Respondent SGM had such a pertinent question, expressed so well, on my last post that I feel compelled to highlight a large part of his comment — and then answer it gladly — in this separate item.
Here’s an excerpt from what he wrote:
Since you bring up the Karen Floyd race for Superintendent of
Education, what a fine example of just how fragmented and weak our
state’s executive branch is. (It seems like the same principle is also
applied to the structure of most local mayors’ offices.)
It almost seems like the state constitution was written explicitly
to make the executive branch as diluted and powerless as possible.
Oh, wait a minute, I get it now, it was deliberate…
OK. So does your UnParty have a platform position on this issue?
Seems to me that it would be in the interest of all (except the
state legislature) to have a stronger, unified governor’s office.
From a political point of view, it would make the race for governor
actually mean something and allow both parties to run broader, more
intense campaigns. They could actually offer platforms that were
comprehensive and had actual chances of getting things done their way.
Seems like the big party machines would look at this as an economy
of scale issue. Instead of spending campaign money and resources spread
out over several candidates with diverse issues and constituencies,
they could consolidate their efforts into a single race which might
engage more of the electorate.
From the voters point of view, it would go a long way to giving us
some real accountability. We might get some representation that would
have actual authority to get things done and that we could hold
responsible if it’s not effective.
As it stands now, nobody can be held responsible because they can
all point their fingers at other offices and claim that the authority
to take action has been withheld from them.
Amen, SGM! And yes! Maybe I can’t speak for the whole Unparty, but this Unpartisan could not agree more with your assessment of what is wrong with S.C. government. I spent the whole year of 1991 on a special project documenting exactly the problems of fragmentation that you outline. That series helped lead to the partial restructuring of the executive branch in 1993 — a reform that went a lot farther than many expected the Legislature to go, but not nearly far enough. Last year (trying once again to get some reform rolling in the Legislature), we ran a mini-series of editorials updating that project, which was on line, but disappeared. As we revamp our online editorial presence, I intend to restore those pieces.
Until then, here are some pieces that serve as a sort of primer on the issue, starting with a very few of the more than 100 articles in the original 1991 series:
- Main kickoff piece — 5/5/91
- Legislative state history — 5/5/91
- Single-member districts — 5/12/91
- Weak governor — 5/19/91
- Choosing magistrates — 5/26/91
- Highway department — 6/16/91
From our 2005 recap:
- Overview editorial from 1/16/2005
- Overview column by me from 1/16/2005
- Too many state agencies — 1/19/2005
- The long ballot — 1/26/2005
- School control too fragmented — 1/30/2005
- Local government hamstrung — 2/6/2005
And for a big finish, here’s the whole text of a column I wrote for 2/6/2005 as part of that recap series:
THE STATE
SHARDS OF POWER
Published on: 02/06/2005
Section: EDITORIAL
Edition: FINAL
Page: D2
BY BRAD WARTHEN
EDITORIAL PAGE EDITOR
YOU WANT the bumper-sticker version of what’s wrong with government in South Carolina?
Fragmentation.
At every level and in almost every area, government is chopped up into so many little shards that power is never sufficiently concentrated to allow any of those mini-governments to get much done. This so confuses and dissolves the lines of political accountability that voters seldom have any way of really knowing whom to blame for failure.
At the state level, we have at least 85 agencies, many with overlapping responsibilities. A few are part of the governor’s Cabinet, but that’s only about a third of the government as measured by spending. Most of the rest are run by boards and commissions made up mostly of people you and I did not elect. A few are even run by people who are elected separately from the governor, and therefore have no political or legal mandate to cooperate with the governor or any other part of state government.
Last week, opponents of fixing that last problem raised the usual specious argument that letting the governor appoint such specialized functionaries as the secretary of state and agriculture commissioner takes away the people’s right to choose their leaders. Try this: Go to the mall and ask the first 10 intelligent-looking adults you see to name the secretary of state and explain what he does. How many could do it? I thought so. Then ask them to name the governor. Now, whom do you suppose they’re going to be able to hold accountable when something goes wrong?
Fortunately, the House passed the measure. The bad news: It only lets the governor appoint two of the eight separately elected state agency heads. Worse, this is the most substantive move the Legislature plans to take toward restructuring this year. The other two bills that have a chance – one that theoretically puts the governor in charge of administrative functions and the other that claims to reduce fragmentation in health care and a few other areas – do even less.
The worst news: The Legislature isn’t even contemplating addressing the fragmentation of local government.
There are no plans to do anything about the 85 school districts – every one with its own expensive administrative structure – in our 46 counties. The same with the other 800 or so local governments (no one is really sure how many there are) that make it nearly impossible for voters to keep track of who is setting their property taxes.
So why do we have a system that seems to be designed not to get things done? That could be answered in a complicated way, but here’s the simple way: It was designed not to get things done. The basic organizing principles of government in South Carolina were established to serve the interests of the antebellum slaveholding elites. They wanted a system that resisted change, and that’s what they created. There have been changes over the years, but it’s basically the same structure we’ve always had.
In a column several weeks back, I quoted from the 1990 series of columns by USC professors Walter Edgar and Blease Graham that helped inspire the original Power Failure series. I didn’t have room for this gem:
"It makes no sense for the 130 residents of Pelzer to be subject to the taxing authority of six different governing bodies and service districts."
No, it doesn’t. And it makes no sense for the people of Richland and Lexington counties to be subject to more than 20. But that’s the way it is.
And nobody’s doing anything about it.
I’ve got plenty more where that came from if you want it.