The goal of MOVING FORWARD in having an ADMINISTRATOR representing a US FOREIGN ECONOMIC ZONE------having no ties to our US governance or 300 years of legal, legislative, executive branch history.
'Council members also will introduce bills Monday to reduce the number of votes needed to overturn a mayoral veto, give the council more power in the budgeting process and establish the position of a city administrator'.
So, who REALLY will appoint a CITY ADMINISTRATOR in a city where our city council as too the mayor are PUPPETS---they just advance global banking TALKING POINTS.
Councilman Ryan Dorsey said he, too, believes the city will be stronger for the changes the council is looking to make — and that the public will be more engaged as a result.
Who supports COMMONER CORE/RACE TO TOP-----Baltimore City Council
Who supports GLOBAL PRIVATIZED POLICING AND SECURITY corporations replacing our local public police department? Baltimore City Council
Who supports handing our PUBLIC WATER AND WASTE over to a global VEOLA ENVIRONMENTAL CORPORATION known to kill public interest access to fresh water supplies? Baltimore City Council.
Who supports the building of global corporate campuses and global factories as our only economic development strategy? Baltimore City Council
Who supports the installation of SMART CITIES SMART BUILDINGS knowing this kills all that is ALL-AMERICAN----Baltimore City Council.
Who supports super-sizing Port of Baltimore into a global cargo transport structure with goals of making Baltimore and Maryland an industrial wasteland? Baltimore City Council.
Who supports AFFORDABLE CARE ACT creating huge global medical corporations we know will kill our strong US public health and create predatory and profiteering medical corporations? Baltimore City Council.
Baltimore City Council members seek charter reforms to allow removal of a mayor amid investigations into Catherine Pugh
Yvonne WengerContact ReporterThe Baltimore Sun
April 29, 2019
Giving the City Council power to force out Baltimore’s mayor is part of a package of legislative reforms being introduced Monday.
The proposals come amid FBI raids, ongoing investigations and calls for Democratic Mayor Catherine Pugh’s resignation — all fallout from more than $800,000 in deals she struck to sell her self-published “Healthy Holly” children book series.
The 14-member council, all Democrats, have called for Pugh to resign, as have Republican Gov. Larry Hogan, the city’s members in the state House of Delegates (also Democrats) and the Greater Baltimore Committee, an influential business and civic group.
As it is now, a mayor can only be ousted after being convicted of a crime.
“We heard loud and clear: People want the council to do something,” Councilman Kristerfer Burnett said. “They want us to act. This whole situation has been incredibly embarrassing, incredibly disappointing. It has rocked the city to the core.”
Burnett is the lead sponsor of a charter amendment that would allow the council to remove the mayor with the approval of three-fourths of its members. The council could consider such a vote in cases of incompetency, misconduct in office, willful neglect of duty or if a mayor committed a felony or misdemeanor. The process would include public hearings and investigations by the council and the city’s independent inspector general.
The council currently has the power to remove the comptroller, council president and individual members. The proposed amendment would create a process for removing the mayor that mirrors those powers.
If the council approves Burnett’s amendment, the issue would go to voters for consideration in November 2020. That’s the city’s next general election.
Pugh, 69, took a paid leave of absence beginning April 1 to recover from pneumonia. The mayor was inside her Ashburton home last week when the FBI executed a search warrant, retrieving boxes of “Healthy Holly” books and documents. Agents also searched City Hall and a handful of other locations connected to the mayor. The FBI has declined to comment on the nature of the investigation.
Pugh’s attorney Steven Silverman said he’ll vigorously defend her and that she’s entitled to the presumption of innocence.
Pugh has vowed to return to office, but in recent days, her lawyer has said that because of her health, she is not capable yet of making a decision about whether to come back.
Council members also will introduce bills Monday to reduce the number of votes needed to overturn a mayoral veto, give the council more power in the budgeting process and establish the position of a city administrator.
Other measures filed earlier this month would add protections for whistleblowers and toughen requirements for ethics disclosures and financial oversight.
Acting Baltimore Mayor Bernard C. “Jack” Young generally supports the efforts but wants the legislation to be shaped by an extensive public vetting process, said Lester Davis, a spokesman for the Democrat.
“Nothing is off the table, but citizens need to have an outsized seat at the table,” Davis said.
Because the charter amendments would not need to be finalized until the summer of 2020, Davis said there would be plenty of time for citizen input.
Mileah Kromer, director of the Sarah T. Hughes Field Politics Center at Goucher College, said she expects to see broad public support for building in more checks and balances into Baltimore’s strong-mayor form of government.
Pugh is the second mayor in a decade whose conduct in office has been questioned. In 2009, then-Mayor Sheila Dixon was indicted after a lengthy corruption investigation. The Democrat was convicted of embezzlement and pleaded guilty to perjury. She resigned after negotiating a deal to keep her government pension, worth $83,000 a year.
