1. The Center of Government Using the center of government to maximize policy execution

2. The governing challenge
Governing is a complex task- significant interaction and integration of different people, processes, and structures is necessary to get things done
The Center of Government includes the entities and relationships closest to the president that:
Cross the many silos of government
Should be used to effectively implement and advance his/her policy priorities
Deal with other critical issues as they arise
This high level report:
Outlines the core principles and components of the Center of Government
Identifies how the Center of Government enables effective policy execution
Recommends ways the transition teams can incorporate the Center of Government now in their approach to agency review and policy implementation in order to hit the ground running

3. Core principles underpinning an effective Center of Government
Principle 1: Clear policy goals and priorities (clear goals)
Principle 2: Continued presidential involvement in overseeing implementation (active oversight)
Principle 3: Well understood decision-making structures, forums and lines of authority (authorizing structures)
Principle 4: Clear metrics, milestones, and monitoring (accountability)
Principle 5: Selecting effective and experienced personnel (appointing the right people)

4. Mapping the Center of Government
American People
GSA
PIC
CAO
NSC
Federal Agencies
OMB
WHITE HOUSE
WHITE HOUSE
Presidential
Personnel
OMB
OMB
CFO
Legis.
Affairs
POTUS VP
Congress
Cabinet
Affairs
PMC
Comms
WHITE HOUSE
State/Local Governments
NEC
DPC
Intergovernmental
Affairs
CIO
OPM
CHCO
ASAM
Legislature
Center of Government
Implementing Organizations
Presidential Policy Councils
Management Councils
Coordination pathways
Implementation pathways
Accountability to CG on progress

5. Center of Government entities
The Center of Government consists of:
The president/vice-president (VP), their core offices and related staff
The White House (WH) – including legislative affairs, communications and intergovernmental affairs functions as well as other presidential appointees in the Executive Office of the President (EOP)
The cabinet and related policy councils (see Appendix 1)
15 secretaries
National Security Council (NSC), National Economic Council (NEC) and Domestic Policy Council (DPC)
The Office of Management and Budget (OMB)
The President’s Management Council (PMC) and other Chief “X” Officers Councils (CXO councils) (see Appendices)
The Office of Personnel Management and the General Services Administration* help to administer important government-wide programs and policies in support of the Center of Government
*The General Services Administration Office of Executive Councils provides analytical, management and administrative services to the PIC, PMC, PMAB, CAOC, CFOC, and CIOC

6. Cabinet and councils
The president is responsible for appointing members of the cabinet, who head departments, sit on policy councils, and act as agents of the administration’s agenda
Policy councils serve as arbiters between actors in policy-making, in-house think tanks, and subject matter experts (e.g. National Security Council, National Economic Council, and Domestic Policy Council)
Management councils convene senior agency executives with subject matter expertise. The President’s Management Council focuses on governance, while the CXO councils and Assistant Secretaries for Administration and Management (ASAMs) are the agents for policy implementation
A more detailed description of these forums is provided in Appendix 1

7. White House structures
The White House and its offices and staff surround the president and vice president in the center of the Center of Government. Structures and staffing have evolved across administrations; examples include:
Offices
Legislative, political, cabinet and intergovernmental affairs
Chiefs of staff, deputy chiefs of staff, and advisors
Policy councils and offices
Council membership and structure
Special advisors
An overview of White House structures from specific years over the past four administrations is provided in Appendix 2

8. Selected presidential powers
The president (and vice president) can affect change and implement decisions through the Center of Government during an administration in the following ways:
Leveraging the “bully pulpit” - using the power of the president and the presidency to promote the president’s agenda
Issuing executive orders and presidential memoranda – personally directing federal agencies to take certain actions
Making appointments – shaping the leadership of executive offices and agencies
Promulgating and rescinding regulations – the president has the ultimate say over regulations in the executive branch
Proposing, signing, and vetoing legislation - working with Congress to craft legislation, or exercising the veto to block legislation
Proposing a federal budget – allocating funds to support their policy platform

9. Use of executive instruments
Executive orders are often used for implementing key policy decisions that shape the executive branch (e.g. all members of the executive signing ethics pledges; establishing size of policy councils; establishing or adjusting WH offices)
Executive National Security Instruments are not required to be published in the Federal Register and are usually security classified at the highest level of protection
Memoranda do not require publication in the Federal Register
Proclamations address current events, declare recurring holidays, and proclaim official days of celebration
Notices are used to continue states of national emergency, which need to be reauthorized every year
Source: Federal Register federalregister.gov , Congressional Research Service

