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Executive Insight Report - Wellington City Council 2012 - By Dickson Mo

 City

What was the highlight​ of your visit and what ​impact did this have on you?

Highlight


All the interviews were amazing and informative; however the highlight of my visit would be the spontaneous and adventurous trip with the Mayor, Celia Wade-Brown, to Island Bay Marine Education Centre where Zhejiang Provincial Government was documenting Wellington city. On the way to the centre I had the opportunity to experience riding in the yellow Council’s electric car. I was fascinated, as it was my first experience travelling in an electric car and the driver was the Mayor! I realised time is crucial to executives; therefore I had my precious interview on the way to the centre and back to the Council office; this was an unforgettable experience.


Impact

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Spending time with the Mayor was an opportunity to gain insight and experiences that cannot be taught in a university course. The trip made me realised how valuable time is and each second needs to be maximised. I will make a greater effort to prepare myself for tests and assignments and entry to the workforce. One of the fundamental constraints organisations encounter is ‘time’, therefore it is essential to have time management skills in the corporate environment as time needs to be utilised in the most productive manner.

What is the impact of the new Accounting Standards Framework for Financial Reporting on Wellington City Council?

The fact that New Zealand has adopted the IFRS (International Financial Reporting Standards) means that PBE (Public Benefit Entities) will need to comply with the IPSAS (International Public Sector Accounting Standards). The fundamental reasons for adopting the framework are to harmonise with Australia, focus more on the nature of users and to compete globally and internationally.


According to XRB (External Reporting Board) the Financial Reporting Bill was introduced on 31 July 2012 and is expected to be enacted in mid-late 2013. Council as a local governing authority will meet the definition of a PBE (Public Benefit Entity) as their primary objective is to provide social benefit to the community and they are non-profit driven. As the 'ED (Exposure Drafts) PBE Standards' was implemented in June this means that Council will need to comply with XRB A1 ((FP (For-Profit) Entities + PS (Public Sector) PBEs Update)). The new definitions in XRB A1 Part C define the Tiers as 'Tier 1 default PBE Standards' and 'Tier 2 PBE Standards RDR (Reduce Disclosure Regime).' Council would be subject to Tier 1 the default PBE Standards as their expenses are greater than $30 million and they meet the definition of 'Public Accountability' as they are entrusted with public resources and they have a fiduciary capacity in public assets. As the new approach of IPSAS would be a mixture of IFRS, IAS (International Accounting Standards) and FRS (Financial Reporting Standards); this is not likely to impact Local Government as Council is not subject to Tier 2 PBE Standards RDR, which has a 50% plus reduction of disclosures; therefore there are trivial ramifications in Council transitioning from NZIFRS to PBE Standards.


The principle guidance’s for PBE in NZIFRS are: NZIAS 24 Related Party Disclosures, NZIAS 16 Plant Property and Equipment and NZIAS 14 Segment Reporting. In NZIAS 24 'related party disclosures do not apply to arms-length transactions between entities subject to common control or significant influence by the crown,' which means buyers and sellers that is independent and act in their own interest will not be disclosed as a related party. To relate Council trade with independent contractors will not be considered as a related party as disclosed in the financial statements; whereas intragroup related party transactions are eliminated and consolidated in the financial statements. In NZIAS 16 'the treatment of assets acquired at nil or nominal cost,' means Council will look historically as the public want to know what has been accomplished and how it has benefited the community. In order for Council to comply with NZIAS 16 they will record their costs using the cost model under section 30 'assets are recognised at cost less any accumulated depreciation and impaired losses;' therefore items are measured at cost value to meet break even to ensure minimum funding, donations and memberships are met; resulting in an equilibrium point. Alternatively items can be recorded at acquisition date to meet the definition of nil or nominal cost, for example Council’s infrastructure are based on the value of vested investment where builders build roads as part of their development and the Council will retain ownership and be responsible for maintenance
; discussed with Leslie Boardman, Senior Financial Accountant. In NZIAS 14 Council would not need to comply with segment reporting as a parent company would be required to include subsidiaries.


To conclude the new accounting framework does not have a significant effect on Council’s financial reporting as at present.

What is Wellington City Council dealing with current New Zealand issues, and w​hat changes have they made as a result of this?

Two current New Zealand issues are earthquake strengthening and climate change. Council as a local governing authority has a significant role in implementing policies to prevent and to prepare for these circumstances.


Council is well aware that Wellington is sitting on a fault line and significant measures have been implemented to educate the public and to create a vibrant city. In order to maintain and enhance the city's resilience, Council has taken intensive measures to provide cost effective solutions such as introducing 'carbon fibre rope' imported from Japan to strengthen buildings as an alternative to the traditional approach. As discussed with Neville Brown, the Programme Director of Earthquake Resilience, the 'carbon fibre rope' is still in the development stage but will be implemented by the end of this year. The ropes will have significant benefits in the long term as they are strong and cost effective. Council is considering using 'hydraulic rams' that are being implemented in new buildings in Christchurch. The 'hydraulic rams' are able to provide 'strong' and 'flexible' walls and it slows down building movement, thus reducing damage. Council will prioritise investment in strengthening 611 council and historical buildings and educate the public in coping with a natural disaster. Council is encouraging the ‘2012 Shake Out,’ which is held at 9.26am on Wednesday 26th September 2012 in the ‘DROP, COVER & HOLD’ drill with over 136,000 registered participants in the Wellington region. Council will closely collaborate with businesses and communities to ensure necessary implementations are in place.

