166 Chicago Bureau of Public Efficiency 



tended for each of the several park districts was such that the 

 policies should be shaped and a general watchfulness and su- 

 pervision exercised by a small legislative body acting co-ordi- 

 nately. A careful study of the situation as it has actually ex- 

 isted shows, however, that until recently conditions in the South 

 and Lincoln Park systems closely boardered on a one-man 

 government, and that such conditions still obtain in the West 

 Parks. Until recently, a large proportion of the Board work 

 of the South Park system has been done by a standing commit- 

 tee. The committee system is still in use by the West and Lin- 

 coln Park Boards, the former having seven standing committees 

 and the latter ten. The members of these Boards are few in 

 number, the West and Lincoln Park Boards comprising only 

 seven members and the South Park Board only five. While oc- 

 casion may arise from time to time for the appointment of a 

 special committee to investigate and report, it is submitted that 

 the Boards are too small to justify any of them in maintaining 

 standing committees. 



No salaries are provided for the members of any of the 

 Boards except $3,000 each for the president and auditor of 

 the South Parks. The present incumbent of the former office, 

 John Barton Payne, is now using his salary to purchase histori- 

 cal art hangings for the small park fieldhouses. In consideration 

 of the fact that the auditors of the West and Lincoln Parks are 

 not salaried and the real auditing is performed by others the 

 salary of the South Park auditor seems needless. 



While such changes in Board organization are desirable, 

 greater changes are suggested in organization of the executive 

 forces. 



Many instances are cited in this report of losses in efficiency 

 and economy. Most of these and many more which can be- 

 come apparent only under improved organization and adminis- 

 tration are due directly to the lack of co-ordination of functions 

 under responsible heads, and the failure to delegate sufficient 

 authority to such heads and to charge them with real responsi- 

 bility for results. The forms of organizations provided were 

 probably adequate in the beginning, but as park acreage and 



