Campaigns and elections are both central and frequent elements in the American political system. But they are means to ends--the end being leaders who can effectively make policy and govern. Increasingly, however, the means and the ends have been blurred, and the ability to move from an election, through a transition, to governing, has been impeded.

Contemporary leaders are often ill prepared to hit the ground running. Candidates are often so focused on campaigning and articulating their issue positions that they are unaware of the complexity of the policy-making process for the office they seek. Campaign press coverage and candidate debates and "give and take" do not promote a focus on issues of governance or require candidates to provide their governing approaches, road maps or visions. The skills that serve candidates well in the campaign do not always translate directly into governing capabilities--indeed, may be inimical to governance.

At the same time, campaigns have become year-round, continuous efforts, not confined to discrete periods close to elections. This permanent campaign competes with policy making for politicians’ time and attention. And the techniques of campaigns, from public relations blitzes to using "wedge" issues to polarize constituencies, have permeated the process of making policy.

What Is the Transition to Governing Project?

The Pew Charitable Trusts has issued a challenge to the policy world to improve the transition from campaigning to governing. Through its generous grant to the American Enterprise Institute to lead a coalition of think tanks to address this issue, Pew is funding serious study of the problem and implementation of solutions.

AEI led a multifaceted effort to address this problem. With the Brookings Institution, the Hoover Institution, and other think tanks, AEI assembled the best scholars, journalists, and policy makers to address this issue. Areas of study include: how a candidate can make an effective transition to office; the effect of outside interest groups on campaigning and governing; media coverage--horse race versus governing; improvements to the appointment and confirmation process. The project resulted in books, conferences, a set of benchmarks by which to judge successful transitions, recommendations for improving the confirmation process, and a series of interviews with transition staff from previous administrations. In addition, AEI influenced the debate in the 2000 elections by encouraging the media and the Presidential Debate Commission to ask questions about governance to presidential candidates.

Timeline

The Transition to Governing Project was a three-year project in three phases. The first, pre-campaign, extended through 1999. The second, the formal campaign, went from January 1, 2000, through to the election. The final phase began the day after the election and continued through the transitions to July 1, 2001.

In addition, AEI hosted a series of bimonthly discussion luncheons. Each session focused on a particular aspect of the transition from campaign to governing and will convened numerous journalists, scholars, and government officials with knowledge of the topic.

Lead Scholars

• Norman J. Ornstein, resident scholar, AEI
• Thomas E. Mann, director, governmental studies, Brookings Institution
• David W. Brady, senior fellow, Hoover Institution

Subgrantee Projects

In addition to project activities at AEI, the Transition to Governing Project has several subprojects being undertaken by other organizations:

The Governance Institute

Standards for Effective Governance Project

This project aims to develop standards by which to measure the effectiveness of governance in the three branches of government. The standards for judging effective governance will differ from branch to branch. They will be based on an evaluation of turnover rates, success of recruitment of well-qualified candidates, how and on what time is spent, and how the media and interest groups affect governance. After the standards are developed the project will issue a report card on each of the branches so observers can track the progress of efforts to improve governance.

University of Maryland Foundation, James MacGregor Burns Academy of Leadership

Computerized Assistance to Appointees

The Presidential Appointments Project aims to improve the appointment process. Political appointees may have to appear before multiple committees filling out numerous forms for each. To improve the process, the University of Maryland Foundation will develop a website containing information on the nomination and confirmation process. The website will contain an electronic manual for appointees describing the process for each position, as well as forms that can be filled out electronically.

White House Interview Project

Through a series of interviews with current and former White House staff, this project will help the executive branch achieve a cleaner transition by compiling information on the most significant White House positions. As the White House has a limited institutional memory, this information should help new staffers hit the ground running. This information will be placed on a website, which will be accessible to White House staff as well as the public.

Project Funded by the Generous Grant of The Pew Charitable Trusts

Organizations Participating in the Project:

• AEI
• Brookings Institution
• Hoover Institution
• University of Maryland Foundation, James MacGregor Burns Academy of Leadership
• Governance Institute
• Council for Excellence in Government