Government Capacity

At the core of the Revolving Door Project’s work is a deeply held belief that government should work to advance the public interest, not the goals of a wealthy and well-connected few. For too long, this has been far from the reality. By quietly capturing key positions throughout the executive branch, corporate America has reshaped the rules that govern our economy. RDP regularly calls attention to these oft-overlooked corporate allies to increase the political costs of politicians’ consequential personnel concessions. At the same time, we are leading the way in envisioning an alternative model — one in which political appointments go to a more representative, public-interest minded class of leaders — and charting how we get there.

As important as this work is, however, it alone will not be sufficient to remake government for the people. Even the most committed, effective leaders can do very little to advance the public interest if the institutions they lead are broken. And our governing infrastructure is crumbling. After years of attacks from both sides of the aisle, the federal government is able to do less overall and to do what it still does less effectively. This is not, as some would have you believe, an inherent failure endemic to “Big Government” but the opposite — ineffectiveness is the direct result of disinvestment.

Civil service capacity, in particular, has suffered. The corps of people who make the government run each day is shrinking when compared to the country’s population. It is also aging as it struggles to attract new talent, especially under austerity regimes such as the Obama-Boehner “sequester deal” in which new hiring was often off the table. The federal government today employs about as many workers as it did in 1960, which some conservatives see as a sign of their failure not to gut it more. Meanwhile, civil servants are regularly denigrated as lazy, ineffective, and greedy. If we want the government to work for the people again, we can no longer neglect the question of who is doing that work.

In the coming months, the Revolving Door Project will be working to draw attention to this overlooked aspect of governance and to ensure that our leaders have the political will to take it on. Specific proposals will vary, but we believe that all should adhere to the following basic principles:

  1. We can no longer tolerate personnel shortfalls. Political leaders must commit to investing what it takes to ensure that the civil service has the capacity it needs – in terms of the raw number of people, technical resources, and expertise – to carry out its functions. That will include a short term surge to use existing authorities to replenish agencies devastated by Trump as well as serious medium and long term initiatives.
  1. We must elevate and valorize civil servants’ expertise. Trump’s denigration of civil service expertise has been extraordinary, but he is far from the first president to sideline career experts. The balance of power between political appointees and civil servants has shifted steadily in the former’s favor under both Democratic and Republican presidents. That means higher turnover and less experience in key decision-making roles. It is time to start shifting the balance back by making more space for civil servants to weigh in at the highest levels. Hero of the moment, Dr. Anthony Fauci, is far from the only public servant with the expertise and commitment to meaningfully advance the public interest in times of peace and of crisis alike. The next administration should look to unleash this vast store of knowledge and public-minded energy.
  1. Civil service jobs should be good jobs. To attract new civil service entrants, policymakers must improve the quality of civil service jobs. Many civil servants operate in a hostile environment, subject to political attacks (from both outside the walls of government and inside them) which often manifests in chronic underfunding, and thus, overwork. Our political leaders must reject this scapegoating wholesale.In addition to funding under-resourced departments, they should commit to creating more pathways for hiring (especially for people from marginalized communities who are severely underrepresented in the civil service’s upper ranks) and to providing career officials with more meaningful control over executive-branch policymaking. That must involve recognizing unions representing civil service workers as legitimate stakeholders with whom leaders should negotiate in good faith. It should also include trimming down the growth in layers of political appointees (many of whom lack subject matter expertise) who sit between career experts and decision-making power. While political appointees are an important and necessary part of executive branch governance, excessive politicization of the type we see today is detrimental..
  1. After years of government outsourcing, we need a new wave of insourcing. In the 1990s, the Clinton Administration “reinvented” government, putting many of its core functions into the hands of contractors. These policies particularly devastated workers of color who are disproportionately represented in the public workforce and for whom public employment has long represented an especially promising pathway to the middle class. Over two decades later, it is clear that that strategy has failed. Government contractors are neither cheaper nor, seemingly, more effective. If the overall trends in the private sector are any indicator, there is also reason to believe the contract work force is less integrated than the federal one (unfortunately demographic data for the federal contract workforce is not publicly available; the next president ought to compel such demographic data to be collected for public distribution).As for the workers, those employed by contractors tend to have lower wages and worse benefits than their public sector counterparts (the costliness of this workforce stems from the spoils going to firms’ senior management, shareholders, and lobbying/government relations teams). And, with the number of contract workers ballooning, it is becoming ever more difficult for Congress to properly oversee this “shadow” workforce. It’s past time that the federal government take back control of more of the work of government, for the sake of those who are actually doing the jobs and in the spirit of greater democratic control.

