Speakers Tell How to Most of the states need to modernize

their constitutions, Governor William W. Scranton of Pennsylvania told the over- flou opening luncheon of the 72nd National Conference on Govcrnnient on November 14 in Boston.

He suggested the formation, as in his own state, of nonprofit, nonpartisan groups to correlate the activities of all forces seeking constitutional revision “to persuade union members and board chairmen, shop girls and professors, the average voter and the elective officials, of the great opportunity for a better future that lies in a better constitution.”

U. S. Senator Joseph D. Tydings of Maryland, the other speaker at the opening luncheon, urged that states, and especially their legislatures, be strength- ened and made more responsible before it is too late.

Mayor John F. Collins of Boston and Lieutenant Governor-elect Francis W.

Governor William W. Scranton (second from right) and Massachusetts Lieutenant Governor-elect Francis W. Sargent (second from left) inter- viewed by radio-TV reporters when arriving to speak at Boston Conference.

Upgrade States Sargent welcomed the Conference. League President Alfred E. Driscoll responded.

At the second luncheon, November 15, Terry Sanford, former governor of

Terry Sanford

North Carolina, suggested the establish- ment of an institute in each state to provide leadership, apart from the con- fusion of the active political arena, to seek improvement of state government.

Mrs. Robert J. Stuart, president of the T.eague of Women Voters of the United States. second speaker at the luncheon, described the work of her organization.

A score of sessions dealt with various problems related to the Conference theme, “The Future State of the States,” such as intergovernmental relations, constitutional revision, reapportionment of state and local legislative bodies, federal aid, mass transportation, metro-

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64% NATIONAL CIVIC REVIEW [December

3. Inventory and analyze present and future housing needs on a statewide basis ;

4. Recommend ways and means by which state government can encourage the construction of needed housing for all citizens through private investment, and when needed, through public action ;

5. Recommend a program to promote urban development, conservation, reha- bilitation and renewal through the com- bined public and private effort ;

6. Recommend equitable, expeditious and orderly programs for the relocation of persons, families, businesses and in- dustries, necessitated by urban renewal, highway construction and other govern- mental actions; and

7. Recommend a broad action program aimed at bringing the full range of Michigan’s talents and resources to bear on the solution of urban problems and the improvement of the urban environ- ment.

James 0. Wright, president of Federal- Mogul, Inc., was appointed to serve as commission chairman and Edward L. Cushman, vice president of Wayne State University, as vice chairman. The 37 other members of the commission include local officials and civic, business and labor leaders from Michigan’s urban areas.

CAREER OR SINECURE (Continued from page 6 3 3 )

ment advertising could be of consider- able value if properly applied. The encouragement to enter public service cannot be withheld until just prior to graduation if success is to be achieved.

C. Stewart Sheppard, dean of the Graduate School of Business and Public Administration at Cornell University, recognizes the difficulties

arising out of public image problems. According to his observations, we will spend considerable sums of money to create a favorable image. In the world of labor and business, the desire is for respect. To obtain this respect we must learn to apply two phrases to the conduct of gov- ernment and the people who carry out public functions. These phrases are “business-like” and ‘(statesman-like.” With these two phrases properly used as a guide to direct public personnel in their functions, the public service image would demand respect and admiration, thereby reducing prob- lems of recruitment. It would tend to encourage candidates of capacity and character, which is an absolute necessity, for no amount of manage- ment will produce top quality public service with low quality public ser- vants.

Whatever specific techniques may be utilized to overcome recruitment problems, they must necessarily be left to the discretion of individual personnel departments. As long as sound principles are employed, indi- vidual adaptations can be dictated only by the local situation.

The determination of whether public service is to be considered a respected career or merely a sinecure is the responsibility of every indi- vidual so employed. Each can con- tribute something to the development of a respected public image which will not only raise the prestige of public employees but, by its very design, also will invite the best talent.