“It is a unified message from the City Council that the mayor needs to resign now, and by prolonging her time in office, she is disrupting the city business,” Kromer said. “And that is a message that really resonates with the public.”
Kromer said any charter amendment that allows the council to oust a mayor must be explicit in its terms. That would help avoid giving the council freedom to remove an elected chief executive for political reasons.
“This doesn’t affect the mayor unless the mayor is doing something the mayor shouldn’t be doing,” Kromer said.
Councilman Bill Henry is the lead sponsor of a charter amendment to change how many votes are needed for council to overturn a veto by the mayor, reducing the number from three-fourths of the council to two-thirds. It also would take away the mayor’s ability to issue line-item vetoes to the city’s budget.
Another charter amendment Henry is sponsoring would allow the council to boost spending in the annual operating and capital budgets, as long as the increases come with corresponding cuts elsewhere in the spending plan. As it is now, the council can only subtract money from the budget proposed by the mayor. As a result of his proposed changes, Henry said a mayor would have to go to greater lengths to compromise with the council over budgeting priorities.
A strong-mayor is effective in running a big city, Henry said, but Baltimore’s mayor has too much concentrated power. Henry pushed in the past for charter amendments to shift more power to the council, but his efforts were quashed. He said he is confident the measures have a better chance of becoming law this time around.
“It will improve things for everybody in Baltimore if the system of government runs in a way that is more democratic,” Henry said.
Councilman Brandon Scott is introducing the charter amendment to create a city administrator. Cities such as Charlotte, N.C.; Philadelphia, and Washington have a professional administrator to handle day-to-day governmental operations. That frees the mayor up to better handle high-level executive functions, such as reducing crime and improving schools, Scott said.
He said his legislation was in the works before the controversy involving Pugh came to light last month.
Councilman Ryan Dorsey said he, too, believes the city will be stronger for the changes the council is looking to make — and that the public will be more engaged as a result.
“When something happens like this, we see how capable we are of civic engagement and civil discourse,” Dorsey said, “and how capable we are of hearing the public reaffirm their belief that we should have powers like the ability to remove a mayor. And not because politicians want it, but because people who elected officials represent want it.”
The City Administrator is responsible for managing the operations of the city and reports directly to the City Council as set forth in by the City Charter.The City Administrator directs, supervises and coordinates the work of Safety Services, Public Services, Community Services, Financial and Administrative Services, Human Resources Services, Communications, the City Clerk and additional services as the Council may, from time to time, designate. The City Administrator leads strategic planning, goal setting and policy development in support of the City’s Guiding Principles and Goals. The City Administrator is responsible for creating and sustaining the City of Ann Arbor as a results-oriented organization through expertise in organizational effectiveness, performance, measurement and budget accountability. Duties and Responsibilities•Plan, coordinate and administer programs, inter-service area projects, contracts, events and studies.
•Plan, administer and evaluate management programs and policies related to the City Administrator’s office. •Lead, direct and supervise the City’s Service Areas and direct reports•Lead the budget process and assemble the budgets as prepared by the Service Areas and present the same to the Council, with the recommendations, in accordance with the applicable provisions of the City Charter•Working with the various Service Area Administrators, establish reporting procedures to ensure timely knowledge of the Service Areas businesses, including periodic or special reports as he/she or the Council may deem necessary•In case of conflict of authority between administrative units, or in case of absence of administrative authority occasioned by inadequacy of Charter or ordinance provisions, resolve the conflict or supply the necessary authority, so far as may be consistent with law, the Charter, and the ordinances of the city, and direct the necessary action to be taken, making a full report immediately to the Council of the problem, action taken and recommendation for corrective legislation•Attend all meetings of the Council, with the right to take part in all discussions, but without the right to vote•Recommend to the Council, from time to time, such measures as he/she deems necessary or appropriate for the improvement of the City or its services•Furnish the Council with information respecting the City's affairs and prepare and submit such reports as may be required, including an annual report which shall consolidate the reports of the several administrative units•Possess such further powers and perform such additional duties as may be granted to or required of him/her, from time to time, by the Council, so far as may be consistent with state law and the City Charter
If US CITIES are not sovereign entities---------but colonial entities they have as a government COLONIAL ADMINISTRATORS-----not elected executives ------
What we are seeing across the US is the steady reforms of city charters creating what looks to be a DEMOCRATIC populist position---appointed by a city/county council-------working in tandem with a 'US MAYOR'-----but what we see is a singular position which will weld complete power in government operations installing whatever public policy is sent down from global banking 1%---global corporations.
We see below this CITY ADMINISTRATOR/MANAGER must be accredited and approved as an INTERNATIONAL CITY/COUNTY MANAGEMENT TRIBUNAL.
