Seshmeister
08-03-2017, 09:29 AM
https://www.vanityfair.com/news/2017/07/department-of-energy-risks-michael-lewis
WHY THE SCARIEST NUCLEAR THREAT MAY BE COMING FROM INSIDE THE WHITE HOUSE
Donald Trump’s secretary of energy, Rick Perry, once campaigned to abolish the $30 billion agency that he now runs, which oversees everything from our nuclear arsenal to the electrical grid. The department’s budget is now on the chopping block. But does anyone in the White House really understand what the Department of Energy actually does? And what a horrible risk it would be to ignore its extraordinary, life-or-death responsibilities?
BY MICHAEL LEWIS
SEPTEMBER 2017
https://media.vanityfair.com/photos/5977b59a7c67a060584ba934/master/w_960,c_limit/department-of-energy-0917-01.jpg
On the morning after the election, November 9, 2016, the people who ran the U.S. Department of Energy turned up in their offices and waited. They had cleared 30 desks and freed up 30 parking spaces. They didn’t know exactly how many people they’d host that day, but whoever won the election would surely be sending a small army into the Department of Energy, and every other federal agency. The morning after he was elected president, eight years earlier, Obama had sent between 30 and 40 people into the Department of Energy. The Department of Energy staff planned to deliver the same talks from the same five-inch-thick three-ring binders, with the Department of Energy seal on them, to the Trump people as they would have given to the Clinton people. “Nothing had to be changed,” said one former Department of Energy staffer. “They’d be done always with the intention that, either party wins, nothing changes.”
By afternoon the silence was deafening. “Day 1, we’re ready to go,” says a former senior White House official. “Day 2 it was ‘Maybe they’ll call us?’ ”
“Teams were going around, ‘Have you heard from them?’ ” recalls another staffer who had prepared for the transition. “ ‘Have you gotten anything? I haven’t got anything.’ ”
“The election happened,” remembers Elizabeth Sherwood-Randall, then deputy secretary of the D.O.E. “And he won. And then there was radio silence. We were prepared for the next day. And nothing happened.” Across the federal government the Trump people weren’t anywhere to be found. Allegedly, between the election and the inauguration not a single Trump representative set foot inside the Department of Agriculture, for example. The Department of Agriculture has employees or contractors in every county in the United States, and the Trump people seemed simply to be ignoring the place. Where they did turn up inside the federal government, they appeared confused and unprepared. A small group attended a briefing at the State Department, for instance, only to learn that the briefings they needed to hear were classified. None of the Trump people had security clearance—or, for that matter, any experience in foreign policy—and so they weren’t allowed to receive an education. On his visits to the White House soon after the election, Trump’s son-in-law, Jared Kushner, expressed surprise that so much of its staff seemed to be leaving. “It was like he thought it was a corporate acquisition or something,” says an Obama White House staffer. “He thought everyone just stayed.”
TRUMP’S PEOPLE “MAINLY RAN AROUND THE BUILDING INSULTING PEOPLE,” SAYS A FORMER OBAMA OFFICIAL.
Even in normal times the people who take over the United States government can be surprisingly ignorant about it. As a longtime career civil servant in the D.O.E., who has watched four different administrations show up to try to run the place, put it, “You always have the issue of maybe they don’t understand what the department does.” To address that problem, a year before he left office, Barack Obama had instructed a lot of knowledgeable people across his administration, including 50 or so inside the D.O.E., to gather the knowledge that his successor would need in order to understand the government he or she was taking charge of. The Bush administration had done the same for Obama, and Obama had always been grateful for their efforts. He told his staff that their goal should be to ensure an even smoother transfer of power than the Bush people had achieved.
That had proved to be a huge undertaking. Thousands of people inside the federal government had spent the better part of a year drawing a vivid picture of it for the benefit of the new administration. The United States government might be the most complicated organization on the face of the earth. Two million federal employees take orders from 4,000 political appointees. Dysfunction is baked into the structure of the thing: the subordinates know that their bosses will be replaced every four or eight years, and that the direction of their enterprises might change overnight—with an election or a war or some other political event. Still, many of the problems our government grapples with aren’t particularly ideological, and the Obama people tried to keep their political ideology out of the briefings. “You don’t have to agree with our politics,” as the former senior White House official put it. “You just have to understand how we got here. Zika, for instance. You might disagree with how we approached it. You don’t have to agree. You just have to understand why we approached it that way.”
How to stop a virus, how to take a census, how to determine if some foreign country is seeking to obtain a nuclear weapon or if North Korean missiles can reach Kansas City: these are enduring technical problems. The people appointed by a newly elected president to solve these problems have roughly 75 days to learn from their predecessors. After the inauguration, a lot of deeply knowledgeable people will scatter to the four winds and be forbidden, by federal law, from initiating any contact with their replacements. The period between the election and the inauguration has the feel of an A.P. chemistry class to which half the students have turned up late and are forced to scramble to grab the notes taken by the other half, before the final. “It’s a source of a lot of the dysfunction in government,” says Max Stier, who runs the nonpartisan Partnership for Public Service, which, over the past decade, has become perhaps the world’s expert on U.S. presidential transitions. “The wheel comes off the bus at the start of the trip and you never get anywhere.”
