Richmond times-dispatch. [volume] (Richmond, Va.) 1914-current, 1917-11-08
sCIVIC SURVEYORS MAKE
NEUTRALITY-SUSPICIOUS.
Take Up Each Department of City Government and Ana
lyze It's Operations in Detail-Commend
$#5% Some and Criticize Others.

va The survey report is a voluminous
document, composing moro than LOO
pages and bound in two volumes. In
connection with the survey. tic bu-
reau furnished summary. including
its criticisms and recommendations. All
changes requiring Legislative action
are marked with 4 star III The sum
mary. which follows:
The Mayor.
So far as the executive management
of the public business OF Richmond
is concerned. the city corporation is
hcadless. Or. it may he argued. that
it is triple-hcadod. At least. there
is no Capitalization Of executive au-
thority. That tho Mayor IS Mayor in
Of that office.
His appointive power practically
limited to the head OF the Police De-
ministrative heads more apparent shan
real, his power OF investigation: ltilc
more than that possessed by ali taN-
payers, the mayoralty OF the city Of
Richmond is little more than 4 iisurc-
head.
Nor is any other Office Of the gov
crnmcnt vested with authority md re-
sponsibillty for leadership Appointivc
and reporting power is diifuscd. not
only as between the Mayor and .td-
ministrativc Beard but among The en-
branches OF the government. 1t is IKE
experience of government throughout
the world and also of commercial en-
terpriSes that progress and success de-
mand the Capitalization of executive
authority in n single official.
therefore. II is recommended that
the entire structural organization of
the city government OF Richmond he
revamped by amending the charter or
preparing new one 50 rs to centra!i2c
in the Mayor both authority and re-
G fnl hn a mt .f,f
OF the adm illustrative departments.
The City Council.
Originally established on Il hicam
eral plan as required by the state Con-
stitution. time has abundantly dc:nch-
stratcd shat as the city's Legislative
machine. the organization of tho City
and hence not we'll adapted to the ci;v's
needs. The dual plan contributes more
10 deterring and confusing Legislative
action than 10 cNpcditiniS and simpli-
therefore. 1t is rcconrn ended tina, in
revising the charter the City C"un-
Gil be limited 10. II single body. In as
much ms small group can proceed
with better facility and understanding
than a large group; it is recommended
that the Council be limited to nre
members. Throughout the large cor
porations OF the commercial world n"
present tendency Is in favor OF small
boards Of directors. To nreclr!c the
islation and other evils OF the ward
system, the majority OF the members.
say. fvC-shorld be elected Al large
Each standing committee should con
sist of the entire Council membership
The charter should limit the Council
strictly TO matters OF .eE:slation. ami
thus prevent n recurrence OF the for.
!ner practice Of usurpinE adminis,ra-
tive functions.
AS an alternative to the Mayor aud
small Council plan. tho ci'y-managc"
and commission plans are suggested.
The Administrative Hoard.
Created originally to meet an iniag-
mary need. this board should rc :lhol-
ished Mt the earliest oppcr,unity As
means of relieving the City Council
of the burdens of administrative hu"i-
ness. II WIS quite unncccs Sary. III.
$4,000 annual cost OF maintaining the
hoard and It's staff can be '-ttcr used
for other purposes. Whatever advant-
ages there may he in having tn. iuG@-
,nent OF group OF minds on adriln-
istrat!Ve problems can caS!lr h.. So .
cured through constituting as AN adj
min!strative board or cabinet. tie heads
of The four or five largest departments
OF the government. as subsequently, ,lr-
Scribed In this report.
City Clerk aad Clerk Of Committees
These offices should hc consolidated.
The present clerk Of committees could
readily do the work OF both Offices