You’ve Won the Presidential Campaign — Now Can You Govern?
By Max Stier
The peaceful transfer of power from one president to the next is a hallmark of American democracy. It sets us apart and serves as a shining example for the rest of the world. But behind the pomp and pageantry, the transition between administrations is rushed, chaotic and can be dangerous to our national security.
The transition is a period of vulnerability for our nation. At best, members of an incoming administration have an oral history of what was done before, binders full of documents too long to read and thousands of political appointments to fill. If they are lucky, they will get advance warning about looming crises and controversies they are about to inherit.
As the presidential campaign season heats up, we need to place as much emphasis on the ability of candidates to lead our government as we do on their policy positions. The question we should ask is, “Once elected, will this candidate be ready to govern our nation?” Candidates themselves must simultaneously campaign to win and prepare to govern if they expect to be effective.
The executive branch has roughly 4.1 million federal employees, including military service members. The budget is more than three trillion dollars a year, representing the missions of hundreds of organizations dedicated to everything from manufacturing the nation’s money to food safety and space exploration.
Whomever is elected will have to manage this complex organization with a laser focus on the most important mandate of all — protecting U.S. citizens and creating an environment where they can prosper. This means they must begin their transition activities early, smartly and at full strength.
The goal for the transition and the true test of success should be the transfer of both power and knowledge to the incoming administration so that it is thoroughly prepared to lead from day one.
The Bush to Obama transition was one of the best in modern history — with both sides understanding that the national security and economic situation required them to work together in unprecedented ways. But it was only because of the vision and good will of the leaders involved; we need a system that is not at the mercy of good intentions.
During the last few years, important steps have been taken to improve the transition process. Congress reduced the number of positions that require Senate confirmation by more than 150, and passed a law that provides major party presidential candidates with transition space and administrative support following the nominating conventions. This pre-election support enables candidates and their transition teams to begin planning much earlier without being accused of “measuring the drapes” for the Oval Office before they have earned the victory. Mitt Romney’s transition team made the most of these resources in 2012, with exceptional organization and forethought as to how his administration would accomplish its goals.
These are important steps, but much more needs to be done.
First, a newly elected president must understand how to make government work to achieve key outcomes. Sound management is critical to the success of the president’s agenda while mismanagement of government operations can distract and even cripple administrations. The new president needs an agenda planned well in advance that speaks to how to get its policies implemented, not just what it will do.
Second, Congress plays a key role in ensuring that presidential appointees are prepared to lead mammoth organizations with critical missions. Lawmakers can convey their commitment by signaling that agency leaders will be held accountable for how well they manage. They also need to work with the White House to confirm nominees quickly so key positions don’t remain vacant for lengthy periods of time. Often, a new president has been in office for a year or more before a full leadership team is in place — and that dearth of leadership contributes to government dysfunction and ineffectiveness.
Third, government needs to do a better job of preparing administration officials to lead in the public sector. There are roughly 1,000 Senate-confirmed political appointees. Most are experienced leaders, but many have not previously served in the federal government. While their skills are transferrable, there is a steep learning curve to understand the unique government environment: federal budgeting, the ethics and optics of public office, working with career staff, and the myriad stakeholders who play a role in an agency’s success. An onboarding curriculum will quickly get these talented individuals smart on the federal landscape.
Finally, we need to institutionalize the transition process and create a learning system so that future transitions can build on the work that has been done before. An oral history dependent on both the memory and good will of the participants is not enough.
The presidential candidates, the Congress and the outgoing administration all have critical roles to play to ensure an effective transition of power so that the new leaders are fully prepared to govern. The presidential transition cannot be treated lightly or left to chance — too much is at stake with our nation facing daunting challenges at home and abroad.
Max Stier is President and CEO of the Partnership for Public Service. The Partnership, in collaboration with a number of organizations, leads Ready to Govern, an initiative to ensure we have a smooth and safe transfer of presidential power and an effective national government.
