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POL 318
Sprng 2020
What qualities should the
ideal politician possess?
 Governor expected to initiate legislation
 How can governors work to set agenda?
 1) Special Sessions
▪ Governor calls legislature back into session
 2) Media Attention
▪ Press conferences and other public events
▪ Catalyst for public support
 3) State of the State Address
▪ Report to legislature on state condition
▪ Tout policy agenda while reaching public / media
 Constitutions and “Take Care” Clause
 Difficult role offering few political rewards
 How can governors politicize bureaucracy?
 #1: Appointment Power
 Most powerful politicization tool
 How do governors employ this power?
▪ Loyalty vs. Competence
▪ Benefits to Naming Loyalists; Challenges to Competence
 #2: Budgetary Authority
 Governor submits state budget to legislature
 Can raise, lower funding for programs / initiatives
 Consequences: Legislative Oversight and
Bureaucratic Resistance
 #3: Reorganization
 What can governors do?
▪ #1: Replacement: Replace bureaucratic appointees
with those more suited to governor’s liking
▪ #2: Layering: Add political appointees above career
personnel to centralize control
▪ #3: Informal Methods: Leave post open and never fill
it; Recess appointments
 Symbolic and
ceremonial role
 Ribbon cuttings,
school openings,
state celebrations, etc.
 Non-controversial
and gain attention Florida Gov. Ron DeSantis shaking
at the Florida State Fair.
 Governor candidates run under party labels
 How can governors strengthen party value?
 Constituency Services
 Aligning Agenda with Party Goals
 Campaigning with Party Members
 Majority party status helps governors get their
policy goals accomplished
 Represent state interests inWashington, D.C.
 NGA and regional organizations help
governors identify common policy issues
 During natural disasters and other crises,
governor may declare state of emergency.
 Powers include calling stateGuard into
service and directing evacuations as needed
New Jersey Governor
Chris Christie exemplified
this role in the wake
of Superstorm Sandy.
Formal Powers Informal Powers Unilateral Powers Partisan Powers
 Joseph Schlesinger (1965)
 Index of gubernatorial power
 Schlesinger’s Four Criteria:
 (1) Appointment Power
 (2) Budgetary Power
 (3) Tenure Potential
 (4) Veto Power
APPOINTMENT POWER
 Governor may insert
ideology into state politics
 Reward for campaign
work or used in exchange
for legislative support
BUDGETARY POWER
 Set spending discussion
 Governor’s policies
enforced through veto and
administering budget
through state agencies
 Single most important gubernatorial power
 Veto override by legislature is rare
 MainVetoTypes:
 PackageVeto: Accept or reject legislation
 Line-Item Veto:Veto particular proposals
 AmendatoryVeto: Amend legislative bills
 PocketVeto: Bills die at end of legislative session
 Called “the power to persuade”
 #1: Personal and Professional Characteristics
 Knowledge vs. Schmoozing
 #2: Skill and Experience
 Training for Governor’s Office is state office
▪ State Legislator; Lieutenant Governor
 #3: Popularity
 Varies over time: “Honeymoon” to “Lame Duck”
 #4: Popular Mandate
 Only valid immediately after an election
 Use this to convince legislature to support ideas
 #5: The Media
 Governors use technology to “go public”
 Reinforces idea that governor is strong leader
 Influences public debate and molds public opinion
 Known as “Bully Pulpit” at national level
 How doesThad Beyle analyze governors?
 See Handouts for Indicators
 1) Executive Orders
 Shape bureaucracy and other actors
 Interpretation of law
 2) States of Emergency
▪ Temporary grant of wider set of powers due to
extraordinary circumstances (e.g.
emergencies)
▪ Seen with Crisis Manager Role
 1) Periodic Elections
 Necessity of popular support to stay in office
 2) Constitutional Limitations
 Separation of Powers and Checks and Balances
 Term Limits for ExecutiveTenure
 Support political party/same-party legislators
 Power balance with legislature depends on:
 Individual: Controlling fortunes of members
 Institutional: Having strong majority in chamber

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Governors and Executives

  • 2.
  • 3.
  • 4. What qualities should the ideal politician possess?
  • 5.
  • 6.
