average being AMD 200/m³ (about US$ 0.55/m³).
Tariffs should ideally be around 4% of median household income, but current levels are below this threshold.
Subsidies are required to cover operational costs and debt, with AMD 2 billion needed in 2012 alone.
There is a need for a sustainable tariff mechanism that allows for cost recovery and financial sustainability.

3. Legal, Institutional, and Regulatory Issues

The institutional framework for sustainable water supply is weak.
Regulatory and legal structures need to be strengthened to support PPP arrangements and tariff reforms.
There is a lack of accurate measurement of NRW, making it difficult to assess and manage losses.
Legal rights for operators to manage and control metering infrastructure are not well defined.

4. PPP in the Sector and Future Development

PPP has been used in several utilities, including Yerevan Djur (under a lease agreement with Veolia) and AWSC (under a management contract with Saur).
The lease model is considered more effective for transferring commercial and operational risks to the private sector.
AWSC's management contract is set to expire by 2013, with the option to transition to a lease agreement.
A transition to a lease agreement is seen as a logical next step for improving performance and financial sustainability.

5. Institutional Issues for PPP

There are institutional barriers to implementing effective PPP structures.
A Public Services Regulatory Commission (PSRC) is needed to oversee and regulate the sector.
Coordination between government, operators, and regulatory bodies is essential for successful PPP implementation.

Key Policy Recommendations

1. Legal and Policy Actions

Implement a sustainable metering program, including transferring ownership and management of meters to operators.
Operators should have the legal right to lock and control meter chambers.
Develop a national policy on tariff setting without imposing a single national tariff level.
Consider consolidation of similar areas (e.g., AWSC and 3 Regional Utilities) to achieve economies of scale.

2. Tariff Policy

Establish an effective tariff mechanism under the lease contract to ensure affordable and sustainable revenue.
Define and account for subsidy programs.
Allow for a defined level of cost recovery.
Ensure the tariff is tapered to meet affordability and social acceptability criteria.
Enable future adjustments to maintain financial sustainability.

3. Investment Program

Develop a short to medium-term investment program of US$ 100 million to improve infrastructure and service.
Focus on flow measurement, reduction of NRW (targeting 2% per year), and infrastructure rehabilitation and expansion.
Ensure the investment program is linked to service improvements and operational efficiency.

4. AWSC Transition

Extend the current management contract (MC) for AWSC by two years until the end of 2013.
Transition to an enhanced MC and then to a lease contract.
The transition should be done as early as possible to reduce the need for subsidies and tariff increases.
Earlier transition leads to lower subsidy requirements (around AMD 1.739 billion/year) and lower tariff increases (34%) compared to a later transition (40%).

5. Village Water Supplies

The 560 villages not served by the main utilities have varied arrangements.
There is a need to prioritize and improve service in these areas, although this is not fully addressed in the note.

Key Actions and Prioritization

The document outlines a proposed sequence of priorities to guide the reform process, including:

Legal and policy improvements (medium-term).
Extension of the AWSC management contract.
Enhanced performance tasks in the AWSC MC extension.
Achieving overall sector sustainability, especially through the transition of AWSC to a lease contract.

Financial and Operational Impacts

The current tariff level is not enough to cover O&M costs, leading to reduced maintenance and increased NRW.
The debt service for infrastructure projects is not included in operating expenditures.
A tariff increase of 33% in 2014 is needed to achieve financial sustainability by 2022 if tariffs remain constant for 3 years.
The transition to a lease contract is expected to bring efficiency gains and improve service continuity.

Conclusion

The water sector in Armenia has made progress, particularly through the use of PPPs, but still faces significant challenges in terms of financial sustainability, institutional capacity, and service quality. The document emphasizes the need for a comprehensive reform strategy, including tariff reforms, investment in infrastructure, and legal and institutional changes to support the transition from management contracts to lease agreements. The proposed investment program and tariff mechanism are critical to achieving long-term sustainability and affordable service for users.