Karnovitz Alan, Johns Grace, Kiefer Jack C
J Am Water Works Assoc. 2021 May;113(4):24-31. doi: 10.1002/awwa.1707. Epub 2021 May 3.
Many water and wastewater utilities effectively took a "triage" approach to addressing initial COVID-19-related disruptions but should reassess practices to ensure long-term financial resilience. Although the short-term financial effects of the pandemic varied widely among utilities, related economic and financial uncertainties will likely persist, with potentially long-term impacts. Utilities should implement a phased post-pandemic strategy encompassing scenario planning, rate structures, consumer assistance programs, staffing and training, debt structuring, and smart technologies. Regardless of its financial impact, the COVID-19 pandemic has demonstrated the vulnerabilities of all sectors, including the water sector, to large disruptive events; stronger financial resilience is recommended.
许多供水和污水处理公用事业公司有效地采取了“分流”方法来应对最初与新冠疫情相关的干扰，但应重新评估做法以确保长期财务弹性。尽管疫情对公用事业公司的短期财务影响差异很大，但相关的经济和金融不确定性可能会持续存在，并可能产生长期影响。公用事业公司应实施分阶段的疫情后战略，包括情景规划、费率结构、消费者援助计划、人员配备和培训、债务结构以及智能技术。无论其财务影响如何，新冠疫情已表明包括水务部门在内的所有部门在面对重大破坏性事件时的脆弱性；建议增强财务弹性。
