Your vote and how to use it

As population grows government needs increase. When people establish their homes close together and form a populous community within a limited area, it becomes necessary to have streets opened up, sidewalks made, the streets lighted, protection from fire, and other things that the township does not provide.

A territory of not over one square mile, having a population of at least two hundred people, may be incorporated as a village. On a petition of the taxpayers they may vote on the proposition, whether or not they shall become an incorporated village, and have a government of their own distinct from that of the town. Even if they incorporate they still remain a part of the town, and take the same part in town government as before.

There Are Four Classes of Villages: First class, those with a population of 5,000 or over; second class, with a population between 3,000 and 5,000; third class, with a population of between 1,000 and 3,000; fourth class, with a population of less than 1,000. In many Western States a village of one or two thousand inhabitants usually becomes a city. In New York State there are villages of more than 15,000 population.

The Village President, who serves one year, is the chief executive, and serves without pay. He is the head of the village board of trustees, and in small villages is the head of the police. Local order, peace, health, and sanitation depend on him.

The Board of Trustees consists of from two to four men in villages of the third and fourth class; from two to six men in villages of the second class, and from two to eight men in villages of the first class, elected for two years, half of them elected each year. They serve without pay. They make ordinances for the government of the village and administer its affairs. They decide where sidewalks shall be built, whether streets shall be paved, how garbage shall be handled; they provide light and a water-supply; they provide for the raising of money by taxes; if a sewerage system is needed it must be done under the supervision of the State Board of Health. Propositions relating to the large expenditure of funds must be submitted to the taxpayers.

Questions of police, water-supply, fire protection, lights, sewers, are sometimes handled by the board of trustees, or if the village is large enough there may be separate boards or commissioners established for some of these things.

A Fire Department, with fire house, hose and wagon, exists in most villages, voluntary in small places, and a paid force in the larger villages. The fire company is a popular department of public service, because of the social pleasure involved and because firemen are exempt from jury duty.

A Treasurer, Assessors, a Collector, and a Village Clerk, are usually elected and sometimes a Street Commissioner. Not infrequently the latter office is considered a sinecure, and streets littered with waste paper and other refuse are common in the average village. The commissioner should be held up to his duty by all the voters.

A Board of Health of from three to seven members must be appointed by the trustees to work in connection with the State Board of Health. This board elects a health officer, who must be a physician. The business of the board is to watch over drains, cesspools, to prevent nuisances and contagion from disease. Health officers should be vigilant and morally courageous, otherwise the community will pay in illness.

A Police Justice, elected for four years, handles cases involving violations of village ordinances. The board of trustees may appoint a village attorney to represent them in case of lawsuits.

The Annual Village Election usually takes place the third Tuesday in March. A special village election, similar to a town meeting, may be called for taxpaying citizens to vote on special questions, such as the removal of garbage at public expense, or the purchase of water or lighting plants.

A water-supply is usually furnished by a village of any size. An abundant supply is necessary, not only for homes, but for fire protection and for any sewerage system. New York villages and cities are very well lighted. Whether there should be public or private ownership of public utilities is a question which is much discussed. While the water-supply is usually owned by the municipality, the lighting system more often belongs to a private company.

Sewage disposal is a matter which has to be taken up sooner or later by a village as it grows in population. For too long our villages have polluted the convenient stream. They have been slow to study the question, and to dispose of sewage and garbage in a way that is both satisfactory and economical. Foreign cities often make a profit out of the disposal of their refuse, whereas it usually costs us money. These questions need more intelligent consideration than is usually given them.

As a community grows larger it outgrows the simple form of village government and needs one more adapted to its complex and growing needs.

The growth of cities in the past hundred years is phenomenal. In 1820, 83 per cent. of the people of the United States lived on farms; in 1910 only 32 per cent. The problems that a city government has to meet are many and difficult, especially in the cities of New York State, where a large proportion of the people are foreign-born, and where there is often a large floating population without civic pride or interest. In smaller communities, where every one is known, the fear of public opinion acts as a restraining influence which is not felt in a city where the individual identity is often submerged.

A CITY GOVERNMENT works under a charter granted by the State, which limits its powers. These charters used to be made out separately for each city, and the legislature interfered with the management of the local affairs of a city in a way that caused a demand for “Home rule” for cities. This has been partially granted, and cities in New York State now have large power to provide public works and to control public education, health, safety, recreation, and charities, although they are still occasionally interfered with by the State legislature.

The city is a direct agent of the State, and does not work as the village does, through the town and county.

Three Classes of Cities: First-class cities have a population of 175,000 or over. Second-class cities have a population of 50,000 to 175,000; third-class cities are all those with a population of less than 50,000. The object of this division is to enable the State to legislate for the needs of groups of cities instead of individual ones. The mayor of a city may veto a measure passed by the legislature, but if approved by the legislature and signed by the governor, it may become law in spite of his veto.

The needs of government in a city are those of the village multiplied in size; they include police protection, care of the public health, a pure water-supply, inspection of food-supplies, supervision of weights and measures, adequate housing inspection, economic and satisfactory garbage and sewage disposal, fire protection, gas and electric lighting, good paving, clean streets, the care of dependents, maintenance of hospitals and libraries, good educational facilities, transportation, and many other activities.

