Fixing Governance

Let's reforge a strongly led united council that carries forward the views of the wider community, via its elected representatives.

 

The relationship between the Mayor and the Chief Executive needs a reset. The office of the new Mayor must use its collaborative relationship with elected council members to deliver clear policy direction to the Chief Executive. This is the best strategy to drive action at the level of council management.

 

​​Too much authority has been slipping away from the elected council table and into the offices of council officials. I will rebalance roles and responsibilities between the elected body and the administration wing. 

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The council's culture of secrecy and spin must change. We can achieve significant improvements to decision making and policy application if access to information is open and honest. 

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QLDC's approach to large scale commercial contracts must move away from obscure and risky practices. I will end secrecy and back room deals. Integrity, honesty and fairness must be paramount in issuing commercial contracts. The office of the Mayor must not be used to leverage contracts to preferred suppliers. Open competition with new suppliers must underpin a new approach to contracts instead of relying on legacy partners and former council staffers. I will achieve that.