One aspect of the Josh Green Atlantic article that hasn't attracted much notice is this passage about the administration's dysfunctional policy process, which was run by erstwhile Supreme Court nominee Harriet Miers:
[A]nother important misjudgment by Bush, prodded by Rove, was giving Rove too much power within the administration. This was partly a function of Rove’s desire to control policy as well as politics. His prize for winning the reelection campaign was a formal role and the title of deputy chief of staff for policy. But his power also grew because the senior policy staff in the White House was inept.
In an early scene in Ron Suskind’s book The Price of Loyalty, Treasury Secretary Paul O’Neill, not yet alive to the futility of his endeavor, warns Dick Cheney that the White House policy process is so ineffectual that it is tantamount to “kids rolling around on the lawn.” Had O’Neill lasted longer than he did (he resigned in 2002), he might have lowered his assessment. Before she left the White House in humiliation after conservatives blocked her nomination to the Supreme Court, White House Counsel Harriet Miers had also served as deputy chief of staff for policy. The president’s Domestic Policy Council was run by Claude Allen, until he, too, resigned, after he was caught shoplifting at Target.
The weakness of the White House policy staff demanded Rove’s constant involvement. For all his shortcomings, he had clear ideas about where the administration should go, and the ability to maneuver. “Where the bureaucracy was failing and broken, Karl got stuff done,” says a White House colleague. “Harriet was no more capable of producing policy out of the policy office she directed than you or I are capable of jumping off the roof of a building and flying to Minneapolis.”
Sounds like Supreme Court material to me!
Of course, none of this is surprising if you read Ron Suskind back in 2003:
One senior White House official told me that he'd be summarily fired if it were known we were talking. "But many of us feel it's our duty -- our obligation as Americans -- to get the word out that, certainly in domestic policy, there has been almost no meaningful consideration of any real issues. It's just kids on Big Wheels who talk politics and know nothing. It's depressing. Domestic Policy Council meetings are a farce. This leaves shoot-from-the-hip political calculations -- mostly from Karl's shop -- to triumph by default. No one balances Karl. Forget it. That was Andy's cry for help."
...President George W. Bush called John DiIulio "one of the most influential social entrepreneurs in America" when he appointed the University of Pennsylvania professor, author, historian, and domestic-affairs expert to head the White House Office of Faith-Based and Community Initiatives. He was the Bush administration's big brain, controversial but deeply respected by Republicans and Democrats, academicians and policy players. The appointment was rightfully hailed: DiIulio provided gravity to national policy debates and launched the most innovative of President Bush's campaign ideas -- the faith-based initiative, which he managed until this past February, the last four months from Philadelphia.
"There is no precedent in any modern White House for what is going on in this one: a complete lack of a policy apparatus," says DiIulio. "What you've got is everything -- and I mean everything -- being run by the political arm. It's the reign of the Mayberry Machiavellis."
In a seven-page letter sent a few weeks after our first conversation, DiIulio, who still considers himself a passionate supporter of the president, offers a detailed account and critique of the time he spent in the Bush White House.
"I heard many, many staff discussions but not three meaningful, substantive policy discussions," he writes. "There were no actual policy white papers on domestic issues. There were, truth be told, only a couple of people in the West Wing who worried at all about policy substance and analysis, and they were even more overworked than the stereotypical nonstop, twenty-hour-a-day White House staff. Every modern presidency moves on the fly, but on social policy and related issues, the lack of even basic policy knowledge, and the only casual interest in knowing more, was somewhat breathtaking: discussions by fairly senior people who meant Medicaid but were talking Medicare; near-instant shifts from discussing any actual policy pros and cons to discussing political communications, media strategy, et cetera. Even quite junior staff would sometimes hear quite senior staff pooh-pooh any need to dig deeper for pertinent information on a given issue."
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