Staff Participation in Council Meetings: Observations and Good Practice

Staff play a crucial role in supporting sound decision-making through their advice and expertise. Managing staff input to meetings in a way that enables staff to contribute effectively, while maintaining appropriate boundaries between governance and council employees, serves everyone well.

To inform this article, I observed or reviewed recordings of meetings from 15 councils across New Zealand.

I have included some of my personal views on what works well, but of course, differences in Chair preferences, physical meeting space, and other factors mean that there will always be variation in how councils manage the provision of advice from staff. Sometimes there are even variations within a council as to how different committees are run.

Who Presents?

In most councils, between one and three staff members typically introduce a report and respond to questions. This usually includes the report writer, sometimes their manager, and any other staff who played a key role in preparing the material.

In councils where the report writer and their manager are different people, it’s common for the manager to provide a brief introduction before handing over to the report writer to speak in more detail or respond to questions.

In most councils, the report writer is one of the presenters. However, in some councils—particularly where the political environment is more challenging—a deliberate decision has been made that only general managers or third-tier managers will speak. While this approach is understandable, it has some drawbacks. Often, the report writer has the deepest understanding of the subject and is best placed to answer technical or detailed questions. Additionally, from a professional development perspective, it’s valuable for staff to gain practical experience in the Council Chambers.

Structuring Questions and Discussion

In the workshops I deliver for council staff, I emphasise a critical distinction: staff are there to provide information and advice, not to express opinions or engage in political debate.

Some councils make this easier by clearly separating the question phase from discussion and debate. Palmerston North City Council is a good example. Staff are invited to the table to present their report, after which the chair calls for questions. Once question time ends, staff leave the table and elected members begin their deliberations. Staff remain available and may be invited back to clarify a point, but this happens infrequently.

This structure doesn’t completely shield staff from political dynamics—questions themselves can be politically charged—but a good chair will manage this.

At the other end of the spectrum are councils where there is no clear distinction between questions and debate. Elected members might speak at length, mixing comments with questions, creating uncertainty about whether staff are expected to respond. This ambiguity can be uncomfortable for staff and can result in them unwittingly commenting on political matters.

Many councils fall somewhere in between. The chair may begin with questions but not clearly indicate when that phase has ended, leaving staff unsure when to leave the table.

In my view, a separation between questions and debate is good practice. While it can be less convenient—requiring staff to be recalled to the table if clarification is needed—it reinforces the distinction between advisors and decision-makers and provides a clearer, more respectful structure for staff engagement.

Sitting or Standing?

At most councils, staff remain seated when presenting and answering questions. There are exceptions. At Central Hawke’s Bay District Council, for example, all staff—including the Chief Executive—stand when speaking. At New Plymouth District Council, the report writer introduces their report and takes questions, standing at a podium (although if there is more than one presenter, they all remain seated).

I like to see staff standing. It reinforces their role as subject matter experts who are addressing the governing body, rather than participating in the political discussion. However, practicality often wins out—many council chambers are not set up for standing presentations, with fixed microphones and limited space.

Where Staff Sit (or Stand)

Seating arrangements also affect how effectively staff can engage. In most councils, staff sit directly opposite the chair in a U-shaped table configuration. This allows for good eye contact and enables staff to pick up on visual cues from the chair or the manager supporting the chair.

Another common setup places staff beside the chair’s advisor or lead officer. This allows for easier communication between staff and senior managers, particularly useful when a manager wants to step in to respond or provide direction.

You may want to consider some separation between staff and members of the public as staff speak. I have had staff tell me that they have been heckled by members of the public, seated very close to them, which they find very off-putting.

Preparation and Support

It's essential to prepare staff well for their first meeting. A simple orientation—showing them where to sit, how to use the microphone, and what to expect—can go a long way.

I often hear from staff that they felt unprepared the first time they presented to elected members. A short familiarisation session can significantly reduce anxiety and improve performance.

I have written another blog article on guidelines for staff attending political meetings. These are aimed at staff who are new to giving advice to elected members.

Final Words

When I ask councils why they do things in a certain way, the most common responses I get are "because that is always how we have done it" or "the Chair prefers it that way." While many of the matters I have discussed in this article are the Chair's prerogative, I believe senior leaders have a role in advising their chairs on matters I have covered in this article. It is in everyone's interest to ensure that staff provide good quality advice to decision-makers. Simple things like considering where staff sit, and separating question time from debate can make a big difference.