A Public Water Future for Scotland
Water is a basic public service, not a luxury or a vehicle for private profit. For communities across Ochil and South Perthshire, reliable supplies, fair bills and resilient infrastructure matter every day—from family budgets to farms, food producers and local businesses.
The SNP’s proposals for a Scottish publicly owned water company are built around a straightforward principle: decisions about Scotland’s water should serve the public interest. Annabelle Ewing supports a stronger public model that keeps investment, accountability and long-term planning focused on Scotland’s communities.
| Issue | Existing position | Stronger public model |
|---|---|---|
| Ownership | Scottish Water is already publicly owned | Extend public control across more services and delivery |
| Main priority | Reliable water and wastewater services | Reliability, affordability and environmental protection |
| Accountability | Public oversight through Scottish institutions | Clearer democratic scrutiny and local accountability |
| Investment | Long-term infrastructure planning | More investment directed to resilience and renewal |
| Surplus | Reinvested through the public system | Reinvested transparently for households and communities |
Why public ownership matters
Scotland’s water system is different from England’s privatised model. Scottish Water is publicly owned and operates on a not-for-profit basis, with income directed back into the network. The SNP’s approach is to build on that foundation, ensuring that public ownership applies as broadly as possible to the services, contracts and infrastructure connected with water.
That means treating water as a shared national asset. Decisions about reservoirs, treatment works, pipes and wastewater systems should be judged by their public value, rather than by the return available to external investors. For households facing pressure from rent, energy and food costs, that focus is especially important.
What the proposal would change
A strengthened public water company could bring more operational control, planning and investment under one accountable Scottish framework. It would work alongside existing public institutions while reducing dependence on arrangements that can make responsibility difficult to follow.
This does not mean ignoring expertise from private firms. Specialist contractors may still have a role where they provide genuine value. The difference is that contracts would support a publicly determined strategy, with open reporting on costs, performance, environmental standards and executive pay.
A stronger plan for investment
Scotland needs sustained investment in ageing pipes, treatment facilities, flood protection and climate adaptation. Wetter winters, intense rainfall and longer dry periods are placing new demands on water infrastructure. A public model can plan across decades rather than focus on short-term commercial returns.
For communities around Perthshire and Kinross, this has practical consequences. Good infrastructure supports housing, agriculture, tourism and local manufacturing. It also helps protect rivers and lochs from pollution while making sure rural areas are not treated as an afterthought because they are more expensive to serve.
Fairness for households and communities
A public water service should be judged by the quality and fairness of the service it provides. Clear charges, accessible support for households in difficulty and transparent decisions are essential. Public ownership cannot be an excuse for poor management; it must come with strong standards and visible accountability.
Australia offers familiar examples of why these questions matter. Sydney Water, SA Water and TasWater show how state-owned or publicly controlled utilities can manage major networks while balancing household needs, industry and environmental protection. Australians know that “fair dinkum” accountability means explaining where money goes, especially when bills rise.
What Australians may recognise
The debate has clear parallels with local realities across Australia. In South Australia, SA Water’s role sits alongside a heavily traded water market, where farming communities discuss allocations, prices and drought risk in practical terms. In Tasmania, TasWater’s investment choices affect smaller towns as well as Hobart, making regional service reliability a central concern.
People in Melbourne, regional Victoria and western New South Wales also understand the importance of reservoirs, recycling, desalination and drought planning. A water utility is more than a bill in the letterbox: it is a long-term public asset that shapes housing, jobs, food production and the health of waterways.
The principles behind the model
A publicly owned company should operate with a clear set of commitments. Those commitments should be measurable, reported regularly and tested against the experience of customers and workers.
- Affordable and reliable household services
- Investment in rural and urban infrastructure
- Strong protections for rivers, lochs and coastlines
- Open reporting on contracts and performance
Public ownership should also support a skilled workforce. Water engineers, treatment specialists, maintenance crews and customer-service staff provide the knowledge that keeps the system running. Secure employment, apprenticeships and training can help retain that expertise in Scotland rather than allowing it to be lost through fragmented delivery.
- Long-term planning for droughts, floods and climate change
- Democratic scrutiny of major investment decisions
- Fair treatment for vulnerable households
- Partnership with councils, farmers and local businesses
Annabelle Ewing’s commitment
Annabelle Ewing brings experience from legal practice, parliamentary service and local campaigning. Her approach is grounded in the belief that Scotland should have the powers needed to protect essential services and make decisions in the interests of its own people.
At Westminster, she would support a public water system that is transparent, resilient and focused on communities. That includes pressing for investment, defending Scotland’s right to manage its resources and making the case for independence as the route to full democratic responsibility.
A vote for Annabelle Ewing is a vote for Scotland’s public services, Scotland’s communities and a water future planned for generations. Visit the campaign, share the case for public ownership and support Annabelle’s work for Ochil and South Perthshire.