Projects

Morrison Low’s understanding of the interface between Central and Local Government proved invaluable when commissioned by the Department of Internal Affairs to develop a Better Business Case for redevelopment of the Chatham Islands’ only commercial wharf.

The one charity is an iconic and mature organisation with desires to widen and deepen their offering in a number of ways; the other is relatively new with significant expansion opportunities, some involving large capital investment others ranging into new markets and new services including via acquisition. Both needed to make value for money tradeoff decisions of what they could afford to do and absorb organisationally.

Morrison Low was commissioned to undertake a review of a government agency’s processes for handling complaints concerning staff conduct.

The review involved interviewing key staff members to develop an understanding of role requirements and processes, reviewing documented policies and procedures concerning the management of conduct complaints, mapping and documenting the current end to end business processes for managing conduct complaints, and developing a model of industry best practice.

Morrison Low was engaged to undertake an independent analysis of the effectiveness and value of the current New Zealand Crimestoppers operating model.

Morrison Low was commissioned to examine current arrangements across the Natural Resources Sector by working with the relevant agencies to identify and recommend actions that would strengthen leadership, collaboration and governance of the sector and enable delivery against the Sector’s strategy.

Dunedin City Council (Council) engaged Morrison Low to investigate potential options to expedite the Otago Peninsula Road Project. The Peninsula Road is an iconic, scenic drive that traverses the southern edge of the Otago Harbour. The scope of the Peninsula Road Project includes the construction of a new sea wall, construction of widened road surfaces, provision of a shared cycle and pedestrian space and related safety improvements for all road users. The Project is co-invested by Council and the New Zealand Transport Agency (NZTA) through the National Land Transport Programme (NLTP).

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.

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.

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.

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.