Below we see ICMA as a marginal organization created by the newly created US FED------that even today touts ties with 9,000 city/county governments GLOBALLY. That is not very much. UNFORTUNATELY, MOVING FORWARD has this global government manage corporation being heavily tied to each of our US city/county governments. This is why are ONLY HEAR GLOBAL BANKING 1% PUBLIC POLICY TALKING POINTS. These international management corporations---whether pretending to be CITY MANAGERS/TRANSPORTATION MANAGERS/FINANCIAL MANAGERS/HUMAN RESOURCE MANAGERS------are all an ARM of WORLD BANK/UNITED NATIONS.
So, does BALTIMORE need a CITY ADMINISTRATOR who will simply be that same ARM of global banking 1%-----as was these few decades of ROBBER BARON CLINTON/BUSH/OBAMA.
International City/County Management Association (ICMA)
ICMA is the premier organization of professional local government leaders building sustainable communities to improve lives worldwide.
ICMA advances professional local government worldwide.
Its mission is to create excellence in local governance by developing and advancing professional management of local government. ICMA, the International City/County Management Association, provides member support; publications, data, and information; peer and results-oriented assistance; and training and professional development to more than 9,000 city, town, and county experts and other individuals and organizations throughout the world. The management decisions made by ICMA's members affect 185 million individuals living in thousands of communities, from small villages and towns to large metropolitan areas.
Indeed, these positions are not ELECTED---they are APPOINTED and a city council/county council installs EXACTLY who global banking 1% tells them to. ICCM------approved means no public policy will be promoted that is not global banking ONE WORLD ONE GOVERNANCE.
'City managers are not, and should not aspire to be politicians, Hare says'.
Today, these CITY MANAGER positions are still working within the confines of what is a 300 year-old 3 branches of government structure. That will not be the case VERY SOON.
THIS IS WHY WE ARE GETTING NOTHING BUT FAILED CIVIL ENGINEERING AS WITH MEGLEV/HYPER-LOOP RAIL replacing what was the best in world history public and cargo train rail system albeit over-developed.
Cornell International City-County Management Association
Cornell International City-County Management AssociationThe International City/County Management Association is a global organization, founded in 1914, dedicated to promoting excellence in local government. Cornell has maintained a local chapter of this international association since 2011.
Using real-world examples, the organization seeks to establish connections between local government management theories and practices.
Students have access to the publications, data and professional development opportunities offered by the international organization. Cornell’s chapter sponsors guest speakers and provides entrees to internship possibilities.
Assistant City Manager Credentialed by International Local Government Management Organization
April 30, 2019WASHINGTON, D.C.— Mr. Mark Van Vleck, Assistant City Manager of the City of Corpus Christi recently received the Credentialed Manager designation from ICMA, the International City/County Management Association. Mr. Van Vleck is one of over 1,300 local government management professionals currently credentialed through the ICMA Voluntary Credentialing Program.
So, how does that differ from US MAYORS? When ROBBER BARON few decades started during CLINTON/BUSH/OBAMA policies were installed to create STRONG MAYORS killing our city council effectiveness just so these MAYORS could MOVE FORWARD these sacking and looting conditions in our US cities. STRONG MAYORS replaced what were local city council/mayor governance that WORKED for the 99% of WE THE PEOPLE.
For most of 300 years our county councils and mayors were able to work together to build and operate a FUNCTIONING local government. CLINTON/BUSH/OBAMA and STRONG MAYOR completely corrupted this functioning democratic local structure giving us cities filled with long-term political machines----criminal, corrupt----ergo, today's labeling of BALTIMORE CITY HALL as FAILED AND CORRUPT.
WE ARE AT THE END OF ROBBER BARON PERIOD SO THESE CITY/COUNTY CHARTER CHANGES REPRESENT POLICIES TIED TO BRINGING US TO INTERNATIONAL WORLD BANK GOVERNING STRUCTURES----
That will be of course MINUS US 99% WE THE PEOPLE black, white, and brown.
BYE BYE ALL-AMERICAN LOCAL EXECUTIVE OF 3 BRANCHES OF GOVERNMENT---HELLO, WORLD BANK APPOINTED ADMINISTRATOR.
A Mayor Vs. a Town Manager
by William Henderson
Mayors are politicians elected into office to steer a city or town’s government. City and town managers are hired by a city or town council to implement and oversee day-to-day operations. In cities with both a mayor and a manager, the mayor is head of the city or town council and has a say in who is hired as manager. In this form of government, the manager still oversees the day-to-day operations and implements decisions that the mayor and/or council make.
Strong Mayor vs. Council-Manager
Most towns and cities have either a strong-mayor or council-manager form of government. In a town or city with a strong-mayor form of government, a mayor is voted into office and makes decisions on behalf of the general population. In cities and towns with a manager, a manager is hired to fulfill specific managerial and operational job duties.
