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- A ` ® • <br /> of con .s P ons and or"d F.nrrnces , in read4ng some ordinances , there <br /> seems to 1;a soma vr.iy VagUe wordj_nss in them as to what powers <br /> these commissions have Whether: they're advisory or regulatory <br /> is not clear because the wording is extremely vague. <br /> • <br /> Osorio: • This is the problem that came up when we were trying <br /> to discuss or decide on mileage allowance—to advisory or <br /> regulatory committee. I den e t know which i s which <br /> • <br /> Baldwin: In all these activities where commissions are involved <br /> • • do you think any commission is not necessary or note advisable? <br /> Osorio: We got rid of ones the Naalehu Community Ccmetary <br /> Commission. Some of them are real hard-working commissions ; <br /> Fujimoto: Tenure of commission members-°I think the problem <br /> now can be changed if with the change in administration every- <br /> body gives courtesy resignation. <br /> Osorio: It seems logical to me to give appointing authority <br /> right to set-up his own commissions . <br /> • <br /> Kawahara: This matter of advisory and regulatory commissions . . <br /> When you set-up departments , do you have any suggestions about <br /> how you would rank the d 2_' .::. Gnu departments salary-wise, etc? <br /> According to the charter, department head gets a certa:3n <br /> size s` gLrrO Yet one CLi ' . _ a rGo Z may handle more, has more be <br /> responsibility thano than ^ o. other and they are rated together <br /> bsor iot ,W _ll it be within ydi,r- scope of responsibility to <br /> recommend this as far as departMent head salaries , chain of <br /> command go? • <br /> • <br /> Koehnen: It is my understanding that we can recommend <br /> organization of departments but as far as salaries , no. <br /> Qsora io° In your charter could you point up the' relative <br /> responsibility of different ?eo rGaonts? If you can , then it <br /> will be up to your charter ccamission to see which department <br /> is more responsible , taking into consideration the fiscal and <br /> responsibility to the county as a whole. <br /> Kawahara: Often. the budget has been setup once the form has been <br /> • <br /> setup, that once a certain department gets a certain amount <br /> • for his department, subsequently when he goes to the legislature <br /> • from that time on certain employe es will always get certain <br /> • salaries . Should we raise or lower some of these department <br /> heads? <br /> Osorio: It may end up that as a result of consolidation you' re • <br /> going to bring these top department heads on equal level. This <br /> would be an ideal situation. <br /> Fujimoto: On the state level all department heads have similar <br /> size• squares but the pay is not the same . I don' t think the <br /> . ranking of a department determines a department head' s salary. <br /> James : The relative rank of department head suggests that you <br /> not designate any departments at all, that you don' t create <br /> any departments by charter <br />