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Canterbury reports

Canterbury Earthquake Recovery Authority: Assessing its effectiveness and efficiency
January 2017: In our view, CERA did well early on in the recovery. CERA was also effective in leading a co-ordinated government response to the earthquakes. However, CERA found it challenging to maintain momentum. Its role became less clear as it took on more responsibility for delivering more projects and programmes. CERA did not engage the community well, and struggled to demonstrate its effectiveness and value for money because it had inadequate performance measures and information. It also took a long time for CERA to set up effective systems and controls. CERA’s management controls and performance information needed improvement right up to the time of its disestablishment.
Effectiveness and efficiency of arrangements to repair pipes and roads in Christchurch - follow-up audit
May 2016: We found out that the public entities have made good progress in addressing the recommendations that we made in our 2013 report. SCIRT has made solid progress in repairing damaged pipes and roads. Also, the public entities have improved the governance arrangements over SCIRT. These improvements include clearer roles and responsibilities, more effective guidance and clearer direction to SCIRT, and improvements in reporting.
Governance and accountability for three Christchurch rebuild projects
December 2015: This report looks at the governance arrangements for three projects to rebuild essential facilities in Christchurch: the Bus Interchange, the New Central Library, and the Acute Services Building at Christchurch Hospital. We found that governance was most effective when there was a clear structure and when accountabilities, roles, and responsibilities were well defined and understood. Strong leadership was an important part of effective governance, and being clear about who is accountable for project outcomes supports effective governance.
Earthquake Commission: Managing the Canterbury Home Repair Programme - follow-up audit
December 2015: EQC has continued to manage some things well. These include the management of actual repair costs, the management of health and safety, securing reinsurance, and high levels of surveyed customer satisfaction with the quality of repairs immediately on completion of the repairs. Despite the improvements made, EQC could still learn better from complaints and improve its customer focus and interactions.
Ashburton District Council: Allegations of conflicts of interest affecting decisions on a second bridge
October 2014: This report looks at how three elected members of Ashburton District Council managed conflict of interest questions recently...
Effectiveness and efficiency of arrangements to repair pipes and roads in Christchurch
November 2013: The report looks at the arrangement to repair and rebuild the roads and underground water, wastewater, and stormwater pipes in Christchurch. The report examines how effectively and efficiently the Canterbury Earthquake Recovery Authority, the New Zealand Transport Agency, and Christchurch City Council are reinstating this “horizontal infrastructure” through an alliance called the Stronger Christchurch Infrastructure Rebuild Team (SCIRT). SCIRT demonstrates many of the good practice characteristics of alliancing. It is capitalising on its valuable resource of highly trained specialists to develop practical solutions, and project scoping is done well. SCIRT has sound business systems that create operational efficiencies. When relevant variables are considered, SCIRT projects seem reasonably priced ...
Earthquake Commission: Managing the Canterbury Home Repair Programme
October 2013: In our view, the Earthquake Commission's (EQC) performance to date has been mixed. It has performed well in managing repair costs and setting the home-repair programme up quickly, but has not performed as well in dealing with homeowners. Although efficiency is clearly important, this report is a timely reminder for EQC and others that being in the public service means serving the needs of people ...
Roles, responsibilities, and funding of public entities after the Canterbury earthquakes
October 2012: This report provides an objective view of how the Canterbury earthquake recovery is being run. It describes how the recovery is being carried out, the roles of agencies, how the recovery is being funded, and what the main risks and challenges are - for the agencies involved and for Cantabrians.
Inquiry into how Christchurch City Council managed conflicts of interest when it made decisions about insurance cover
April 2012: The Office of the Auditor-General received correspondence in late 2011, raising concerns about Mr Tony Marryatt’s roles as a director of Civic Assurance and as chief executive of Christchurch City Council. Our report and letter in response are reproduced here.
Investigation into conflicts of interest of four councillors at Environment Canterbury
December 2009: We have concluded that the councillors have breached section 6(1) of the Local Authorities (Members’ Interests) Act 1968. However, we have decided that a prosecution would be unlikely to result in a conviction and that it would not be appropriate in these circumstances to seek to have the councillors prosecuted...
Inquiry into Christchurch City Council's five property purchases
January 2009, letter to Mr Tony Marryatt, Chief Executive of Christchurch City Council.
Christchurch Polytechnic Institute of Technology's management of conflicts of interest regarding the Computing Offered On-Line (COOL) programme
November 2004: The findings of this inquiry into how CPIT managed conflicts of interest regarding the Computing Offered On-Line programme emphasise the need for public entities to carefully consider the ethical dimensions of conflicts of interest...
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