The primary difference between city or town managers and mayors is how they get their positions. A city or town’s general population votes a mayor into office but has little to no say about hiring a manager. The authority of hiring or firing a manager rests solely with a city or town’s council or with its mayor, if there is one. Giving such authority to a small number of people, rather than the entire city or town, is a downside to this form of government, say some critics.
Mayors and city managers wield similar powers. They direct a city or town’s daily operations, oversee personnel and put forward budgets for approval. Mayors and city or town managers have different roles as well. Mayors, for example, are politicians first and foremost and should be, according to Wes Hare, city manager of Albany, Oregon. City managers are not, and should not aspire to be politicians, Hare says.
An individual can run for the office of mayor as a Democrat, Republican or unaffiliated candidate. Once elected, mayors can put forward policy changes that not only serve their constituents but also their political party. City and town managers do not represent the interests of a political party and cannot, according to guidelines set by the International City-County Management Association Code of Ethics. Instead of representing a political party’s interests, a city or town manager implements the interests of a city or town council or a mayor, if there is one.
Change in the Air
Some mayor-led cities and towns are considering revising their charters to their form of government. For example, residents in Port Orchard, Washington -- including its former mayor -- want to switch to a city manager form of government. They believe that their population has swelled to the point where management makes sense. In 2009, residents of Bainbridge Island, another city in Washington, made the switch. Residents in some Utah cities are making noise about doing the opposite -- going from a council-manager form of government to a strong mayor form of government. Dennis Nordfelt, the former part-time mayor in West Valley City, Utah, urged its City Council to put a full-time mayor into office.
Southfield appoints OU alumnus as new City Administrator for one year
- by Aftab Borka
- Jun 20, 2014
The Southfield City Council has unanimously appointed Acting City Administrator Frederick E. Zorn as the new City Administrator for a one-year contract through June 16, 2015. Zorn’s annual salary will be $137,971.
The Southfield City Administrator is responsible for overseeing the City’s daily operations, conducting studies and making recommendations to the mayor and city council.
Zorn has been with the city of Southfield since 2008 as the Deputy City Administrator and previously served as the executive director of housing and neighborhood development services for the city of Taylor. Prior to that, he served as the executive director of economic and development services and director of administration for the city of Taylor. Zorn also served as the controller of the city of Melvindale prior to joining Taylor.
“Mr. Zorn is a very capable and competent leader. He has an extensive economic development and finance background as well as a proven track record of establishing and maintaining solid financial and management policies,” said City Council President Sylvia Jordan. “I feel strongly that he is the right person to serve in this capacity during these challenging economic times.”
Zorn holds a bachelor of arts degree in political science from Oakland University in addition to completing graduate course work towards a master of science degree in urban planning and economic development from Wayne State University (WSU). He has also been certified by the National Development Council (NDC) as an Economic Development Finance Professional (EDFP), and as a Certified Economic Developer (CEcD) by the International Economic Development Council (IEDC).
When the US is taken to colonial status it will have COLONIAL ADMINISTRATORS just as we see below over thousands of years. Today, we are seeing a still-intact US local government structure where a CITY COUNCIL appoints what is likely a 5% freemason/Greek player to role as ADMINISTRATOR making sure absolutely none of the criminality, corruption, political machine apparatus is dismantled.
The 5% freemason/Greek players as pols think they are WINNERS in reforming these US CITY CHARTERS----the appointment of ADMINISTRATORS coming from rank and file US universities----but, the GOAL of MOVING FORWARD is having an ADMINISTRATOR of FOREIGN ECONOMIC ZONES tied to being a GLOBAL 2%---that son/daughter of a global 1% OLD WORLD KINGS AND QUEENS.
Today's 5% freemason/Greek players/pols will be under the bus as MOVING FORWARD takes US to being more and more COLONIAL.
Colonial administrator of the southern region
Published on Feb 12, 2019
Colonial administrator of the southern region
So, here we have what is MOVING FORWARD today inside US FOREIGN ECONOMIC ZONES----policies having no tie to HUMAN WELFARE of 99% of citizens-----------Hmmmm, exporting all our US sovereign natural resources not good for a sovereign nation
'The colonial administration had, for example, implemented a privatization programme that had left thousands out of work, while at the same time it was squandering millions of dollars on projects, such as the “Vía Verde” gas pipeline, that solely benefited the financial supporters of the colonial government'.
- Administrators of the British Empire - History of governmenthistory.blog.gov.uk/2014/12/08/administrators-of... From 1927-1951, the Chief Clerk also dealt with the Colonial military forces, predominately the King's African Rifles and the Royal West African Frontier Force . These include records on the organisation and administration of the forces, but, not the personal information on those who served.
