Category Archives: Citifleet

City Property . . . .

### ODT Online Sat, 10 Jun 2017
Property boss quits
By Chris Morris
The man in charge of the Dunedin City Council’s multimillion-dollar property portfolio has quit following a review by independent auditor Deloitte. [A] Council spokesman ….yesterday confirmed city property manager Kevin Taylor resigned last week. [DCC] responding to Otago Daily Times questions by email, declined to say what Deloitte’s review had found, insisting the final report was “still being considered”. The development came three months after the ODT reported the department responsible for property worth hundreds of millions of dollars was being reviewed ….The role was expected to change in future, with a “specific focus” on community and civic properties ….Mr Taylor’s departure was the latest upheaval for the city property department, following the departure of former city property manager Robert Clark in 2014, and his assistant manager, Rhonda Abercrombie, the following year.
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### ODT Online Fri, 10 Mar 2017
Council’s property department under review
By Chris Morris
The performance of the Dunedin City Council’s city property department is under the scrutiny of an independent auditor. It was confirmed yesterday Deloitte had been called in to examine the department responsible for property worth hundreds of millions of dollars. It is understood the review’s focus was on the department’s performance, and any suggestion of impropriety has been ruled out. Deloitte has been brought in to provide extra resources for the review, but city property manager Kevin Taylor has been replaced in the day-to-day running of the department.
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### ODT Online Tue, 15 Sep 2015
Property manager quits DCC
By Chris Morris
Dunedin City Council manager Rhonda Abercrombie has resigned abruptly, but nobody is prepared to say why. Mrs Abercrombie, the council’s assistant city property manager, handed in her notice last week but was no longer working at the council’s Civic Centre building.
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### ODT Online Tue, 29 Apr 2014
Quick exit for another DCC senior manager
By Debbie Porteous
Another senior manager is to have a quick exit from the Dunedin City Council after the announcement yesterday of his departure. Economic development and property group manager Robert Clark will clear his desk on Friday. He is returning to the commercial sector after six years with the council. Mr Clark’s withdrawal from the organisation comes after a proposal was circulated to staff last month in which his position was effectively disestablished, his responsibilities split between new positions to be created under a new council operating structure. The structure was developed by chief executive Dr Sue Bidrose in a review of the council’s property and economic development operations.
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Dunedin City Council – Media Release
Manager Economic Development and Property moving on

This item was published on 28 Apr 2014
The Dunedin City Council’s Group Manager Economic Development and Property Robert Clark is leaving the organisation after six years to return to the commercial sector. General Manager Infrastructure and Networks Tony Avery says Mr Clark’s last day at the DCC will be on Friday, although he will continue to do transitional consulting work in the coming months on some significant projects.
Read more

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For some weeks, independently of today’s news, the Dunedin grapevine has been rattling (autumn leaves) with tales of the missing City Property reserves, worth millions.

WHAT, you say. Noooooo.

Let’s hope our elected representatives are onto it.
Historical, it appears.

Thus the shadow boxing about town: raising all the circular questions of who and how, historically.

New blood to a system is supposed to flush out nasties, this takes hard analysis of past annual reports and investments, and of ‘figures’ present and correct —or not. Anything strange or unseemly, a mere whiff of stray fur, should be swiftly signalled to the chief executive for immediate independent audit, especially if to do with a property division.

The age-old question for local government continues to be: if you’re not a business person, how do you smell rats in your balance sheets and upon whom do you rely for sound advice, internally and externally, for the health and solid whereabouts of your ratepayer funds and assets. Indeed, without this staunch critical oversight how on earth can a council operate or even run its companies.

And how do you screen applicants; and monitor job performance.
Without great gaping holes in the cheese and skirtings, People!

