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1LUMBUS, OHIO City Clerk COLUMBUS AND OHIO \ \ s \ ;n M. Van Heyde CITY CICRK ANNUAL REPORT —1972 CITY DEPARTMENTS INDEX Page Office of the Mayor 2 Department of Law 4 Department of Public Utilities 7 German Village Commission 9 Department of Finance 9 City Treasurer 11 Board of Purchase 11 Income Tax Division 13 City Auditor 13 Council of the City of Columbus 14 Office of the City Clerk 14 Legal Aid and Defender Society 15 Department of Recreation 15 Municipal Court 25 Department of Health 26 Public Library 34 Municipal Civil Service Commission 37 Charitable Solicitations Board 40 Hare Charity Fund 40 Department of Development 40 Department of Industrial Relations 46 Community Relations 46 Division of Parks and Forestry 49 LUMBUS, OHIO THE CITY BULLETIN Official Publication of Ihe City of Columbus Published weekly under authority of the City Charter and direction of the City Clerk. Contains official report of proceedings of council,* ordinances passed and resolutions adopted; civil service notes and announcements of examinations; advertisements for bids; details pertaining to official actions of all city departments. Subscription by mail, $5.00 a Year in advance. Second-Class Postage Paid at Columbus, Ohio HELEN M. VAN HEYDE City Clerk Telephone 461-7316 CITY DEPARTMENTS. COLUMBUS. OHIO. 1972 OFFICE OF THE MAYOR ANNUAL REPORT —1972 During the year 1972, my first as a Mayor of the City can best be administered for maximum benefit to the of Columbus, one of the prime areas of concern was community. For the first time a Mayor of Columbus has for the "forgotten" role of this office. When we think become seriously involved in the management of the of the duties of the Mayor, many of the glamorous and millions of federal dollars placed in the City. This in­ public aspects come to mind. But the "forgotten" role volvement by the Mayor is important to Federal officials is that of the Mayor as the Chief Executive Officer of and our citizens. the City government. With some cities in Ohio having Second, with the changing nature and funding levels a City Manager, we might conclude that the Mayor's of many federal programs, Columbus has been in a better position is a ceremonial one. There is much more to position to adjust to these new situations. Some of these the job than proclamations and picture-taking. In my changes present serious challenges, but our better over­ mind, the first priority is administering the City govern­ all management in this area assures a less painful transi­ ment. Following the policies and laws enacted by City tion, and will better enable us to develop fiscal and Council, a Mayor must exercise those executive responsi­ management capabilities for the anticipated special bilities. This "forgotten" role as Chief Administrative revenue sharing programs. Officer does not attract the headline in the newspapers or the bulletins over the broadcast media. In fact it C. Integrated Grant Administration Program creates the opposite situation. The proper administrative After six months of study, research, and planning our operation results in a low-key approach that does not office made a formal application for a grant under the attract wide publicity and attention. This approach Integrated Grant Administration (I.G.A.) program. Only pays off in a better delivery of services to taxpayers two other cities (Indianapolis and Minneapolis) have and a more efficient overall operation. received funding for a comprehensive study of all man­ The City of Columbus is a major business with 5500 agement and operations function within City govern­ employees and a total yearly budget of $160 million. ment. The objective is systematically to provide a better Modern business administration is needed to insure means for delivery of City services. (In February, 1973, maximum benefit to the taxpayers. And with continued Columbus received this $243,000 I.G.A. grant and opera­ cooperation from Council and the community, the initial tions commenced in March, 1972) efforts made in 1972 will pay off with even more tangible results in the coming years. The following D. Ombudsman summary covers two major areas. One notes the major In December, 1972, we were able to start a new pro­ activities directly under the "Office of the Mayor." The gram under my office that provides individual citizens a second covers some of the major highlights of the direct avenue for getting an answer to any type of City general, overall administration under the responsibility problem. By creating a City Ombudsman, Columbus of the Mayor. became one of the first cities in North America to have a person who can cross departmental lines to solve a citi­ zen problem. With our complex governmental arrange­ I. OFFICE OF THE MAYOR ments, I believe an Ombudsman