Tag Archives: Partners

DCC team building at your expense (2 events)

Updated post 16.12.13

Comment at ODT Online:
Not convinced
Submitted by topsy on Mon, 16/12/2013 – 1:08am.
“council’s senior managers met the cost of alcohol personally”. Not 100% clear on this comment. Did the managers pay from their own pocket ? Or did they each pay from their respective department’s personal budget, as opposed to the bill being paid by the DCC as a lump sum?
Read more

ODT reports “a budget-conscious Christmas party (12 December), with senior managers picking up the booze bill”; you paid for free nibbles (350 pax) and entertainment, and the venue (DPAG not available for external commercial hireage). Cost to ratepayers not including the venue estimated as $2530.

Last ODT reports “Mayor Dave Cull, councillors and members of the council’s executive leadership team, together with their partners, enjoyed a Christmas function in Middlemarch” (8 December). This was tied to “a teambuilding exercise and familiarisation trip for new councillors”. You paid for bike hire ($360), a barbeque ($875; “partially BYO”), bus travel (no figure), and train travel to Pukerangi (care of Taieri Gorge Railway, a council-controlled trading organisation). Total cost to ratepayers unknown.

The mayor, Liability Cull says the council “as an good employer, wanted to acknowledge the festive season without ”penny-pinching” but while being responsible…Clearly we are being very prudent, as we should be.”

You paid for these —unsurprisingly, one was held on Kate Wilson’s turf.

Piggy Bank [telegraph.co.uk] 1

Could you call these a spree?
Were either of the events necessary?
The councillors and staff do receive rather excellent pay.
Why would we pay for partners?
Is this gravytrain or sleazy or important?
How many reading this have got $360 to spend on recreational bike hire, and altogether don’t mind their rates being used this way?

Think about this at your next potluck or porridge day held at home.

Was this unwise, something you would rather not happen?
Could the council have volunteered its collective resources to the community in a way that adds value, outside council work hours (for example, a working bee)?
Other thoughts?
What is team building – isn’t that cemented into all council work, every day?
Community fundraiser, really?

We should generously embrace this very minor self-entitled ‘bonus’?
Or not sneeze?

Link to ODT story

Related Post and Comments:
24.10.13 DCC in-house catering, pruned like CCC?

Posted by Elizabeth Kerr

*Image: telegraph.co.uk – piggy bank re-imaged by Whatifdunedin
[uncanny cartoon resemblance to Athol and Ms Howard]


Filed under Business, DCC, Democracy, Economics, Events, Hot air, Media, Name, People, Politics, Project management, What stadium

Who? Arrow International Ltd

As Development Managers and Project Managers, Arrow has been at the vanguard of the Otago stadium development over the last two years.

“Dunedin City Council’s 17 March 2008 decision to give the new multi-purpose stadium the green light is a major step towards developing what will be the world’s first permanently enclosed grass playing field. It will also set the benchmark in terms of viewing standards, its multi-purpose nature and its integration of a university with the stadium.”

“We acknowledge an exceptional consultant team who share the vision and have accepted the challenge: HOK, Jasmax, SKM, Rawlinsons, Connell Wagner, Anderson Lloyd Lawyers, Holmes Fire & Safety, Beca, Sports Surface Design & Management, Acoustic Engineering Services, Context Urban Design, Rider Levett Bucknell, Davis Langdon, David Hamilton, Tonkin & Taylor, Horwarth HTL, PriceWaterhouse Coopers, The Marketing Bureau and Colmar Brunton.”


At Arrow we Plan, Manage and Build Capital Works Projects throughout Australasia and the Pacific.

Our focus is on the delivery of complex projects or projects with time, cost, or quality requirements beyond that normally achieved in the industry.

We deliver successful projects by combining our building skills with active design management, co-ordination of project drivers and respect for the clients’ feasibility.

Added to this is the essential ingredient for great projects – a great team.

* 10 Branches or area offices
* Over 200 staff
* Annual turnover over $200M
* Over 1,500 projects delivered
* ISO 9001, “Best Places to Work” 2005 & 2006
* Tertiary level ACC Health & Safety Procedures



100 Year Company
Our vision is to be the most outstanding company in the history of New Zealand’s construction industry.

Client Focus
When we use the word ‘Partner’, it is not lip service.
Real client focus starts with truly understanding the clients’ objectives, challenging those understandings and then driving the project team to achieve or better the outcomes.

A strong culture is not optional for success, it is essential.
Culture nurtures and guides the behaviours, attitude and energy of our Team, whether in remote sites or on the end of a phone. It is an essential part of ensuring the Arrow promise.

20% More Value
20% of value is lost from most projects.
The construction industry loses significant value through poor planning, poorly selected teams, lack of integration between feasibility / design / construction and lack of leadership. Arrow can address these factors. In spite of the concrete and steel outcomes, the construction industry is all about people. To get real success, the process must be led by people leaders.

We Are Our People
Arrow has a unique culture with a family atmosphere. It’s not a corporate machine.
Whether as Strategy Managers, Project Managers or Site Managers, Arrow people have been selected for their communication skills, honesty, energy and ability to lead. There may even be a touch of “mongrel” in there to break through some of the inertia that exists in the industry.


Arrow works with clients in four ways:

Project Delivery Partner
As Project Delivery Partner, we join the clients’ team at the project’s early stages and provide a single point of responsibility for the project delivery; integrating feasibility; design and construction. Contract formats include:

* Project and Construction Management
* Staged: Project Management & Guaranteed Maximum Price
* Design Build
* Alliancing

Strategy Management
Independently of our Project Delivery Team, Arrow provides a Strategy Management service that assesses and maximises a projects viability. Specific services include:

* Strategy Planning
* Value and Risk Management
* Feasibilities
* Needs and Market Analysis
* Due Diligence
* Development Reports

Project & Programme Management
In a pure project management role, Arrow uses its skills and awareness of both feasibilities and construction to drive the project to achieve clients’ objectives.

* Consultant Selection
* Design Management
* Value Engineering
* Risk Management
* Programming
* Procurement Strategies
* Project Leadership

Where Arrow is involved later in the design process, we offer the design awareness, client focus and accountability that is our trademark. Contract formats include:

* Construction Management
* Management Contracting
* P&G and Margin
* Design and Build
* Guaranteed Maximum Price



There is no single right project delivery approach. Each client and project needs to find an approach that optimises the risk and return position appropriate to it.

We tailor each project delivery process to find the risk and return balance suitable for that project.

We build teams that recognise and respect the unique contribution of all participants. We create an environment of transparency that in particular recognises the client’s right and need to directly influence design and have direct access to independent financial information.

The most important part of the project is the front end. The right team, with the right focus can add significant value to a project and give real certainty at the projects early stages.

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Filed under CST, Design, Economics, Geography, Inspiration, Name, Site, Stadiums