CHC 1979-01-23 - Laserfiche WebLink

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MAYOR MATAYOSHI : Basically, if you think about it, and I think all of you are people in business , you'd consider, say in a corporate structure, you 've got avwholly owned;,-; subsidiary, right, :.aa wholly owned subsidiary, now what? Does he run them autonomous? Point one. Point two is that if it is partially controlled because of certain funds going into it, it is not a wholly owned one;_;.-but it is a subsidiary with a major interest that the corporate people are handling, now how should it be reported? Because that would hit two things, one the financial resources balance sheet, the second expenditure items will also be under consideration in terms of priority of distribution. So if you look at it in that light, is it a wholly owned subsidiary or is it a partially controlled subsidiary, then you are going to see the structure take place. But how, in the case of the Mayor, which is then the president or chief execu- tive officer of the corporation should have what kind of control. Right? This is important. In your board, your commissions would be if it is a wholly owned subsidiary you've got a board of directors inbetween who run the show. Then what is the responsibility. I think you ' ll have to look at it in that light. I toss this out, another idea that has come across as far as the other departments are concerned. You know, when you look at the charter and if you are talking about City Manager type strong Manager, strong Mayor or weak Mayor, or whatever, you will notice that the charter is very clear as, to the various departments which you are going to have and the functions within each by whatever ordinance. What might be a thought here is that if you take the position it should be a corporate structure and the Mayor then is the administrative head of it, the thought might be as the executive officer will be given the power to structure all delivery of services. With the County Council ' s approval. So, in other words, the charter would not have any departments per se. Then the chief executive officer, when he comes in, would have to set it up at the start of his term. Now, how he is going to deliver his services; -- he will be totally accountable. There is another problem that I am thinking about the Civil Service,--how do they adjust. There is always the possibility of the transitions of the positions put in here so that they will be kept intact without the problems . Certain departments and so on on the Civil Service status. You can always put the provisions in the transitional section to protect them should this happen. But then that way you've got a real , a tremendous situation of a really adminis- trative capabilities. You 've got a corporate structure that works in whatever divisions he sets it up. He runs it and you 've got no more hassels. The Parks do what? The Public Works do what? The Sewer System does what? The Water Board does what? Personnel Services , what? Research and Development, what? Planning Department, what? Corporate Counsel? How do all of these things fit. If the things are going to keep moving, adjusting all the time, maybe the Chief Executive should be -16-