 

Climate change is a global issue as the average temperature is intensifying due to the increase in anthropogenic greenhouse gas, snow and ice caps are melting at a significant rate, which leads to an increased sea level. The increased sea level will put areas in Wellington that are just above sea level in jeopardy; therefore we need to raise awareness to reduce the amount of greenhouse gas by seeking alternatives. Council has a responsibility to protect citizens from the effects of climate change; therefore eco-friendly strategies are being implemented. Examples would be constructing a world class light-rail system as this would bring a dramatic improvement in the quality of public transportation. Celia Wade Brown, the Mayor of Wellington, highly supports this strategy as it is environmentally friendly, reduces traffic congestion and the number of buses. Council is strongly encouraging the use of eco-friendly washing machines, promoting the use of environmental shopping bags, using public transport, walking and cycling to work, promoting the use of electric cars and the development of renewable energy. Statistics show two-thirds of New Zealand's electricity use is generated from renewable sources, 17% of Wellington workers use public transport, 17% of Wellington workers walk, run, or cycle to work and 50,000 tonnes of carbon dioxide is removed from the atmosphere by Wellington Regional Council’s Pine Forests each year; in achieving their 30% target of reducing emissions by 2020. 

To conclude Council has taken intensive measures in preparing for a natural disaster and promoting eco-friendly strategies to create a resilient and eco-city.

What did you observe in practice that aligned with, or differed from, what you have been taught in your studies?

Aligned

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Many of my accounting and commercial law studies at Victoria University heavily emphasised NZICA Code of Ethics. Through discussing the Council employee’s code of conduct with Tracey McLaughlin, Workforce Development Consultant, it was heavily aligned with the themes of integrity, objectivity and independence, competence, quality performance and professional behaviour. Council must work and collaborate within these themes as they are dealing with rate payer's money. Council would need to act in the most professional manner and be transparent so it wouldn't be under public scrutiny; therefore the purpose of working within this framework is to gain the public's trust by doing the right thing and to act in its best interest.

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Differed

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​Through discussions with Mathew Bialy, the team leader of Business Analysis and Reporting, the current information system in place at Council somewhat contradict theories taught in ACCY225 Accounting Information Systems (AIS). The fundamental theoretical concept is to have one set of accounting systems within the organisation, which is cost efficient and productive; however Council operates a range of sub-set systems to meet their diverse obligations and responsibilities. The tangible reason is there needs to be ‘segregation of duties’ to ensure checks and balances are in place to minimise fraud and error to ensure sub-set systems fit within the users; therefore AIS provides ideal situations but in practice may differ.

Summary

Through the Executive Insight experience I have gained a greater understanding of Council’s responsibilities and their significant contribution to society. They highly value the well-being of their employees as they take on financial and non-financial matters in facilitating day-to-day operations. As a local governing body they need to act with integrity and work with due diligence as they are spending rate payers’ money. The fact that the council is going through major restructuring means a lot of time will be spent towards their development stage. I have every confidence in Wellington City Council achieving their 2040 vision.

Bibliography

  1. Accounting Standards Framework: A Multi Standards Approach. (2011). Wellington: External Reporting Board.
  2. Applicable Financial Reporting Standard - Volume 1. (2012). Wellington: New Zealand Institute of Chartered Accountants.
  3. Barone. E, Kothari.J. (2011). Advanced Financial Accounting, An International Approach. England, IL: Financial Times Prentice Hall.
  4. Brady, K. (2007, Nov). Do NZ IFRS meet the public sector’s needs? Chartered Accountants Journal, pg. 19-20.
  5. Dull, R., Gelinas, U., & Wheeler, P. (2010). Accounting Information Systems 9th Edition. United States of America, IL: South-Western Cengage Learning.
  6. George, S. (2012, March 23). Welcome To ACCY 308 Tutorial 1. Unpublished lecture notes, Victoria University of Wellington, New Zealand.
  7. New Zealand Shake Out. (2012). Wellington Participant Totals. Retrieved from: http://www.shakeout.govt.nz/participants.php?start=Wellington
  8. NZICA. (2012). Code of Ethics. Retrieved from: http://www.nzica.com/sitecore/content/NZICA/Resources%20and%20benefits/Resource%20Centre/Free%20Resources/Code%20of%20Ethics
  9. Schott, C. (2012, April 4). Tourism & Climate Change. Unpublished lecture notes, Victoria University of Wellington, New Zealand.
  10. The Treasury. (2012). Public Benefit Entities (PBE). Retrieved from: http://www.treasury.govt.nz/publications/guidance/reporting/accounting/pbe
  11. Trans Action. (2012). Make Light Rail for Wellington a Reality. Retrieved from: http://www.wellingtonlightrail.org.nz/index.php/home1
  12. Victoria Management School (VMS), (2010). Management: AVS Approach. QLD: J. Wiley & Sons Australia
  13. Wellington City Council. (2012, March). Code of Conduct. Wellington: Wellington City Council.
  14. Wellington City Council. (2012). 2010 Climate Change Action Plan. Wellington: Wellington City Council.
  15. Wellington City Council. (2012). Earthquake Strengthen Your House. Wellington: Wellington City Council.
  16. Wellington City Council. (2012). Long-Term Plan 2012-22. Wellington: Wellington City Council.
  17. Wellington City Council. (2012) Wellington. Retrieved from: http://www.wellington.govt.nz/ 
  18. XRB. (2012, August). The New Accounting Standards Framework for Public Sector. New Zealand.

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