城镇生活污水处理厂BOT项目全寿命期管理研究

发布时间：2018-10-16 09:53

【摘要】：近年来,城镇基础设施建设得到国家大力支持,采用BOT融资模式进行污水处理厂的投资建设逐渐成为地方政府和各投资企业等各方关注的热点之一。在扩大市场份额的同时,如何对采用BOT模式投资建设的污水处理厂项目进行有效的全寿命期管理,已成为全国各大中型水务企业在可持续发展上面临的重要课题。本文以粤东西北地区污水处理项目为蓝本,分析项目投资决策阶段、项目建设实施阶段、项目日常运营管理阶段、项目后评估阶段的管理流程。发现在项目决策阶段,存在的问题表现在日处理能力小于3万t的污水处理厂盈利能力较弱,管网过长将增加项目的建设成本,建设规模偏大或管网设计不完善以及厂网匹配不合理将增加项目的运营成本,决策阶段工作交底不充分造成项目建设阶段工作衔接不到位进而影响项目工期及总投资等,进而提出明确项目拓展原则、增强投资决策交底工作的解决措施;在项目建设实施阶段,存在项目合规性手续不完善、项目投资超预算、过程管理不规范的问题,提出在制度上、投资管理、预算管理、工程管理以及对施工合作单位管理上进一步加强的措施;在项目日常运营管理阶段,存在生产管理相关制度不规范、运营期物资采购管理不规范、运营期资金使用管理不够完善的情况,提出在生产管理相关制度、运营期物资采购管理、运营期资金使用管理方面建立管理体系的改进措施。其次,以茂名市某生活污水处理厂为例,从进度、质量、成本等三个子目标进行分析,阐述采用全寿命期流程管理后取得的成果,主要成果是2012年前投资建设项目厂区工程单位建设成本为2627元/t,2012年后采用全寿命期流程管理的项目单位建设成本为1980元/t,单位成本节约了24.63%。通过实证分析研究发现,案例工程项目在建造、运营、移交等环节存在的风险有:财务风险(项目资本金风险和贷款主体风险)、战略风险(行政风险、投资机遇错失的风险)、法律风险(廉政风险、项目合规性风险)、工程管理风险(如期建成的风险、成本控制风险、效益风险、工程结算的风险);产生遗留问题的风险、营运期现金流控制风险、营运期应收账款风险;残值风险。提出各环节风险管理对策:强化财务管理力求化解风险、积极寻求项目所在地政府的支持、采取有效手段(效能监察、规范项目合规性手续)规避法律风险、采取有效措施规避工程管理风险;积极与项目所在地周边居民建立良好的沟通、积极与地方政府相关部门沟通及寻求帮助、提升内部运营管理水平,通过规范管理,单位处理成本节约4.3%,按全年预测处理污水4.2亿t计算,间接产生经济效益约840万元;完善特许经营协议中的维护义务及明确移交标准。最后,对本文结论进行总结,对城市污水处理BOT项目全寿命期管理的未来发展进行展望与建议。
[Abstract]:In recent years, the construction of urban infrastructure has been greatly supported by the state. The investment and construction of sewage treatment plants using BOT financing mode has gradually become one of the hot spots of local governments and investment enterprises. While expanding the market share, how to effectively manage the whole life of the sewage treatment plant project invested by BOT mode has become an important subject for the sustainable development of the large and medium-sized water enterprises in China. Based on the wastewater treatment project in the northwest part of Guangdong Province, this paper analyzes the management process of the project investment decision-making stage, project construction implementation stage, project daily operation management stage and project post-evaluation stage. It is found that in the decision-making stage of the project, the existing problems are that the profitability of the sewage treatment plant with daily treatment capacity less than 30,000 tons is weak, and the construction cost of the project will be increased if the pipe network is too long. The large scale of construction or imperfect pipe network design and unreasonable matching of plant and network will increase the operating cost of the project, and the insufficient completion of the work in the decision-making stage will lead to the lack of cohesion in the construction phase of the project, which will affect the project construction period and total investment, etc. Furthermore, the paper puts forward some measures to solve the problem of making clear the principle of project expansion and strengthening the work of investment decision making, and at the implementation stage of project construction, there are some problems such as imperfect formalities of project compliance, over-budget of project investment, and non-standard process management. The paper puts forward some measures to strengthen the system, such as investment management, budget management, project management and the management of construction cooperative units. The material purchase management in operation period is not standardized and the fund use management in operation period is not perfect. The improvement measures of establishing management system in production management system, material purchase management during operation period and fund use management in operation period are put forward. Secondly, taking a domestic sewage treatment plant in Maoming as an example, the paper analyzes the progress, quality and cost of a sewage treatment plant, and expounds the results obtained after adopting the whole life cycle process management. The main achievement is that the cost of project unit construction is 2627 yuan / t before 2012, and the cost of project unit construction using whole life cycle process management after 2012 is 1980 yuan / t, which saves 24.63 yuan per unit cost. Through empirical analysis, it is found that the risks in construction, operation and transfer of case engineering project are financial risk (project capital risk and loan principal risk), strategic risk (administrative risk). Investment opportunity missed risk), legal risk (clean government risk, project compliance risk), project management risk (scheduled completion risk, cost control risk, benefit risk, project settlement risk); Operating cash flow control risk, operating period accounts receivable risk; residual risk. The countermeasures of risk management in various links are put forward: strengthening financial management to resolve risks, actively seeking the support of the local government of the project, adopting effective means (effectiveness supervision, standardizing the formalities of project compliance) to avoid legal risks, Take effective measures to avoid the risk of project management, actively establish good communication with the residents around the project site, actively communicate with the relevant departments of local government and seek help, improve the level of internal operation management, and improve the level of internal operation management through standardized management. The unit treatment cost is 4. 3% and calculated according to the forecast 420 million tons of sewage treatment in the whole year, and the indirect economic benefit is about 8.4 million yuan, and the maintenance obligation and the clear transfer standard in the franchise agreement are improved. Finally, the conclusion of this paper is summarized, and the future development of BOT project lifetime management is prospected and suggested.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：X799.3

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