  • 7.  Governor expected to initiate legislation  How can governors work to set agenda?  1) Special Sessions ▪ Governor calls legislature back into session  2) Media Attention ▪ Press conferences and other public events ▪ Catalyst for public support  3) State of the State Address ▪ Report to legislature on state condition ▪ Tout policy agenda while reaching public / media
  • 8.
  • 9.  Constitutions and “Take Care” Clause  Difficult role offering few political rewards  How can governors politicize bureaucracy?
  • 10.  #1: Appointment Power  Most powerful politicization tool  How do governors employ this power? ▪ Loyalty vs. Competence ▪ Benefits to Naming Loyalists; Challenges to Competence  #2: Budgetary Authority  Governor submits state budget to legislature  Can raise, lower funding for programs / initiatives  Consequences: Legislative Oversight and Bureaucratic Resistance
  • 11.  #3: Reorganization  What can governors do? ▪ #1: Replacement: Replace bureaucratic appointees with those more suited to governor’s liking ▪ #2: Layering: Add political appointees above career personnel to centralize control ▪ #3: Informal Methods: Leave post open and never fill it; Recess appointments
  • 12.
  • 13.  Symbolic and ceremonial role  Ribbon cuttings, school openings, state celebrations, etc.  Non-controversial and gain attention Florida Gov. Ron DeSantis shaking at the Florida State Fair.
  • 14.
  • 15.  Governor candidates run under party labels  How can governors strengthen party value?  Constituency Services  Aligning Agenda with Party Goals  Campaigning with Party Members  Majority party status helps governors get their policy goals accomplished
  • 16.
  • 17.
  • 18.  Represent state interests inWashington, D.C.  NGA and regional organizations help governors identify common policy issues
  • 19.
  • 20.
  • 21.  During natural disasters and other crises, governor may declare state of emergency.  Powers include calling stateGuard into service and directing evacuations as needed New Jersey Governor Chris Christie exemplified this role in the wake of Superstorm Sandy.
  • 22.
  • 23. Formal Powers Informal Powers Unilateral Powers Partisan Powers
  • 24.
  • 25.  Joseph Schlesinger (1965)  Index of gubernatorial power  Schlesinger’s Four Criteria:  (1) Appointment Power  (2) Budgetary Power  (3) Tenure Potential  (4) Veto Power
  • 26.
  • 27. APPOINTMENT POWER  Governor may insert ideology into state politics  Reward for campaign work or used in exchange for legislative support BUDGETARY POWER  Set spending discussion  Governor’s policies enforced through veto and administering budget through state agencies
  • 28.
  • 29.
  • 30.
  • 31.  Single most important gubernatorial power  Veto override by legislature is rare  MainVetoTypes:  PackageVeto: Accept or reject legislation  Line-Item Veto:Veto particular proposals  AmendatoryVeto: Amend legislative bills  PocketVeto: Bills die at end of legislative session
  • 32.
  • 33.  Called “the power to persuade”  #1: Personal and Professional Characteristics  Knowledge vs. Schmoozing  #2: Skill and Experience  Training for Governor’s Office is state office ▪ State Legislator; Lieutenant Governor
  • 34.  #3: Popularity  Varies over time: “Honeymoon” to “Lame Duck”  #4: Popular Mandate  Only valid immediately after an election  Use this to convince legislature to support ideas
  • 35.  #5: The Media  Governors use technology to “go public”  Reinforces idea that governor is strong leader  Influences public debate and molds public opinion  Known as “Bully Pulpit” at national level  How doesThad Beyle analyze governors?  See Handouts for Indicators
  • 36.
  • 37.  1) Executive Orders  Shape bureaucracy and other actors  Interpretation of law  2) States of Emergency ▪ Temporary grant of wider set of powers due to extraordinary circumstances (e.g. emergencies) ▪ Seen with Crisis Manager Role
  • 38.  1) Periodic Elections  Necessity of popular support to stay in office  2) Constitutional Limitations  Separation of Powers and Checks and Balances  Term Limits for ExecutiveTenure
  • 39.
  • 40.  Support political party/same-party legislators  Power balance with legislature depends on:  Individual: Controlling fortunes of members  Institutional: Having strong majority in chamber