# Operation of Water Supply Systems in the Czech Republic--Risk Analysis
## 3 Results and Discussion
#### 3.1.2 Analysis of Strengths and Weaknesses of the Mixed Operating Model  
The identified strengths and weaknesses of the mixed operating model are illustrated in Table 6. Analysis of strengths and weaknesses of the mixed model of operation (own source).  
The matrix shows that the most notable strength of this model is sufficient professional support. Other significant strengths are that the company has a control and risk management system in place. The expert staff and the fact that the company finances repairs and  
\begin{table}
\begin{tabular}{c c c c c} \hline \hline  & **Factor** & **Weight** & **Rating** & **Score** \\  & **(W)** & **(R)** & **(W) \(\times\) (R)** \\ \hline \multicolumn{5}{c}{**Strengths**} \\ \hline \multirow{3}{*}{**1.**} & The company (VaK) is responsible for & & & \\  & the collection of water and sewage & & & \\  & charges—it also bears the risks & & & \\  & associated with their collection & & & \\ \hline \multirow{3}{*}{**2.**} & The company finances repairs and & & & \\  & maintenance from its own resources & & & \\ \hline \multirow{3}{*}{**3.**} & The company has all the obligations of & & & \\  & the owner and is responsible for the & & & \\  & operation and for compliance with & & & \\  & legislative obligations & & & \\ \hline \multirow{3}{*}{**4.**} & The company has an established control & & & \\  & system and risk management system & & & \\ \hline \multirow{3}{*}{**5.**} & The company has expert staff & & & \\  & the municipality does not incur the & & & \\  & costs of equipment, the existence of its & & & \\  & own operating entity & & & \\ \hline \multicolumn{5}{c}{**Weaknesses**} \\ \hline \multirow{3}{*}{**1.**} & The municipality (association of & & & \\  & municipalities) loses the possibility of & & & \\  & independent decision-making on the & 0.05 & 2 & 0.1 \\  & restoration and development of & & & \\  & water management infrastructure & & & \\ \hline \multirow{3}{*}{**2.**} & The municipality itself no longer & & & \\  & decides on the price of water and & & & \\  & sewerage charges, the principle of price & & & \\  & solidarity can be applied & & & \\ \hline \multirow{3}{*}{**3.**} & The municipality does not have full & & & \\  & control over the quality of services & 0.12 & 1 & 0.12 \\  & provided & & & \\ \hline \multirow{3}{*}{**4.**} & Operators cannot benefit from the & & & \\  & synergies of large providers & & & \\ \hline \multirow{3}{*}{**5.**} & Lack of operator motivation to improve & & & \\  & services & & & \\ \hline \multirow{3}{*}{**6.**} & High financial requirements (insufficient & & \\  & depreciation recovery function) & & & \\ \hline \multicolumn{5}{c}{\(\Sigma=1\)} & & \(\Sigma=2.44\) \\ \hline \hline \end{tabular}
\end{table}
Table 6: Analysis of strengths and weaknesses of the mixed model of operation (own source).  
maintenance from its own resources are also significant strengths of this operating model. On the other hand, major weaknesses include the fact that the municipality does not have full control over the quality of the services provided and that operators cannot benefit from the synergies of large providers. The municipality also no longer determines the price of its water and sewerage charges.