Projects



All Projects


A 30 year strategy for managing infrastructure

Client:

Thames-Coromandel District Council

Location:

Thames-Coromandel

Thames-Coromandel District Council, commissioned Morrison Low to assist with preparing the Council’s first 30 year Infrastructure Strategy. Councils are responsible for planning for and managing significant assets on behalf of their residents and ratepayers. The Local Government Act 2002, now requires Councils to prepare a 30 year Infrastructure Strategy that outlines significant infrastructure issues and how Council plans to manage them over the period covered by the strategy.

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Developing an Open Spaces Strategy for Southland

Client:

Southland District Council

Location:

Southland District

Morrison Low was engaged to assist Southland District Council to develop an Open Spaces Strategy that would guide Council’s provision, planning and management of open spaces to meet current and future needs. Southland District Council owns around 1250 hectares of open space, including undeveloped natural areas, stands of bush, parks, esplanades and reserves, gardens and planted areas, sports fields, playgrounds and other recreational areas. But the Southland population is changing and Southland District Council wanted to ensure that this was taken into account when planning for and providing open space across the district.

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High growth brings infrastructure challenges

Client:

A Large Urban Council

Location:

New Zealand

Morrison Low was engaged by a large, high growth, urban council to assist with the development of the Council’s first Infrastructure Strategy. Councils are responsible for planning for and managing significant assets on behalf of their residents and ratepayers. The Local Government Act 2002, now requires Councils to prepare a 30 year Infrastructure Strategy that outlines significant infrastructure issues and how Council plans to manage them over the period of the strategy.

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Developing an Infrastructure Strategy

Client:

Central Hawke's Bay District Council

Location:

Hawke's Bay

Councils are responsible for planning and managing significant assets on behalf of their ratepayers. The Local Government Act 2002 now requires Councils to prepare a 30 year Infrastructure Strategy that outlines significant infrastructure issues and how Council plans to manage them over the 30 year period.

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Benchmarking centre stage at IPWEA Conference

Location:

Australasia

The Yardstick Roads Benchmarking Program took centre stage at the international IPWEA conference in Rotorua in July. Tim McCarthy presented the results from last year’s program, which are already providing valuable tools for council General Managers and Asset Managers in planning, identifying opportunities and measuring performance. With Yardstick Roads 2015 now open for new members the conference provided a great opportunity to demonstrate the value of being part of an audited benchmarking program.

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Service review leads to over $2M in savings

Client:

Leichhardt Municipal Council

Location:

Sydney

Leichhardt Council identified a shortfall in funding for the renewal and maintenance of existing infrastructure. Before seeking a Special Rate Variation the Council embarked on an ambitious, wide ranging and ultimately very successful service review to identify opportunities to reduce costs and increase revenue.

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Commercialisation of CityWorks

Client:

Coffs Harbour City Council

Location:

NSW

Innovation in local government takes many forms and has many different drivers but, above all, it takes action. Coffs Harbour has just finished a process through which it has commercialised its works unit, CityWorks, to establish CityWorks as Business Unit equipped, capable and able to deliver large scale physical works projects for private clients.

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Regional governance model for the NT

Client:

Top End Regional Organisation of Council

Location:

Northern Territory

Committing to the development of an expensive, long term community asset through a regional collaboration requires an enduring governance structure that suits the development and operation of the landfill, meets the individual and collective requirements of the Councils, provides longevity and certainty while allowing for flexibility in operations and partnering arrangements to respond to changing market conditions. Councils must consider things such as management of risks, transparency, commercial focus, legislative compliance and the ability maximise efficiencies when determining the governance model that best suits the construction and operation of their regional waste management facility.

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Why is it all about the infrastructure backlog?

Client:

IPWEA Conference Presentation

Location:

IPWEA Conference

The infrastructure backlog in New South Wales has gained a lot of attention in recent months. Both the size of the backlog and the discrepancies in determining the size have been raising concerns. The Division for Local Government (NSW) estimates the infrastructure backlog for local government as $7.4 billion (at 30 June 2012) and the local government total nationally has previously been estimated at over $14 billion. Having no consistent definition of ‘the backlog’, nor methodology to calculate it and, in some cases, a lack of data to support the calculations makes relying on a single number difficult. Whatever the true number is, it is still significant.

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Investigation of a Kāpiti Coast Unitary Authority

Client:

Kāpiti Coast District Council

Location:

Wellington

In response to growing debate about the future of local government in the Wellington region, Kāpiti Coast District Council commissioned Morrison Low to undertake a high level investigation of the financial implications of the formation of a Unitary Council for the Kāpiti Coast.

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