Strong Mayor Research Articles

The merger urgers of Jacksonville are winning a quiet revolution

It was a hot August day in 1967 when the citizens of Jacksonville and Duval County, Florida went to the polls to decide whether to consolidate their two governments. The problems facing them were as critical as any city's in the mid-1960s. Schools were disaccredited; city and county officials were indicted for graft, theft, and mismanagement of public funds; and the upsurge of crime was frightening. In addition, the graceful St. Johns River flowing through the center of Jacksonville was dangerously polluted, sewers were crumbling, and streets were poorly lit. Governmental costs soared while services declined and residents were abandoning the inner city for the suburbs. The citizens now had a choice: to revamp and continue with a system of government that had proved unsatisfactory, or to discard the existing form and start with a totally new idea. The vote was 54,493 to 29,768 for consolidation. "The Quiet Revolution" by the people of Jacksonville and Duval County, which had brought about the citycounty merger, reaffirmed the democratic process. It was a moment when the people, without violence, rebelled against a failing system of government. Their weapon: the vote. Next to Juneau, Alaska, consolidated Jacksonville is the largest city in the United States in land-area (841 sq. miles), and it is 23rd in population. In the five years since consolidation, Jacksonvitle has enjoyed unprecedented economic, social, cultural, and environmental growth. Residents are enjoying benefits they never had before, such as expanded and improved police and fire protection agencies and reduced insur~ance rates. The St. Johns River is clean enough for local fishermen to haul in bass and pike off the pier. Property tax rates have decreased for five consecutive ),ears while new services and facilities have grown. Unemployment is down to two percent and Jacksonville ranks tenth in the nation in dollar volume of new building construction permits. The initial thrust for new government came from a group of 24 of the city's most powerful and influential men, led by Jacksonville civic pioneer, J.J. Daniel. These men petitioned the county delegation to the Florida legislature in January 1965 to call for areferendum to "secure more efficient and effective government undet one governmental body." The legislators responded with the creation of a 50-member study commission which produced a "Blueprint for Improvement." The document outlined the restructuring of the local governments into one unit and a consolidation of their agencies and services. The plan called for a strong elected mayor, balanced by a 19-member city council. Almost every public figure of consequence was forced to take a pro or con stand on the subject. Six months after the study commission's findings, a dedicated civic leadership backed by business and the media succeeded in developing intense public interest in consolidation and the issues involved. A pro-consolidation committee mounted a sophisticated political campaign. With all the fanfare a candidate would use, the idea for better government was publicized with slogans, buttons, bumper stickers, advertisements, and literature. Proclaiming, "We have the Urge to Merge," the highly organized central committee developed teams of poll workers, telephone solicitors, door-to-door neighborhood teams, and organizers and speakers for the community's hundreds of civic, business, social, and professional groups. The newspapers and television stations took outspoken positions on the side of consolidation, publishing and airing editorials emphasizing the need for, and advantages of, consolidation. Consolidation was even the subject for Sunday sermons. Public hearings provided a forum for all possible viewpoints. After the overwhelming acceptance of the bill and the election of new officials, Mayor Hans Tanzler, a former judge, made no promises; he only expressed hope and optimism for a better city government, one "striving for integrity and excellence." The consolidated government gave authority to the mayor and the city commission to act swiftly and effectively to meet local demands. The new government also began long-range planning for future progress. With its new administrative machinery, consolidated Jacksonville faces the same problems as other cities of a half-million and over. Since 1968 its primary concerns have been crime reduction, employment, health care, environment and governmental stability, and cultural growth. The question is, how effective are the programs instituted under consolidated government: What results can be shown?

The Manager Plan and the Metropolitan Community

The labels that happen to become attached to things are of little consequence; the substance is what counts. Good government does not consist in getting any certain caption placed upon a municipal organization; it consists in the introduction into its daily functioning of practices and processes that guarantee responsiveness to public needs. Four main types of governmental structure have figured in the history of American cities: strong council, strong mayor, commission, and council-manager. Each of these has several features peculiar to itself, yet there are a number of principles and provisions, which, if not common to all four types, are at least not incompatible with any of them and are capable, as experience has shown, of being adopted or employed in connection with all.

NATIONAL MUNICIPAL REVIEW BOSTON LOOKS OVER ITS CHARTER

AbstractThe recomendations of the Boston Charter Commission are decidelly conservative and as a whole are an endorsement of the present strong mayor type of charter

Detroit and its new charter

AbstractDetroit adopted a new charter in 1918 “as a war measure.” The short ballot was not adopted in full, but a 42‐man council elected from twenty‐one wards gave way to a nine‐man council under a strong mayor.