Appendix 2: Reviews of council-controlled organisation structures that we referred to

Governance and accountability of council-controlled organisations.

We referred to the following reviews of CCO structures when preparing this report.

  • Larsen Consulting (2011), Governance Review of All Companies in Which Dunedin City Council and/or Dunedin City Holdings Limited has an equity interest of 50% or more – commissioned by the Dunedin City Council because of tensions between the Council and its holding company about funding problems (the level of sustainable dividends) and solutions.
  • Morrison Low (November 2012), Tauranga City Council: Review of CCOs and Allied Leisure Activities – a strategic review commissioned by Tauranga City Council of all of its CCOs to ensure alignment with the council's outcomes and to determine the optimal operating structure.
  • Queenstown Lakes District Council (March 2013), Organisational Review Assessment of the council-controlled organisation model – commissioned by the Queenstown Lakes District Council as part of a wider organisational review of all Council activities, focusing on cost, efficiency, and effectiveness of the CCO model against 13 criteria. The Council's airport company CCTO, Queenstown Airport Corporation Limited, and its forestry joint venture with Central Otago District Council were excluded from the review.
  • Wellington City Council – three reviews by Plimmer Consulting: What Works? A report for Wellington City Council on getting the best from council-controlled organisations (August 2012); CCOs governance review – A report for Wellington City Council on a review of its council-controlled organisations (October 2012); and Enhancing alignment and performance – Wellington City Council's CCOs (August 2012) – the Council commissioned a phased review of ways in which it could get the best outcomes from its CCOs.