Water utility announces $15.2b decade of projects

Watercare has today unveiled its $15.2 billion, 10-year capital investment programme – the largest long-term infrastructure programme in its history – “providing greater certainty for customers, the construction sector and the wider infrastructure market”, it says.

The $15.2b programme includes around $4b of new and accelerated investment.

The balance comprises continuing investment in the Auckland water utility’s existing capital programme, including renewals and major infrastructure projects that support the region’s growth and resilience, it says.

In total, the programme includes more than 1000 projects across nine major infrastructure programmes and marks a significant shift in how Watercare plans and delivers infrastructure – from managing individual projects to delivering coordinated programmes of work.

For the first time, Watercare says it has brought its major infrastructure priorities together into one integrated long-term programme, “providing unprecedented visibility of future investment and giving customers, delivery partners and the wider infrastructure sector greater confidence to plan, invest and grow together”.

Speaking at Watercare’s inaugural FLOW infrastructure forum, chief executive Jamie Sinclair said the programme represented a significant milestone for Auckland.

“This is the largest infrastructure investment programme Watercare has ever undertaken and represents a step change in how we plan and deliver infrastructure.

“Auckland is dealing with decades of underinvestment while continuing to grow.

“We’re renewing ageing assets, strengthening the resilience of our network and building the new infrastructure needed to support future growth – all at the same time.

“This programme brings those challenges together in one integrated investment plan so we can direct investment where it will deliver the greatest long-term value for Auckland.

“Rather than looking at projects in isolation, we’re managing nine coordinated programmes that provide greater certainty for our customers, our delivery partners and the wider infrastructure sector.”

The programme will renew ageing infrastructure, strengthen the resilience of Auckland’s water and wastewater networks, and build the new infrastructure needed to support future housing, economic development, and population growth, Sinclair said.

Watercare has also announced that the Waikato Water Supply Programme will be delivered using an alliance model, the first time Watercare has adopted this delivery approach.

By bringing Watercare, designers and contractors together as one integrated team, the alliance model promotes innovation, collaboration and shared accountability while providing greater certainty for delivery partners and customers.

Sinclair said the programme would also deliver significant economic and employment benefits.

“Only last week we celebrated the completion of the Central Interceptor, which supported more than 4000 jobs during construction.

“That was one project. Today we’re announcing nine major infrastructure programmes. Think about the opportunities that creates, not just for Watercare, but for contractors, consultants, suppliers, manufacturers and innovators.

“It represents opportunities for employment, apprenticeships and skills development, while giving businesses the confidence to invest in people, capability and innovation.

“This programme isn’t just an investment in Watercare’s assets, it’s an investment in Auckland’s future.”

Chief programme delivery officer Mark Crowle said the programme fundamentally changes how Watercare delivers infrastructure.

“Instead of managing hundreds of individual projects, we’re coordinating nine major programmes comprising more than 1000 projects over the next decade.

“That allows us to better sequence investment, improve efficiency, strengthen collaboration and provide much greater visibility to contractors, consultants, suppliers and delivery partners.

“The alliance model we’ve announced for the Waikato Water Supply Programme is one example of how we’re adopting new ways of working to deliver complex infrastructure more effectively.”