In January, we brought together Stream’s Advisory Group 2 (Technical) which comprises subject matter experts from 16 water companies and other industry stakeholders. Co-chaired by Icebreaker One and Pennon Group, this group advises and supports the project partners as they commence work on Stream’s Implementation Phase.

Date: 13 January 2026 10:00-11:30 GMT

Location: online

Co-Chairs: Lucy Chambers (IB1); Darren Anderson (NWL)

Secretariat: IB1

Meeting Aims

  • It was noted that:
    • The meeting focused on advancing Stream’s transition toward becoming a data institution, a key strategic goal for 2026. 
    • Funding from the Water Breakthrough Challenge will end by 2028, requiring Stream to develop a sustainable business model beyond member subscriptions, otherwise membership fees are likely to triple. 
    • A centralised hub for governance documents will be developed to improve integration and transparency. 
  • It was agreed that:
    • Next steps include refining the business and operating model, creating clear messaging and an FAQ for executive buy-in, addressing financial sustainability, and engaging data champions within member organisations. 
  • It was discussed that:
    • Becoming a recognised data institution by 2028 requires clarity on recognition criteria and positioning Stream as the industry go-to for water data. 
    • There are some key concerns, which include: 
      • Balancing commercialisation with maintaining open data principles. 
      • Aligning Stream’s governance with existing company processes and managing liability shifts. 
      • Our current technical capability for items such as automated data pipelines and broader data formats (e.g., audio/video) was identified as a potential limitation. 
    • There are some opportunities, which include: 
      • Leveraging Stream’s role to influence governance standards and become proactive rather than reactive. 
      • Positioning Stream as the trusted industry hub/advisory body during regulatory changes. 
    • Some risks were identified: 
      • Loss of regulatory pressure could reduce industry cooperation. 
      • There are long timelines to realise true value (e.g., Transport for London example took 10 years).