In a few short weeks, Donald Trump will be sworn in as the 47th president. His transition team will be in charge of a federal government that, in many rudimentary ways, doesn’t work.
Let’s leave aside partisan gridlock in Congress and turmoil in the judicial branch, and just focus on the executive branch: National Public Data, which aggregates personal information for background checks, was hacked this year, meaning your Social Security number is now floating around on the internet. The IRS is built on mainframes from 1965 and relies on code from JFK’s administration that no one’s learning anymore. The pandemic highlighted our broken systems: In January 2020, the Food and Drug Administration effectively banned private companies from rolling out their own Covid tests because the CDC was developing their own. But the CDC tests turned out to be defective, leaving the U.S. flying blind until private companies could rush in and pick up the slack.
For the past year, I’ve run an interview series called Statecraft where I talk with civil servants to understand how the federal sausage actually gets made. These men and women serve in a variety of roles, such as running a CIA base in Afghanistan, investigating Soviet anthrax leaks, and redesigning Department of Labor job centers. The best of them have managed to deliver good outcomes for the American people by working around the worst ingrained practices of the federal bureaucracy, and they have lessons for reformers eager to make the federal government go.
But changing the culture of a machine this size takes time. Despite the fact he will have a Republican House and Senate, and the allyship of Elon Musk, who seems eager to head his own Department of Government Efficiency, Trump faces the same broken federal machinery—and will face many of the same problems, and the shot clock to solve them—that Biden did.
To help make the government more efficient and effective instantly, the Trump team should prioritize the following:
Hire Bureaucrats, Just Make Them the Right Ones
Progressives fear Trump’s vision for civil service reform, Schedule F, which would reclassify many civil servants to make them easier to fire. They worry Schedule F would gut executive branch agencies—which includes the Environmental Protection Agency, the Departments of Education, State, Justice, et al.—of their talent, and consolidate power in the White House.
But even liberals like Jen Pahlka, former deputy chief technology officer of America under President Obama, have pointed out that “managing out” a poor performer can be a full-time job for political appointees. Firing an executive branch civil servant requires extensive documentation. Additionally, many employees are unionized, and all can appeal their firings internally. Partially as a result, the government cans bad employees about four times less often than the private sector does. It takes a lot more than saying “you’re fired” to get people out the door.
It’s also impossible to hire new, better civil servants. Our systems for sourcing are shattered. Take Jack Cable, 17, who won the Department of Defense’s “Hack the Air Force” contest against 600 other contestants by identifying weaknesses in Pentagon software. But when Cable applied for a DoD role, his résumé was graded “not minimally qualified” because the hiring manager didn’t know anything about the coding languages he listed himself proficient in. Or take the Federal Aviation Administration, which has been screening prospective air traffic controllers for how many sports they played in high school in an effort to meet its racial quotas.
A strategic administration will encourage agencies to find creative ways to bring in top talent. It could try using new tools to assess technically talented applicants in bulk, or it could increase the number of academic rotations through the Intergovernmental Personnel Act, which allows academics to contribute part-time to special federal agency projects. The Office of Personnel Management can and should encourage more aggressive use of Direct Hire Authority, allowing agencies to avoid certain procedural steps of the federal hiring process.