My WebLink
|
Help
|
About
|
Sign Out
Home
Agenda - Charter Commission - 04/21/2005
Ramsey
>
Public
>
Agendas
>
Charter Commission
>
2005
>
Agenda - Charter Commission - 04/21/2005
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
3/28/2025 1:05:40 PM
Creation date
4/15/2005 3:26:11 PM
Metadata
Fields
Template:
Meetings
Meeting Document Type
Agenda
Meeting Type
Charter Commission
Document Date
04/21/2005
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
91
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
7 <br /> <br />Effect on taxes <br /> <br /> Proponents say: Because of expert character of <br />administration under the manager plan, the separation of <br />politics and administration, and the integration of the <br />administrative set-up, the cost of government will tend-to <br />be less under the manager plan than under other forms. <br /> <br /> Opponents reply: Figures do not show that the <br />manager plan saves money for the taxpayers. <br /> <br /> Proponents counter: It is impossible to compare <br />total costs because the very fact that government operates <br />efficiently may result in taxpayer pressure to perform more <br />municipal services. The important point is' that unit costs <br />will tend to be less, and the taxpayer tends to get more <br />for his tax dollar. <br /> <br />9. PERMANENCE OF IMPROVEMENT <br /> <br /> O~onents say: Benefits of the council-manager <br />plan are likely to be transitory. The initial enthusiasm' <br />will wear off and soon the standard of performance will <br />decline to its former level. <br /> <br /> Proponents reply: This is the danger that inheres <br />in any human endeavor. It is not related to the manager <br />plan as such. The corrective is not a change of structure <br />but a change in community attitudes. <br /> <br />III~ Conclusions <br /> <br /> There is nothing automatic about the council-manager <br />plan. The introduction of the new form in government is <br />not a patent medicine that cures all municipal ills. Too <br />often a community has been disappointed, because the <br />proponents of a plan have claimed too much for it. One <br />study has shown that the success of the plan depends in <br />large measure upon how far it is integrated with the social <br />attitudes and traditions of the community. The greatest <br />success has been achieved where cities have been truly <br />community-governed. There the councils have been of high <br />quality and the council-manager relations have been <br />cooperative. In cities that have been ridden by political <br />factions or machines the municipal administration has been <br />strengthened but not so much as in the community-governed <br />cities. This is largely because political amateurs have <br />been instrumental in introducing the manager plan in order <br />to get rid of inefficiency and waste. After initial <br /> <br />-27- <br /> <br /> <br />
The URL can be used to link to this page
Your browser does not support the video tag.