[pennlive.com]

Related Post and Comments:
A selection only. Some comments or links to related posts under these post titles are very telling in the collective sense.
26.2.17 No news : Appointment of Group CFO
14.2.17 DCC not Delta #EpicFail : Wall Street falsehoods and a world class debt
22.1.17 DCC LGOIMA Response : Wall Street Mall and Town Hall Complex
9.9.16 Calvert on DCC, ‘We could have a much more democratic and transparent operation of council’
12.8.16 DCC trifecta : openness, transparency, accountability —All dead?
10.6.16 g’bye & ’ello [GCFO resigns]
3.12.15 DCC factory crew issues, ELT, CEO….
16.11.15 DCC operating deficit $1M worse than budget
6.11.15 DCC non compos mentis
8.9.15 DCC Citifleet: Council steered off SFO investigation
17.3.15 DCC whistleblowing —what is open government ?
23.2.15 Wall Street Mall drops glazing panel to George Street
29.12.14 DCC gets QLDC talent…. the weft and warp deviously weaves
18.12.14 DCC: Deloitte report released on Citifleet
18.9.14 DCC considers sale of “149 properties”
15.9.14 Cull’s council spent the cash
11.9.14 DCTL: New treasury manager
8.9.14 Jim Harland and the stadium MESS
1.9.14 DCC Fraud: Further official information in reply to Cr Vandervis
28.4.14 DCC loses City Property manager in restructuring
28.8.14 DCC: Tony Avery resigns
22.8.14 DCC: Deloitte report referred to the police #Citifleet
31.7.14 DCC: Services and development #staffappointment
3.7.14 Stuff: Alleged vehicle fraud at DCC
1.7.14 DCC: Far-reaching fraud investigation Citifleet
3.6.14 DCC unit under investigation
2.5.14 DCC $tar-ship enterprise
24.1.14 Stadium: It came to pass . . .
28.12.13 Sue Bidrose, DCC chief executive
18.11.13 DCC: New chief executive
24.9.13 DCC chief executive Paul Orders recommended for Cardiff
14.10.13 DCC: New chief financial officer
7.9.13 Stadium: $266 million, more or less?
2.8.13 DCC, Stadium —sorry picture
24.7.13 DCC / DCHL shake up !!!
4.7.13 Carisbrook: DCC losses
25.5.13 Paul Orders: Dunedin or Cardiff ???
11.5.13 Stadium: Truth, usual whitewash or prosecution ?
21.3.13 DCC: Opportunity created by Stephens’ departure
20.11.12 Dunedin City Council vs Anzide Properties decision: The road “has no legal basis”
31.10.12 Dunedin City Council – all reports posted, belatedly!
26.10.12 DCHL borrowed $23 million to bail DCC
22.8.12 Mr Orders, sir! About your staff expertise…
9.6.12 City Property to compete more obviously in the market (their excuse: PPP)
4.5.12 Who was it – Malcolm Farry? Peter Brown?…
9.11.11 Paul Orders for change!
17.9.11 Paul Orders starts Monday
19.5.11 Information received today
29.12.10 Jim Harland
29.10.10 DCC Chief Executive resigns – timing is everything!
16.8.10 Dunedin City Council security for borrowings
29.7.10 Dunedin social housing
12.6.10 DCC Media Release – CEO salary and performance
18.5.09 Mayor Peter Chin: ‘not about social housing’

Posted by Elizabeth Kerr

This post is offered in the public interest.

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Filed under Architecture, Business, Carisbrook, Citifleet, Construction, DCC, DCHL, DCTL, Democracy, Design, Dunedin, Economics, Education, Finance, Health & Safety, Heritage, Housing, Media, New Zealand, OAG, Ombudsman, ORFU, People, Pet projects, Politics, Project management, Property, Public interest, Resource management, SFO, Site, Sport, Stadiums, Travesty

DCC hideous ‘Adam of your labours’

ODT 28.1.17 (page 30)

2017-01-28-20-33-02[phoneshot scribbled – click to enlarge]

DCC is rubbish governance.

Comparing the two territorial authorities, ORC and DCC, ODT says “the regional council has been a wiser council-company owner”.

Ain’t that the sheer truth with bells on, oversewn with screaming sirens and flashing red lights.

Stuff that up your blood-soaked jumper, Dunedin City Council.

DCC takes the knife to Ratepayers’ private wealth, there’s no sign of let up. Blunt force trauma, gushing blood and the decimated entrails of a city once thriving.

