Minnesota Highways, July 1953

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VOL.  2,  NO.  9
1246 University Ave., St. Paul 4, Minn.
JULY,   1953
Traffic  Deaths Show Sharp  Increase
TRAFFIC FATALITIES BY COUNTIES
FIRST HALF 1953,COMPARED WITHSAME PERIOD 1952
FieuEE* IN COUNTIES <HOW
DEATHS THKOUGH JUNE 30,|<5£>2>
| Traffic death statistics always present a tragic picture,
ana in 1953 that picture is getting worse. Traffic fatalities in
Minnesota showed an increase of 23.3% in the first six months
of this year over the same period in 1952. During the first
half of 1953, 238 lives were lost in traffic accidents compared
to 193 during the same 1952 period.
This is still a reduction from the tragic year of 1951 when
254 lives were lost in traffic accidents in the first six months.
This map showing traffic fatalities by counties is issued semiannually hi/ the Department to all
interested publications. It compares the counties' records of the
year with that of 1952, as indicated
by the key.
Undoubtedly a large portion of
the increase in deaths occurred in
the 42 counties showing an increase over last year. Those are
the counties shown in black, with
the number of deaths so far in
1953 shown below the county
However, over half of those,
24,   had  no  fatalities  during  the
first six months of 1952.
Twenty-nine counties are to be
commended for showing fewer
traffic deaths in 1953 than in 1952.
Of these, eleven continued a trend
indicated during 1952 when they
had reduced their traffic fatality
numbers from 1951. The counties
having this particularly fine record
are Marshall, Clay, Becker, Otter-
tail, Cass, Benton, Carlton, Chisago, Washington, Fillmore and
Brown.
Governor Counsels Employes
The very same qualities and characteristics that make
for a good state department head may also be the things that
label a good department employee!
Governor C. Elmer Anderson, at a recent meeting of his
statewide staff, outlined just such a code for the administrative heads of the various departments of state government,
the administrators who together carry out the policies and
functions of government in the service of the people of the
state.
Assuming that the same yardstick of personal traits that applies
to departmental executives can be
substantially applied to the employees under their direction, MINNESOTA HIGHWAYS believes
that the entire personnel of the
Highway Department will be interested in some highlights of the
Governor's counsel and advice.
The importance of good public
relations, both on and off the job,
was particularly stressed by the
Governor.
"There is no room (in this administration) for indifference to
problems of the public, neglectful
treatment or an arbitrary attitude
in dealing with people. I know
there are times when unreasonable,
illogical and aggravating approaches are made to each of us
. . . but we are operating the
business of the public. Let us never
forget that."
He urged the cultivation of an
earnest "desire to meet and treat
the public in a most gentlemanly,
most helpful, and unopinionated
way possible."
Despite the efforts of those counties, the largest proportion of increase was shown in the metropolitan counties of St. Louis, Hennepin, Anoka, Ramsey, Winona, Olmsted and Stearns. Whereas the entire state showed an increase of
45, forty-two more persons were
killed in traffic accidents during
the reporting period than in the
same first six months of 1952 in
these seven counties.
Loyalty is listed by the Governor as one of the first requisites
of a good department head—and
by the same token it becomes a
prime requisite of a good employee
within a department. Its importance applies all the way up through
the ranks, from loyalty and good
faith to one's immediate superior
to active and inherent loyalty to
the head of the department and
to the chief executive of the state
administration.
One of the best manifestations
of loyalty, the Governor pointed
out, is faithful performance of duty
—every job done in such a way
that it will be to the credit of the
entire department and the state
of Minnesota. Another he listed
is unselfish willingness to go beyond strict lines of responsibility
in order to assist associates with
their problems—lending the helping hand that is the mark of good
teamwork.
Other characteristics cited by
Governor Anderson as elements of
a good department head, and
which can just as readily be applied in determining a good public
employee,  include:
Resourcefulness in coping with
unusual problems or unexpected
and difficult situations.
Ever-present awareness of the
fact that a state employee is a
public servant, paid with the taxpayers' money, to do a job which
will result in the greatest possible
public good with the lowest possible public expenditure.
Governor, on page 4