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• <br /> a • ® 410, • <br /> • <br /> pirt!oya I'm sucTestin a plan for everything for which <br /> resources are med. The .expenditure of money should be planned. <br /> When we talk about plaanni:ng now, we talk about the Planning <br /> and Traffic Co:rulission. This is land-use. plannii;; and is only <br /> one type. of planning .. We do not have administrative <br /> planning; . The budget is really not a budget if the people <br /> are not held to it. If they exceed it, then the council gives <br /> them some more money. Tho budget is the administrator' s chief <br /> • tool to control the activities that go on under his jurisdic- <br /> tion. <br /> • <br /> • <br /> Arakaki: In relation to distribution of spoils in the manager <br /> system, can you avoid building a machine in the manager system? <br /> Markey: This is why the city manager form can be most <br /> effective whore there is non-partisanship , or where the city <br /> manager stays into existence and. the government becomes non- <br /> partisan. With professiona1iatiof you have fewer spoils . <br /> Do you want to provide jobs for political parties to <br /> • dispense? If you do, then you do not want professional <br /> government. Either you want politics or you want efficient <br /> government. <br /> • <br /> Koehnen: One of the strong plugs which the County Chairman <br /> put in .for the strong-mayor system was the fact that we do <br /> not have multiple level government here. Consequently, there <br /> was a need for political leadership which could best be effected <br /> through strong-mayor system; political vs . local Level—can <br /> . you refute this argument •yn any way? . <br /> Markey No, I can' t. I would agree. There are other factors <br /> other than professionalism and efficiency that you h; ve to <br /> consider. e of these factors is the transition—the charter. <br /> e 1 r �gs`ition from the type of government we have here . <br /> t'VY��.E. be a transition Ci•�1J ./ � � what <br /> One thing that has to be taken into consideration is to what <br /> extent will the people accept the kind of professionaliza.t"!oi'g <br /> • <br /> that `i`m talking about? Will there be a great amount of re- <br /> sistance that will reduce the effectiveness of this profes- <br /> sional person—in other words , is the co=unity unity reac y for <br /> profeosionaiieatiof? The question is not whether you should <br /> • have a city-manager er form or. mayor-council form but how shall <br /> you provide for "a professional executive in the type of govern- . <br /> went you•.are developing" <br /> .Loweth: I e d like to know haw the city manager works when he <br /> is epointed by the mayor, when appointed by strong-mayor <br /> • <br /> system. <br /> Markey: This ' is what Honolulu has . They don e t like it. You <br /> have a type of professional assistance for the mayor, You <br /> . have a man who says he is the manager; but he' s not, because • <br /> you have two managers—the mayor and the managing director. <br /> And so the mayor manages some of the departments , the managing <br /> director same of the departments and the council acts as the <br /> ameliortive• body. -The larger cities have same type of govern- <br /> ment <br /> overn <br /> anent as Honolulu—it has never worked because "one man can' t <br /> serve two masters ." You have to delineate whether this <br /> professional assistance is going to be staff assistant to <br /> whoever is in charge of government or whether it is going to be <br /> the administrator, himself. . <br /> Baldwin: Thin is comparable to our present system in use . <br /> here now whore the chairman has an assistant. <br /> Markey: Not comparable, because that ,administrative assistant <br /> is a political aus is tante, <br />