Congressional government

by Woodrow Wilson

So much for nomination and election. But, after election, what then? The President is not all of the Executive. He cannot get along without the men whom he appoints, with and by the consent and advice of the Senate; and they are really integral parts of that branch of the government which he titularly contains in his one single person. The characters and training of the Secretaries are of almost as much importance as his own gifts and antecedents; so that his appointment and the Senate's confirmation must be added to the machinery of nomination by convention and election by automatic electors before the whole process of making up a working executive has been noted. The early Congresses seem to have regarded the Attorney-General and the four Secretaries[49] who constituted the first Cabinets as something more than the President's lieutenants. Before the republican reaction which followed the supremacy of the Federalists, the heads of the departments appeared in person before the Houses to impart desired information, and to make what suggestions they might have to venture, just as the President attended in person to read his "address." They were always recognized units in the system, never mere ciphers to the Presidential figure which led them. Their wills counted as independent wills.

The limits of this independence would seem, however, never to have been very clearly defined. Whether or not the President was to take the advice of his appointees and colleagues appears to have depended always upon the character and temper of the President. Here, for example, is what was reported in 1862. "We pretend to no state secrets," said the New York "Evening Post,"[50] "but we have been told, upon what we deem good authority, that no such thing as a combined, unitary, deliberative administration exists; that the President's brave willingness to take all responsibility has quite neutralized the idea of a joint responsibility; and that orders of the highest importance are issued, and movements commanded, which cabinet officers learn of as other people do, or, what is worse, which the cabinet officers disapprove and protest against. Each cabinet officer, again, controls his own department pretty much as he pleases, without consultation with the President or with his coadjutors, and often in the face of determinations which have been reached by the others." A picture this which forcibly reminds one of a certain imperious Prime Minister, in his last days created Earl of Chatham. These reports may have been true or they may have been mere rumors; but they depict a perfectly possible state of affairs. There is no influence except the ascendency or tact of the President himself to keep a Cabinet in harmony and to dispose it to coöperation; so that it would be very difficult to lay down any rules as to what elements really constitute an Executive. Those elements can be determined exactly of only one administration at a time, and of that only after it has closed, and some one who knows its secrets has come forward to tell them. We think of Mr. Lincoln rather than of his Secretaries when we look back to the policy of the war-time; but we think of Mr. Hamilton rather than of President Washington when we look back to the policy of the first administration. Daniel Webster was bigger than President Fillmore, and President Jackson was bigger than Mr. Secretary Van Buren. It depends for the most part upon the character and training, the previous station, of the cabinet officers, whether or not they act as governing factors in administration, just as it depends upon the President's talents and preparatory schooling whether or not he is a mere figure-head. A weak President may prove himself wiser than the convention which nominated him, by overshadowing himself with a Cabinet of notables.

From the necessity of the case, however, the President cannot often be really supreme in matters of administration, except as the Speaker of the House of Representatives is supreme in legislation, as appointer of those who are supreme in its several departments. The President is no greater than his prerogative of veto makes him; he is, in other words, powerful rather as a branch of the legislature than as the titular head of the Executive. Almost all distinctively executive functions are specifically bestowed upon the heads of the departments. No President, however earnest and industrious, can keep the Navy in a state of creditable efficiency if he have a corrupt or incapable Secretary in the Navy Department; he cannot prevent the army from suffering the damage of demoralization if the Secretary of War is without either ability, experience, or conscience; there will be corrupt jobs in the Department of Justice, do what he will to correct the methods of a deceived or deceitful Attorney-General; he cannot secure even-handed equity for the Indian tribes if the Secretary of the Interior chooses to thwart him; and the Secretary of State may do as much mischief behind his back as can the Secretary of the Treasury. He might master the details and so control the administration of some one of the departments, but he can scarcely oversee them all with any degree of strictness. His knowledge of what they have done or are doing comes, of course, from the Secretaries themselves, and his annual messages to Congress are in large part but a recapitulation of the chief contents of the detailed reports which the heads of the departments themselves submit at the same time to the Houses.