The squalid recent history of Dunedin City Council is one of incompetence and worse : failed schemes, massive overburden of debt, inability to prioritise, budget and project manage, crippling levels of deferred maintenance and upgrades for essential infrastructure, unprosecuted thefts, corruption in certain of the CCOs and serious questions about the holding company (last year, a ‘partial audit’), Otago power network assets burnt off (no safety and security of supply), a dead loss-making stadium and associated companies clawing $20million per annum off ratepayers (no valid explanation, just mindless spin), destruction of high class Taieri soils for housing sprawl initiated by city councillor with a private profit motive, trite succession of gormless city councillors lining own pockets/inflating egos at the council table – leaches and nematodes have more credibility. On it goes at DCC.

Otago Regional Council is debt free.

### ODT Online Sat, 28 Jan 2017
Editorial: City and ORC merger unlikely
OPINION Any progress towards one or more unitary authorities in Otago will be difficult, largely because of the region’s geography. The Dunedin City Council this week ordered a report into a possible merger between it and the Otago Regional Council, and it would be surprising if proposals which might emerge make much headway with the Local Government Commission.
….Since 1988, the [ORC] has received a total of $148.9million in dividends and special payments from Port Otago. How the city must covet that cash. Given the city’s pressures on Delta/Aurora for dividends and the regional council’s hands-off attitude to the Port Company, it would seem, however, the regional council has been a wiser council-company owner.
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Posted by Elizabeth Kerr

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Basic questions arising for the City, unpublished by the newspaper

Received from John Evans
Tue, 17 Jan 2017 at 7:47 p.m.

From: John Evans
Date: Monday, January 16, 2017
Subject: KPI
To: ODT editor

The Editor, ODT

Sir,

We are often regaled by company directors, CEOs and bureaucrats with discourses on the importance of KPIs. KPIs?

Key Performance Indicators – one of many PR corporate speak Buzzwords.

Wikipedia’s definition is pretty broad but basically it means that certain measures designed by the company or board are measured against actual performances.

Recently, the term gained another meaning when KEY performance [was] reassessed in the light of John KEY’s resignation. Unfortunately his stellar career as Prime Minister seemed to be judged poorly by those political pundits doing the assessment.

The key word is Performance, the measure of which is judged in order to provide an increase in salary or measures which might lose the judged their position if they failed to meet the KPIs included as part of the employment contract.

The test is what performance is paramount and who is it paramount to.
These tests are important in worldwide businesses but is there a different reality in New Zealand? It seems to me that either the KPIs are set incorrectly or there is a disconnect because no one seems to fail, to not meet their predetermined KPIs.

[infront.com]

One example is the role of council lawyers. Why would council lawyers write in an employment contract a clause which gave the employee a golden parachute even if they failed to meet their KPIs? Or was it the employees themselves who wrote the KPIs for their own future benefit? Surely if this was so, the lawyers acting for the company or body they represent would refuse to condone the parachute for employees and directors after proven incompetence.

The Dunedin City Council and its management, and the council owned companies, are surely charged with KPIs and, one surmises, about the results of such indicators and the resultant effects on the council and its employees. Can we analyse a few actions of the council and what the KPIs may have been and whether they would meet them and perhaps the consequences of meeting them or not.

The first and most obvious one is the theft of 152+ cars.
What was the measure of acceptable theft? Was it 20 cars, 100 cars or was 150 cars sufficient to tip them over the edge. And as another example, what was the Police’s key indicator on this matter? Do they prosecute for the theft or conversion of 1 car or does it take 160 cars to prosecute somebody for being involved either in the theft or knowing receipt of a car or cars?

The next is the investment in land and development projects by Delta.
Was failure in one, two or three such projects acceptable or is the magic number 5 (Delta will do it again and we have not quite got there yet).

The Dunedin stadium KPIs. Is a running cost of some $20million acceptable as an annual loss to the ratepayers or should the losses be only $15million or shock horror only $5million. Or should the ratepayers be released from the financial burden which was never the choice of the majority?

Sewage Treatment KPI – Is it acceptable to process sewage to a point that it pollutes the ocean two kilometres out or are we entitled to potable water ex site at Tahuna?

Mudtank cleaning KPI – How many mudtanks cleaned would be an acceptable result, would a flood in South Dunedin suggest that measure was incorrect? Contractual performance and payment for same. Would a KPI for the DCC CEO include overall managing payments to contractors? If a contractor did not perform to those KPIs set within the mudtank cleaning contract, should the contractor be still paid?

