Latest news with #CCO
NZ Herald
5 days ago
- Business
- NZ Herald
Backing NZ's water reform
This article was prepared by TechnologyOne and is being published by the New Zealand Herald as advertorial. Safe drinking water is something residents of New Zealand take for granted. It is not something, however, that can be taken for granted. Investing in, maintaining and managing the infrastructure to manage water is one of the most important, high-profile and fundamental responsibilities for governments at all levels. It is a challenge local authorities can continue to rise to, but only if they have the right technology at their disposal. The New Zealand Government has recognised the importance of modernising water systems management across the nation with its Local Waters Done Well policy, intended to ensure New Zealanders can have confidence in this essential service into the future. TechnologyOne is proud to have supported local authorities in New Zealand and Australia over many years, providing them with the systems they need to safely and cost-effectively build and manage water services. Our decades of success in delivering solutions to highly regulated organisations including water authorities, NZ electricity distributors and government agencies gives us a depth of experience and a set of integrated, powerful capabilities that water authorities – and residents – need to have full end-to-end confidence in any organisation providing them with their water. Our ERP Solution for Water Utilities solution combines regulatory compliance, real-time financial control and planning, supply chain management, water asset and project lifecycle management, document management, water billing, customer management, HR and payroll systems, delivered on a single platform from a single vendor. Our open platform provides API tools to facilitate GIS and SCADA integration. Even more importantly, it is delivered using TechnologyOne's pioneering SaaS+ approach which means the systems are in place within weeks, not years, with no additional implementation costs. No one does more to take the risk out of technology implementation. TechnologyOne's experience and ability to deliver results quickly is a compelling combination, considering New Zealand's new Water Done Well council-controlled organisations (CCO) are facing tight deadlines from the Government. CCOs must get their plans in place by September 3, 2025, have systems operational by July 2027, and be fully compliant by June 2028. TechnologyOne has been part of communities across New Zealand since 2000, with team members based around the country and offices in Auckland and Wellington.
Zawya
5 days ago
- Business
- Zawya
Zada Developments gears up to launch its newest project in New Zayed
Zada Developments is preparing to launch its latest project in New Zayed City soon. The project is a residential villa compound located in one of the city's most prime areas, surrounded by a number of upscale real estate developments. Mohamed Awad Habib, Chief Commercial Officer (CCO) at Zada Developments, stated that the launch of this new project comes as part of an ambitious expansion plan that began less than six months ago. This marks the company's second project in such a short period, reflecting the rapid growth pace Zada has achieved since its inception. Habib said that the company has successfully established a presence in the real estate market through its first project, and is now continuing its growth by launching a residential villa compound that represents a new qualitative leap. He added that this swift achievement demonstrates the company's seriousness and clear vision to deliver upscale residential communities built to modern standards and world-class quality. He noted that the project's prime location in a vibrant area surrounded by services and residents enhances its uniqueness, positioning it as one of the most prominent residential destinations in the area. The compound offers a fully integrated living experience, combining modern design, strategic location, and comprehensive amenities. The company's CCO pointed out that the project adheres to the highest standards of quality in both planning and execution, including landscaped green spaces, recreational facilities, integrated security and smart technologies, all while offering a variety of unit sizes to suit different client needs. Habib also pointed out that the company has already signed contracts with key partners responsible for the project's design and execution—renowned entities and leading names in architectural and engineering consultancy—which will be officially announced at the project launch. He disclosed that the development consists of townhouses and twin houses with varied residential unit sizes and flexible payment plans tailored to the target clientele. The project includes both residential and commercial zones, with the commercial section serving customers in both Old and New Sheikh Zayed. The company is also committed to bringing in strong retail brands for this commercial component, Habib concluded.
