Fiscal Control in Ohio
| Author | R.E. Miles |
| DOI | 10.1177/000271622411300114 |
| Published date | 01 May 1924 |
| Date | 01 May 1924 |
| Subject Matter | Articles |
105
FISCAL
CONTROL
IN
OHIO
ers
merely
in
being
at
the
center
of
attack
on
administrative
problems
perform
their
greatest
service,
for
issues
involving
administrative
judg-
ment
can
best
be
aired
and
clarified
when
genuine
disagreements
are
cleared
through
one
focal
point.
Will
the
Commission
survive
the
test
of
politics?
Is
there
danger
of
autocratic
and
bureaucratic
control?
The
answer
again
is
dependent
upon
the
human
qualities
of
the
members
of
the
Commission.
The
legislature,
how-
ever,
has
contrived
to
assure
a
mini-
mum
of
abuse
and
at
the
same
time
to
allow
for
freedom
of
action,
initiative
and
discretion
so
necessary
to
success.
It
has
endowed
the
Commission
with
great
powers,-so
great
that
the
best
qualified
public
servants
in
the
state
should
be
attracted
into
the
service.
It
has
made
the
Commission
promi-
nent.
The
deeds
and
decisions
are
known
and
open
knowledge
brings
protection
to
the
public.
The
terms
of
office
are
fairly
long-four
years
and
overlapping-so
that
no
governor,
unless
reflected,
can
control
a
com-
mission
through
appointment.
These
are
reasonable
safeguards.
And
the
legislature
meeting
every
year
is
a
threat
against
autocratic
tendencies.
The
Commission’s
work
should
be
discussed
far
and
wide.
If
this
brings
it
into
politics
it
may
be
a
healthy
sign
of
public
interest.
At
all
events
the
Commission
should
never
be
shielded.
On
the
contrary
it
should
be
open
to
the
most
minute
legislative
inspection.
And
this
is
a
part
of
the
plan.
It
cannot
avoid
this
scrutiny.
Has
the
system
of
control
been
a
success?
The
accomplishments
have
been
many.
But
it
should
be
remem-
bered
that
the
present
system
has
been
operating
in
a
most
favorable
setting.
Massachusetts
during
the
last
eight
years
has
had
a
Republican
executive
and
a
Republican
legislature.
This
has
secured
a
harmony
of
interest.
Also
in
Massachusetts,
as
elsewhere,
there
has
been
an
organized
public
demand
for
economy
and
expenditure.
Rigid
control
under
these
circum-
stances
may
even
receive
popular
approval.
Will
the
system
of
con-
centrated
control
work
equally
well
when
there
is
a
change
in
the
political
complexion?
Will
it
survive
the
su-
preme
test
when
per
chance
a
Demo-
cratic
governor
may
meet
a
Republican
legislature?
There
can
be
no
answers
made
at
this
time.
All
that
we
can
do
is
to
hope
that
it
will
survive
and
flourish,
for
some
such
system,
perhaps
differing
in
detail,
must
continue
if
our
faith
in
popular
government
remains
unshaken.
Fiscal
Control
in
Ohio
By
R.
E.
MILES
Director,
The
Ohio
Institute
FOR
convenience,
we
may
divide
i.
our
consideration
of
fiscal
control
in
the
state
government
of
Ohio
into
a
discussion
of
the
law,
the
practice
and
the
results.
I.
THE
LAW
Organization
Apart
from
the
General
Assembly
and
the
Governor,
who
are
elected
biennially
and
take
office
in
January
following
their
election,
the
principal
officials
concerned
with
the
exercise
of
fiscal
control
in
the
state
government
are
the
Auditor’ of
State;
the
Director
of
Finance
with
his
two
subordinates,
the
Superintendent
of
Budget
and
the
Superintendent
of
Purchases
and
Print-
ing ;
the
Emergency
Board;
and
the
Controlling
Board.
To continue reading
Request your trial