... Bradley H. Patterson Jr. ... takes us inside the closely guarded turf of the White House. In a straightforward narrative free of partisan or personal agendas, Patterson provides an encyclopedic description of the contemporary White House staff and its operations."-inside jacket.
Nobody knows more about the duties, the difficulties, and the strategies of staffing and working in the White House than Brad Patterson. In To Serve the President, Patterson combines insider access, decades of Washington experience, and an inimitable style to open a window onto closely guarded Oval Office turf. The fascinating and entertaining result is the most complete look ever at the White House and the people that make it work. Patterson describes what he considers to be the whole White House staff, a larger and more inclusive picture than the one painted by most analysts. In addition to nearly one hundred policy offices, he draws the curtain back from less visible components such as the Executive Residence staff, Air Force One and Marine One, the First Lady's staff, Camp David, and many others—135 separate offices in all, pulling together under often stressful and intense conditions. This authoritative and readable account lays out the organizational structure of the full White House and fills it out the outline with details both large and small. Who are these people? What exactly do they do? And what role do they play in running the nation? Another exciting feature of To Serve the President is Patterson's revelation of the total size and total cost of the contemporary White House—information that simply is not available anywhere else. This is not a kiss-and-tell tale or an incendiary exposé. Brad Patterson is an accomplished public administrator with an intimate knowledge of how the White House really works, and he brings to this book a refreshingly positive view of government and public service not currently in vogue. The U.S. government is not a monolith, or a machine, or a shadowy cabal; above all, it is people, human beings doing the best they can, under challenging conditions, to produce a better life for their fellow citizens. While there are bad apples in every bunch, the vast majority
Shrouded in anonymity, protected by executive privilege, but with no legal or constitutional authority of their own, the 5,900 people in 125 offices collectively known as the "White House staff" assist the chief executive by shaping, focusing, and amplifying presidential policy. Why is the staff so large? How is it organized and what do those 125 offices actually do? In this sequel to his critically appraised 1988 book, Ring of Power, Bradley H. Patterson Jr.—a veteran of three presidential administrations—takes us inside the closely guarded turf of the White House. In a straightforward narrative free of partisan or personal agendas, Patterson provides an encyclopedic description of the contemporary White House staff and its operations. He illustrates the gradual shift in power from the cabinet departments to the staff and, for the first time in presidential literature, presents an accounting for the total budget of the modern White House. White House staff members control everything from the monumental to the mundane. They prepare the president for summit conferences, but also specify who sits on Air Force One. They craft the language for the president to use on public occasions—from a State of the Union Address to such "Rose Garden rubbish" as the pre-Thanksgiving pardon for the First Turkey. The author provides an entertaining yet in-depth overview of these responsibilities. Patterson also illuminates the astounding degree to which presidents personally conduct American diplomacy and personally supervise U.S. military actions. The text is punctuated with comments by senior White House aides and by old Washington hands whose careers go back more than half a century. The book provides not only a comprehensive key to the offices and activities that make the White House work, but also the feeling of belonging to that exclusive membership inside the West Wing.
Nobody knows more about the duties, the difficulties, and the strategies of staffing and working in the White House than Brad Patterson. In To Serve the President, Patterson combines insider access, decades of Washington experience, and an inimitable style to open a window onto closely guarded Oval Office turf. The fascinating and entertaining result is the most complete look ever at the White House and the people that make it work. Patterson describes what he considers to be the whole White House staff, a larger and more inclusive picture than the one painted by most analysts. In addition to nearly one hundred policy offices, he draws the curtain back from less visible components such as the Executive Residence staff, Air Force One and Marine One, the First Lady's staff, Camp David, and many others—135 separate offices in all, pulling together under often stressful and intense conditions. This authoritative and readable account lays out the organizational structure of the full White House and fills it out the outline with details both large and small. Who are these people? What exactly do they do? And what role do they play in running the nation? Another exciting feature of To Serve the President is Patterson's revelation of the total size and total cost of the contemporary White House—information that simply is not available anywhere else. This is not a kiss-and-tell tale or an incendiary exposé. Brad Patterson is an accomplished public administrator with an intimate knowledge of how the White House really works, and he brings to this book a refreshingly positive view of government and public service not currently in vogue. The U.S. government is not a monolith, or a machine, or a shadowy cabal; above all, it is people, human beings doing the best they can, under challenging conditions, to produce a better life for their fellow citizens. While there are bad apples in every bunch, the vast majority
Although the commission government movement is often treated by historians as an element of the reform surge of the Progressive Era, this is the first full-scale study of the origins, spread, and decline of the commission idea. Commission government originated in Galveston, Texas, where business leaders conceived the plan as a temporary measure to speed recovery from the great hurricane of 1900. Other cities in Texas and across the nation soon followed; by 1920, about 500 municipalities had adopted the plan in which elected representatives serve as heads of city departments and, collectively, as a policy-making body. Beginning with Galveston and Houston and Des Moines, Iowa, Bradley Robert Rice presents detailed case studies of the earliest commission cities and shows how the plan was developed and modified to suit each community’s needs. He goes on to chronicle the adoption of the commission plan by other cities across the country that strove for “businesslike efficiency” as a reaction against corruption and machine politics in urban government. Most commission charters included a wide-ranging package of municipal reforms, such as the short ballot, at-large representation, nonpartisanship, civil service, and direct legislation. Yet Rice shows that the commission plan generally offered little in the way of social reform to accompany its reorganization of municipal government. Applying a model of innovation diffusion, the author analyzes how and why the new form of city government spread across Progressive Era America. He also thoroughly explores the relationship between the commission plan and other Progressive Era reforms and reports on the reasons for its decline from both a social and a practical perspective. Progressive Cities is described by Professor Bruce M. Stave, editor of the Journal of Urban History, as “a sound piece of work which should make a useful and worthwhile contribution to the existing scholarship on urban reform and should appeal to an audience which cuts across disciplines: history, political science, urban studies and urban planning.”
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