The general plan of government for cities is the same in all the classes. Cities of the first class are New York City, Buffalo, and Rochester (see Greater New York).

Cities of the Second Class: The Mayor, who is elected for two years, is the chief executive officer. He has as important and responsible a position as any man at the head of a big corporation. The management of the city is in his hands. The health and welfare of its dwellers depend on him. While the city council legislates for the city, it is his business to see that laws and ordinances are enforced. He may veto an ordinance passed by the city council, although they may pass it over his veto by a two-thirds vote. The mayor has the power of appointing the heads of most of the important departments of the city’s business. Sometimes the city council has to confirm an appointment, and an official can only be removed for good cause, and he must be given a hearing and an opportunity to answer charges. To elect to the position of mayor and to put the entire responsibility of all the complex problems of city government on a man of no training or fitness for the position, is to invite extravagance, incompetence, and corruption.

For purposes of convenience in government a city is divided into subdivisions called wards, and for elections, into certain voting precincts called election districts.

The Board of Aldermen or The Common Council consists of one alderman chosen from each ward and a president of the board. They are elected for two years, and are to the city about the same that the board of trustees are to the village. Their powers are limited by the city charter. In general, they may pass ordinances relating to streets, sewers, parks, public buildings, amusements, grant franchises, regulate traffic, levy taxes, and borrow money under certain restrictions for the use of the city. An alderman has power over many local interests in his district. It is an important position which in the main has been disregarded; it should be filled by a man chosen for fitness as a local representative and not as a reward for party service. No man should be elected to this board whom you would not trust as the custodian of your own property or the guardian of your children, because in a public sense that is what he is.

The Board of Estimate and Apportionment is one of the most important departments of city government. It has large control over the city’s finances, and determines its policies in all financial matters, franchises, privileges and permits, and makes the city budget. It consists of the mayor, comptroller, corporation counsel, president of the common council, and the city engineer.

The Department of Contract and Supply lets contracts for material and work required by the city. With the constant growth of city departments and city business, in which supplies and materials of many kinds are needed, this is also an important committee.

Other elected officers are comptroller, treasurer, president of the common council, and assessors.

The department of finance is managed by the comptroller and the treasurer.

The department of assessment and taxation, which makes the assessment rolls, consists of four assessors, elected two at a time, for four years each.

The department of law is presided over by a corporation counsel, appointed by the mayor. The mayor also appoints the city engineer and the heads of the following departments:

The department of public works, which controls the water-supply, streets, sewers, buildings, and public markets; the department of public safety, which includes the bureaus of gas and electricity; departments of police, health, charities and correction, and the board of education.

Cities of the third class are not uniform in their government, but the general outline is the same as for cities of the second class.

City Elections are held in the odd-numbered years. State officials are elected in the even-numbered years. The purpose of setting a different time for these elections is to keep city politics independent of State political machines. Party issues have little to do with the problems of a city. It is evident that the government of a large city is a very important and complicated business. There are several offices which demand as great executive ability as would be required of a man at the head of a large business corporation. But city offices are usually given to men not for fitness, but because of party affiliation. Public sentiment is beginning to ask why high standards of competence and efficiency should not be as much demanded in public as in private business.

The Budget: The heads of the various departments decide how much money will be required to run each department for the ensuing year. The Board of Estimate and Apportionment considers these requests and fixes the tax-rate necessary to raise the money needed (see Chapters IV and XI).

Franchise Rights: A city has many sources of revenue of its own. Public utilities which furnish such necessities as transportation, water, gas, and electric light, earn enormous profits. In some places some of these things are owned by the city and the revenues go to the city. In others, the right to build and operate such a public business is given to a private corporation through a franchise. It is evident that these franchise rights are extremely valuable and should not be given away without adequate compensation to the city, as well as the insuring of good service. The rates that are charged, and the service rendered, are matters of vast importance to the people of a city. Municipal ownership of such utilities has never been as extensive in this country as abroad, but the sentiment in favor of it is growing. Franchise rights used to be given for long terms, even in perpetuity, but public sentiment now demands that they be subject to revision at reasonable intervals. Most cities to-day own their own water-supply, and some of them have their own lighting plants.

Commission Form of Government: So many officials are needed to manage the complex affairs of a city that even if well qualified men are put up for office, with so many candidates to be elected, it is impossible for the voters to know the merit of them all. City government has been the weakest spot in our political life. In an effort to meet its defects, a number of cities have adopted the policy of doing away entirely with the form of government as outlined, and electing on a non-partisan ticket several commissioners (sometimes headed by a mayor), each one of whom is put in charge of a division of the city’s administration, and made responsible for the work of this department.

The fact is being recognized that skill and expert training are needed in public officials; that the power should be given to a few men, and that they should be held responsible for the success of their work.

Buffalo now has a commission form of government.

The City Manager Plan gives the management of a city to one man, who is engaged by the city, and held responsible for the conduct of city affairs, in the same way that a large business enterprise would engage a manager. A city manager should be a man who has made a study and profession of city government.