Chapter Fourteen The Presidency

Copyright © Houghton Mifflin Company. All rights reserved.14 | 2 Presidential and Parliamentary Systems Presidents may be outsiders; prime ministers are always insiders, chosen by the members of the majority party in parliament Presidents have no guaranteed majority in the legislature; prime ministers always have a majority Divided government: one party controls the White House and another controls one or both houses of Congress

Copyright © Houghton Mifflin Company. All rights reserved.14 | 3 Electoral College Almost all states use a winner-take-all system If no candidate won a majority, the House would decide the election The Electoral College ultimately worked differently than expected, because the Founders did not anticipate the role of political parties

Copyright © Houghton Mifflin Company. All rights reserved.14 | 4 The First Presidents The office was legitimated by men active in independence and Founding politics Minimal activism of early government contributed to lessening the fear of the presidency Relations with Congress were reserved: few vetoes; no advice from Congress to the president

Copyright © Houghton Mifflin Company. All rights reserved.14 | 5 Jacksonians Reemergence of Congress Exceptions- A Lincoln, T Roosevelt, W Wilson, Roosevelt and the New Deal

Copyright © Houghton Mifflin Company. All rights reserved.14 | 6 Imperial Presidency

Copyright © Houghton Mifflin Company. All rights reserved.14 | 7 Powers of the President Potential for power found in ambiguous clauses of the Constitution—e.g., power as commander in chief, duty to “take care that laws be faithfully executed” (executive power) Greatest source of power lies in politics and public opinion

Copyright © Houghton Mifflin Company. All rights reserved.14 | 8 The Power to Persuade Presidents try to transform popularity into congressional support for their programs Presidential coattails have had a declining effect for years Popularity is affected by factors beyond anyone’s control – consider Bush’s approval ratings following the September 11 th attacks

Copyright © Houghton Mifflin Company. All rights reserved.14 | 9 Figure 14.2: Presidential Popularity Thomas E.Cronin, The State of the Presidency (Boston: Little, Brown, 1975), Copyright © 1975 by Little, Brown and Company, Inc. Reprinted by permission. Updated with Gallup poll data, Reprinted by permission of the Gallup Poll News Service.

Copyright © Houghton Mifflin Company. All rights reserved.14 | 10 Figure 14.2: Presidential Popularity Thomas E.Cronin, The State of the Presidency (Boston: Little, Brown, 1975), Copyright © 1975 by Little, Brown and Company, Inc. Reprinted by permission. Updated with Gallup poll data, Reprinted by permission of the Gallup Poll News Service.

Copyright © Houghton Mifflin Company. All rights reserved.14 | 11 Figure 14.3: Presidential Victories on Votes in Congress,

Copyright © Houghton Mifflin Company. All rights reserved.14 | 12 White House Office Did not have much staff until 1857 Has grown enormously More difficult to control

Copyright © Houghton Mifflin Company. All rights reserved.14 | 13 White House Office President’s closest assistants Typically worked on campaign Does not require approval Rule of propinquity : power is wielded by people who are in the room when a decision is made Three types of structure

Copyright © Houghton Mifflin Company. All rights reserved.14 | 14 White House Office Pyramid structure: most assistants report through hierarchy to chief of staff, who then reports to president –Eisenhower, Nixon, Reagan, Bush, Clinton (late in his administration)

Copyright © Houghton Mifflin Company. All rights reserved.14 | 15 White House Office Circular structure: cabinet secretaries and assistants report directly to the president –Carter (early in his administration) Ad hoc structure: task forces, committees, and informal groups deal directly with president –Clinton (early in his administration)

Copyright © Houghton Mifflin Company. All rights reserved.14 | 16 Figure 14.1: Growth of the White House Staff, Harold W. Stanley and Richard G. Niemi, Vital Statistics on American Politics, (Washington, D.C.: Congressional Quarterly Press, 2003),

Copyright © Houghton Mifflin Company. All rights reserved.14 | 17 Executive Office of the President Composed of agencies that report directly to the president Appointments must receive Senate confirmation Office of Management and Budget probably most important

Copyright © Houghton Mifflin Company. All rights reserved.14 | 18 OMB Assembles budget Develops reorganization plans Reviews legislative proposals Has become a policy advocate

Copyright © Houghton Mifflin Company. All rights reserved.14 | 19 The Cabinet Not explicitly mentioned in Constitution Presidents have many more appointments to make than do prime ministers, due to competition created by the separation of power Presidential control over departments remains uncertain—chief executives (secretaries) become advocates for their departments

Copyright © Houghton Mifflin Company. All rights reserved.14 | 20 Table 14.1: The Cabinet Departments