Continues at https://www.vanityfair.com/news/2017/07/department-of-energy-risks-michael-lewis
WHY THE SCARIEST NUCLEAR THREAT MAY BE COMING FROM INSIDE THE WHITE HOUSE
Donald Trump’s secretary of energy, Rick Perry, once campaigned to abolish the $30 billion agency that he now runs, which oversees everything from our nuclear arsenal to the electrical grid. The department’s budget is now on the chopping block. But does anyone in the White House really understand what the Department of Energy actually does? And what a horrible risk it would be to ignore its extraordinary, life-or-death responsibilities?
BY MICHAEL LEWIS
SEPTEMBER 2017
https://media.vanityfair.com/photos/5977b59a7c67a060584ba934/master/w_960,c_limit/department-of-energy-0917-01.jpg
On the morning after the election, November 9, 2016, the people who ran the U.S. Department of Energy turned up in their offices and waited. They had cleared 30 desks and freed up 30 parking spaces. They didn’t know exactly how many people they’d host that day, but whoever won the election would surely be sending a small army into the Department of Energy, and every other federal agency. The morning after he was elected president, eight years earlier, Obama had sent between 30 and 40 people into the Department of Energy. The Department of Energy staff planned to deliver the same talks from the same five-inch-thick three-ring binders, with the Department of Energy seal on them, to the Trump people as they would have given to the Clinton people. “Nothing had to be changed,” said one former Department of Energy staffer. “They’d be done always with the intention that, either party wins, nothing changes.”
By afternoon the silence was deafening. “Day 1, we’re ready to go,” says a former senior White House official. “Day 2 it was ‘Maybe they’ll call us?’ ”
“Teams were going around, ‘Have you heard from them?’ ” recalls another staffer who had prepared for the transition. “ ‘Have you gotten anything? I haven’t got anything.’ ”
“The election happened,” remembers Elizabeth Sherwood-Randall, then deputy secretary of the D.O.E. “And he won. And then there was radio silence. We were prepared for the next day. And nothing happened.” Across the federal government the Trump people weren’t anywhere to be found. Allegedly, between the election and the inauguration not a single Trump representative set foot inside the Department of Agriculture, for example. The Department of Agriculture has employees or contractors in every county in the United States, and the Trump people seemed simply to be ignoring the place. Where they did turn up inside the federal government, they appeared confused and unprepared. A small group attended a briefing at the State Department, for instance, only to learn that the briefings they needed to hear were classified. None of the Trump people had security clearance—or, for that matter, any experience in foreign policy—and so they weren’t allowed to receive an education. On his visits to the White House soon after the election, Trump’s son-in-law, Jared Kushner, expressed surprise that so much of its staff seemed to be leaving. “It was like he thought it was a corporate acquisition or something,” says an Obama White House staffer. “He thought everyone just stayed.”
TRUMP’S PEOPLE “MAINLY RAN AROUND THE BUILDING INSULTING PEOPLE,” SAYS A FORMER OBAMA OFFICIAL.
Even in normal times the people who take over the United States government can be surprisingly ignorant about it. As a longtime career civil servant in the D.O.E., who has watched four different administrations show up to try to run the place, put it, “You always have the issue of maybe they don’t understand what the department does.” To address that problem, a year before he left office, Barack Obama had instructed a lot of knowledgeable people across his administration, including 50 or so inside the D.O.E., to gather the knowledge that his successor would need in order to understand the government he or she was taking charge of. The Bush administration had done the same for Obama, and Obama had always been grateful for their efforts. He told his staff that their goal should be to ensure an even smoother transfer of power than the Bush people had achieved.
That had proved to be a huge undertaking. Thousands of people inside the federal government had spent the better part of a year drawing a vivid picture of it for the benefit of the new administration. The United States government might be the most complicated organization on the face of the earth. Two million federal employees take orders from 4,000 political appointees. Dysfunction is baked into the structure of the thing: the subordinates know that their bosses will be replaced every four or eight years, and that the direction of their enterprises might change overnight—with an election or a war or some other political event. Still, many of the problems our government grapples with aren’t particularly ideological, and the Obama people tried to keep their political ideology out of the briefings. “You don’t have to agree with our politics,” as the former senior White House official put it. “You just have to understand how we got here. Zika, for instance. You might disagree with how we approached it. You don’t have to agree. You just have to understand why we approached it that way.”
How to stop a virus, how to take a census, how to determine if some foreign country is seeking to obtain a nuclear weapon or if North Korean missiles can reach Kansas City: these are enduring technical problems. The people appointed by a newly elected president to solve these problems have roughly 75 days to learn from their predecessors. After the inauguration, a lot of deeply knowledgeable people will scatter to the four winds and be forbidden, by federal law, from initiating any contact with their replacements. The period between the election and the inauguration has the feel of an A.P. chemistry class to which half the students have turned up late and are forced to scramble to grab the notes taken by the other half, before the final. “It’s a source of a lot of the dysfunction in government,” says Max Stier, who runs the nonpartisan Partnership for Public Service, which, over the past decade, has become perhaps the world’s expert on U.S. presidential transitions. “The wheel comes off the bus at the start of the trip and you never get anywhere.”
Continues at https://www.vanityfair.com/news/2017/07/department-of-energy-risks-michael-lewis