Wastewater treatment – Is it an acceptable KPI for wastewater treatment that in high rainfall such overflows are discharged into the pristine Otago Harbour?

Delta KPI on pole replacement. Is 100 unreplaced tagged poles acceptable? Is 1000 acceptable? On suspect poles, is a KPI that the company changes so that they did not breach a previous KPI acceptable or should every company and council just change their KPIs to avoid failure, blame or the legal consequences?

Richard Healey, the “whistleblower” on Delta’s failures seems to have personal ‘built-in’ KPIs —including integrity, high quality job performance, peer safety and corporate responsibility. Just why do the CEO and directors’ KPIs apparently differ from these such that Healey has to resign for them to take note?

On Directors of the council owned companies, do their KPIs reflect their responsibility under the law or are they designed to protect the directors from prosecution under the law despite failure by other measures?

And where does the buck stop?

Just what are the KPIs upon which we judge the mayor, based? Is the only measurement his electability?

Are we the ratepayers not entitled to expect a KPI that includes retribution against failings in any DCC departments or DCHL companies? If we do not reward success and prosecute failure in some way are we not missing the whole point of Pavlov and his dogs? Should we not then close our prisons and let the perpetrators of violence, antisocial acts and any injustice roam free, surely this is the logical nett result of such an attitude of no judgement.

The analysis of John Key’s contribution would suggest that electability and performance may well be poles apart. Perhaps that is the greatest lesson we can learn from the errors of judgement of recent times in our city.

John P. Evans
Otakou

[ends]

Posted by Elizabeth Kerr

This post is offered in the public interest.

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Filed under Business, Central Otago, Citifleet, DCC, DCHL, DCTL, Delta, Democracy, Dunedin, Economics, Electricity, Finance, Health, Infrastructure, Media, Name, New Zealand, OAG, Ombudsman, People, Pet projects, Police, Politics, Project management, Property, Public interest, Queenstown Lakes, South Dunedin, Stadiums, Travesty

No Integrity | Cull’s FULL INSULT to Ratepayers and Residents

mayoral-bs-green-diarrhoea-1

The Star cites the Mayor-terrible:
“Creating the Vision. 2017: Positive, confident, outward-looking Dunedin”

█ Go to http://www.thestar.co.nz/news/creating-the-vision/

Opinion. The Mayor is a disgrace.

Starter for 10:
1. Responsible for DCC flooding South Dunedin in 2015
2. Responsible for Council’s lack of infrastructure spending and monitoring
3. Responsible for wasting +$20million pa of Ratepayer funds to prop up the loss-making Stadium
4. Responsible for Council not investigating the misuse of public funds by Carisbrook Stadium Charitable Trust
5. Responsible for wasting millions of Ratepayer dollars on unworkable cycleways
6. Responsible for overseeing lack of prosecutions for Jacks Point and Luggate
7. Responsible for Council ignoring constructive fraud and money write-offs at Noble Yaldhurst
8. Responsible for lack of prosecutions for Citifleet (+152 cars sold on, 2003-2013)
9. Responsible for lack of progress with council debt reduction
10. Responsible for criminal neglect of Otago’s power network via Aurora/Delta/DCHL boards and management

So yeah. Has kept Dunedin’s economy at a standstill since being elected to office.

Not a smart learner.
Deals in OBFUSCATION, hides behind deadbeat mouthpieces while practising a pronounced lack of fiducial responsibility to Ratepayers and Residents.
Ending in chaos and disaster for those set to inherit ‘Dunedin’.

Re lack of vision…
Responsible for the lack of Health & Safety leading to an appalling eye injury at the DCC-managed New Year 2017 event held in the Octagon.

Your main job, Mr Mayor, is to get the Otago power network and Dunedin’s water infrastructure, roads, reserves and community owned assets into first class working order.

But actually, just f*** off altogether.

Wanted: New leader with a cool business head, capable of rigour and empathy.

Posted by Elizabeth Kerr

This post is offered in the public interest.

