The Glenwood post., 1922-05-04
Where Your
Taxes Go
How Uncle Sam Spends
Your Money in Conduct.
ing Your Business
BY EDWARD G. LOWRY
Author "WashinRton Close-Ups." !" Banks and
Financial Systsns.' ste. Contributor Political
and Economic Articles to Leading Periodicals
and = Writer of Recognized Authority on the
National Governments Business Methods.
Copyright. Western Eewspaper Union
XVIII
READ LANES DIAGNOSIS
By EDWARD G. LOWRY
stsrn Newspaper Union

NIfAD AAlNG > 1AANANOSAS
In his final report to the President,
upon completing his work as secre-
tary of the interior, Franklin X. Lane
sketched with Il sure hand out of the
abundance of his experience the pres
ent Washington condition:
The call is for thinking planning, engi-
neering, statesmanshp. For we are quick
ly passing out of the rough-and-ready
period of our national life. in which we
have dealt wholesale with men and
things. into a period of more intensive
development. in which we must seek to
find the special qualities of the individual
unit, whether that unit be an acre OF
desert barrel Of oil, a mountain
canyon. the flow of river or the capac-
ity of the humblest of men.
ITO conquer and to master-the Same
old task is ours; but not in the same old
way. We have discovered this land and
made it ours, but this Is not the end
of our journey, for now we are to give
thought, the deepest thought, to the ways
in which 1t may be made to yield most
abundanuy in the things which COM
plex society with most imperious curl
osty demands.
Washington Is a combination Of politi-
cal caucus. drawing-room and civil serv-
ice bureaus. 1t contains statesmen who
are politicians and politicians who are
uOt sldttSlutu II lS aIu
in character. 1t is honest beyond any
commercial standard. 1t wishes to do
everything that will promote the public
good. But it is poorly organized for the
task that belongs to it. Fewer men of
larger capacity would do the task better.
Ability is not lacking. but 1t is pressed
to the point of paralysis because of an
infnitude Of details and an unwillingness
on the part of the great body of public
servants 10 take responsibility. Every
one ss>srrn to be afraid of everyone. The
self-TrJtectve sense is developed abnor-
mally. the creative sense atrophies. Trust,
confidence. enthusiasm-these simple vir-
tues of all great business the ones
most lacking in government organization.
We have SO many checks and brakes
upon our work that our progress does
not keep pace with the nations require
ments. We could save money for the
government II we had more discretion
to how we should use that given us.
For the body of the civil servants there
should be quicker promotion or discharge
and sure insurance when disability
comes. For the higher administrative
officers there should be salaries twice as
high as those now given, and they should
be made to feel that they are the ones
responsible for the work of the depart
ment, the head being merely an adviser
and a constructor of policies.
AS matters are now devised there are
too few in the government whose bus-
ness II Is to plan. Every man is held to
detail to the narrower view, which comes
too often to be the department view or
some sort Of parochial view, We need
for the day that is here and upon us
men who have little to do but study the
problems of the time and test their ca
pacity at meeting them. In word we
need more opportunity for planning.
gineering. craftsmanship above. and more
fixed authority and responsibility below.
The employment methods of the gov
ernment could be improved. Under
the civil service law of 1888 good
system of competitive examinations
and appointments on merit has been
built up for the classes of positions
covered by the law. But beyond GER
tification by the civil service commits
sion for appointment of those appl-
cants who are proved by examination
to be eligible, the merit system is not
fully operative even in connection with
the positions to which 1t applies. Hap
hazard practices in assignments Of
work and in promotions, over which
no central authority has jurisdiction.
have brought about inequalities which
are discouraging to the workers. This
condition and the relatively low sal
aries paid by the government cause
n turnover" in government forces
that could not long be withstood by
Il private business.
The readjustment of government
salaries in the District of Columbia
has recently received the attention
of the joint commission on reclassiti-
cation of salaries, which was author
lied by provision in the legislative,
executive and judicial appropriation
act approved March /, 1919. The re-
port of this commission Is now in the
hands of congress and its fate remains
to be seen. The report represents
many months of work and an effort to
present data which will enable con-
gress to understand conditions as they
exist.
The present civil service law was
enacted to correct the evils of the
"spoils system" which had become in
tolerable. That the plan provided by
the law, that of appointments through
competitive examinations for certain
positions, has been vast improve
ment over the old patronage method
Is generally conceded; but the law
failed to be a completely effective in
strument by not providing for the ap-
plication of the merit system to the
more responsible and, therefore, the
more remunerative positions.
The administrative offices, aside
from the cabinet, which do not come
within the scope of the civil service
law, are postmasters at offices of the
first. second and third classes, COL
lectors Of internal revenue, collectors
of customs; registers, receivers, and
surveyors general Of the land office;
assistant treasurers, surveyors, special
examiners, appraisers and naval Off
GERS In the customs service; super
lntendents Of mints, assayers in mints,
supervising inspectors In the steamboat
inspection service, commissioners Of
Immigration and naturalization, as-