Queenstown Lakes councillor Kath Gilmour feels the fifth proposed incarnation of district engineering services since 1995 is "like shifting the chairs on the Titanic" and has sought a guarantee it will work from chief executive Duncan Field.
However, at the council meeting yesterday in Wanaka, Mr Field said he could not legally give such a guarantee.
The council and its engineering company, Lakes Engineering, employ 18 full-time equivalent staff.
If external contractors are included, a total of 35.4 full-time staff is working on engineering issues around the district.
The proposal seeks to reduce dependence on consultants and increase the council-employed staffing levels to 24.5 FTE.
Ms Gilmour abstained from voting on recommendations to combine the council's in-house engineering department with Lakes Engineering, forming one engineering unit.
All other councillors present yesterday agreed to a suite of recommendations to address what report writers have described as a "suboptimal" situation, including dependence on consultants, heavy staff workload, project delays and high costs.
Despite voting for yet another change, the other councillors did share Ms Gilmour's concerns.
Mayor Clive Geddes said he expected an improvement in service delivery and cost reduction.
There was a risk the department would lose integrity if it did not make a smooth transition to the new unit, he said.
Deputy mayor John S. Wilson agreed it was time to learn from history, "get it right" and make significant improvements.
Three reports were tabled yesterday - an agenda item report jointly prepared by Mr Field, engineering general manager Mark Kunath and the board of Lakes Engineering; a summary report by Catalyst (a consultant company); and a resources comparison report by consultant Morrison Low.
The restructured department includes a new position of Wanaka area engineer.
Mr Field's joint report yesterday said a single in-house team would reduce costs by $3.3 million a year.
Negotiations would be held with consultants in the hope new arrangements could be phased in before contracts expire.
• Transition time line
April 30: Complete job descriptions and staff consultation; resolve appointment processes.
May 30: Appointments decided.
June 30: Adopt long-term council community plan (final sign-off).
July 1: New engineering entity is created.
September 30: Conclude negotiations with consultants; report to council on final implementation plan.
March 1, 2010: Implement second tranche of change; prepare costs for 2010-11 annual plan.
January 15, 2010: One consultant contract expires.
September 30, 2010: Two consultant contracts expire.
