Councillors were asked this week to reconfirm their pledge to the "transformation" programme. They did so unanimously.
Since July, during the first stage, staff have had to reapply for new jobs in a complete overhaul of roles and departments with an underlying aim of "better ways of working" for "customers".
On Tuesday, chief executive Alex Parmley acknowledged risk "around capacity" as the organisation implemented "a new operational model" while using the same resources.
Change could be disruptive, he said, but the council had tried to minimise it.
"It’s unfortunate we have seen some criticism in the public (arena)."
That had in effect "undermined" staff, Mr Parmley said.
However, they had now reached a milestone and he sought "full backing" to continue the process.
Cr Jim Thompson asked Mr Parmley to clarify the criticism he had referenced.
"Are you talking about public perception or criticisms made internally?"
Mr Parmley replied: "I think we’ve had criticism made public recently which I think is really unfortunate."
This had made it difficult for council staff.
Cr Thompson said he was personally 100% behind the process.
"But I’m also cognisant of the fact one of the roles of governance is to challenge.
"Maybe we could do better," he said.
Mayor Gary Kircher 10 days ago cited "ridiculous" delays in the tabling of minutes and agenda reports — against the backdrop of a rumoured rift between himself and his chief executive.
On Tuesday, the mayor was temporarily away from the chair as the transformation was discussed.
During that time, deputy mayor Hana Halalele said what council was trying to achieve was "very bespoke".
It was not necessarily something the Waitaki community was "used to".
However, engagement with council staff "in a respectful manner" was needed, while organisational communication with the wider community was "appreciated and acknowledged", she said.
When the "transformation" programme started in mid-July, most of the council’s 210 staff were told to reapply for their jobs but with a 9% fulltime equivalent reduction in roles.
A report supporting the restructure at Tuesday’s meeting underscored the need for "continuous learning and improvement".
Community engagement and experience director Lisa Baillie said it was about getting council "fit for the future".
It was now at the point of "transitioning from a major change programme" to the next phase of "new ways of working".
Mr Parmley said communication of the transformation to the community so far reflected "stretched" resources.
"Our communications have been constrained and largely internal."
Mr Parmley said reconfigured departments and the staff within them would take time to adjust.
"But there are some huge benefits that we are seeing, and what we’re looking to achieve."
Mr Parmley said cross-departmental "customer service" for communications, and a broader service provision outlook across the district were ahead.