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Michael Lewis : The Undoing Project —Interview with Kathryn Ryan #RNZ

Link received 27/12/2016 at 3:21 p.m.
Message: A lesson for some Dunedin ‘luminaries’ perchance?

michael-lewis-tabitha-soren-w-w-norton-company-bw-by-whatifdunedin

It’s amazing how resistant, particularly powerful men, are to people coming from outside and giving them advice on how to make decisions.
Michael Lewis

RNZ National
Trust your gut? Think again
From Nine To Noon with Kathryn Ryan, 10:09 am on 21 December 2016

[Abridged.] Michael Lewis is one of the most famous non-fiction writers in America. He has written 14 books, edited one and is a regular contributor to Vanity Fair. His books include the global best-selling Flash Boys – an expose of high speed scamming in the stock market; The Big Short: Inside the Doomsday Machine – an account of shady financial transactions and accounting that led to the 2008 global financial meltdown and on which the film The Big Short was based and Moneyball, the story of a maverick outsider who beat the system.

Lewis’s new book is called The Undoing Project in which he profiles the professional and personal relationship between the behavioural psychologists Daniel Kahneman and Amos Tversky. Kahneman and Tversky’s work shed new light on how humans make decisions when faced with risk and uncertainty. They established that we generally trust our gut instinct, over the evidence, to guide our decision-making.

michael-lewis-the-undoing-project-cover-image-simonandschuster-com[simonandschuster.com]

Lewis says he came across Kahneman and Tversky after writing Moneyball. He says the two were very different personalities and that made for the perfect team.

“They sensed in the other something they wished they had. Kahneman is an unbelievable creative mind he really has a mind more like a poet or a novelist filled with these flashing insights about human nature. Tversky wanted to be a poet but he has a scientific, logical mind. He’s a brilliant logician.”

The two decide to come together and study how the human mind works. That work became an examination of human fallibility – the weakness of the human mind. They designed experiments to show how our mind plays tricks on us.

One they stumbled on was a phenomenon they called anchoring that skews human decisions. They also established that we are terrible at assessing risk – we rate risk based on what’s most memorable which tends to be what happened most recently.

michael-lewis-advice-from-experts-marketwatch-com[marketwatch.com]

“People long for the world to be a far more certain place than it is, instead of dealing with uncertainties they tell stories that make it seem much more certain and respond to stories that make it seem much more certain than it is. A politician speaking in certain terms as if he’s infallible has weirdly an advantage – even though we shouldn’t believe him. We’re very vulnerable to people who simulate certainty.”

Lewis is unsure whether this inbuilt fallibility can be fixed.

“I hate to sound fatalistic but one of the big takeaways from [Kahneman and Tversky’s] work is just how hard it is to correct for human fallibility – they equate cognitive illusion with optical illusion.”
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Audio | Download: Ogg MP3 (26′07″)

Michael Monroe Lewis (born Oct 15, 1960) was born in New Orleans to corporate lawyer J. Thomas Lewis and community activist Diana Monroe Lewis. He attended the college preparatory Isidore Newman School in New Orleans. He then attended Princeton University where he received a BA degree (cum laude) in Art History in 1982 and was a member of the Ivy Club. He went on to work with New York art dealer Daniel Wildenstein. He enrolled in the London School of Economics, and received his MA degree in Economics in 1985. Lewis was hired by Salomon Brothers and moved to New York for their training program. He worked at its London office as a bond salesman. He resigned to write Liar’s Poker and become a financial journalist. A contributing editor to Vanity Fair since 2009. More at Wikipedia.

Vanity Fair – Hive: Politics
Donald Trump and the Rules of the New American Board Game
By Michael Lewis Dec 18, 2016 7:00 pm
While volunteering at his daughter’s new high school, Michael Lewis watched kids of all races and backgrounds react to Trump’s election with a peaceful demonstration of their grief and fear. It inspired a game he’s devised for thinking about the future. Link

Vanity Fair – Hive: Politics
Obama’s Way
By Michael Lewis Sep 11, 2012 6:12 pm
To understand how air-force navigator Tyler Stark ended up in a thornbush in the Libyan desert in March 2011, one must understand what it’s like to be president of the United States—and this president in particular. Hanging around Barack Obama for six months, in the White House, aboard Air Force One, and on the basketball court, Michael Lewis learns the reality of the Nobel Peace Prize winner who sent Stark into combat. Link

Posted by Elizabeth Kerr

This post is offered in the public interest.

