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I think everything that has been said here tonight by these very dedicated people has been important. I think the questions that have been asked have been good ones. I for one salute you ladies and gentlemen , for the time you have given. I know it has been a tough one and I hope you are as excited as I am about the opportunity as an individual and as a group to participate in this process of improving this government of ours for those who are going to follow on some day. Thank you very much. MR. ISHIDA: Mr. Tyler, this review process that you mentioned. How would you recommend or suggest that the process be implemented in the government? MR. TYLER: I would be happy to give you my thoughts on that based on experience of many years. I think there are others here--I know there are others here--who think this way. The question was asked earlier, what do you mean by the council being the policy-making body? And I think a pretty good answer was given to that. But it seems to me that the policies that should be annually set, or perhaps biannually set;; is what is the limit of spending that we can afford in the next two years based on the economic projections of the island and the tax base and the present rate of tax collected on assessed value, or 60% thereof. You know, that is the way a business is run. .The board of directors meets and they set up a budget or a goal for the next year that is profit oriented. But it only comes from sales . And I submit that the review process starts with clearly enunciating policy in all areas. But, let ' s talk about money for a moment because I think that was the point I made in my comment about review. What Mappens here is that the departments are asked to submit a budget. we know, "_because we -havebeen ;- through this with the county councilmen trying to follow these budgets. This thing comes up at the last minute and it ' s pretty much a retread of last year plus. Plus people, plus this , plus that. The councilmen are given a very brief time to review it and rubberstamp it, or argue about it , or holler to groups like ours for help. One way or another it gets_ passed .;and that is it. Nobody, nobody at the grass roots, :or department .level., is" told next year your budget is $500 ,000 or whatever it is. . .you know what your programs are, you know what your mission is , here are the new ones . . .you have got to figure out how to do it within your organization and that is the budget _you are going to present to us. Now, once that budget is approved, it is handed back to them and that is your standard for performance at the end of the year. And when that is reported on it should be done in the council in detail and later it should be in capsule form and presented to the public so that we know where they are performing and where they are not. The question was asked sometime earlier tonight , where are you going to get the people? Well , you know, some- times you have to relate personal experiences to illustrate a point. I took over a chicken company about six or seven years ago. The largest hybrid chicken company in the world , in Connecticut. We were having magnificent margins and one fellow -25-