The Waterbury Democrat., 1939-03-01
|MayorJust Front Man
 Under CityManager Par,
Welcomes 'Visiting Bremen Attends Conven- tions, Awards Bathing Beauties, etc., While City Manager Runs City, Makes Annual Reports,
 Fires, Hires City Employees.

Personal profit secured through confidential information pertaining to city management is held dishon- est in the City Manager theory ot good government, according to a statement issued today by the Good Government association. The state- ment is included in Article Five ot a series on the proposed City Man. ager Plan for Waterbury. It reads as follows:
 ARTICLE V
 The manager plan is remaking To- cal government.
 The Manager Himself
 A city manager by the orderli- ness of his procedure makes it easy for the council, and there fore for the citizens, to under stand the city government and its operations. He makes no mys- tery of what he does. A universal feature of the manager cities is a yearly report which explains, usually by "bar" and "pie" dia- grams, and in clear simple Eng fish, the activities and spending in each department.
 A city manager provides the council with facts for determin- ing the policy and encourages the council to decide the policy posi- lively instead of passively accept ing his recommendat tions. A city manager sees the press represen- tatives frequently and informs them fully, but he resists being necessarily quoted or pictured. A city manager never speaks in election campaigns, never supports candidates, nor does he identify himself with any party.
 Manager Keeps To Business
 A city manager leaves to the mayor the welcoming of distingu- ished visitors, the opening of conventions, the laying of corner stones, and the making of after dinner speeches.
 A city manager is watchful to prevent encroachment by the council on his authority over de- partmental personnel or of any interference with his right to discipline or discharge employees The city managers have an or- ganization which meets yearly, publishes 8 monthly magazine, Public Management" and year book.
 Code of Ethics
 In order that city managers might maintain a high standard of professional conduct, the fol- lowing code of ethics has been adopted by the International City Managers association.
 1. Mo- member of the profess sion seeks or accepts a position as city manager unless he is fully in accord with the principles of council-manager government and unless he is confident that he is qualified to serve under these principles as city manager to the advantage of the community. 2. The city manager has a firm belief in the dignity and worth of the services rendered by gov- ernment and deep sense of his own social responsibility as 8 trusted public servant.
 3. The city manager is governed by the highest ideals of honor and integrity in all his public and per- sonal relationships in order that he may merit the respect and in- spire the confidence of the ad- ministrative organization which he directs and of the public which he serves.
 Dishonesty
 4. The city manager believes that personal aggrandizement or per- sonal profit secured by confiden- tial information or by misuse of public time is dishonest.
 5. The city manager is in no sense a political leader. In order that policy may be intelligent and effective, he provides the council with information and ad- vice, but he encourages positive decisions on policy by the coun- cil instead of passive acceptance of his recommendations.
 6, The city manager realizes that 1t is the council, the elected representatives of the people, which is entitled to the credit for the fulfillment of municipal policies and leaves to the coun- Gil the defense of policies which may be criticized.
 2. The city manager keeps the community informed on municipal affairs but keeps himself in the background by emphasizing the importance of the facts.
 8. The city manager. in order to preserve his integrity as a professional administrator, resists