*Image: Michael Lewis by Tabitha Soren / W.W. Norton Company
blackwhite by whatifdunedin

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Audit and Review, Deloitte

U N N E R V I N G ● N E W S

“If Deloitte was caught with one such brazenly egregious case, just what else is there that goes unreported, and undiscovered when it comes to corporate “books”, not only in Brazil but also in the US.”

### zerohedge.com Dec 5, 2016 9:43 PM
Auditor Deloitte Fined A Record $8 Million For Massive Fraud
By Tyler Durden
Remember when auditors were, by their very definition, supposed to be the embodiment of credibility, trustworthiness and moral fibre? The Brazilian arm of Big Four auditing giant, Deloitte, forgot these simple prerequisites and as a result the US auditing watchdog fined the firm a record $8 million for what amounts to massive fraud: falsifying audit reports, altering documents and providing false testimony during an investigation that unearthed what it described as its “most serious” finding of misconduct.
The US Public Company Accounting Oversight Board, or PCAOB, also penalised or barred 12 former partners, including a national practice director, and auditors of the Brazil-based Deloitte Touche Tohmatsu Auditores Independentes.
The Deloitte Brazil case is the first time the PCAOB has “charged a member of the Big Four auditing firms with fraud and for failing to co-operate with an investigation” according to the FT [Financial Times]. Worse, unlike banks which resolve similar cases without admitting or denying guilt, in settling, Deloitte Brazil admitted it had violated quality control standards and failed to co-operate with the auditing board’s inspection and subsequent investigation.
“This is the most serious misconduct we’ve uncovered. It’s cover-up after cover-up after cover-up,” Claudius Modesti, director of enforcement at the PCAOB, said. “As an investor you’re expecting that the audit was done properly and sufficiently and that wasn’t the case here.”
Not only was that not the case, but the details read like straight out of a fictional account of third-world crime.
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deloitte-svg

Deloitte Touche Tohmatsu Ltd, commonly referred to as Deloitte, is a UK-incorporated multinational professional services firm with operational headquarters in New York City in the United States.
Deloitte is one of the “Big Four” accounting firms and the largest professional services network in the world by revenue and number of professionals. Deloitte provides audit, tax, consulting, enterprise risk and financial advisory services with more than 244,400 professionals globally. In FY 2016, the company earned a record $36.8 billion USD in revenues. As of 2016, Deloitte is the 6th-largest privately owned organisation in the United States.

The Big Four:
● PricewaterhouseCoopers (PwC), largest accounting firm in terms of revenue.
● Deloitte Touche Tohmatsu (Deloitte)
● Ernst & Young (E&Y)
● Klynveld Peat Marwick Goerdeler (KPMG)

OTAGO RUGBY & RACING ASIDE

Remember the old chestnut…. The connection between TTCF (The Trusts Community Foundation Ltd; formerly, The Trusts Charitable Foundation Inc) —and Deloitte.

“TTCF engaged Deloitte when they desperately needed an ‘independent’ audit so as to put the Department of Internal Affairs (DIA) and Audit NZ off the scent. Unfortunately, even though Deloitte uncovered approximately $40k per month in mis-spent funds, TTCF ensured that was left out of the report because after all they were paying the Deloitte bill.”

Related Post and Comments:
2.6.15 Queen’s Birthday honours to rogues #TTCF #ORFU #PokieRorts
11.3.15 DIA —poor job as gambling regulator
2.2.15 Operation Chestnut: DIA, SFO fluffing round the edges #TTCF #ORFU
11.1.15 Southern complainants: IPCA won’t ensure upfront investigation…
14.12.14 DIA regulates what? Not white collar crime, not with govt looking on!
5.8.14 Gambling Commission shuts down racing’s Bluegrass pokie trust
3.2.14 DIA signed up Intralot amid concerns about bribery and corruption
31.12.13 Martin Legge: Operation Chestnut [DIA’s PR exercise]
30.12.13 DIA insights: Pokie rorts, money-go-rounds, names
11.10.13 New Zealand: Pokie trusts same everywhere #pokierorts
10.10.13 Whistleblowers’ message heard ??! #OtagoRacingClub #pokierorts
1.8.13 Politicians keeping DIA/SFO quiet on ORFU and TTCF #pokierorts
31.3.13 DIA and Office of the Auditor General stuff up bigtime #pokierorts
21.2.13 DIA, SFO investigation #pokierorts
11.11.12 Department of Internal Affairs #pokierorts #coverup #TTCF
25.7.12 Martin Legge backgrounds TTCF (pokie trust) and Portage and Waitakere Licensing Trusts #DIA

█ For more, enter the terms *pokies*, *pokie rorts*, *ttcf*, *orfu* or *dia* in the search box at right.