10. Appointing the right people quickly
Most Center of Government positions do not require Senate confirmation, therefore are at the discretion of the president to appoint and utilize quickly in establishing their Center of Government operation
Less than a quarter of EOP appointments require U.S. Senate approval - 29 PAS, 106 PA, 21 non-career SES, and 43 Schedule C*
Positions that do not require Senate confirmation include:
Chief of staff;
Senior policy advisors to the president; and
Directors of policy councils – as ‘honest brokers’ for the president on policy issues
*Plum Book, 2012

11. CENTER OF GOVERNMENT CASE STUDY – POLICY ENABLERS The American Recovery and Reinvestment Act of 2009
President Obama signed the American Recovery and Reinvestment Act (ARRA) less than a month after taking the oath of office
The administration leveraged the tools of an effective Center of Government to implement the $787 billion mandate within aggressive statutory deadlines, while minimizing waste, fraud, and abuse

12. ARRA: demonstrated Center of Government principles
Principle 1 – clear goals
Convened meetings on the stimulus before taking office to establish goals of the act
VP Biden issued a memorandum to guide implementation of the act’s aims and objectives
Recovery.gov goal tracking
Principle 2 – active oversight
Public prioritization of ARRA
Vesting VP with presidential authority
Creation of Recovery Implementation Office (RIO)
Principle 3 – authorizing structures
OMB defined standards for reporting, twice weekly calls
VP held weekly calls with governors and worked with RIO
President held state/local summit
Principle 4 – accountability
VP personal advocacy
Congressional baseline requirements
RIO financial reporting
Quarterly meetings with President Obama
Principle 5 – appointing the right people
Ed DeSeve was appointed to run the RIO; this former OMB director for management brought extensive management and coordination experience at the federal level

13. ARRA: demonstrated Center of Government levers
Key levers
The “bully pulpit” – announced approach and designated authority to vice president
Appointments – experienced leader as head of Recovery Implementation Office
Executive orders – creating the Recovery Implementation Office and Economic Recovery Advisory Board
Legislation – proposed the act to congress with urgency for passage
Budget – the act was the legislative mechanism to provide funding for the policy
OMB
WHITE HOUSE
POTUS VP
Intergovernmental
Affairs
Legis.
Cabinet
Comms
NSC
DPC
NEC
CAO
CHCO
PMC
PIC
CIO
CFO
Presidential
Personnel
Relative usage
Low High

14. The initiative aimed to:
CENTER OF GOVERNMENT CASE STUDY – POLICY ENABLERS The E-Government initiative
The 2001 E-Government initiative during the Bush Administration sought to modernize the government and how it engages citizens
The initiative aimed to:
Focus on citizen and business communication with the federal government, expanding the use of the internet as an avenue to deliver government services
Enact the E-Government Act of 2002 to:
Authorize the OMB E-Government Office
Codify the existence of the president’s CIO council
Standardize IT training, practices and information indexing across agencies
Save taxpayer dollars and streamline citizen participation

15. Center of Government principles
E-Gov: demonstrated
Center of Government principles
Principle 1 – clear goals
Goals defined in management agenda
Signaled importance and communicated clear goals through OMB memo
Both OMB and federal agencies were given specific E-Gov initiatives to tackle
Principle 2 – active oversight
President delegated authority to the PMC
Monitored through routine meetings of the PMC
Principle 3 – authorizing structures
OMB-led interagency task force
Solicitation of goals from agencies
PMC and CIO council review of initiatives for implementation
Principle 4 – accountability
Robust governance structure
Each initiative included metrics to track its progress
Principle 5 – appointing the right people
Memorandum M created the OMB Associate Director for Information Technology and e-Government
Mark Forman was appointed to the position and tasked to lead an interagency task force to define an action plan and roadmap

16. E-Gov: demonstrated Center of Government levers
Key levers
The “bully pulpit” – established as a priority early in presidency and pursued via the PMC
Appointments – extending presidential reach through EOP by extension of OMB director powers to support implementation
Executive orders – creation of new OMB position and Office within the EOP
Legislation – supported the E-Government Act to codify key elements of the initiative
Budget – first funded by agencies and then proposed funding for the initiatives (and the E-Gov Fund of the same name) in the FY 2002 budget under guidance from OMB
OMB
WHITE HOUSE
POTUS VP
Intergovernmental
Affairs
Legis.
Cabinet
Comms
NSC
DPC
NEC
CAO
CHCO
PMC
PIC
CIO
CFO
Presidential
Personnel
Relative usage
Low High

