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     December  2014        

I.J. Coady Memorial Arena

Massive fraud found in department of Leisure services
Skating revenue gone missing from community arenas  

Public skating revenue from the year 2002 to 2013 has gone missing from the I.J. Coady Memorial Arena. The revenue was under reported and defrauded by city’s bureaucrats in leisure services department. Revenue of the Chelmsford, Azilda arenas were also looked at and there are no clear details of amount of revenue gone missing. This amount could be millions.  In late January of 2013, the residents of Onaping Falls were shocked when the City of Greater Sudbury announced that the I.J. Coady Memorial Arena in Levack would be considered for closure due to poor ice usage and revenue. Since fraud was uncovered, Arena manager Rick Lebouthillier and his manager Ray Mensour have gone missing from Tom Davies square. Real Carre, Director of the Leisure Services and Kevin Fowke, Director of Human Resources and Organization development, are well aware of the defrauding of public funds and have attempted to sweep the facts away. The incompetent corrupted bureaucrats have illegally removed all receipt books from the I. J. Coady memorial arena in an attempt to hide the theft. WikiLeaks Sudbury will release more information to the public. 

Released on December 14, 2014 at 5:30 AM
Tag # : 675

City Solicitor Canapini reimbursed $ 19,160.58 from tax dollars from 2010 - 2012

Sense of entitlement questioned

Canapini : Bad legal advise

City solicitor Jamie Canapini reimbursed $ 19,160.58  from tax dollars from 2010 - 2012. 
Canapini reimbursed tax dollars as follows.

2010 - $ 5,591.62
2011 - $ 6,182.29
2012 - $ 7,386.67

City allocated vender ID # 0000019376 for Canapini and all claims were submitted under this vender identification number.

Living like a "King" on taxpayer’s dime


In February 2010 Canapini participated in an event in Toronto and it cost taxpayers $1,989.75. Furthermore, in June, he attended another event in Toronto and reimbursed himself with $1,484.00. 

In January 2011 Canapini again attended another event in Toronto at the cost of taxpayers, this time amounting to  $2,510.01. Canapini continued his habit and attended yet another function in February. All his luxuries including hotel accommodation cost taxpayers 2,907.54.  

Canapini’s entitlement also continued into 2012 as he spent $ 1,991.33 in January.  He did not hesitate to attend another event in Toronto in February when he spent $ 2,252.79.  In March he spent $2,505.49 while attending another event in Toronto. Later, his September event cost taxpayers a total of $864.41.

According to the Ontario public servant salary disclosure for 2013, Capanini was paid   $142,320.18 and $555.95 taxable benefit from tax dollars. These reimbursements are in addition to his salary and benefits. The cost of this bureaucrat affects all Sudbarians who want either to keep our tax dollars to ourselves, or have them spent on any number of worthy causes in our society. This money should be reclaimed from Canapini and his jaw-dropping sense of entitlement. It has created a two-tiered system – him and the rest of us who keep him in a lifestyle that we can’t afford for ourselves.

Questions over how bureaucrats who depend on public dollars spend those funds in doing their work are constant in City hall. There has, never the less, been a perfect storm of entitlement issues as of late, stirring up new, angry, exasperated debate.

What that historic lack of fiscal oversight has wrought: gold-plated severance packages for City’s bureaucrats, which were eventually, paired back along with accommodation, wine and dine in luxurious hotels. This outrageous spending must be stopped.

“This ‘buy now, pay when caught’ routine they have got going has to come to an end. Canapini must provide clear answers to taxpayers about these outrageous reimbursements and should subsequently step down immediately without wasting any more tax dollars.

Recently, Ontario Ombudsman, Andre Marin said publicly that Canapini had given former City Councillors “bad legal advice,” and said that Sudbury’s solicitor had launched an unsuccessful complaint about him to the Law Society of Upper Canada.

Related Document

2010 Event expenses including luxurious hotel accommodation
2011 Event expenses including luxurious hotel accommodation
2012 Event expenses including luxurious hotel accommodation
2010 Additional expense claimed including wine and dine 
2011 Additional expense claimed including wine and dine
2012 Additional expense claimed including wine and dine

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Released on December 14, 2014 at 9:30 AM EDT

The article initially published on the Journal of Occupational and Organizational Psychology, 87, 258–279. Important excerpts and brief review of the article as follows.

Rate Your Mayor: Politician personality, Machiavellianism, and political skill as predictors of performance ratings in political roles

Personality in politics

There is a long history of interest in personality and political behaviour. In the aftermath of World War II, early empirical work sought to identify personality constructs associated with motivation to achieve and retain power. Later studies focused on the relationship between personality and political ideology, and political behaviour in the workplace. More recently, there has been growing interest amongst management scholars in the characteristics needed for effective political leadership at work.  Of particular relevance here, however, are studies that have sought to identify individual characteristics associated with successful performance in political roles. Most of this work has focused on the personality of significant public figures and relied on ‘at-a-distance’ methodologies to infer personality characteristics from analysis of secondary source material such as videos of political speeches or transcripts of interviews. For example, researchers coded biographical material for 39 US presidents to identify personality characteristics associated with presidential performance, and Winter (1987, 1998) rated transcripts of presidential campaign speeches and inaugural addresses to study presidential motivation. Other researchers have asked observers to rate personality traits of politicians using established measures. But politicians are a notoriously difficult group for researchers to access and only a handful of studies involve politician self-ratings; most of which are concerned with politician personality and political ideology.