- Colonial Governance in the Atlantic World - Atlantic History ...www.oxfordbibliographies.com/view/document/obo... Originally published in 2003, this work of synthesis offers a full and nuanced portrait of colonial governance that includes metropolitan administration and its American representatives, but also deals extensively with slavery and interethnic relationships. Lockhart, James, and Stuart Schwartz.
- GOOD GOVERNANCE AND COLONIAL ENTANGLEMENT IN BANGLADESH | Md ...www.academia.edu/23091155/GOOD_GOVERNANCE_AND... In this article, employing post- colonial standpoint, we argue that the machinery of public administration or governance in Bangladesh culturally and psychologically is not ready to adopt the essence of good governance. The colonial mind set of the government officials and shadow colonial administrative culture are anti- thesis to the ...
- (PDF) Colonial and post-colonial governance of Islam ...www.researchgate.net/publication/254762058...colonial and post-colonial governance of islam tion of North African immigrants with responses to intra-European mi gration in the nineteenth and early and mid-twentieth centuries.
- Marronage Unbound: Colonial Governance and Maroon Resistance ...surface.syr.edu/etd/450 To make this argument, I draw on materials gathered from archives in Louisiana and France, including correspondence between colonial administrators, court documents, military reports, and militia memoranda.
- Colonial Governance system in the Pacific Islands: Indirect ...islandtimes.us/colonial-governance-system-in-the-pacific... Pacific Islands have noticed the conflicts under colonial administration between the colonizers and colonized. In order to govern, the colonizers introduced different ways of governance i.e. direct and indirect means of governing their respective colonies.
- A Historical and Comparative Analysis of Colonial and Post ...www.macrothink.org/journal/index.php/jpag/article/...1.1 Governance and Meritocracy in Colonial Administration Colonial administration in Nigeria created an opportunity for partnership between Nigeria and Britain. It introduced good governance structure as it partly succeeded in transforming native customs and institutions such as improvement in medical care, education,
- Colonial government in the Thirteen Colonies - Wikipediaen.wikipedia.org/wiki/Colonial_government_in_the... Colonial government in the Thirteen Colonies of North America shared many attributes. While each of the Thirteen Colonies, eventually to become the original United States had its own unique history and development, many common features and patterns emerged in their governing institutions and operations.
- colonial administration - definition - English - Glosbeglosbe.com/en/en/colonial administration The colonial administration had, for example, implemented a privatization programme that had left thousands out of work, while at the same time it was squandering millions of dollars on projects, such as the “Vía Verde” gas pipeline, that solely benefited the financial supporters of the colonial government.
'Posted on Friday, March 21, 2008 - 4:34 pm:
Find any "no-goodnik" without scruples, class or any sense of right and wrong and you should be able to replace him'.
What we have seen in most cases where a major US CITY is moved from an executive-style of governance to that of a ADMINISTRATOR-style of governance is that ROBBER BARON few decades of sacking and looting total criminality and corruption period coming to end-----ends with replacing a corrupt MAYOR with an ADMINISTRATOR. That is what is happening today in BALTIMORE CITY as a mayor having been soaked in these few decades of ROBBER BARON frauds and corruption is suddenly being removed because of a simple corrupt book deal. Without coincidence our Baltimore City Council is reforming our city charter to place an ADMINISTRATOR above our elected officials.
Protesters in Detroit on Wednesday held signs depicting Gov. Rick Snyder of Michigan and Darnell Earley, the new emergency manager for the city’s public schools. Critics say the appointment of emergency managers by the state disenfranchises local voters.CreditCreditLaura McDermott for The New York TimesBy Julie Bosman and Monica Davey
- Jan. 22, 2016
Gov. Rick Snyder, a Republican, swept in with a rescue plan: the appointment of an emergency manager, Kevyn D. Orr, who was charged with saving a city in fiscal despair. Many Detroiters were furious that Mr. Orr, then a high-profile bankruptcy lawyer from Chevy Chase, Md., had been given a role with extraordinary power, usurping control from local elected officials.
That anger has been revived in Michigan this week. Public outrage over the tainted water in Flint and the decrepit schools in Detroit has led many people to question whether the state has overreached in imposing too many emergency managers in largely black jurisdictions.
In the cases of both Flint and the Detroit Public Schools, governance was under the jurisdiction of the governor, rather than local officials closer to the ground.
In Flint, emergency managers not only oversaw the city — effectively seizing legal authority from the mayor and City Council — but also pressed to switch the source of the financially troubled city’s water supply to save money.
In Detroit, the schools are on the brink of insolvency after a series of emergency managers dating to 2009 repeatedly failed to grapple with its financial troubles, while also falling short on maintaining school buildings and addressing academic deficiencies. The current emergency manager for the schools, Darnell Earley, previously served in that role in Flint.