Posted by Elizabeth Kerr

This post is offered in the public interest.

*Image: Deloitte via Wikimedia Commons

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Filed under Aurora Energy, Business, Central Otago, Citifleet, DCC, DCHL, DCTL, Stadiums

Delta #EpicPowerFail 7 : Kyle Cameron —The Money or the Bag?

its-in-the-bag-with-selwyn-toogood-pinterest-com-tweaked-by-whatifdunedin

Received from Christchurch Driver [CD]
Wed, 30 Nov 2016 at 10:21 a.m.

>> Like most of Dunedin, in the last fortnight your correspondent has been looking with equal parts of fascination and horror at the torrent of deferred maintenance disasters and associated dissembling from Delta that Vaughan Elder of the Otago Daily Times has wrought upon Aurora. Mr Elder is detonating “aged hand grenade” potheads on an almost daily basis. Delta is surely beginning its death dance.

If readers think that “death dance” is too strong a term and your correspondent is a pothead of a different type, bear in mind the killer statistic revealed when last week Mr Elder publicised the results of Delta’s staff survey : 34% of staff thought that management was “honest” which, put another way, meant that two thirds of the staff considered the management dishonest. Given the preponderance of managers at Delta, this means even some of the managers considered themselves dishonest ! When the managers of an organisation are confident that the management is dishonest, then it is definitely time to do something about it…. However, we can be sure that Deloitte are not going to do anything about it by reporting to DCC what is obvious to all readers of the ODT and What if? : That the Delta and Aurora directors are either corrupt or incompetent to the point of criminal liability under Health and Safety legislation. (Only the first in a long list of fundamental director defects). Mr Crombie can spout excuses all he wants about Deloitte’s alleged “forensic expertise”, the issue is not about forensic expertise but independence and integrity.
Your correspondent has found that accountants’ ethical considerations and field of interest stops precisely at the door of whoever is paying their bill.
Lawyers have a more muscular process and even many lawyers who operate at, shall we say, the barely acceptable margins of their profession have a healthy regard for the disciplinary processes for unethical behaviour. Added to that, there are a number of lawyers available who view taking other lawyers to task as a form of sport. Yes before you ask, your correspondent has seen this in action, and there are regularly reported cases of lawyers being punished by the Law Society.
What your correspondent has not seen, is one accountant taking action against another, or any recent examples of accountants being censured by their professional body. Accountants policing their own ? That won’t work – the cost/benefit is all out of whack. But what we have here is not just one accountant looking the other way. It is the quadruple accountant play for maximum obfuscation and back scratching. One accountant, Mr Crombie (The Godfather) has carefully selected another of the brotherhood, a young go-getter, Kyle Cameron, wanting to make his mark in the Dunedin network (Tartan Mafia if you will). The Godfather carefully explains the rules of the game. The young go-getter knows there may be some short term consequences to him but understands that he will become a corporate career corpse if the rules aren’t followed. The go-getter will question the ‘change manager’ at the bottom of the play, Matt Ballard (Capability and Risk), a former Deloitte brother and member of the tartan clan. The young go-getter will hear no evil, see no evil, and most importantly, find no evidence of deliberate underfunding of the network from 2007 to 2016. That now protects the ‘older’ accountant, the sulphurous Stuart McLauchlan. The go-getter, will report that all is under control, the issues are not new and have been known for a long time. It was just a dreadful and unfortunate coincidence that whistleblower Richard Healey resigned and “some unfortunate publicity” meant it was timely to reveal Grady Cameron’s secret plan to spend $30M on replacing poles. ‘Grady’ will be gently chided for keeping this plan so secret that no one else knew about it and it wasn’t actually in the Long Term Plan, but you know, can’t make an egg without breaking an omelette. To diffuse that particular wet bus ticket, ‘Grady’ will also be commended for his vision and determination to create a safe network out of an aged one. Nothing less should be expected of a Deloitte Young Energy Executive of the Year. (Shameless plug for Deloitte also included).
The villain of the piece will be that Bad Man, John Walsh. He neglected to properly fund the network from the 1990s until his departure in 2009. It is, most definitely, All His Fault.

