Tauranga City Council interim chief executive officer Leigh Auton's powers and performance requirements were set at an extraordinary council meeting on Monday afternoon.

Leigh, who was officially confirmed as CEO on Thursday, will complete a review and reorganisation restructure of the council's administration including agreed milestones by April, 30 2013 or sooner.

Tauranga City Council CEO Leigh Auton.

A review of council Council Controlled Organisations including TCAL, TCVL, Creative Tauranga and Tourism BOP is to be completed by November, 30 2012 with agreement on the implementation timetable and recommendations.

Changes to the structure are to be incorporated in the 2013/14 Ten Year Plan/Annual Plan if required.

Leigh is also to provide a timetable to council for the appointment of a permanent CEO that an appointee may input into the final stages of the Council reorganisation.

It's the continuation of a process begun by former city CEO Ken Paterson, who died suddenly on June 18.

Leigh has been allocated a budget of $60,000 for the first phase of the process.

Mayor Stuart Crosby says he does not know how much was spent on the reorganisation process before former CEO Ken died.

'He engaged consultants Morrison Low and they had started the first phase, which was an assessment of the organisation, and I think that one of the first areas to start was with the senior management team,” says Stuart.

The indications at this stage are that the savings made will cover the costs of resetting the council's organisation in the 12 month period, says Stuart.

In a report to the Projects and Monitoring committee meeting on Monday, acting CEO Christine Jones says the intention is to deliver the organisational restructure review and implementation by using a mix of in-house and external resources.

The in-house resources will bring a strong understanding of the council and the history of what has occurred. The external resources will bring a fresh perspective, knowledge of best practice in the sector and expertise gained from involvement in similar processes for other organisations.

It is intended that the costs will be funded from a mix of budget sources including salary savings arising from held vacancies and general operating surplus.

The council won't be seeking quotations for the external consultants as is normal practice, because of the urgency to commence and complete the work.

Leigh will be picking individuals he has confidence in and who have the relevant expertise/experience.

The Mayor and councillors are to be kept informed on progress on reorganisation and CCOs at least once monthly, with appropriate approvals sought for resourcing within Council Procurement Policies.

Leigh will report bi-monthly to the council on operational matters, including a no-surprises policy.

The CEO is reliant on adequate resourcing being made available within the budgeting framework of the 2012/13 Annual Plan to meet the KPIs outlined above.

The council's decision gives Leigh the legal authority to carry out his job, which involves powers and responsibilities under a variety of New Zealand laws affecting how territorial local authorities go about their business.

The CEO is delegated all of the council's powers under the relevant sections of the Local Government Official Information and Meetings Act 1987.

The council also has powers under the Privacy Act 1993, and the CEO is authorised to delegate any of these powers to any other officers or employees of Council.

There are legal responsibilities under the Sale of Liquor Act 1989, the Building Act 2004, the Impounding Act 1955, the Forest and Rural Fires Act 1977.

He also now has legal authority to implement and enforce the city's bylaws.

The delegation also giver Leigh official standing with city council staff, and the legal authority to delegate and make staffing changes.