Under the administration of Mr. Snyder, who has held office since 2011, seven cities or school districts have been declared financial emergencies and placed under appointed management, state officials said. During the eight-year tenure of his predecessor, Jennifer M. Granholm, a Democrat, five cities or school districts were given emergency managers.
Three school districts — but no municipalities — remain under the control of emergency managers, a state official said.
Residents of majority-black cities have long cried foul over the practice. They argue that it disenfranchises voters and violates a deeply felt ethos of American democracy that allows for local representation. They also say emergency management gives influence to what is now a mostly white, Republican leadership in Lansing, the state capital. And they worry that in their decisions, emergency managers are more concerned with fiscal discipline than public health.
“Tell me what race dominates in those communities that get emergency managers?” said Hubert Yopp, the mayor of Highland Park, Mich., which is 93 percent black and in past years has had an emergency manager. “People have a very real reason to question what that’s about. It would be one thing if the emergency managers worked with the local governments to make things better. But it’s about having dictator power in the city. The locals have no say.”
Some form of state-over-locality oversight exists in about 20 states, with laws allowing for an appointed manager or board to advise distressed cities and school districts, said Eric Scorsone, the director of the Center for Local Government Finance and Policy at Michigan State University.
Central Falls, R.I., went into receivership for a year before it declared bankruptcy in 2011. New York City was steered away from fiscal collapse in the 1970s with the help of a financial control board.
In New Jersey, Camden was under state supervision for seven years until 2010, while the Newark Public Schools are still under state control two decades later. Philadelphia’s public schools were taken over by the governor in 2001.
This week, Gov. Bruce Rauner of Illinois, a Republican, said that he favored state oversight of the Chicago Public Schools, a measure that stands little chance of passing in a legislature controlled by Democrats.
But Michigan’s law is among the nation’s most far-reaching, said Mr. Scorsone, a critic.
“When you have one voice, you essentially don’t have checks and balances in a democracy,” Mr. Scorsone said. “The outcome in Flint has revealed some significant flaws in the process.”
But Mr. Scorsone also conceded that there was a grudging consensus that Mr. Orr’s tenure in Detroit had been a success.
Detroit, which is more than 80 percent black, was assigned an emergency manager by Mr. Snyder in 2013. Not long after, the manager made Detroit the largest American city ever to file for municipal bankruptcy. The city, however, emerged from bankruptcy in late 2014, and there are increasing signs of revival.
State officials have argued that appointment of an emergency manager is a means to rescue residents from failed local elective leadership.
Flint, a Democratic stronghold, was in a perilous financial state in 2011, when Mr. Snyder appointed an emergency manager. Nine years earlier, another Republican governor, John Engler, had taken the same action, appointing a manager who remained for two years.
Mr. Snyder did not respond to a request for comment. But in an appearance on MSNBC on Friday, in response to questions about whether “environmental racism” had played a part in the government’s response to Flint’s water problems, he said his intent had been to help cities, and people, in need.
“Several cities — Detroit, Flint, Pontiac, Saginaw — I’ve made a focused effort since before I started in office to say, we need to work hard to help people that have the greatest need,” he said. “So we’ve done a lot in terms of programs there to go help the structurally employed get work. In terms of public safety, we’ve done a lot.”
In 2011, when Mr. Snyder took office, he and the Legislature agreed to grant more sweeping powers to emergency managers, but opponents succeeded in repealing the law in a statewide referendum a year later. Mr. Snyder and lawmakers promptly passed another law, which allowed more options for cities and schools in fiscal distress — including emergency managers.
“They’ve chosen this policy, and this is the outcome,” said Jim Ananich, a Democratic state senator whose district includes Flint. “We have poisonous water flowing through people’s faucets. In the Detroit Public Schools, they have overcrowded classrooms and rats. Unfortunately, the emergency managers in these communities have been failing.”
Mr. Ananich said the law allowing emergency managers should be “reviewed and repealed quickly.”
“It’s been a failed project,” he said. “There’s absolutely no accountability with the government. They are trying to circumvent local democracy and say, ‘This one individual knows best.’”
Mayor Deirdre Waterman of Pontiac, Mich., whose city was led by an emergency manager until shortly before her election in 2013, called the method an “artificial disruption of democracy” that should be used only sparingly.
Pontiac’s first emergency manager was appointed by Ms. Granholm. The city was released from an emergency manager under the Snyder administration, but even now it remains in a transition phase without full local control. For the law to have any kind of credence, Ms. Waterman said, “it should be a shorter mission of directed engagement that is not prolonged.”
Marcus Muhammad, the new mayor of Benton Harbor, Mich., whose population is 89 percent black and which had been under emergency management, said the managers had been a “horrific experiment” that left the city defending itself against lawsuits filed over actions they had taken.