serves as a link to the public in demonstrating responsiveness and instilling A. City Council Cooperation confidence in our processes. During the initial ninety While the offices of City government are technically days, over 600 persons received assistance through the non-partisan, the news media and others have recog­ Ombudsman. As this effort becomes more widely known, nized that political party elements are involved in the it will not only help the individual citizen, but will pro­ operation of Columbus City government. Being a Mayor vide the Mayor with wider guides to the concerns of our of one party, I face the situation of working with a City community. Council made up of five members from the other party E. Open-Door With The Mayor and only two from my party. In addition, the other two With the growth of huge governmental and corporate major City offices (City Attorney and City Auditor) are institutions in America, it is seldom that an individual also held by members of the opposite party. On the gets the opportunity to confront directly a Chief Execu­ surface this would semingly present major problems. tive Officer. In the City of Columbus in 1972, there was I am happy, however, to note that the cooperation from a difference. As Mayor I instituted "Open-Door" sessions all elected City officials proved a major factor in the on Wednesday mornings where citizens can meet di­ positive accomplishment during 1972. We had certain rectly with me. No appointment is needed. There is just differences of opinion at times, but this was part of the the Mayor and the citizen (s). There are no time limits. constructive, progressive process in seeking the best The session is as long as is needed to give the situation solution to major issues. To City Council President M. D. a fair hearing. Many times it is just a matter of listen­ Portman, Council Members Charles R. Petree II, James ing. At other times direct action is needed. Regardless of A. Roseboro, Dr. John H. Rosemond, Fran Ryan, Daniel the problem, citizens in Columbus know that the Mayor H. Schoedinger, and Donald L. Woodland, City Attorney makes a portion of his time available for citizens to James J. Hughes, Jr., and City Auditor Hugh J. Dorrian, confront him directly. It is healthy for me and the I extend my appreciation for their cooperation during citizens. In thirty-four "Open-Door" sessions last year, 1972. As we work forward in 1973, I know that these over 430 people directly saw the Mayor through this elected officials and new City Councilman Charles Men- means. tel will continue to exhibit the leadership and dedication needed for the total progress of our community. F. "Ask The Mayor" TV Shows Trying to communicate with 560,000 people in our B. Federal-Stale Programs Coordination City is not an easy task. But thanks to the cooperation One of the first acts during my term was to recognize of the newspapers and broadcast media in our com­ the need for better administration of our programs munity, I have been able to communicate frequently under federal and state support. This totaled over $37 with the citizens of our area. I am appreciative of the million of programs, yet we hade no real, overall man­ media's interest in City government and know that this agement. We converted a City Hall public relations pay­ coverage has helped the people better understand our roll slot into this new position of Federal-State Pro­ government. Of special interest during 1972 were several grams Coordinator. With major efforts like Model Cities, innovative television programs. Broadcast live in prime CAMPS, CEP, and Criminal Justice grants under this time, WBNS-TV featured three "Ask the Mayor" pro­ area, we now have a better idea of what monies are grams. This one-hour show from three different loca­ coming in and how they are being spent. tions in the community was a national first in television. Two points are of special consideration in this area. The whole community could see how a Mayor and his First, Columbus has clearly established itself in the eyes administration could handle questions, any question, in of federal officials (at the Regional Office in Chicago and a variety of circumstances. I felt it was a good learning in Washington) as a city that is serious about its re­ experience for me and from what I have heard, citizens sponsibility to spend properly its funds. Through the feel it provides a vital link to public officials. I also trips by me and our staff to Chicago and Washington participated in WLW-C's half-hour, prime-time "Probe" and their visits to Columbus, they understand that we program with Ann Walker, as well as a variety of other know what is needed in our community and how funds interview/news programs. CITY DEPARTMENTS. COLUMBUS. OHIO.
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