It is easy, however, to exaggerate the power of the Cabinet. After all has been said, it is evident that they differ from the permanent officials only in not being permanent. Their tenure of office is made to depend upon the supposition that their functions are political rather than simply ministerial, independent rather than merely instrumental. They are made party representatives because of the fiction that they direct policy. In reality the First Comptroller of the Treasury has almost, if not quite, as much weight in directing departmental business as has the Secretary of the Treasury himself, and it would practically be quite as useful to have his office, which is in intention permanent, vacated by every change of administration as to have that rule with regard to the office of his official chief. The permanent organization, the clerical forces of the departments, have in the Secretaries a sort of sliding top; though it would probably be just as convenient in practice to have this lid permanent as to have it movable. That the Secretaries are not in fact the directors of the executive policy of the government, I have shown in pointing out the thorough-going supervision of even the details of administration which it is the disposition of the Standing Committees of Congress to exercise. In the actual control of affairs no one can do very much without gaining the ears of the Committees. The heads of the departments could, of course, act much more wisely in many matters than the Committees can, because they have an intimacy with the workings and the wants of those departments which no Committee can possibly possess. But Committees prefer to govern in the dark rather than not to govern at all, and the Secretaries, as a matter of fact, find themselves bound in all things larger than routine details by laws which have been made for them and which they have no legitimate means of modifying.

Of course the Secretaries are in the leading-strings of statutes, and all their duties look towards a strict obedience to Congress. Congress made them and can unmake them. It is to Congress that they must render account for the conduct of administration. The head of each department must every year make a detailed report of the expenditures of the department, and a minute account of the facilities of work and the division of functions in the department, naming each clerk of its force. The chief duties of one cabinet officer will serve to illustrate the chief duties of his colleagues. It is the duty of the Secretary of the Treasury[51] "to prepare plans for the improvement and management of the revenue and for the support of the public credit; to prescribe forms of keeping and rendering all public accounts; to grant all warrants for moneys to be issued from the Treasury in pursuance of appropriations made by Congress; to report to the Senate or House, in person or in writing, information required by them pertaining to his office; and to perform all duties relating to finance that he shall be directed to perform." "He is required to report to Congress annually, on the first Monday in June, the results of the information compiled by the Bureau of Statistics, showing the condition of manufactures, domestic trade, currency, and banks in the several States and Territories." "He prescribes regulations for the killing in Alaska Territory and adjacent waters of minks, martens, sable, and other fur-bearing animals." "And he must lay before Congress each session the reports of the Auditors, showing the applications of the appropriations made for the War and Navy Departments, and also abstracts and tabulated forms showing separate accounts of the moneys received from internal duties."

Of course it is of the utmost importance that a Secretary who has within his choice some of the minor plans for the management of the revenue and for the maintenance of the public credit should be carefully chosen from amongst men skilled in financial administration and experienced in business regulation; but it is no more necessary that the man selected for such responsible duties should be an active politician, called to preside over his department only so long as the President who appointed him continues to hold office and to like him, than it is to have a strictly political officer to fulfill his other duty of prescribing game laws for Alaska and Alaskan waters. Fur-bearing animals can have no connection with political parties,—except, perhaps, as "spoils." Indeed, it is a positive disadvantage that Mr. Secretary should be chosen upon such a principle. He cannot have the knowledge, and must therefore lack the efficiency, of a permanent official separated from the partisan conflicts of politics and advanced to the highest office of his department by a regular series of promotions won by long service. The general policy of the government in matters of finance, everything that affects the greater operations of the Treasury, depends upon legislation, and is altogether in the hands of the Committees of Ways and Means and of Finance; so that it is entirely apart from good sense to make an essentially political office out of the post of that officer who controls only administrative details.

And this remark would seem to apply with still greater force to the offices of the other Secretaries. They have even lass energetic scope than the Secretary of the Treasury has. There must under any system be considerable power in the hands of the officer who handles and dispenses vast revenues, even though he handle and dispense them as directed by his employers. Money in its goings to and fro makes various mares go by the way, so to speak. It cannot move in great quantities without moving a large part of the commercial world with it. Management even of financial details may be made instrumental in turning the money-markets upside down. The Secretary of the Treasury is, therefore, less a mere chief clerk than are his coadjutors; and if his duties are not properly political, theirs certainly are not.

