Richmond times-dispatch. [volume] (Richmond, Va.) 1914-current, 1915-08-04

! lon Ordinances died in committee
or became lost In endless debate and
amendment to suit po!itica! purposes.
! The evils of ward representation
were Joined TO those OF political ex-
pediency. The most powerful man, or
the man commanding the most friends.
secured the most for his ward The
| powerful wards progressed at the ex-
pense Of the outlying subdivisions, and
ne!the. rule nor reason in most cases
was followed in public improvements.
Trading and dealing were relied upon
J 10 benefit the individuals ward, and
each Councilman eNdeavored 10 Sc
cure the biggest total bond issue for
his ward each year.
NOT RUN FOR POLITICAL
REWARD OR EXPEDIENI-Y'
The city commission works not for
political reward or eXpediency; not for
Improvement Of one section a the eN-
pense OF another. but on the principle
. all for one. one for all" 4 COM
prehensivc scheme for general I'M
provenent has been adopted, each sec
ZION being given just share of what
improvements are 10 be made. There
IS no dealing" or "d!ckering' to win
something TO give some body something
else. but general desire TO benefit
al! sections equally, in SO far a S this
is possible.
The result is that resolutions and
ordinances are put through on the basis
/ of justice, equity and reason. Ha-
rangue and debate, except in special
cases of large interest. are almost en-
tirely eliminated. and the commission
session proceeds with the smoothness
and nexibility of meeting OF a board
OF directors of a large business enter
prise which is prospecting.
The commission takes its problems
to the city mana ger, who consults with
his experts. and in a brief time. usually
at the following meeting, has ready
his solution. The commission may or
may not accept his suggestion, but the
matter is talked over and disposed of
in accordance with the view OF the
majority. Red tape is absent, as is
experiment. The commission acts
when II knows.
STRENGTH IN SIMPLICITY
AND FLEXIDILITY
The strength of the city-mana ger
plan is in its simplicity and heXibil-
lily. Omceholders have not been ele-
waited To their positions through politi-
cal good fortune. but because of fit
ness. There can be no round peg in
a square hole" for one bad link in the
city managers chain would mean the
could not meet the demands of the
position.
Another feature that stands out
prominently in the Dayton plan. is the
absence of politics. The commission
is elected without regard to political
opinion or belief. Its members
are elected at larGe---to represent all
the people. The poor man has IS much
chance TO be a commissioner as the
rich man; and he IS Just as sure Of
n hearing before the city commission
or the city manager as his wealthy
fellow citizen.
The criticism has been made that the
city manager plan is efficient, but not
democratic, while the Federal plan is
democratic but not efficient. In the
sense that the people do not elect the
city manager, who in reality Is the
head of the city. the plan Is not demo-
cratic.
However, the charter reserves unto
the people sovereign rights that re-
store what of democracy has been lost ::
the initiative, referendum and recall.
Laws can he initiated or IL unpopu-
lar, may be annulled: and II the city
commission or the city manager loses
the faith of the people one or all can
be recalled Thus have the people de-
Tended their safeguards.
NO DOUBT AS TO
EFFICIENCY OF SYSTEM
As to the efficiency OF the system.
speaking in a broad sense, there is no
doubt Individual and solitary in
stances may be shown where things
were done or were not done in a way
initiating against the greatest good
for the greatest number. but in great
majority of instances the achievements
have rcdounded to the henent of all
Fixed responsibility has become a
fact. The city manager can no more
escape an obligation or n liability by
charging error to subordinate than
he can stop time: the city commission
and the people know no Official after
final reference of n question. than the
city manager. He stands or falls by