17. CENTER OF GOVERNMENT CASE STUDY – POLICY ENABLERS Cross-Agency Priority (CAP) Goals
The 2010 Government Performance and Results Modernization Act established CAP goals which aimed to change the way agencies addressed issues that had an impact beyond a single agency:
Requiring key agencies to create five year strategic plans with quantifiable means of identifying progress towards goals
Establishing larger cross-agency goals identified by OMB, such as broadening STEM education, security clearance reform, or combating climate change*
Helping vertically siloed agencies combat horizontal problems, pairing leadership or SMEs from diverse areas of government to coordinate where they otherwise may not on complex, cross-cutting problems
The act built on the Government Performance and Results Act enacted during the Clinton administration
*Current list of CAP goals can be found at Performance.gov

18. CAP goals: demonstrated Center of Government principles
Principle 1 – clear goals
OMB signaled the newest CAP goals with a brief summary, action plan and participating agencies
OMB actively solicited agency and congressional input to establish CAP goals
The goals had the implicit authority president
Principle 2 – active oversight
Established of CAP teams and leaders
Agency leadership was incentivized to participate
Principle 3 – authorizing structures
Congress approved discretionary OMB disbursals
Named a senior leader accountable within the EOP and agencies
Annual reassessment and iteration of CAP goals
Principle 4 – accountability
Agencies set yearly quantifiable performance milestones
Clear metrics and a four year time horizon were set for each CAP goal
Principle 5 – appointing the right people
Named executives within both in the EOP and delivery agencies responsible for progress toward CAP goals
OMB director was involved in developing CAP goals

19. CAP goals: demonstrated Center of Government levers
Key levers
The “bully pulpit” – not heavily utilized, as this was a congressional initiative
Appointments – further extended presidential reach through EOP by extension of OMB director powers
Executive orders – created new “CAP” goals set annually by OMB
Legislation – while a congressional initiative, the president signed the act into law
Budget – additional enforcement and flexibility related to budgetary matters
OMB
WHITE HOUSE
POTUS VP
Intergovernmental
Affairs
Legis.
Cabinet
Comms
NSC
DPC
NEC
CAO
CHCO
PMC
PIC
CIO
CFO
Presidential
Personnel
Relative usage
Low High

20. Other issues applicable to the Center of Government
The Center of Government should also be utilized in the development, coordination and implementation of policy issues that an incoming administration will face
These include but are not limited to: development of the budget, technology and cybersecurity breaches, terrorist threats and incidents, social security, immigration, infrastructure, health care reform, education, tax reform, veterans affairs, management of government as an enterprise

21. Immediately post-election
Key steps for the FY 2018 budget
Prioritize interactions with OMB
Identify and announce the nominee for OMB director
Seek immediate access to OMB staff
Initiate technical review of the budget baseline
Immediately post-election
(November)
Finalize major baseline projections and economic assumptions
Identify and prioritize major initiatives
Formal transition
(November-January)
Budget due first Monday of February
OMB issues guidance to agencies
Communicate highest priority agency requests
Presidential decisions
New president’s first address to Congress (administration goals/ budget message)
Post-inauguration
(January-February)
Note: The FY 2017 budget may not be finalized upon inauguration and the FY 2019 budget process begins January 2017 (through April)

22. Applicable Center of Government levers in budget development
Key levers
The “bully pulpit” - communicate priorities for funding and maintain public awareness of these priorities
Appointments – swift appointment of major OMB roles and cabinet; leverage relevant policy council appointees
Executive regulations - diligent use of regulations (and revocation where required) for outgoing and incoming presidential initiatives
Legislation – priority goals may require funding beyond available appropriations
OMB
WHITE HOUSE
POTUS VP
Intergovernmental
Affairs
Legis.
Cabinet
Comms
NSC
DPC
NEC
CAO
CHCO
PMC
PIC
CIO
CFO
Presidential
Personnel
Relative usage
Low High

