The news scimitar. (Memphis, Tenn.) 1907-1926, 1919-10-08
RELIEF FOR TAXPAYERS.

II the persons who feel themselves
hard hit by constantly increasing tax
rates really would interest themselves
to secure some relief, they might find
II worth while to look more carefully
into the beneficial effects to cities and
towns all over the United States that
have recently had experience with the
so-called city manager plan OF conduct
Ing public business There can hardly
be taxpayer anywhere but would find
the inquiry worth while Many persons,
indeed, would doubtless be surprised
to find so numerous urban communities
already operating by this improved
method, and many no doubt, at the
ception OF what marked improvements
have been simply, easily and quietly
secured in these communities merely by
the effort to handle public business in
really businesslike way.
Not merely In small communities does
the plan work we'll II brings good re-
suits In cities OF the 100. 900 population
class, and the benefits recorded In these
argue equally good results for the great
est cities whenever the plan can be tried
In them with equal sincerity The coun-
try has heard very little about the
adoption of the city manager plan In
most OF the places where II has been
tried. vet the larger cities that have
made the experiment are among those
whose names appear almost daily in
news dispatches,
There appears to be nothing revolu
tionary In the city manager plan or
practice, unless II be revolutionary to
develop promptitude, economy and ef-
ficiency here before were delays and
waste and slovliness. Wherever the
plan Is proposed the chief opposition
lON lar VA ia A,rAk Na
istrative offices, yet as a rule city man
ayers effect striking improvements
without any change to speak Of in the
administrative personnel. This may
seem incredible to city officials who
have been brought up in the old school
Of administrative work, until they are
able to understand that the results
achieved by this method are not SC
much a matter OF person as OF sys-
tenn. When city management becomes
impersonal, when an administrator Is
given authority that Is to be tested by
Its practical results rather than by the
approval OF some personal leader OF
special clique. II Is possible TO bring
into municipal transactions the same
alertness, resourcefulness and efficiency
that have proved their worth in private
firms and corporations.
The city council In some form oil
another, corresponds In the municipa
scheme to the board OF directors In pri.
vate corporations, and the municipal
/ administrative divisions correspond L
the departments among which the diff
| ferent kinds Of work are apportioned II
well managed corporation. Between
| the board and the employees. as execu
tive officer, is placed the city manager
| exactly like the general manager In thu
private corporation. He takes his or
| ders from the council, but he SHOULD
have absolute authority In the matter
| Of performing the work His easies
economies usually come through com
/ mon sense systema tiIation. He cen
traliEes the purchasing power, and save
| much money for his city by buying Ii
| quantity He Is able to pay for sup
| plies promptly and thereby to secur,
cash discounts. Through having direc
| control In these ways, he Is often abb
| to take advantage OF the supply mar
ket, to effect savings amounting I,
thousands Of dollars on a years suppl.