"I apologise in the sense that if the control environment had been followed at the time, it would have been picked up earlier." While accepting controls at the council could have been better, the fraud would have been detected had staff followed policy properly.
"I think ... one or two of our systems needed modernising and I should have got on to that a bit earlier by the look of it."
He accepted his reputation had been affected, but was keen to emphasise a "lot of good things" - including the upgrade of the city's wastewater system and the redevelopment at Toitu Otago Settlers Museum - had happened while he was on council.
"I would hope that people look across the whole of the record and judge appropriately, but everyone is obviously going to make their own decision about that." If there was one thing he could have done differently it would have been to introduce independent reviews of asset registers.
"If that had been done on the first day I arrived ... it would have picked up these discrepancies straight away." However, there were"no flags" over the disposal of assets that he encountered as chief executive.
The Deloitte report examined fraud over a period from July 2003 until May this year. Mr Harland was chief executive from 2000 until January 2011.
- ODT