small a bond issue. On the private market we would probably have to have a $50 or $75 million bond issue as surrounding jurisdictions who issue their own bonds do. As a result, they must hold the cash until the revenue from the bonds will be spent, which means although they show substantial interest earnings from the bond proceeds, but they are also paying interest on that money. It probably is not much of a net gain.

The second thing is that we in the city charge our real estate tax in two payments in the year, as opposed to some of the jurisdictions which have only a single payment on their real estate tax. That is really taking money from the residents and holding it for the city's or county's benefit for interest. I don't think that we should change.

Although we do have a larger budget, because of a number of these factors, our cash flow is not the same as the surrounding area. We are improving on our investments and I think we can improve further, but unless we were to have the same conditions exist as in surrounding jurisdictions, we would not have the same investment income and in many ways I think properly so.

Mr. DIXON. I don't have any other questions unless you have something to add.

Mr. WATSON. No.

Mr. DIXON. Thank you very much.

WEDNESDAY, MARCH 26, 1980

OFFICE OF THE MAYOR

WITNESSES

DWIGHT S. CROPP, EXECUTIVE SECRETARY

DAVID A. SPLITT, DIRECTOR, OFFICE OF DOCUMENTS

ROBERT ROBINSON, SPECIAL ASSISTANT TO THE EXECUTIVE SECRETARY

GLADYS W. MACK, ASSISTANT CITY ADMINISTRATOR FOR BUDGET AND RESOURCE DEVELOPMENT

(519)

The Mayor, as chief executive officer of the District of Columbia
government, has overall responsibility for the execution of the laws
and the administration of the District government.

As chief executive, the Mayor is responsible for the coordination of all
planning activities of the municipal government and the development of
programs for citizen participation, as well as the involvement of other
oovernmental officials, in the planning process. Planning activities
include the establishment of long-range goals and immediate operational
plans for the agencies of the District government.

The Mayor has ultimate supervisory responsibility over the activities
and programs of the District's operating agencies, offices, boards,
and commissions. The Mayor is also responsible for the overall adminis-
tration of personnel laws and regulations, especially insofar as they
apply to the appointment of agency heads and members of boards and
commissions.

Among the many fiscal and managerial responsibilities of the Mayor are
the development of budgetary policy, capital budget and development
policy, oversight and review of the bureaucratic structure of the
government, and the delegation of authority throughout the agencies
of the District government.

Since the District of Columbia has state, regional, and county attributes,
as well as traditional municipal responsibilities, the Mayor functions
as the governor of a state and a county executive in addition to having
those duties normally associated with a city mayor. The Mayor and his
staff must interact with the Congress, neighboring and distant states
and county governments, and the entire Federal government establishment
as part of the daily operation of District government administration.
Further, the Mayor has extensive responsibilities as the official
representative of the Nation's Capital to elected leaders from across the
country, heads of state, members of the multi-national business community,
and visitors from around the world.

Fund

General

The Office of the General Assistant to the Mayor, in
addition to its direct advisory functions, serves with
the City Administrator as principal policy liaison to
boards, commissions, and other agencies of the District
government.

SCHEDULE

1

OPERATING
BUDGET

PAGE

AA-1