Copyright © Houghton Mifflin Company. All rights reserved.14 | 21 Independent Agencies, Commissions, Judgeships President appoints Indep agency heads can only be removed “for cause” Serve fixed terms Executive Agencies serve at president’s pleasure, appointment must be confirmed Judges can only be removed by impeachment

Copyright © Houghton Mifflin Company. All rights reserved.14 | 22 Appointments Pres actually appoints very few personally Modern tendency to appoint experts Must consider region, groups, organizations to make appointmetns Rivalry between WH staff and dept heads

Copyright © Houghton Mifflin Company. All rights reserved.14 | 23 Presidential Character Kennedy: bold, articulate, amusing leader; improviser who bypassed traditional lines of authority Nixon: expertise in foreign policy; disliked personal confrontation; tried to centralize power in the White House

Copyright © Houghton Mifflin Company. All rights reserved.14 | 24 Presidential Character Reagan: set policy priorities and then gave staff wide latitude; leader of public opinion Clinton: good communicator; pursued liberal/centrist policies George W. Bush: tightly run White House; agenda became dominated by foreign affairs following the September 11th attacks

Copyright © Houghton Mifflin Company. All rights reserved.14 | 25 The Power to Persuade Can use office and duties to enlarge powers Three audiences –Fellow politicians in Wash –Party activists outside DC –Various publics Coattail effect – limited today Tries to transform popularity into congressional support for programs

Copyright © Houghton Mifflin Company. All rights reserved.14 | 26 Power to persuade Popularity – often affected by factors beyond control Highest immediately after an election Declines by midterm and pres’s party usually loses seats in midterm election

Copyright © Houghton Mifflin Company. All rights reserved.14 | 27 The Veto Power Veto message sent within ten days of the bill’s passage Pocket veto (only before Congress adjourns at the end of its second session) Congress rarely overrides vetoes President does not hold line-item veto power

Copyright © Houghton Mifflin Company. All rights reserved.14 | 28 Executive privilege Confidential communications between president and advisors –Justified by separation of powers –Need for candid advice US v Nixon (1973) – limited exec privilege Further weakened by Clinton

Copyright © Houghton Mifflin Company. All rights reserved.14 | 29 Impoundment of funds Presidential refusal to spend funds appropriated by Congress Budget Reform Act of 1974 –Requires president to notify Congress of funds he does note plan to spend –Congress has 45 days to delete items –President must notify Congress of delays in spending –Congress may pass resolution requiring immediate release of funds

Copyright © Houghton Mifflin Company. All rights reserved.14 | 30 The President’s Program Resources in developing a program include interest groups, aides and campaign advisers, federal departments and agencies, and various specialists Constraints include public and congressional reactions, limited time and attention, and unexpected crises

Copyright © Houghton Mifflin Company. All rights reserved.14 | 31 Presidential approach may be influenced by public opinion –Trustee: act for public good, regardless of public opinion –Delegate: act as constituents

Copyright © Houghton Mifflin Company. All rights reserved.14 | 32 Attempts to reorganize Tried by almost everyone since 1928 Try to change the structure of staff, depts, agencies Try to reduce number of agencies, etc Easier to reorganize than to get rid of program or agency

Copyright © Houghton Mifflin Company. All rights reserved.14 | 33 Presidential Transition Only fourteen of forty-one presidents have served two full terms (George W. Bush will be the 15 th if he finishes his full 2 nd term) Eight vice presidents have taken office upon the president’s death

Copyright © Houghton Mifflin Company. All rights reserved.14 | 34 The Vice President Prior to 2000, only five vice presidents won the presidency in an election without having first entered the office as a result of their president’s death The vice president presides over Senate and votes in case of tie “A rather empty job”

Copyright © Houghton Mifflin Company. All rights reserved.14 | 35 Problems of succession What if President falls ill? Examples – Garfield, Wilson, Eisenhower, Reagan Succession act 1886, amended 1947

Copyright © Houghton Mifflin Company. All rights reserved.14 | 36 The 25th Amendment (1967) Allows vice president to serve as acting president if president is disabled Illness is decided by president, by vice president and cabinet, or by two-thirds vote of Congress New president must appoint a new VP. The new vice president must be confirmed by a majority vote of both houses Ex.- Agnew, Nixon

Copyright © Houghton Mifflin Company. All rights reserved.14 | 37 Impeachment Judges most frequently subjects of impeachment, not pres Indictment by the House, conviction by the Senate Presidential examples: Andrew Johnson, Richard Nixon (pre-empted by resignation), Bill Clinton Neither Johnson nor Clinton was convicted by the Senate

Copyright © Houghton Mifflin Company. All rights reserved.14 | 38 Constraints on the President Both the president and the Congress are more constrained today due to: –Complexity of issues –Scrutiny of the media –Greater number and power of interest groups –SO … Act early – honeymoon period Establish top priorities Use White House staff wisely with supervision