麻豆社国产

Here are my answers to the two issues raised in The Chief in its Nov. 4. publication.

First the letter “Angry at DOS Remuneration:”

It is with great interest I read how some people are concerned about how much one person, Linda Glenday, makes as the Chief Administration Officer. The CAO has over 14 years of hands-on experience in managing a large and very complex town and is being paid a sufficient salary to ensure that she is competitively compensated for her efforts.

With the mayor and all council members not being “full time” it is the total responsibility for the CAO to manage, not only the day-to-day administration of the staff at the District, but also to oversee what the mayor and council members receive from an information perspective but also to ensure that all policies and procedures are carried out to ensure compliance in all aspects of managing the District.

The number of senior managers, supervisors, and staff that the CAO is accountable for is extremely large, in Squamish, and continuing to grow.

It is not possible to look at any salary, not only in the District, but in any business and try to value any single position without a complete understanding of the job description and the amount of time and effort that the individual takes to complete their job. If you wish to suggest a taxpayers revolt, it is a foolish effort until you and all citizens fully understand the real work effort taken on by any individual, not only at the District but in any company.

As life has stated many times, walk a mile in the CAO’s shoes, before you fully understand all that a CAO must do to manage the District of Squamish.

Secondly, regarding the editorial, “You, Squamish, created the OCP:”

I can weigh into this opinion piece with my experience as a volunteer member of the OCP Committee for the two years it took to complete this very detailed and difficult task. The composition of the OCP Working committee was set at the very beginning of the effort with the chair being one of the senior general managers of the District, as well as the mayor, at the time, and the present mayor as members. The program managers consisted of two of the most experienced and knowledgeable senior managers from the District staff in the areas that would be most affected by the individual controls that would be within the OCP.

As The Chief editorial states, all citizens of the District of 麻豆社国产had more than ample opportunities to get involved in many “pop-up” demonstrations and very large gatherings within the District, over the last six months of the efforts to complete the OCP. At the completion of the OCP, the District held two open houses, chaired by the then-mayor. Everyone could speak to the gathering and voice their opinion. Once all open houses and open discussion had been completed, that included over 4,000 voices.  

The final “draft” of the OCP was reviewed by the council, over a number of meetings and presentations, and final approval took place two years after the start of this monumental effort. It must be known that the OCP is a required document that must be approved by the provincial government and the core requirement is to set a series of guidelines and policies that each town must comply with to better manage all aspects of life in a town like Squamish.

On a personal note, I found the two years on the OCP project to be eye-opening. It allowed me to understand just how complicated it is to manage the District and the rapid growth that we all see around us.

Squamish