It's easy to disagree with Mayor Luke Ravenstahl when he says there's nothing wrong with the way city contracts are awarded.

This year alone, city authorities came under fire for how they let contracts, some with no public bidding process, for an electronic billboard, a refinancing package, parking lot leases and construction management. In the case of the construction management job, for example, the Urban Redevelopment Authority gave a $525,000 contract to a firm whose president had contributed $10,000 to Mr. Ravenstahl's campaign in 2006.

City taxpayers have the right to insist they're getting the best deal for their dollars any time a government agency doles out business. They get mighty suspicious when they see it going to people with political connections.

In order to quell those concerns, the mayor announced the formation of a commission last week to review the best practices for contracting in the private and public sector. He tapped two first-year members of City Council, the Rev. Ricky Burgess and Patrick Dowd. Other members will include representatives from U.S. Steel, Duquesne Light, the Pittsburgh Technology Council, the state Department of General Services as well as the mayor's office and city authorities.

The group will hire a contractor -- through a public, competitively bid contract -- to do the spade work. Mr. Ravenstahl put the project on a relatively fast track, with the first meeting expected within a month and recommendations completed after six months. He said he expects to implement them "across the board."

In addition, he already ordered city departments to post a form on the city's Web site explaining for each new contract why the firm or individual was selected.

That's one common denominator among sound business practices. City Controller Michael Lamb, who oversees city expenditures, ticked off a list of other suggestions: public requests for proposals even when they're not required; soliciting numerous vendors and not limiting the number; and requiring vendors to submit affidavits in which they say whether they worked with any lobbyists or consultants to get the work and, if so, to explain the nature of that relationship.

Clearly, there is a need for removing politics and increasing openness in city contracting, and the commission is a good place to start. The key, of course, will be what, if anything, changes after its work is done.