State Governors
Picture a multibillion dollar enterprise with 50,000 employees without a strong chief executive. There are some vice‑presidents and other staff members that the chief executive cannot touch. They are appointed by others outside of his control. The chief executive is responsible for drawing up a detailed financial plan for the enterprise, but he has little in the way of staff assistance. Numerous others are demanding that their proposals be added to the financial plan; the chief executive knows there is not enough revenue coming in to finance all of the proposals, but he lacks the formal authority to leave the proposals out. Many proposals come from the board of directors, which must formally approve the plan, but will then turn around and hold the chief executive responsible for implementing it (even though the chief executive does not have authority over other executives who must take action in order for the plan to be implemented).
Sounds like an enterprise that is doomed to lose money, doesn't it? But until recently, this was generally the situation that prevailed in many state--and still does in a few. This situation is changing, as the business of state government is changing. As
As Larry Sabato has noted in the title of his book, it is "Goodbye to Goodtime Charlie," so‑long to the old style of governor who was a "hail fellow, well met," all form and no substance. Today governors must be strong executives. They must be skilled diplomats contending with an obstinate legislature in order to get their policies passed. They must be good organizers, capable of handling a sprawling bureaucracy with ever‑increasing agencies and departments. They must have financial skills to distribute scarce resources among burgeoning and competing programs. They must not show excessive partisanship in their appointment of subordinates, but they must also be an effective party leader. Not the least of the talents should be the ability to communicate to constituents and to listen to their needs.
In fact, to be a good governor requires many of the same characteristics needed to be a good president. That might explain why, of the seven individuals who were the presidential nominees of the two major parties between 1980 and 1996, four were current or former governors. With all of these necessary traits, is it any wonder that there was an uproar caused by the election of Jesse Ventura to the governorship of
I. LEARNING OBJECTIVES
1. Describe the effectiveness of some governors
2. Discuss the expectations the public has toward the office of governor.
3. Describe the usual career paths to the governor's office.
4. Assess the extent to which gubernatorial activities are shaped by federal actions.
5. Explain the impact of tax increases and the economy on gubernatorial re‑election bids.
6. Trace the development of the modern governorship.
7. List the formal powers of most governors.
8. Discuss the importance of, and limitations on, gubernatorial appointive powers.
9. Explain the role of the governor in the budgetary process.
10. Define veto, item veto, reduction veto, and amendatory veto.
11. Define executive order.
12. Describe the governor's role as commander-in-chief of the National Guard.
13. Explain the pardon power of the governor.
14. Explain why governors are the most important policy makers in their state, yet still face major constraints on their power.
15. Examine the governor's role and functions as manager of the state.
16. Indicate why some state agencies are not responsive to gubernatorial requests.
17. Describe the effects of executive reorganization and modernization.
18. Explain the typical powers of the lieutenant‑governor and how that position can be a help or a hindrance to the governor.
19. Indicate the major roles of the state attorney general, secretary of state, treasurer, and auditor.
20. Evaluate the factors that lie behind being a successful governor.