Super City mayoralty contender John Banks tells how he would handle the CCOs if elected to the top job.
At the select committee hearings last week I made my views clear: there is a real risk that council-controlled organisations will take on a life of their own.
I intend to have the chairs of the CCOs in my office once a month to hold their feet to the fire and ensure they are contributing to the agreed vision for our city.
We have to make sure the people appointed to these CCOs add real value and they are not simply political appointments.
We need high-quality men and women from all walks of life, communities and cultures contributing to the running of these bodies if they are to be successful and truly reflect the people they serve.
Each of these CCOs will be delivered a very clear set of directions outlining what is expected of them.
A statement of corporate intent with clear objectives is a must. So too are key performance indicators that lay out explicitly what services these CCOs are to deliver to the ratepayers.
Getting these steps right will be a priority for the new Auckland Council.
CCOs - particularly transport - will also need to have very clear mechanisms in place for dealing with the public, especially local boards.
If these relationships are not prioritised from the outset, then efforts of the CCOs will face an immediate credibility gap.
I will push for the new council to have a greater say in "local" transport matters.
We have found that CCOs are appropriate for some activities, providing a real focus on progress.
However, these appointed representatives must not be outside political scrutiny.
All the CCOs need to be absolutely committed to delivering on the council's vision for a greater Auckland. They must work transparently and be accountable to the Mayor and Council but ultimately to the ratepayers who they will serve.
