The Salt Lake tribune. [volume] (Salt Lake City, Utah) 1890-current, 1913-04-25
a CONFLICTING SYSTEM.

We are sorry to sec the iangles in the
City Commission with regard to the
matter of inspecting public work and
as to who should do H. The differ
ences seem 10 be those OF arbitrary
stubbornness rather than Of reason and
Of common sense. Still, the contentious
exist, and they are making a good deal
Of uprosr TO tho injury OF the city's
public work. There is no doubt but that
Mr.. Tuddenham is a competent official
and an honest, square man. We believe
the same 10 be true of Mr.. Duder
We believe also that the calm iudg
ment of all concerned ought to have
led TO the conclusion that the City En-
gineer's office and the City Engineer
are beyond all question the proper au.
thority for inspecting public work that
has been under contract and specifica-
tions drawn up and deposited in the
City Engineers office. And yet, tho
matter has got into such n tangle that
bitterness, i'll feeling, jealousios, and
injurious antagonisms have been ere
ated among the city's public official
dom.
This is all contrary 10 public policy,
and the public has right 10 complain
of it; for it is impossible that public
work can 60 forward advantageously,
economically, and vigilantly where the
officials are at swords points, and a
wrangle comes up whenever any mat.
ter is reached affecting tho points in
controversy.
All this emphasizes in strong degree
the point that we have been urging for
some time past. that the City Commis-
sion form Of government is not the
final form that is best for transacting
the business of tho city. 1t is merely
a tentative step toward reaching the
final and advantageous form which, as
we fully believe, is to have business
manager or civic superintendent who
would have charge OF all the city's bus
mess affairs, precisely as Col. Jackling
has charge OF tho mining affairs of
the company of which he is the head,
Just ms Col Webber has Of the Z. G. !
NJ. l., and just as all other large opera.
tions have single head, who directs
all and is responsible to those con-
cerned for what he does.
In case one manager or civic superin
tendent were in charge of the city's af
fairs, with full authority and respon-
sbility, his accountability and respon-
sibility would be to the people. The /
public would be his stockholders, and
would be entitled TO know what he was
doing at all times; aud so he would
have upon him the weight OF response
bility for everything done, and anyone
who found cause TO complain would
know precisely where to go and learn
There his remedy would lie.
There is no question but that a com.
,etent business manager for this city
you'd be able to save large amounts of
money, do better work, and conduct the
,ity's affairs more creditably, more Of
aud more economically than
hey can possibly be conducted by five
,ersons, by three persons, or by any
ort Of divided responsibility; for in
Iivision Of responsibility thero is al
vays contention and always opportu-
Iity 10 evade responsibility for any
hing done. And with one manager in
ontrol, there would be no pulling and
auling over the division OF money ,
mong the several departments, ,
incc the one voice would de-
crmine for all. And, with one bust :
ess manager there would be no eva q
ion, no opportunity TO dodge RESPONSE q
ility; neither would there be any di- IN
ided counsels, If we had a business r
ianager big enough for tho place nor /
Tould there be any show TO dodge. but [
he public service would he conducted T
n business principles, with an account f
bility that would be as strict as In T
ny private concern. and with an ex- a
cutivo or administrative force and i
1dgmeut quite impossible under the di- v
isiou Of authority and of responsi- a