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la title for an ordinary house. Now all
<br /> records related to taxes, liens, titles,
<br /> assessments have been filed in one
<br /> computer memory that can be thrown
<br /> o~:~ a screen in seconds. The title-search
<br /> ti~e has been cut to two hours or less,
<br /> which represents pure profit to the law-
<br /> y~ls, since they haven't lowered their fees.
<br /> [Tr~registrar of deeds has reduced its staff'
<br /> six clerks to one, and other coun-
<br /> ties are learning how to do the same.
<br /> ~hoenix has one of the best govern-
<br />' ~l~tal productivity programs in the
<br />
<br />country. The city used to be a politically
<br />disorderly place that fired its manager
<br />about once a year. Then, in 1970, Phoe-
<br />nix called in Booz Allen & Hamilton, the
<br />consulting firm, which urged it to focus
<br />on productivity. At first, the city concen-
<br />trated on the technical and industrial-
<br />engineering improvements that come
<br />easier than dealing with the performance
<br />of people. The police computerized their
<br />dispatch system, and three-man garbage
<br />trucks were replaced by one-man trucks,
<br />which are saving around $3 million a year.
<br />
<br />This announce~nent is neilher an offer to sell nor a solicitatlon of an offer to buy these
<br />securities. The offer is made only by the Prospectus.
<br />I "
<br />I $ 25,o00,000
<br /> hiladelphia EleCtriC Company
<br />I~st andRefunding Mortgage Bonds, l~%°/o Series due 201i
<br /> [Interest payable January I and July 1}
<br />I
<br />
<br />I
<br />I
<br />I
<br />
<br />Price 99%
<br />
<br />_ plus accrued interest from July ~, 1981 to the date of deliver~2.
<br />
<br />Copies o[ the Prospectus ore obtainable in any State
<br />from only such of the undersigned and such other deniers
<br />os may law[ully o]/'er these securities in such State.
<br />
<br /> Drexel Burnham Lambert The First Boston Corporation
<br /> INCORPORATED ·
<br />
<br /> Idman, Sachs & Co.. Merrill Lynch White Weld Capital Markets Group
<br /> MERRILL LYNCH, PIERCE, FENNER & SMITH.INCORPORATED
<br />l omon Brothers Bache Halsey Stuart Shields .Bear, Stearns & Co.
<br /> · , - INCORPORATED . ..
<br /> 'th Eastman Paine Webber Dillon, Read & Co. Inc.
<br /> INCORPORATED
<br />ldaldson, Lufkin & lenrette
<br /> SECUmTIES CORPORATION
<br /> e~, Peabody & Co. ' '
<br /> INCORPORATED
<br />l ~man Brothers Kuhn Loeb
<br />INCORPORATED
<br />.~arson Loeb Rhoades Inc. Smith Barney, Harris Upham & Co.
<br /> INCORPORATED
<br />l~rburg Parlbas Becker Werthelm & Co., Inc. DeanWitter Reynolds Inc.
<br /> A. G. BECKER
<br />
<br /> '8,1981 · ' -. _ , .
<br />
<br /> E.F. Hutton & Compan. y Inc.
<br />
<br /> Lazard Fr~res & Co.
<br />L: F. Rothschild, Unterberg, Towbin
<br />
<br />FORTUNE A~-t w. ~ .
<br />
<br /> In the mid-Seventies, when Marvin A.
<br /> Andrews, a productivity enthusiast, be-
<br /> came city manager, he shifted attention
<br /> to the human side. Management-by-
<br /> objective and merit raises, unthinkable
<br /> until recently for civil servants, were ap-
<br /> plied to the top 200 officials. Anyone who
<br /> meets mutually chosen objectives can earn
<br /> a raise of up to 20%. The city's budget of-
<br /> fice estirnates that annual spending would
<br /> be 10% higher than the current $350 mil-
<br /> Iion were it not for the productivity drive.
<br /> Phoenix hires private contractors to per-
<br />form many municipal functions. They col-
<br />lect one-third of the garbage and handle
<br />other activities from landscaping to water-
<br />bill processing to services for senior cit-
<br />izens. Contractors often do a better job
<br />fqr ]ess mone~z than municipal workers
<br />and many cities are using more of them.
<br />E. S. Saves, an assistant secretary at the
<br />Department of Housing and Lfrban .De-
<br />velopment and former CoIumbia Univer-
<br />sity expert on city §overnment, says his
<br />studies show that with better manage-
<br />ment and equipment, contractors can pro-
<br />vide the same services for up to one-third
<br />less than municipal employees.
<br />
<br /> Competition for the garbage
<br /> That doesn't mean prigate enterprise
<br />has the whole answer. Phoenix seems to
<br />have adopted the best stance by letting
<br />municipal and private organizations bid
<br />against each otheu splitting garbage
<br />routes t~etween private and public col-
<br />lectors keeps both on their toes. Budget
<br />Director Cha. rles E. Hill says, "There's a
<br />general openness about it--our people
<br />say, 'If the outside contractors can do it
<br />cheaper, let 'em: The city also bids and,
<br />of course, if the city is cheaper we con-
<br />tinue in house." Phoenix ties contracts to
<br />quality controls and has fired contractors
<br />in midterm for nonpe~:formance.
<br /> Boston University's controversial pres-
<br />ident, John R. Silber} recently offered to
<br />take over the Boston public schools and
<br />run them for $40 million less a year than
<br />the $245 million now being spent. The
<br />schools are a pathetic example of the con-
<br />flict between productivity and politics. In
<br />the last decade, the student population
<br />dropped by a third, but the elected school
<br />board increased the teaching staff by 13%
<br />and the nonteaching staff by 150%. Silber
<br />says BU has the managerial, budgetary,
<br />and academic skills the schools lack.
<br />"They do.mt have even an anci&nt budget
<br />system," he snorts. "They don't even
<br />know what they spend and how much
<br />they have left from month to month."
<br /> continued
<br />
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