The President's Call: Executive Leadership From FDR to George Bush (74 page)

BOOK: The President's Call: Executive Leadership From FDR to George Bush
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Page 237
White House. Said one, "IGs produce an annual plan of issues they expect to cover for the year, then Congress picks it up and asks the GAO to investigate those specific issues . . . GAO comes in and picks my cherries. Fortunately, the GAO people are very professional and that helps to save things; we work together."
Rarely is Congress the friend of the IG. One IG noted a lack of clear direction from his congressional oversight committees. "Oversight hearings are muddled and I don't know what to expect from them, but usually someone's going to get bloodied for political splash." Another described his job thus: "I get my butt chewed out by Congress every day." He never got any feedback or questions on his annual report and had no sense that there was any real interest from his oversight committees, except to use his reports to make his agency look bad. There was, he felt, an uncomfortable ambiguity to his service: "Who is the customer?" he asked, "the president, the agency, OMB, Congress, or the taxpayer?"
The Bush White House was not the IGs' friend, either. In the Reagan era, OMB respected the IGs and there were good relations between them. The president always addressed the annual meeting of the professional organization of IGs, the President's Council on Integrity and Efficiency (PCIE), and gave the association's annual award to an IG. When George Bush was elected he sent the political IGs the standard letter all the PASs got reminding them to resign, but most IGs refused to comply, citing the independence of their office. This was supported by letters from the Senate Governmental Affairs Committee and the House Governmental Operations Committee and eventually the president had to back off.
2
(While the president can fire a political IG, it is a riskier proposition than removing any other non-IRC PAS. The president, upon dismissing an IG, must send a letter to Congress stating his reasons for doing so. No consent from Congress is required, but the public nature of the event might give a president pause.)
This history is thought to be the reason for cool relations between the Bush White House and the IGs (Richard Darman, OMB director, or Boyden Gray, White House counsel, were thought by one IG to dislike them). After the first year of his administration, Bush never again addressed the PCIE. As a consequence, "several IGs have run to Congress for their strokes," according to one IG. The result is that Congress is referring or directing more work to the IGs and using them as an internal agency-based GAO; IGs who seek to promote their own careers try to satisfy their oversight committees. As one IG observed, "IGs all have super egos that need to be stroked."
 
Page 238
Job Satisfaction
Clearly, PASs took their jobs seriously and felt personally responsible for the execution of their duties. They responded in clear majorities of two-thirds to 90 percent that they felt they were held accountable to a "great" or "very great" extent for meeting objectives for their organizational unit.
Satisfaction with PAS service in general can be seen in the numbers of those willing to continue in it, should the opportunity arise. Only fifteen of the survey respondents said they would decline additional PAS service and forty-one said they did not know what choice they would make. That 101 indicated they would continue in their current PAS positions and fifty-eight would accept a different PAS position gave clear evidence of a reasonably well-satisfied workforce, apart from the usual problems that go with the federal bureaucratic territory.
At the same time, only 21 percent who answered felt they would "definitely" or "probably" pursue career civil service status, with 8 percent undecided and 70 percent saying they probably or definitely would not. This latter is not surprising because, as one PAS former careerist noted, "It's awfully hard to go back, both ego- and status-wise, and also in terms of being accepted by your peers, once you've been a political appointee."
The Bush PASs registered strong opinions, both positive and negative, about specific aspects of their jobs. Substantial majorities of at least two-thirds reported being "generally" or "very greatly" satisfied with numerous aspects of their jobs. Between 172 and 179 PASs questioned indicated which factors gave them the most job satisfaction:
Dealing with challenging and interesting problems
99%
Having an impact; making a difference
96%
Meeting and working with stimulating people
94%
Working with CSESs
90%
Improving internal agency operations
86%
Reaction of CSESs to policy direction
83%
Managing a large government organization
83%
Working with other political appointees
81%
Promoting their own policy objectives
81%
Implementing the president's policies
81%
Public perceptions of PASs' role as federal manager
77%
Agency quality of life
70%
Dealing with the White House
67%

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