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ZINGER (Cont,'d.):�o do this. They recognize otunitico, but they cannot . . enforce 1t.. Eliminating jobs o politically very dangerous. WAGNER: You favor a budget commission. Possibly elected? SINGER: I don't know any other way, because if they are appointed by the mayor they could hardly bang heads with the mayor on the • budget. . . WAGNER: Can you give us any examples.where this type of proposal has been effective? . • ZINGER: On the national level_the Hoover Commission type of situation. Perhaps a local county commission would have a little more • •power, other than just. to recommend. But at the very least that I think is about the•major analogy that I can draw. What this amounts to is a Hoover Commission, an efficiency committee, or whatever you want to call it, even if they do nothing more than bring to the attention of the public these opportunities to lower costs. . Say, for instance, the commission comes out with a statement "we can, eliminate five thousand dollars a month. on labor in this department", and then you leave it . at that. If the department head does not do anything about it then the public in general will judge whether that department head was right or wrong in not paying attention to the recommendation. • HENRY: ' Mr. Zinger, referring to your item - county manager form of _ government - I would like to ask a question. Is it an elected . office or is it appointed? If is is appointed who does the appointing? ZINGER: It is an appointed position. The man is hired by the board. The board is elected by the people and it is the board's job to find and to hire a professional manager. HENRY: Then you are referring to a mayor-council, city-manager form? ZINGER: . A city-manager form, not a mayor form. The mayor is usually not appointed, he is usually elected. It is essential that this It • man is hired by the board, is an employee of the board, where he is responsible for getting results. He is delegated authority to get results. FUKUDA: I find the discussion of the watch dog commission very interest- ing, but would this not add to the cost of government. Can't the board. perform this function without adding another commission, another set • Of elected officers, and another set of names on the- payroll. • ZINGER: It depends on what you pay them compared to what they save the county. The board isn't doing it to the extent;I would like to see it done. It is worth a try. This would not be a .full-time or hardly a part • time job. It would amount to reviewing the budget however frequently it comes out. Perhaps a semi-annual meeting. If you pay each individual $100 a day for one day compared to cost savings it would be a very cheap sort of thing. . . FUKUDA: , You do not foresee this as a continuing commission? ZINGER: If it works. FUKUDA: Would you give it implementing powers other than study and investigative powers? • ZINGER: .I, personally, would favor giving it some veto power or some- thing more than just public opinion. In other words, the first thing they can do is arouse public opinion. If the county administration doesn't take advantage of the suggestion then it is up to the public to, react. I, iter- • • ' sonally, would favor giving it some veto power over a 'budget such. that it would then require more support by-the board, or referendum to the .people, or something else, before the budget is adopted., . • CHAIRMAN: Would you say that the audit commission would come under the manager or the council? You are saying that there is an audit eommisoion of some. kind. Who does this commission watch, the council or the manager? ,• • ..20. - ' .