Complete Works - Henry Cabot Lodge

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are many worthy people who reprobate the Buchanan method as a matter of history, but who in actual life reprobate still more strongly the Jackson-Lincoln method when it is put into practice. These persons conscientiously believe that the President should solve every doubt in favor of inaction as against action, that he should construe strictly and narrowly the Constitutional grant of powers both to the National Government, and to the President within the National Government. In addition, however, to the men who conscientiously believe in this course from high, although as I hold misguided, motives, there are many men who affect to believe in it merely because it enables them to attack and to try to hamper, for partisan or personal reasons, an executive whom they dislike. There are other men in whom, especially when they are themselves in office, practical adherence to the Buchanan principle represents not well-thought-out devotion to an unwise course, but simple weakness of character and desire to avoid trouble and responsibility. Unfortunately, in practice it makes little difference which class of ideas actuates the President, who by his action sets a cramping precedent. Whether he is highminded and wrongheaded or merely infirm of purpose, whether he means well feebly or is bound by a mischievous misconception of the powers and duties of the National Government and of the President, the effect of his actions is the same. The President's duty is to act so that he himself and his subordinates shall be able to do efficient work for the people, and this efficient work he and they cannot do if Congress is permitted to undertake the task of making up his mind for him as to how he shall perform what is clearly his sole duty.

      One of the ways in which by independent action of the executive we were able to accomplish an immense amount of work for the public was through volunteer unpaid commissions appointed by the President. It was possible to get the work done by these volunteer commissions only because of the enthusiasm for the public service which, starting in the higher offices at Washington, made itself felt throughout the Government departments—as I have said, I never knew harder and more disinterested work done by any people than was done by the men and women of all ranks in the Government service. The contrast was really extraordinary between their live interest in their work and the traditional clerical apathy which has so often been the distinguishing note of governmental work in Washington. Most of the public service performed by these volunteer commissions, carried on without a cent of pay to the men themselves, and wholly without cost to the Government, was done by men the great majority of whom were already in the Government service and already charged with responsibilities amounting each to a full man's job.

      The first of these Commissions was the Commission on the Organization of Government Scientific Work, whose Chairman was Charles D. Walcott. Appointed March 13, 1903, its duty was to report directly to the President "upon the organization, present condition, and needs of the Executive Government work wholly or partly scientific in character, and upon the steps which should be taken, if any, to prevent the duplication of such work, to co-ordinate its various branches, to increase its efficiency and economy, and to promote its usefulness to the Nation at large." This Commission spent four months in an examination which covered the work of about thirty of the larger scientific and executive bureaus of the Government, and prepared a report which furnished the basis for numerous improvements in the Government service.

      Another Commission, appointed June 2, 1905, was that on Department Methods—Charles H. Keep, Chairman—whose task was to "find out what changes are needed to place the conduct of the executive business of the Government in all its branches on the most economical and effective basis in the light of the best modern business practice." The letter appointing this Commission laid down nine principles of effective Governmental work, the most striking of which was: "The existence of any method, standard, custom, or practice is no reason for its continuance when a better is offered." This Commission, composed like that just described, of men already charged with important work, performed its functions wholly without cost to the Government. It was assisted by a body of about seventy experts in the Government departments chosen for their special qualifications to carry forward a study of the best methods in business, and organized into assistant committees under the leadership of Overton W. Price, Secretary of the Commission. These assistant committees, all of whose members were still carrying on their regular work, made their reports during the last half of 1906. The Committee informed itself fully regarding the business methods of practically every individual branch of the business of the Government, and effected a marked improvement in general efficiency throughout the service. The conduct of the routine business of the Government had never been thoroughly overhauled before, and this examination of it resulted in the promulgation of a set of working principles for the transaction of public business which are as sound to-day as they were when the Committee finished its work. The somewhat elaborate and costly investigations of Government business methods since made have served merely to confirm the findings of the Committee on Departmental Methods, which were achieved without costing the Government a dollar. The actual saving in the conduct of the business of the Government through the better methods thus introduced amounted yearly to many hundreds of thousands of dollars; but a far more important gain was due to the remarkable success of the Commission in establishing a new point of view in public servants toward their work.

      The need for improvement in the Governmental methods of transacting business may be illustrated by an actual case. An officer in charge of an Indian agency made a requisition in the autumn for a stove costing seven dollars, certifying at the same time that it was needed to keep the infirmary warm during the winter, because the old stove was worn out. Thereupon the customary papers went through the customary routine, without unusual delay at any point. The transaction moved like a glacier with dignity to its appointed end, and the stove reached the infirmary in good order in time for the Indian agent to acknowledge its arrival in these words: "The stove is here. So is spring."

      The Civil Service Commission, under men like John McIlhenny and Garfield, rendered service without which the Government could have been conducted with neither efficiency nor honesty. The politicians were not the only persons at fault; almost as much improper pressure for appointments is due to mere misplaced sympathy, and to the spiritless inefficiency which seeks a Government office as a haven for the incompetent. An amusing feature of office seeking is that each man desiring an office is apt to look down on all others with the same object as forming an objectionable class with which he has nothing in common. At the time of the eruption of Mt. Pelee, when among others the American Consul was killed, a man who had long been seeking an appointment promptly applied for the vacancy. He was a good man, of persistent nature, who felt I had been somewhat blind to his merits. The morning after the catastrophe he wrote, saying that as the consul was dead he would like his place, and that I could surely give it to him, because "even the office seekers could not have applied for it yet!"

      The method of public service involved in the appointment and the work of the two commissions just described was applied also in the establishment of four other commissions, each of which performed its task without salary or expense for its members, and wholly without cost to the Government. The other four commissions were:

      Commission on Public Lands;

       Commission on Inland Waterways;

       Commission on Country Life; and

       Commission on National Conservation.

      All of these commissions were suggested to me by Gifford Pinchot, who served upon them all. The work of the last four will be touched upon in connection with the chapter on Conservation. These commissions by their reports and findings directly interfered with many place-holders who were doing inefficient work, and their reports and the action taken thereon by the Administration strengthened the hands of those administrative officers who in the various departments, and especially in the Secret Service, were proceeding against land thieves and other corrupt wrong-doers. Moreover, the mere fact that they did efficient work for the public along lines new to veteran and cynical politicians of the old type created vehement hostility to them. Senators like Mr. Hale and Congressmen like Mr. Tawney were especially bitter against these commissions; and towards the end of my term they were followed by the majority of their fellows in both houses, who had gradually been sundered from me by the open or covert hostility of the financial or Wall Street leaders, and of the newspaper editors and politicians who did their bidding in the interest of privilege. These Senators and Congressmen asserted that they had a right to forbid the President profiting by the

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