CHC 1979-06-19 - Laserfiche WebLink

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want to put all kinds of roadblocks along the way. If that is the case then even if you call for an ordinance change or a request for ordinance, you can ' t get it done. Then as an, administrator you' ll get extremely frustrated being able to pull anything off or to accomplish anything. It ' s like a plantation, I 'm sure. A manager being required to submit to his board of directors every year or every other year when he comes on and asks or requests for his field superintendent; his garage superintendent; his mill superintendent ; his office manager if you will. His top echelon people. And then to have the board say, no, we won ' t do it. And if they won ' t do it you do it yourself. Now, I recognize in the case of business, these things will not happen because the manager is tI n responsible not being able to do this. But the manager in this case needs the tools to be able to accomplish this and this is the way he sees it. Now, if that kind of climate is to exist where you say, okay, if the manager says he needs it he is accountable for the bottom line and therefore if he asks for it give it to him and then we will look to see how it comes on the bottom line. If that be the case, then I can well appreciate the fact that some of these things not be written. But the other side of the coin in service areas, how do you count the bottom line? If__youu_ can ' t, then you are stymied, you are stifled , you are frustrated. Yes, the Mayor, the Chief Executive will hurt but more than that and most basic the hurt comes to the people. Because if you are going to move to have something done, the Chief Executive is the only one who can make it move with the powers vested. And if you frustrate him in his accomplishments, everybody loses. I think this is one of the reasons why if you think back on the first charter commission minutes and why it came out. .if you go even one step beyond that. .the enabling act for the charter review when it was requested in 1962, you would find that it became necessary to get away from the old board of supervisors idea where you had seven administrators and one so-called chief executive officer. There was quite a bit of meddling. Quite a bit of dispersion of responsibility. A lot of buck passing back and forth. It became very frustrating. So the enabling act was requested for charter review so that the clearer separation, the cleaner form of government would be had. I think now if you meddle in again, I think you would be going backwards to the days when. . .to the board of supervisors. Looking around, I would say that perhaps maybe Akira and maybe Herman are the only ones who are quite familiar of that time of the old board of supervisors. I don ' t know if Kalani was active at that time or not. But I think Akira and Herman are probably familiar with that form of the old board of supervisors. And therefore the election of the first charter commission was 1964, right? First ,one. ' 65 was:it? Anyway this is what I feel. That is all the rhetoric. This is how you look at the map, the table of organization , if you will . The first one of course is not quite complete but the organization of the County of Hawaii -4-