It hardly needs to be said that what is needed here is not Kyle Cameron, but a lawyer or former judge, someone with some real forensic cross examination talent, who levers the facts from liars and dissemblers every day. Someone with no ties to the incestuous and stifling Dunedin mafia.

However, Mr Crombie is correct that Deloitte does have “forensic” experience – from a besieged client perspective – and that experience is very useful in subtle engineering of the terms of reference, not asking relevant or difficult questions and indulging in Key-style vagueness. Deloitte specialise in appearing to provide a report that involves some gentle chiding, and wet bus tickets, but protects the client from further scrutiny.

In the event Kyle Cameron is the mouse that roared, and actually produces a factual report detailing the disgusting complicity of the directors who created a major public safety hazard by deferring essential maintenance to allow unsustainable dividends to Council, it will be amended by his superiors at Deloitte who have a very simple choice. Do Deloitte want to continue to receive lucrative work from Council, or do they provide a truthful report ? Mayor Cull will do almost anything to avoid ratepayers knowing that they are facing imminent and large de facto rates increases in the form of exponential lines charge increases ….because, huge amounts of Aurora line charges have been squandered on bloated and self-interested management, failed property deals and of course, paying for the stadium, over many years, and for many years to come.
The Crombie and Cull playbook 1 is to get malleable and weak individuals to say what you tell them to, hacking and modifying the facts to suit. Ratepayer funds at risk ? – a trifle as light as air ! What is important is that Mayor Cull and his council’s dividend drug habit is not exposed.

>> All right, readers, stop thinking that someone put genetically modified aggression supplements in the Bells ! Proof of these bald statements you say? Very well, here is the proof….  Until very recently a firm of property management consultants completed Building Warrant of Fitness inspections for the City. Now the firm had a sudden change of ownership recently, which may or may not have had something to do with the “non-voluntary” (careful words needed here readers) ! departure of an individual from the City, not unrelated to someone at the firm, at around the same time.

It appears that the firm may have lacked the necessary, ahem, independence or distance to enable them to provide, shall we say, a more accurate picture of the Building Act compliance status of ratepayer-owned facilities, including the Dunedin Town Hall and Wall Street Mall. When the new owners of the business produced their Warrant of Fitness report this year on those facilities, there was a list – a very long list – of 360 fire rating defects in Wall Street alone. These fire rating defects and other faults dated back to when the buildings were constructed in 2008 and 2011.

(By way of confirmation, If ratepayers care to check the publicly displayed Building Warrant of Fitness at Wall Street they will find there is no certificate, and we understand there are recently lodged official information requests to get to the bottom of this matter).
The establishment, allegedly very unhappy with this burst of unpleasant fire rating revelations from the new and improved firm, may have said words to the effect of “We have 50 buildings that need inspections ! Do you understand what we mean?” …. “We want you to issue the WoF on the basis that we will get around to do some of the work when we feel like it, when we are good and ready and not before !” (We could call this the Aurora option….). The response from the new firm was basically, “We have standards and professional obligations, and we can’t certify something on that basis as you have a record of ignoring previous identified serious faults.” We understand the establishment was then invited by the new firm to employ a specialist Fire Engineer to review the list and the new firm’s report.

So what did the establishment do ? Did it immediately start work on fixing the problem ? Of course not, it sacked the new firm from all work for having the cheek to put in writing things that were deemed “inconvenient”.

Kyle Cameron, what will it be ?

Truth or Consequences?
The Money or the Bag ? (To dispose of the Delta’s directorial corpses).

Dunedin is watching and waiting.

[ends]

Posted by Elizabeth Kerr

This post is published in the public interest.

*Image: pinterest.com – ‘It’s in the Bag’ with Teneke Stephenson (formerly Bouchier) and Selwyn Toogood, tweaked by whatifdunedin [Kyle via Deloitte]

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