Those who wish to see the federal government work for the public interest cannot afford to ignore the plight of those who will be tasked with reaching these goals. By improving the quality of civil service jobs, policies in line with these principles will encourage new people to join the federal workforce and make it so that those who do join want to stay. That will translate, in turn, to greater expertise in policy decision-making, better continuity of operations during transitions, and a greater capacity to respond to the country’s long- and short-term challenges. In short, such policies will help to grant our federal government the capacity to effectuate structural changes.

Below you will find some of the project’s writing and research on government capacity. For a selection of quotes and interviews on the topic, please visit this page.

September 24, 2020 | The American Prospect

Yevgeny Shrago

Op-Ed

ClimateGovernment Capacity

Re-Fund the EPA

The wildfires and hurricanes plaguing the United States in the last month reflect the massive societal implications of climate change. Understanding the importance of this moment, Vice President Joe Biden has proposed a $2 trillion climate plan designed to transition the economy away from greenhouse gas emissions. The plan calls for an emission-free power sector by 2030, as well as an environmental justice component to address how climate policies have failed communities of color. Parts of Biden’s plan will require new legislation and others will deputize numerous federal agencies. But a major share of responsibility for success will fall on the Environmental Protection Agency.

September 01, 2020

FOIA RequestPress Release

Ethics in GovernmentGovernment Capacity

Revolving Door Project Seeks to Uncover Politicization of Career Hiring Under Trump

Today, the Revolving Door Project is introducing a new initiative to uncover and draw attention to the ways the Trump administration may be seeking to interfere with the federal government’s ability to effectively serve the public interest over the long-term. RDP has issued Freedom of Information Act (FOIA) requests for the resumes of new hires at 10 federal departments and agencies. We seek to determine if hiring for career positions has been subjected to political influence. It is our hope that, by identifying potential instances of politicization, we can build political support for efforts to reverse any damage.

August 10, 2020 | Talking Points Memo

Mariama Eversley

Op-Ed

Government Capacity

The Same Racist Rhetoric Used To Oppose D.C. Statehood Keeps The Federal Government Dysfunctional

Conservatives like Cotton have long villainized African-American pathways to the middle class that include government employment. In a conservative worldview that sees the U.S. government as by and for white people, Black employment in the public sector becomes a target for the GOP and federal jobs become fodder for racist “dog whistle” politics.

August 10, 2020

Mariama Eversley

Blog Post

Government Capacity

Why Hasn’t The Trump Administration Released Their Organizational Chart For The Office of Management and Budget?

In more normal times, it was routine to expect administrations to publish the organizational charts of their executive branch agencies. These charts offer transparency, giving the public a glimpse into the inner workings of the complex world of each executive branch agency. These charts also allow the public to understand how governance works and potentially identify which departments require more oversight.

July 27, 2020

Eleanor Eagan

Blog Post

Government Capacity

Building a Federal Workforce that Works for All

By quietly capturing key positions throughout the executive branch, corporate America has reshaped the rules that govern our economy. RDP regularly calls attention to these oft-overlooked corporate allies to increase the political costs of politicians’ consequential personnel concessions. At the same time, we are leading the way in envisioning an alternative model — one in which political appointments go to a more representative, public-interest minded class of leaders — and charting how we get there. As important as this work is, however, it alone will not be sufficient to remake government for the people. Even the most committed, effective leaders can do very little to advance the public interest if the institutions they lead are broken. And our governing infrastructure is crumbling. After years of attacks from both sides of the aisle, the federal government is able to do less overall and to do what it still does less effectively. This is not, as some would have you believe, an inherent failure endemic to “Big Government” but the opposite — ineffectiveness is the direct result of disinvestment.