“I have said that a different strategy and a different law should be put in place to help distressed cities,” he added. “Not to poison democracies, poison water, poison communities.”
So, this is the point. The MOVING FORWARD structures of replacing our local executive called MAYOR with ADMINISTRATORS will not look like it does today. The goals is a COLONIAL governance and an ADMINISTRATOR tied to ONE WORLD for only the global 1% will come with only a global 2% as an ADMINISTRATOR in all US FOREIGN ECONOMIC ZONES----like BALTIMORE.
It is not bad that a LUO would be an US administrator----as an ASIAN AMERICAN----what is bad is that these colonial structures bring alliances not tied to the interests of a SOVEREIGN UNITED STATES.
Exective Director of ICMA China Center
Beijing City, China'
Who might be that coming BALTIMORE CITY ADMINISTRATOR -----LUO in US FOREIGN ECONOMIC ZONES where only the global 2% control our local government.
Luo Jye – Billionaire
April 24, 2017 mykhmer44
Luo Jye (born 1925) is a Taiwanese billionaire, founder of Cheng Shin Rubber, the world’s ninth largest tire manufacturer.
#1465 Luo Fei
2014 Billionaires NET WORTH
With a net worth of at least $1.2 billion, Min Luo may be the latest Chinese billionaire to have amassed his wealth from within the fintech industry, according to Bloomberg
ICMA China CenterThe ICMA China Center was formally established in 2011 as a partnership between ICMA and the China University of Political Science and Law.
The ICMA China Center was formally established in 2011 as a partnership between ICMA and the China University of Political Science and Law. The framework agreement between the organizations was approved by the government of China through the Ministry of Education. A Chinese language website is also available.
The Center is based in the university’s School of Politics and Public Administration in Beijing and draws on relevant faculty members from throughout the university. It is governed by an eight-member board representing both ICMA and CUPL, and its mission is to improve the quality of city management in China by providing information and services to Chinese city officials. Local government professionals from the United States, in turn, have an opportunity to learn from the Chinese experience with rapid, large-scale urbanization.
Among the goals and objectives of the Center are to
- Establish cooperative relationships between ICMA and institutions and organizations in China to facilitate training, research, information sharing, conferences, and exchanges
- Create comprehensive, fee-based education/training forums for local government officials, administrators, academics, and other interested individuals
- Create a domestic and international corporate partnership program to support the organization, sponsor events, and provide additional training participation opportunities
- Establish a certification and recognition program for individuals and local governments participating in ICMA China Center training programs.
The ICMA China Center, together with ICMA and the city of Yangzhou, sponsored ICMA's first International Regional Summit in May 2014. Attended by 200 people from eight countries, the summit offered presentations, site visits, case studies, and discussions focused on the theme of "Eco-Friendly Urbanization" and the challenges of sustainable development facing cities in a rapidly urbanizing world. Highlights of the summit included
- Formal agreements to establish an ICMA training base in China
- Presentation of the results of an ICMA-funded survey of Chinese small town development and citizen satisfaction
- A forum on "Urban Governance in the Backdrop of China's New Urbanization," sponsored by CUPL's Center for Cooperative Innovation for Governance by Law (CCIGL)
- The debut of the Life, Well Run video with subtitles in Mandarin
- Pre- and post-summit study tours that provided an opportunity for participants to enrich their experience through interaction with Chinese local government officials and visits to some of the country’s premier historical and cultural sites
- The spring meeting of the ICMA International Committee.
At the summit, ICMA formalized two agreements that advance the organization's position as a training partner in China. A memorandum of understanding (MOU) with the city of Yangzhou established that city as a training base for the ICMA China Center. ICMA will provide training for Chinese municipal officials, including those in the city of Yangzhou, and will assist the city in accessing management best practices and establishing partnerships and exchanges with cities represented by ICMA's members and international affiliates.
A second agreement, with CUPL, seeks to further the Chinese government's mission to fund collaboration by leading Chinese universities with other institutions to foster innovation. Contingent on a grant to CCIGL, the partnership will provide opportunities for exchanges by professors, researchers, students, and interns from both countries as well as joint conferences and publications.
ICMA has been approved as an official training partner of the State Administration of Foreign Expert Affairs (SAFEA) to provide training and capacity building for Chinese local government officials in China and the U.S. An MOU with the China Association for International Exchange of Personnel (CAIEP), the training unit of SAFEA, gives ICMA an opportunity to respond to requests for technical assistance in city/county management for SAFEA and for Chinese ministries, provinces, and cities. SAFEA is the key agency to approve training programs for Chinese local governments.
