The Daily News. SATURDAY, OCTOBER 25, 1919. CONTROL OF BOROUGH WORK.

Taranaki Daily News, 25 October 1919, Page 4

The Daily News. SATURDAY, OCTOBER 25, 1919. CONTROL OF BOROUGH WORK.

Although the scheme for control of the New Plymouth Borough work by means of a general manager and two standing committees is still under consideration, the details are before the ratepayers. The acted t isely in not coming to a decision straight away, thereby enabling both councillors and ratepayers to thoroughly study the proposed innovation from every point of view. Cr. Clarke appropriatelydescribed the scheme as "commercialising the Council," a course that_ would bring to bear on municipal administration the basic principle of a properly conducted private business by means of an efficient manager, who would hold the strings controlling the various departments, having the assistance and collaboration of the departmental heads. The lesson of the war as regards unity of control is one that stands out as a complete success, and is applicable to civil affairs as well as to military, it being the only sound principle on which municipalities that are engaged in commercial ventures can rely to produce satisfactory results ahd ensure a progressive and economical policy. Manifestly, however able and zealous councillors may be, their own affairs have first claim on their attention, so that they are unable to devote sufficient time to master the details of the various departments of a borough such as New Plymouth, but when these details are presented in concise form in the shape of departmental reports by sub-committees, who have carefully considered the matters arising from time to time, and give reasons for their recommendations, councillors are saved a great deal of time, and should be able to readily form and express such opinions as will help the council as a whole to arrive at decisions which will engender the confidence of the people. There are many obvious advantages attaching to the appointment of a, general manager, always provided that the office is held by a suitable person. He is the king pin of the municipal machinery, holding the various departments together as a whole, yet giving ample scope of initiative to the respective heads, while preventing overlapping and keeping a constant watch to prevent waste and to encourage economy and efficiency. Finance is the dominant factor in borough administration, and where, under the present system, each head of a department asks for expenditure without any reference to the claims of the other departments, it is easy to see that money may run like water until the supply is exhausted. A general manager would supervise the requirements of all the departments, and, knowing the state of the municipal exchequer, would keep the council advised as to its financial position and indicate the possible calls of the near future. The affairs of the borough have now reached a stage that demands a departure from the systemless methods of the past, in ykw of tha expansioa

of the hydro-electric department, and the sub-committee who brought down the report are to be congratulated on their progressive action, which appears to be in the best interests of the ratepayers. The council will still be the ruling authority, but the j work of the members will lie [greatly lightened and systematiscd. ( 'Tiiey will naturally look to | the general manager to initiate j reforms that are needed from time j to time and to report on proposals tabled by themselves. The only < power given to the general ; manager is limited to the ; expenditure of £25, and that power j he shares with the sub-committees, I whose decisions, except in relation :to emergency works that should jnot be delayed, are to be confirmed ior reversed by the council. Instead !of lessening the interest of the : councillors, the new scheme should :rather stimulate interest, as it : eliminates tedious and irksome j details, allowing members to get ; right at the heart of all business ithnt comes up for consideration. ;It would be difficult to find jan.~ acceptable reason why the | proposal should not be adopted, j and it would be more difficult still i to name anyone who could fill the ■ office of general manager so ably I Mr. P. T. Bellringer, whose pong service as Town Clerk has | amply demonstrated his fitness for :the office. The salary proposed j for the general manager—£Boo a | year, rising to £9oo—is only a I reasonable remuneration for the | onerous and responsible duties of | the office and the nature and | extent of the municipal enterprises, i Mr. Bellringer has proved himself | thoroughly worthy of the newi i status, and the ratepayers, secure jin the knowledge that they | have an exceptionally good S administrator in him, should j gladly approve the appointment. Every business depends on good management for success, and it j is gratifying to know that the j proposals now under consideration [ are on the right lines and should | keep New Plymouth in the j front rank of municipalities as | regards progress and efficient [ administration.