In view of this peculiarity of the Secretaries, in being appointed as partisans and endowed as mere officials, it is interesting to inquire what and whom they represent. They are clearly meant to represent the political party to which they belong; but it very often happens that it is impossible for them to do so. They must sometimes obey the opposite party. It is our habit to speak of the party to which the President is known to adhere and which has control of appointments to the offices of the civil service as "the party in power;" but it is very evident that control of the executive machinery is not all or even a very large part of power in a country ruled as ours is. In so far as the President is an executive officer he is the servant of Congress; and the members of the Cabinet, being confined to executive functions, are altogether the servants of Congress. The President, however, besides being titular head of the executive service, is to the extent of his veto a third branch of the legislature, and the party which he represents is in power in the same sense that it would be in power if it had on its side a majority of the members of either of the other two branches of Congress. If the House and Senate are of one party and the President and his ministers of the opposite, the President's party can hardly be said to be in power beyond the hindering and thwarting faculty of the veto. The Democrats were in power during the sessions of the Twenty-fifth Congress because they had a majority in the Senate as well as Andrew Jackson in the White House; but later Presidents have had both House and Senate against them.[52]

It is this constant possibility of party diversity between the Executive and Congress which so much complicates our system of party government. The history of administrations is not necessarily the history of parties. Presidential elections may turn the scale of party ascendency one way, and the intermediate congressional elections may quite reverse the balance. A strong party administration, by which the energy of the State is concentrated in the hands of a single well-recognized political organization, which is by reason of its power saddled with all responsibility, may sometimes be possible, but it must often be impossible. We are thus shut out in part from real party government such as we desire, and such as it is unquestionably desirable to set up in every system like ours. Party government can exist only when the absolute control of administration, the appointment of its officers as well as the direction of its means and policy, is given immediately into the hands of that branch of the government whose power is paramount, the representative body. Roger Sherman, whose perception was amongst the keenest and whose sagacity was amongst the surest in the great Convention of 1787, was very bold and outspoken in declaring this fact and in proposing to give it candid recognition. Perceiving very clearly the omnipotence which must inevitably belong to a national Congress such as the convention was about to create, he avowed that "he considered the executive magistracy as nothing more than an institution for carrying the will of the legislature into effect; that the person or persons [who should constitute the executive] ought to be appointed by, and accountable to, the legislature only, which was the depository of the supreme will of the society." Indeed, the executive was in his view so entirely the servant of the legislative will that he saw good reason to think that the legislature should judge of the number of persons of which the executive should be composed; and there seem to have been others in the convention who went along with him in substantial agreement as to these matters. It would seem to have been only a desire for the creation of as many as possible of those balances of power which now decorate the "literary theory" of the Constitution which they made that prevented a universal acquiescence in these views.

The anomaly which has resulted is seen most clearly in the party relations of the President and his Cabinet. The President is a partisan,—is elected because he is a partisan,—and yet he not infrequently negatives the legislation passed by the party whom he represents; and it may be said to be nowadays a very rare thing to find a Cabinet made up of truly representative party men. They are the men of his party whom the President likes, but not necessarily or always the men whom that party relishes. So low, indeed, has the reputation of some of our later Cabinets fallen, even in the eyes of men of their own political connection, that writers in the best of our public prints feel at full liberty to speak of their members with open contempt. "When Mr.—— was made Secretary of the Navy," laughs the New York "Nation," "no one doubted that he would treat the Department as 'spoils,' and consequently nobody has been disappointed. He is one of the statesmen who can hardly conceive of a branch of the public Administration having no spoils in it." And that this separation of the Cabinet from real party influence, and from the party leadership which would seem properly to belong to its official station, is a natural result of our constitutional scheme is made patent in the fact that the Cabinet has advanced in party insignificance as the system has grown older. The connection between the early Cabinets and the early Congresses was very like the relations between leaders and their party. Both Hamilton and Gallatin led rather than obeyed the Houses; and it was many years before the suggestions of heads of departments ceased to be sure of respectful and acquiescent consideration from the legislative Committees. But as the Committees gained facility and power the leadership of the Cabinet lost ground. Congress took command of the government so soon as ever it got command of itself, and no Secretary of to-day can claim by virtue of his office recognition as a party authority. Congress looks upon advice offered to it by anybody but its own members as gratuitous impertinence.