ICMA also has signed an MOU with the National Academy for Mayors of China (NAMC) to enhance the ICMA China Center’s training offerings. NAMC is the leading agency providing regular training opportunities to local government officials in China. The two organizations will jointly
- Organize training and appraisal for city managers and government officials in China
- Translate and publish ICMA training materials and textbooks for Chinese local government officials
- Organize academic conferences
- Conduct professional exchanges and study tours to showcase best practices and provide learning opportunities about local government in both countries.
In May 2012 the Center was accepted into the EcoPartnerships program of the U.S. Department of State, joining 17 other partnerships in this prestigious, competitive program. Secretary of State Hillary Rodham Clinton welcomed the five newest partners at a signing ceremony in Beijing.
During the summit, three U.S. cities and their Chinese counterparts formalized EcoPartnerships pledging "friendly cooperation" over an 18-month period to share best practices, exchange technical knowledge and strategies, and foster innovation in seeking solutions to environmental challenges relating to urbanization and sustainable development.
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'At the end of January, with no fanfare, New York’s City Council released recommended changes to the city charter. The council wants to use the Charter Revision Commission to strip the mayor and executive agencies of important powers, while taking more power for itself'.
More power for our US city council members used to be good when city councils were working for US LOCAL DOMESTIC ECONOMIC development-----and actually in touch with our US 99% WE THE PEOPLE black, white, and brown citizens.
IT'S NOT A POWER-GRAB----IT IS MOVING FORWARD ONE WORLD ONE GOVERNANCE COLONIAL STRUCTURE BREAKING DOWN OUR US SOVEREIGN 3 BRANCHES OF GOVERNMENT.
The City Council’s charter-reform power grab
By Eric Kober
March 22, 2019 | 7:33pm
Michael Brochstein/SOPA Images/R
At the end of January, with no fanfare, New York’s City Council released recommended changes to the city charter. The council wants to use the Charter Revision Commission to strip the mayor and executive agencies of important powers, while taking more power for itself. It would be done through a ballot measure in an off-year election expected to have minimal turnout.
The low-key nature of the proposal obscures an audacious power grab. The council’s agenda for charter revision would radically change how the city handles land use, budgeting and police oversight.
The new charter would impose three-year terms on the police commissioner, corporation counsel and city planning director, among others, and reserve a council right to veto the mayor’s appointment and reappointment of these officials.
The veto alone would impede effective government. How could the city keep up with the needs of its growing population for housing and public facilities if its chief planner faces job termination when council members object to proposed developments in their districts?
City government’s efficiency and responsiveness depend to a remarkable extent on the charter, which lays out the structure and function of government. The last major change to the charter was made in 1989, after a three-year process in which a highly regarded commission with more than 50 full-time staff held some 140 public meetings.
By contrast, the present commission has done little to clarify the issues or educate the public; it operates on a breakneck schedule aimed at meeting its arbitrary deadline.
The 1989 charter prioritized accountability and clear executive and legislative roles. Consistent with good-government reforms nationwide, it consolidated executive authority in the highest-profile official — the mayor.
It expanded the council to make it more representative and gave it significant oversight powers. The charter also introduced campaign-finance reform, open-meetings laws and other transparency measures.
Since 1989, New York City has prospered. The boom-bust fiscal cycles that frequently forced austerity on city services have been tamed; the high-level corruption scandals of the 1980s and earlier decades have not recurred. So why make big changes now?
Every previous charter commission responded to some prominent public concern or external shock — cleanup of borough corruption and more effective administration in 1936 and 1961, community participation in 1975 or the landmark Supreme Court case striking down the Board of Estimate in 1987.
No compelling reasons exist to upend the structure of city government today, and the council has not offered any. On the contrary, maintaining the current “strong mayor” system makes good sense.
Consider the crime drop over the last 30 years. While the causes of rising and falling crime are complex, mayoral accountability, beginning with the “Safe Streets, Safe City” program in the Dinkins administration and continuing through the three succeeding mayors, has served the city well.
Removing the mayor’s sole power to name his own police commissioner and making that appointment subject to council approval could hamstring accountability, to the detriment of effective law enforcement.
Imagine for a moment that the council succeeds in implementing its changes. Where would responsibility lie for unpopular and unsuccessful policies?
De Blasio is abusing his power to push charter changes through
The mayor would blame the council, which can’t be held collectively accountable — each member is elected by a tiny slice of the city’s electorate. Voters can hold accountable only their own local representative, who can in turn pass the buck and blame other members. And the entire council can blame the mayor.
The mayor of New York, hardly a dictator, is currently held in check not only by the council — which can veto legislation — but also, and more significantly, by Albany, which has the authority to impose and raise most taxes, reaffirm mayoral control of the schools and provide a significant portion of the city’s operating revenue.
If it succeeds, the council’s power play won’t yield good results. History tells us that these changes would diffuse accountability and hamper city government’s effectiveness.