Scoop
13-07-2025
- Business
- Scoop
‘Not Just About Cost': Why Ruapehu Voted Against Bigger Water Model
Ruapehu councillors are standing by a decision to reject a multi-council water services body that officials say would save their community $40 million. Government water reforms are driving proposals for smaller councils to meet future costs by amalgamating water services. Mayor Weston Kirton's bid to team up with Palmerston North, Horowhenua and Rangitīkei councils was lost 6-4 on Wednesday. Councillors opted instead for a two-council model with Whanganui District Council, which is to decide its approach on Tuesday. 'I have no qualms or ifs or buts,' deputy mayor Viv Hoeta said. 'I heard exactly what my community wanted. It was not just about cost, it was also about local voice and relationships with a council we know and trust and share the same values with.' Hoeta said community feedback called for a standalone water entity – 'and if we couldn't go it alone, they didn't want to go big.' The council's acting team leader of policy, strategy and sustainability told councillors larger groupings were the most affordable options because of additional scale. Aggregated water services with up to four neighbouring local authorities were projected to save users $38.7m through cost efficiencies in the first seven years when compared with the two-council model, Todd Livingstone said. Councillor Lyn Neeson, who is standing against Kirton for the mayoralty in October, lives rurally. She is not connected to reticulated water and therefore does not pay council water charges. 'I've invested $50,000 to get my water systems – rural people and small communities have to do that.' She did not believe cost savings would be as high as projected. 'I will be fighting really hard to ensure higher costs don't happen.' Neeson said savings expected from procurement bargaining could be achieved through collective council buying power regardless of whether Ruapehu was part of a larger Council-Controlled Organisation (CCO). 'A two-council CCO fully intends to make those procurement connections. It doesn't close down any of the opportunities for cost efficiencies.' She said being a 50% partner in a smaller CCO was more palatable for the community and she was proud of the debate and its outcome. 'This was democracy in action. It was a fundamental, directional shift from chasing potential savings to listening to our community, following the awa, following the community of interest, and following our relationships to Whanganui.' Fiona Kahukura Hadley-Chase, who is also running for mayor, said pricing alone was not reason enough to choose a bigger entity. More important was a strong relationship with a council that was bound by obligations to Te Waiū-o-te-Ika and Te Awa Tupua (the catchments of the Whangaehu and Whanganui rivers) as well as agreements with each other. Her vote against the proposed four-council grouping was based on 'the weight of public opinion', including from iwi leaders. 'I would rather wager on creating and keeping good relationships with people who are interested in the Whanganui River and its tributaries and people.' Rabbit Nottage said two-thirds of the council voted against the four-council proposal, including the three Māori ward councillors. 'I was comforted by that. They are the voice of Māori and iwi.' Nottage said his decision took into account all submissions because there were concerns that consultation questions were skewed toward the four-council option. 'In my opinion we made the best decision for the Ruapehu community. If people think otherwise, the elections are coming up in a few months.' Councillors Korty Wilson and Channey Iwikau also voted against a four-council entity. In a report to the council, an analysis of submissions during consultation showed 36 supported a larger water entity if it helped reduce long-term costs, with 16 opposed and eight undecided. Mayor Weston Kirton said he was 'pretty gutted' at losing the vote. 'I thought we'd be able to get a bigger entity over the line, based on evidence that the bigger the number of councils, the greater the efficiency gains and flow-on benefits for pricing. 'The rationale of elected members suggesting that relationships not pricing is more important is foolish if not irresponsible.' Kirton said the district's affiliation with the awa would not be compromised by a four- or five-council model. Te Awa Tupua legislation would remain a cornerstone for council values. 'The relationship would continue regardless and probably get stronger.' Kirton said price did matter, particularly for water users and ratepayers who were struggling, including pensioners and people on benefits. In his report to the council, Livingstone said the difference between the two-council and four-council models in the first year was $4m, with savings of $14.5m across the first three years of a new entity, and $38.7m across the first seven years through till the end of the Long-Term Plan (LTP). A five-council model would see costs in 2027 of $1488 per water connection. 'The four-council model is 8% more expensive ($123 increase) in the first year, while the two-council model is 67% more expensive ($996 increase), with standalone being nearly three times as expensive ($2589 increase),' Livingstone said.
NZ Herald
11-07-2025
- Politics
- NZ Herald
‘Not just about cost': Why Ruapehu voted against bigger water model
'I have no qualms or ifs or buts,' Deputy Mayor Viv Hoeta said. 'I heard exactly what my community wanted. It was not just about cost, it was also about local voice and relationships with a council we know and trust and share the same values with.' Hoeta said community feedback called for a standalone water entity, 'and if we couldn't go it alone, they didn't want to go big'. The council's acting team leader of policy, strategy and sustainability told councillors larger groupings were the most affordable options because of additional scale. Aggregated water services with up to four neighbouring local authorities were projected to save users $38.7m through cost efficiencies in the first seven years when compared with the two-council model, Todd Livingstone said. Councillor Lyn Neeson, who is standing against Kirton for the mayoralty in October, lives rurally. She is not connected to reticulated water and therefore does not pay council water charges. 'I've invested $50,000 to get my water systems – rural people and small communities have to do that.' She did not believe cost savings would be as high as projected. 'I will be fighting really hard to ensure higher costs don't happen.' Neeson said savings expected from procurement bargaining could be achieved through collective council buying power, regardless of whether Ruapehu was part of a larger council-controlled organisation (CCO). 