CHC 1979-06-19 - Laserfiche WebLink

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I assume that the charter commission, when it drew this up in ' 66, was thinking of it as a department in and of itself. So you've got chapter 1, chapter 2, chapter 3, chapter 4. So you will notice on page 14, and page 15 . . . This is what I feel , we should leave it. I certainly feel that, in fact, it would be very good if you really wanted to make a succession to--and i notice that in your discussion how removal was quite a bit of concern too. S . , . But I think it. -shotlild,':have in there, if you are making all the departments andso on. .I think that the Managing Director and Deputy Managing Director should be very clearly so stated in the charter. Then you make succession. Right now, it is by ordinance. Beyond that , the Managing Director, I think it is the finance director and we have never corrected that. I guess he goes to the Finance ,Director more than to the Deputy Managing Director. It should really go Managing Director, Deputy Managing Director and then after that leave it up to ordinance. By ordinance control of succession after that. I think, Stuart, isn ' t that right? That is the way it reads right now? Succession follows after the Managing Director it is by ordinance and then it goes Finance Director. It doesn ' t go Deputy Managing Director at the present time. Not now because that ordinance-}and there was quite a bit of discussion--it was whether we should update it or not. . .It really didn ' t matter. Nobody was really hungup after the first position. And even in our pay scale, if you will look at the pay scale which was set up by the salary commission , headed,= by Bill _Mackenzae _and_Art Herbst, myself and one more set up the categories that became the hierarchy of management. The Mayor, the Managing Director the third category was the -Department of Finance, the Deputy Managing Director and the next below, I think, was the public works , parks, and so on. 'If we, -don ' t have these two positions and you look at span of control in managerial areas and of course in practice, you are going to find that the Mayor, if not given when no other political things that go on , if not given the opportunity to set these things up, you are going to find that he has a tremendous, a terrific difficulty of having a so-called span of control. If you look at the chart you can appreciate the fact the span of control is so severe that all he will be doing is looking at every day operations, if not yesterday ' s kind of thing and double checking and not have an opportunity to develop programs to move forward. And I think at the top echelon in all managerial parts, and I 'm sure all of you will concur, that management, top management are agents of change. If that be accepted then the top managment should always be looking ahead and bring in new programs that bring a change. This is very necessary. -6-