Community Based Partnership
A Community Based Partnership Model is where a local government or public utility aggregates multiple improvement projects together into single, integrated procurement, creating one point of private sector accountability for linear type projects that support environmental, social and governance goals for a community through-out its lifecycle. It uses a performance-based contract, linking the partner’s payment to specific, measurable goals. The private partner assumes both short and long-term budget and schedule risks, incentivizing best value and a whole life compliance solution. The public sector can also require its private partner to achieve specific Key Performance Indicators to create jobs and engage with minority and women owned enterprises to create resilience solutions that create green space and achieve other community and economic development goals. Additionally, the private partner can also source best fit capital to invest “at risk” portion of development work to provide an earlier start to a program which the government partner can refinance with lower cost of capital upon completion and certification of the projects that make up the program.
BLACK & VEATCH: DROUGHT, AGING PIPES, CUSTOMER HABITS TEST WATER INDUSTRY
Black & Veatch today released its fourth annual Strategic Directions: U.S. Water Industry Report offering insights and analysis of the key issues facing water utilities across the United States. For the fourth straight year, aging infrastructure ranks as the top concern for report participants. Managing operational and capital costs in an era of strong fiscal pressures from weather-related challenges and a changing revenue model rounded out the top three issues. More than 450 water industry participants provided their insights for the report.
“The current drought and damage to water systems from a second straight extreme winter highlight the challenges facing many utilities,” said Cindy Wallis-Lage, President of Black & Veatch’s water business. “Yet, many organizations lack the capital to do anything more than get by with what they have. Service providers must work with their customers to develop rates that support the investment needed to provide reliable and sustainable water infrastructure which can handle the challenges associated with climatic and demographic changes.”
For 2015, the report examines the concept of resilience from three vantage points: strategic, financial and operational resilience. The financial challenges identified in the report are significant. Slow growth in the residential housing market and changing water consumption habits were identified by nearly half of respondents as negatively impacting water utility revenue over the past five years. More than 48 percent indicate they plan to increase base or fixed charges to offset declining revenue.
Within the wastewater sector, sustainability is a growing priority as pressure to reduce costs and improve efficiency grows. With energy costs a major factor in treatment, more than one-quarter of wastewater service providers plan to become energy neutral or positive in the future.
“Resilient systems are hard-wired to identify risk and manage assets,” said John Chevrette, president of Black & Veatch’s management consulting business. “With so many challenges taking aim at our water supply, providers must take stock of their infrastructure, rate systems and contingency plans so that they are ready for whatever hurdles come next.”