But beer can’t be cold.
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By James Wells The WA Premier Mark McGown said he is “uncomfortable” that Aldi has successfully won an appeal to sell liquor in its Harrisdale store after an appeal. The Premier made the comments after the Aldi store at Harrisdale won an appeal to sell liquor – making it the third store within the German supermarket chain’s stores in Western Australia. "The Liquor Commission and the Director of Liquor Licensing are independent and make these decisions, but personally I'm uncomfortable with it," Mr McGowan was reported to have said. "The Director of Liquor Licensing takes into account all the community feedback and the like before making these decisions, but personally as I said I don't like alcohol been sold in supermarkets but it's something outside my control,” McGowan said. The Aldi Harrisdale store, located in a suburb in south-eastern Perth with a population of 3807 people, initially had its proposal to sell wine as low as $2.79 across three different SKUs, even though a licence in the same area was granted to Woolworths. Read more here. This story first appeared in The Shout. [post_title] => WA premier ‘uncomfortable’ with Aldi liquor win [post_excerpt] => But beer can't be cold. 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Western Australia’s Corruption and Crime Commission (CCC) has denounced the former Chief Executive of Exmouth Shire Council for serious misconduct after he flouted local government tender rules on a multi-million dollar project; fraudulently charged booze, cabs and hire cars to the council’s credit card; approved his own leave; faked documents; lied and chucked sickies. CCC head and former Supreme Court Judge John McKechnie QC found that the council’s CEO, Bill Price, did not put a $32 million contract for a science hub and aquarium at Ningaloo Reef out to tender; charged personal expenses to the corporate credit card; approved his own leave or did not log any leave; did dodgy deals for friends and covered up his wrongdoing when he realised the CCC was onto him after council officers tipped them off. Mr McKechnie said: “Any good that he had done was overshadowed by his arrogation of power. He was a law unto himself. “Serious misconduct flourishes when there is inadequate governance, whether due to friendship, ignorance or some other reason. Serious misconduct flourished in Exmouth.” Disgraced Exmouth Council CEO Bill Price. Pic: LinkedIn He said the CEO should set standards of honesty and integrity for Exmouth Council staff, “If the CEO is rorting the system, how can council, ratepayers or staff have any confidence in the executive?” The report also slammed the council for showing “stunning indifference” to Mr Price’s egregious behaviour, despite being alerted to it by the CCC. In fact, the council gave him an extra two weeks’ annual leave while the investigation was in full swing. The council only acted when the Minister for Local Government and Communities, Paul Miles, intervened. The CCC found that Mr Price:
- Saddled Exmouth Council with a possible $1 million debt after signing a contract with a new company with no assets that it had failed to investigate
- Lied to the council about it and forged documents
- Had never had his leave approved by any of the three councils he had worked in as CEO
- Used the council’s credit card to pay for dinners, hire cars, alcohol and taxis while on leave or relaxing at the weekend
- Faked a sick day and went to the Perth Caravan and Camping Show instead
- Concocted a fictitious rental agreement to give his friend (also employed by the council) tax-free income he was not entitled to
- A culture of entitlement
- Flouting of local government policy
- Very significant procurement and contract management left to administrators who were not necessarily properly qualified, experienced or monitored
- Councillors ill-equipped to manage complex and often high-stakes activities, particularly in procurement and contract management
- Confusion among councillors about what they can ask administrative staff
- Difficulty and conflicts arising for people aware of potentially corrupt activity but reticent to speak up
- considering the full costs associated with international students of different capabilities when making marketing decisions (that is, understanding profit rather than revenue contributes to a more robust minimum capability standard being established)
- limiting the number of overseas agents with which the universities work, where possible
- altering incentive structures applicable to agents in order to encourage the provision of quality students (for example, performance ranking-based payments, payments linked to student progress at various stages, and payments linked to long-term performance of the agent)
- separating the compliance function from the business development function (for example, moving the admission functions out of international student offices that are responsible for marketing and recruitment and limiting the impact of international student numbers on faculty budgets)
- assessing risk in markets and using this to develop risk treatments (for example, strengthening due diligence on agents, targeting of specific students, increasing vetting for students from high-risk markets or withdrawing from the market)
- building on university strengths, where possible, to develop niche international operations capable of attracting higher-capability students.
- The report, Learning the hard way: managing corruption risks associated with international students at universities in NSW, is available from the ICAC website at www.icac.nsw.gov.au
- What are the common problems witnessed in public sector delivery of ICT goods and services?
- What elements represent best practice in ICT delivery?
- How do we best measure or define success in ICT delivery?
- What are the latest developments (domestic or international), in the area of government ICT systems?
- What jurisdictions (domestic or international) have adopted the latest developments in government ICT systems that have demonstrably reduced the cost, and improved the delivery, of government services?
- Could such systems be incorporated into Western Australia? If so, what factors need to be taken into account to ensure successful implementation?
- Implementing policies that drive and guide government adoption of new service delivery models and technologies, such as cloud computing.
- Stimulating and developing local industry through universities, start-ups and small to medium enterprises.
- Creating online ‘one stop shop’ portals to rationalise and simplify government services.
- Centralisation and consolidation strategies to reduce costs such as purpose built government data centres.
- Revisiting and redeveloping ICT procurement strategies and frameworks.
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