'A two-council CCO fully intends to make those procurement connections. It doesn't close down any of the opportunities for cost efficiencies.' She said being a 50% partner in a smaller CCO was more palatable for the community and she was proud of the debate and its outcome. 'This was democracy in action. It was a fundamental, directional shift from chasing potential savings to listening to our community, following the awa, following the community of interest and following our relationships to Whanganui.' Fiona Kahukura Hadley-Chase, who is also running for mayor, said pricing alone was not reason enough to choose a bigger entity. More important was a strong relationship with a council that was bound by obligations to Te Waiū-o-te-Ika and Te Awa Tupua (the catchments of the Whangaehu and Whanganui rivers) as well as agreements with each other. Her vote against the proposed four-council grouping was based on 'the weight of public opinion', including from iwi leaders. 'I would rather wager on creating and keeping good relationships with people who are interested in the Whanganui River and its tributaries and people.' Councillor Rabbit Nottage said two-thirds of the council voted against the four-council proposal, including the three Māori ward councillors. 'I was comforted by that. They are the voice of Māori and iwi.' Nottage said his decision took into account all submissions because there were concerns that consultation questions were skewed towards the four-council option. 'In my opinion, we made the best decision for the Ruapehu community. If people think otherwise, the elections are coming up in a few months.' Councillors Korty Wilson and Channey Iwikau also voted against a four-council entity. In a report to the council, an analysis of submissions during consultation showed 36 supported a larger water entity if it helped reduce long-term costs, with 16 opposed and eight undecided. Kirton said he was 'pretty gutted' at losing the vote. 'I thought we'd be able to get a bigger entity over the line, based on evidence that the bigger the number of councils, the greater the efficiency gains and flow-on benefits for pricing. 'The rationale of elected members suggesting that relationships and not pricing are more important is foolish if not irresponsible.' Kirton said the district's affiliation with the awa would not be compromised by a four or five-council model. Te Awa Tupua legislation would remain a cornerstone for council values. 'The relationship would continue regardless and probably get stronger.' Kirton said price did matter, particularly for water users and ratepayers who were struggling, including pensioners and people on benefits. In his report to the council, Livingstone said the difference between the two-council and four-council models in the first year was $4m, with savings of $14.5m across the first three years of a new entity, and $38.7m across the first seven years through till the end of the Long-Term Plan. A five-council model would result in costs in 2027 of $1488 per water connection. 'The four-council model is 8% more expensive ($123 increase) in the first year, while the two-council model is 67% more expensive ($996 increase), with standalone being nearly three times as expensive ($2589 increase),' Livingstone said. LDR is local body journalism co-funded by RNZ and NZ On Air.
Scoop
30-06-2025
- Business
- Scoop
Auckland Unifies Urban Development: New Office Centralises Growth And Investment
Mayor Wayne Brown has delivered on his key priorities of CCO reform. Today marks the establishment of the new Auckland Urban Development Office (AUDO) at Auckland Council. It's the first change of its kind for the region since the super city began. The Auckland Urban Development Office will serve as the council's development front door for investors, developers, iwi, Crown agencies, and private sector partners. Its role is to simplify engagement and strengthen Auckland Council's capability to deliver integrated, smart, sustainable urban development in areas identified for regeneration and strategic growth. The move follows the disestablishment of Eke Panuku. The new office within council will merge the functions of both Eke Panuku and council's Development Programme Office. Today also marks the Economic Development function of Tātaki Auckland Unlimited coming into Auckland Council. Auckland Mayor Wayne Brown says the changes will bring functions in-house to cut down on silos between organisations, duplication, and lack of integration in planning. 'I ran on a platform of taking back control of so-called council-controlled organisations. In December last year we agreed to a package of CCO reforms to get council working effectively for Aucklanders. 'Today shows we're on track with what was promised: bringing the functions of Eke Panuku and the Economic Development arm of Tātaki Auckland Unlimited in-house. The process of reforming Auckland Transport so decision-making returns to democratically elected councillors has also begun. 'This work will improve strategic alignment between council's decisions and CCO activities, increase democratic accountability and transparency, and deliver better value for Aucklanders. This will get the council group fit for purpose to realise Auckland's growth potential.' The mayor says the Auckland population is set to grow by more than a quarter of a million people in the next 10 years, more than the entire population of Wellington city. 'If we are to make the most of the opportunities ahead, we must lay the foundations for an agreed, thoughtful approach forward. Streamlining these functions within council makes the most of what we have and sets us up to plan for the demand ahead.' He says alongside working through legislative change with government he's making sure the private sector is also on board. The Development Community Forum held last week was the first of many to improve the council-development sector partnership. There were frustrations over a lack of leadership with an agreed, single path forward, inconsistencies across council divisions, and a lack of commercial understanding. 'These are the people who shape our city: where and how we live, work and unwind – so worth listening to. There was an upbeat response in the room and nigh audible sighs of relief. They've told me that the industry hasn't had engagement like this before. They said they were on board with intensification in the right places and were ready to get on with it and make it happen.' This is the start of an ongoing dialogue with the development community. Themes from the event will inform the direction of a new office to create a thriving Auckland that makes better use of its land and buildings, attracts private investment and develops public spaces. The CCO reform of Tātaki Auckland Unlimited and Eke Panuku follows on-going reform of decision-making between Auckland Transport and Auckland Council.
