The watchman and southron. [volume] (Sumter, S.C.) 1881-1930, 1913-07-12
(By A. G.. Waterman, Managing Sec


radiations, is an old community, fun
Of Revolutionary stock. 1t is "a town
without factions" 1t voted in 1912
on two commission forms. One was
commission of three with reasonable
salaries and divided responsibility:
the other q commission Of three with
only nominal pay to act as a unit at
all times and to employ a city mana
ger, who should be the working execu-
tive head Of the city, the personal
representative of the commission, re-
sponsible to the commission for acts
of omission or commission by all sub
ordinate employees. The latter plan
was adopted overwhelmingly and
Malcolm NJ. Worthington, a young
construction engineer employed by a
railroad was selected as city manager.
He took charge on January 7, Of this
year.
The controlled executive" plan Of
city government is q success at sum-
ter. This is a broad statement, but il
is justified by facts so unromantic
that their strength is all net. The
conclusion is reached by cold, business
reasoning. Sumter is able to record
as achievements in city government
things that might be evidences of only
commonplace efficiency in private bus
iness. But efficiency was the end
sought, and must be the criterion
This being true, approximate efficiency
is success.
city administration with plenty OF
money might appeal to public opti-
mism by glamour. Our city commits
sion of three members, a unit with un-
divided powers and responsibility,
was not SO circumstanced. There was
no surplus, and the revenues gave no
promise OF any.
From what might naturally be sup
posed to be the personal viewpoint or
any Of the commissioners at the time,
the only lucky" condition confront
ing them was Sumter's traditional lack
of factionalism. The task ahead look
ed like a rather severe test of both the
new system and the three strong pro-
ponents who had later been elected
TO the commission. 1t is Il fact OF
O. n TO, hnt %
was mayor, another a councilman, and
the third had been a councilman, un-
der the form OF government which all
three helped by voice and vote TO regu-
late.
Pending the selection of a city man
ager from among more than seven
score applicants, the commission had
to select chief of police to succeed
an excellent officer who had been elect
ed sheriff. The first choice was a
man of high social standing, a citizen
of fine personal repute. He accepted
at the cost of personal loss and incOn-
venience, because he had been a
strong advocate of the system adopted
by the voters.
without disparagement to his pre-
decessor, the force has shown an i'm
provement in that combination Of
qualities known as morale. If it be
attributed to the personality of the
chief, the credit may still be rightly
accorded the system under which Mr.
sumter accepted the office.
The commission realized the need of
improvements at the municipal water
plant. When Manager Worthington
over to him. Greater capacity was
needed. 1t involved more power and
enlargement This meant expense
The manager found that transforma
tion into an electric pumping plant Of
greater capacity would not cost more
than enlargement and renovation of
the steam power plant.
The city had been paying $4,000 n
year for coal for the plant. Negotia-
tions resulted promptly in a five-year
contract with the privately owned
electric plant for water station power
at "a cents per X. W. h., maximum
charge for any one year $4,000.
The highest possible cost for power
for Increased capacity would there
fore he $l400 a year under the old
cost of coal for less capacity. with
ont at all considering the indetcr-
inmate value of better service and
greater earning capacity.
The cart force of the works depart
mcnt was systcmatiZcd. Drivers used
to begin To hitch up at Z a. IN. The
carts are now driven ont at that hour
Both ends of the day have been sim
ilarly regulated. The result is $1J
more value per diem to the city with
out increasing the force or the hours
That means $50 a week, oi. $3.50 q
year saved, If we allow not hing for hol