The Management Case 

Overview

The Management Case explains how the metering programme will be delivered successfully, defining the governance, resourcing, delivery planning, and risk management arrangements required to ensure effective execution and transition of ongoing operations.  

Metering project governance

This typically includes:

• • Project Governance - Strong governance is critical to maintaining control, accountability, and alignment throughout the rollout. A clear structure [JF1] should be established early, with defined roles and responsibilities across decision-making, project delivery, and assurance functions.

  • Project Steering Group – to provide strategic oversight, with senior leaders from capital delivery, operations, finance, IT, and customer services ensuring alignment with council objectives and community outcomes.

  • Project Control Group or Delivery Team [JF2] -  to manage day-to-day delivery, procurement, contract management, contractor coordination, quality assurance [JF3] and reporting. This team will include project management, operations, and key supplier representatives.

  • Independent assurance or audit reviews may be appropriate to monitor progress, risk, and financial control over the life of the project.

Delivery Planning and Timeline

The implementation plan should be phased, covering project setup, procurement, rollout and transition and ongoing operations. Early activities include detailed business case development, market engagement, and contract preparation, followed by multi-year delivery and system commissioning. Aligning project milestones with council budget cycles and funding approvals ensures continuity and financial control.

Risk Management

A proactive risk management framework [JF4] is essential to identify, assess, and mitigate risks across technical, financial, stakeholder, and delivery domains. Each risk should be rated by likelihood and impact, with clear ownership, mitigation actions, and escalation pathways. Risks must be reviewed regularly as the project evolves, especially during procurement and implementation stages.

 Reporting and Transparency

Regular reporting to senior leadership and elected members supports accountability and public confidence. Transparency [JF5] on progress, costs, and community impacts builds trust and enables early intervention where needed.

Together, these elements ensure that the water metering programme is well-governed, well-managed, and capable of being delivered efficiently, transparently, and with lasting value to the community.

Business case summary

By following the full five case model, the business case provides decision-makers, iwi partners, and the community with a clear, evidence-based rationale for investment. It ensures the programme is affordable, deliverable, and aligned with community expectations. A well-developed business case gives confidence that the metering programme is technically sound, strategically justified, and socially responsible. It should robustly address questions such as:

• • Why can’t we just get more water instead of metering?

  • What is the long-term lowest-cost sustainable solution for managing our water use?

  • Does metering represent a value for money investment?

  • What is the optimal metering solution for our situation?

  • What are the benefits of metering vs smart metering, and do they pay off?

  • Can a metering programme be delivered competently and cost-effectively?

Useful resources for this stage

The Other Business Cases