The framework came out of the work, not a textbook.
I spent years at executive level in local government in WA and NSW, responsible for capital works programs, for procurement and delivery frameworks and for the governance detail underneath them. The Community Capital Framework is what I wish we had had.
It exists because the same problems kept turning up in WA council capital projects and no framework built for councils dealt with them properly. We sit on your side of the table, engagements are fixed fee and every stage ends with something your Council can actually use.
Meridian Advisory is a specialist consultancy in capital project governance, owner-side project management and project controls. We work across resources, infrastructure and government in Australia and Southeast Asia. The CCF is the local government arm of that work.
That position holds in public as well as in the room. We do not name councils in anything we publish. Where a Gate Review or a diagnostic finds a problem, the finding goes to the Council that commissioned it, in a form that helps its officers put up a recommendation they can defend.
Brendan Smith, Principal.
I am an engineer by training and I have spent my career around capital projects: delivering them, governing them and sorting them out when they go wrong.
I know how capital decisions actually get made inside a council, how they get contested and what it means to be the officer who owns the outcome. I've been that officer.
Stage-gated governance is standard practice on large capital projects. The CCF brings that method across, sized for the work WA councils deliver every year.