630 MISC. PUBLICATION 218, U. 8. DEPT. OF AGRICULTURE 
worked so satisfactorily in most of the 400-odd cities where it is in use 
that it would seem to be adapted to at least the more populous coun- 
ties. Even in the average rural county the plan would seem to be 
practical if the manager himself served as the head of one or more 
departments. Nevertheless it is doubtful if the universal adoption 
of the county-manager plan would be justified. 
In the administration of county affairs there is a need for men with 
technical training. The construction of highways, the assessing of 
property, the administration of the schools, the care of delinquents, 
the protection of public health are all matters which should be in the 
hands of experts. Moreover, the public service demands men of 
initiative and social vision. There are opportunities in county 
administration for careers of great usefulness as teachers, doctors, 
engineers, jurists, public accountants, and leaders in the cause for more 
efficient land utilization and a more balanced economic development. 
The filling of administrative posts by appointment rather than 
election will “help to attract more capable men to these positions. A 
responsible appointing authority will at least be less likely to bestow 
the offices as gifts to the unfortunate or as rewards to the faithful. 
But young men with ambition and ability will not prepare themselves 
for the public service unless the positions carry the salary, the security 
of tenure, and the dignity of other professions. ‘Therefore appoint- 
ments should be made on merit and the appointees assured of freedom 
from political obligations. The result of such appointments would be 
a more economical, a more purposeful, and a more constructive 
administration of public affairs. Indeed the gains will be progressively 
greater, for when appointment and security of tenure open up oppor- 
tunity for a career in the public service, training facilities will be 
provided. There is little inducement for a young man to train him- 
self for a job that is filled by popular election. 
BETTER FINANCIAL PRACTICES 
Great savings would accrue to the taxpayers if every local govern- 
ment were required to operate on a budget, to determine carefully 
the nature and extent of the public services it demands, and, except 
in rare emergencies, to live within its revenue. It has been too easy 
to let a deficit accumulate and then through a funding bond to spread 
its payment over several subsequent years. The first principle of 
sound governmental policy is to keep current operating costs within 
the limits of the revenue receipts. A wise administration will go 
further and so distribute its capital outlays that they can be taken 
care of through current revenues. If all governments in times of 
prosperity had limited bond issues, as far as possible, to self-liquidat- 
Ing improvements they might now, in a time of depression, be able 
to grant substantial temporary relief to the hard-pressed taxpayers. 
Instead, in many tax jurisdictions, 30, 40, even 50 percent of the taxes 
now being imposed are required for debt service and hence cannot be 
reduced without defaulting on the bonds. 
Desirable as it may be for political units to live within their income, 
they have not done so in the past, and it is certain that they will not 
always do so in the future. Hence, there should be definite limitations 
imposed on the amount and character of the debt and certain safe- 