Political performance

Although obtaining self-report data from politicians is difficult, a potentially greater challenge for research lies in defining what constitutes good and poor political performance. Electoral performance has often been used as a proxy for political performance, but this can depend more on how political parties are performing nationally than the actions of individual candidates. More importantly, electoral performance provides little insight into the day-to-day role performance of elected representatives. Most studies of employee performance address this criterion problem using managers’ ratings but politicians are not managed and they do not have pre-defined performance standards. As democratically elected representatives, politicians have a legitimate right to define their roles and what constitutes good and poor performance. Political performance is also contested because it can be judged good, bad, or both, depending on how different stakeholders believe the elected representative should enact their role.

In the absence of pre-defined performance constructs, our solution was to investigate what local politicians conceptualize as good and poor role performance. Researchers used role analysis to identify behaviours and competencies associated with different areas of the local politician role and develop self- and observer-rated performance questionnaires. These questionnaires were then used to capture and analyse large-N data sets, to investigate shared latent mental constructs of performance and test hypothesized relationships with politician personality.

Individual characteristics and politician performance

Numerous personal qualities have been theorized as important for political roles. We narrowed our focus by drawing on research into predictors of employee performance, and studies of political behaviour amongst political elites and the general public, to identify five characteristics likely to influence political performance: Conscientiousness, extroversion, neuroticism, Machiavellianism, and political skill.


Of the Big Five personality traits, conscientiousness demonstrates the most consistent and significant impact on job performance. More conscientious individuals tend to be achievement oriented, reliable, and likely to persevere in the face of set-backs. These qualities are also likely to be important in political roles. For example, politicians must be self-motivated and persistent to overcome opposition and navigate complex ambiguous environments. Researchers also argue that to be successful politicians need the strong sense of duty often associated with conscientiousness. We therefore hypothesized that conscientiousness would be positively associated with self- and received performance ratings and, in particular, with aspects of political roles requiring high levels of diligence, reliability, and persistence


Extroverts are more outgoing, sociable, persuasive, and energetic than introverts and research on political engagement has also shown they are more likely to participate in activities such as campaigning, signing petitions, and political rallies Several researchers theorize that extroversion is important for political performance, because extroverts may find it easier to perform activities such as meeting with constituents, speaking in public, and rallying political support.   One of the researchers also identifies person-orientation (a construct related to extroversion) as an important characteristic for presidential success. We therefore hypothesized that extroversion would be positively associated with self- and received performance ratings, especially in those areas concerned with public engagement.


Studies of traditional work have shown a negative relationship between neuroticism, performance, and leadership emergence and it seems reasonable to theorize similar relationships in political roles, particularly as these roles are characterized by high levels of conflict, opposition, and interpersonal challenge. As individuals with high neuroticism tend to be more anxious and less able to deal effectively with conflict and criticism we predicted that neuroticism would be negatively associated with self- and received performance ratings in political roles and especially for aspects concerned with coping with pressure and making decisions under stress.

Political skill

Defined by  researchers as ‘the ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives’, political skill is a social effectiveness construct that varies from person to person as a consequence of innate ability and practice. Political skill is important for building networks, persuading others, and negotiating consensus and has been found to predict performance ratings for managers and career success. One might therefore expect it to be important for political performance, although to date there have been no studies of self-rated political skill amongst politicians. We therefore hypothesized that political skill would be positively associated with self- and received performance ratings, particularly for role aspects involving persuasion and relationship building


Originally defined as a personality disposition reflecting an individual’s willingness to control or manipulate others. Machiavellian employees are more likely to use deceit to influence others. Given popular descriptions of politicians as Machiavellian, one might reasonably predict a positive relationship between Machiavellianism and political performance. Yet, studies have also shown that electoral success depends on whether voters judge a candidate as having integrity and being trustworthy, and a recent meta-analysis also found a small negative correlation between Machiavellianism and employee job performance. We therefore predict (counter to popular conceptions of politicians) that Machiavellianism would be negatively associated with received performance ratings for politicians.

It is not too early to rate your mayor

WikiLeaks Sudbury
December 14, 2014

Related Article

Politician personality, Machiavellianism, and political skill as predictors of performance ratings in political roles


Silvester, J., Wyatt, M., Randall, R. (2014). Politician personality, Machiavellianism, and political skill as predictors of performance ratings in political roles. Journal of Occupational and Organizational Psychology, 87, 258–279. 



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