Swiss Support to the Macedonian Wastewater Treatment Sector Stanislava Dodeva, National Programme Officer

Project Data Before Intervention

Project objectives • improved surface water quality in compliance with the EU Directive on Urban Wastewater Baseline 2008: Treatment 91/271/EEC); • About 60% of the population connected to sewage systems; population without access to • Improved performance and sustainability of the public utilities, providers of the wastewater sewage use mainly septic tanks or discharge the wastewater directly to the closest recipient; treatment services; • Only 7% of the wastewater treated through 4 operational wastewater treatment plants. • Improved conditions for development of agriculture, tourism and economy. • Low public awareness about environmental issues including surface water quality. • Lack of attention by the government; Period: 2003-2019 • Low level of the quality of the wastewater services provided by poorly performing public utilities; Budget: CHF 57,4 mio (4 urban WWTPs and 4 decentralized WWTPs) primarily SECO funding Main partners: Public Utilities, Municipalities, Ministry of Environment and Physical Planning

Proposed Measures

: • Integrated approach: 1) Investments in Infrastructure WWTP/Sewers; 2) Corporate Development measures support to beneficiary public utilities; and 3) enhancing public awareness • Territorial approach - focused interventions in Enhancing selected river basins (Bregalnica, Strumica, PU Corporate Public Prespa, Polog) Development Awareness

Challenges

• Lack of resources (human, technical, financial) of the PUs and their poor performance; • Poor status of the existing wastewater infrastructure (exp. infiltration of groundwater into sewage systems, lack of maintenance); • Lack of data on existing wastewater infrastructure; • Lack of industrial pre-treatment (although obligatory according the legislation); • Lack of understanding and commitment at municipal level; • Partial application of the “Polluter pays principle” (only in the areas with operational WWTPs) • Lack of law enforcement and monitoring conducted by central and local level authorities; • Frequent changes of key personnel in the PUs and the municipalities due to political changes; • Difficulties in provision of the local/national contributions; • Low public awareness Project Results

Swiss funding • New wastewater treatment services provided for 15% Kumanovo (2009) Berovo (2010) Gevgelija (2018) 334’800 p.e. or 15,6 % of the total population Other funding equivalents (total wastewater treated in 2019: 25%) (IPA, National, etc.) 10%

• New Urban Wastewater Treatment Plants: 4 Not yet served 75% WWTP Kocani WWTP Gevgelija Capacity: 65,000 p.e. Capacity: 32,000 p.e. Year of completion: 2019 Year of completion: 2018 Swiss contribution: CHF 21,0 mio Swiss contribution: CHF 8,0 mio Karbinci (2018) Kochani (2019) WWTP Kumanovo WWTP Berovo Capacity: 100,000 p.e. Capacity: 14,000 p.e. Year of completion: 2009 Year of completion: 2010 Swiss contribution: CHF 16,3 mio Swiss contribution: CHF 10,1 mio

• New Decentralized Wastewater Treatment Plants: 4 • Rehabilitation WWTP Ohrid/Struga and main collector Prespa, Bregalnica and Strumica regions Capacity: 120’000 p.e. Capacity: 500 – 3,000 p.e. Year of completion: 2012 Year of completion: 2015/2017 Swiss contribution: CHF 1,0 mio Swiss contribution: CHF 1,0 mio Novo Selo (Strumica) 2018 Lessons Learnt and Recommendations General considerations: Project preparation • Time: Building trust, learning about partners, creating solutions, implementing measures and • Early involvement of all stakeholders, especially local authorities to create ownership and monitoring them takes a lot of time; commitment • Enforcement of the cost covering through Regulator body proven to be effective (in North Macedonia); • Comprehensive feasibility studies are key, including assessment of sewer network • Land ownership of the plot for the infrastructure to be clarified before tendering the works; Project implementation • Robust technology solutions adequate for the context • Timely appointment of the WWTP operational staff and presence during the construction/installation • Local/national contribution to be used for relatively independent project infrastructure (exp. collectors) works • Corporate development of the PUs to be a compulsory component in each infrastructure project; • Strict supervision of the works with frequent presence of international staff limited window of support (during infrastructure project implementation) however does not allow for a Operation & Maintenance full turnaround of the utility; • Trained and knowledgeable staff; ensure good and sufficient training through contractors and • Consider development of local consultancy expertise to ensure sustainability and post-completion facilitate exchange with peers support; • Follow-up technical support (beyond defect liability period) is needed but no mechansism in place to do so;

Regional Water Team Days of the Sub-RésEAU Eastern Europe and Central Asia I 11 – 13 June 2019, Bihać, Bosnia and Herzegovina