23. How the Center of Government should be used to prepare to govern
As an enabler for implementation
The Center of Government frames how a president and their administration can govern
Policy implementation is more effective when championed by a senior individual(s) and when agencies are held accountable
Implementation pathway(s) for policy(ies) through the Center of Government should be clearly articulated
This includes OMB, policy and management councils and bolstering the office of intergovernmental affairs to engage state and local governments in implementation
In appointing the right people
The right people in the right positions in the Center of Government are more important than how it is structured
Appointments to key Center of Government positions should be prioritized
In planning to execute early
Identify key entities and structures in the Center of Government early in transition planning prior to inauguration
Establish clear responsibilities for policy areas within the White House, and who has (or doesn’t have) direct access to the president, prior to taking office

24. Appendix 1

25. Cabinet and policy council membership
National Economic Council
Domestic Policy Council
National Security Council
Vice President
Yes
Secretary of State
Secretary of the Treasury
Secretary of Defense
Attorney General
Secretary of the Interior
Secretary of Agriculture
Secretary of Commerce
Secretary of Labor
Secretary of HHS
Secretary of HUD
Secretary of Transportation
Secretary of Energy
Secretary of Education
Secretary of Veterans Affairs
Secretary of Homeland Security
White House Chief of Staff
Administrator of the EPA
Director of OMB
US Trade Representative
Ambassador to the UN
Chair of Council of Economic Advisers
Administrator of SBA
Note: Green denotes attendance mandated by executive order, yellow denotes regular attendees not referenced by executive order and blue denotes attendance mandated by statute
Source: Federal Register, National Security Act of 1947

26. Policy councils
The president chairs several key policy councils to leverage department heads for expert insight:
The National Security Council (NSC) is the president's principal forum for considering national security and foreign policy matters with his or her senior national security advisors and cabinet officials
The National Economic Council (NEC) provides economic expertise to ensure that economic policy decisions are consistent with the president’s economic agenda
The Domestic Policy Council (DPC) coordinates domestic policy- making processes so that domestic policy decisions and programs are consistent with the president’s stated goals and agenda

27. National Security Council
The National Security Council (NSC) is the president's principal forum for considering national security and foreign policy matters with his or her senior national security advisors and cabinet officials
Established by the National Security Act of 1947
Oldest and largest policy council led by the president, national security advisor, secretary of defense and secretary of state
Power, size, and scope of the council have evolved over the years
Move from focus on policy development towards implementation
The size of council staff has grown significantly over time with some considering it to be too large and in need of adjustment
From:
And:

28. National Economic Council
The National Economic Council (NEC) provides economic expertise to ensure that economic policy decisions are consistent with the president’s economic agenda and its implementation
Led by an assistant to the president (as ‘director’ of the NEC) with two deputies (one focused on domestic economic affairs, the other on international affairs)
Staffed with political appointees who are experts in areas from healthcare to tax policy
From:

29. Domestic Policy Council
Domestic Policy Council (DPC) coordinates the domestic policy-making process so that domestic policy decisions and programs are consistent with the president’s stated goals, and monitors implementation of the president’s domestic policy agenda
Focuses on education, health, immigration, energy, and numerous other domestic issues
From:

30. President’s Management Council
The President’s Management Council provides performance and management leadership throughout the Executive Branch, and oversees implementation of government-wide management policies and programs
Chaired by the deputy director for management of OMB
Comprises the Chief Operating Officers of major Federal Government agencies, primarily Deputy Secretaries, Deputy Administrators, and agency heads from GSA and OPM
from

31. CXO councils
CXO councils convene the senior executives focused on technical implementation:
Chief Acquisition Officers Council (CAOC): “principal forum for monitoring and improving the federal acquisition system and promoting the President’s specific acquisition-related initiatives and policies”
Chief Financial Officers Council (CFOC): “CFOs and DCFOs of the largest federal agencies and senior officials of OMB and Treasury…works collaboratively to improve financial management”
Chief Information Officers Council (CIOC): “ principal interagency forum for improving practices in the design, modernization, use, sharing, and performance of federal government agency information resources”
Chief Human Capital Officers Council (CHCOC): advises and collaborates with OPM and other stakeholders to create human capital management strategies that attract, develop, and retain a high performing, engaged and diverse federal workforce”
Performance Improvement Council (PIC): “supports cross-agency collaboration and the exchange of knowledge to advance and expand the practice of performance management and improvement”
Assistant Secretaries of Administration and Management (ASAMS): directly advise deputy secretaries and coordinate key performance and CXO operational activities within their agencies

32. Appendix 2

33. The White House at the Center of Government Adopted from Martha Kumar, White House Transition Project (whitehousetransitionproject.org)
Structure
Structures are more similar between administrations than they are different
Most presidents choose to create additional (new) offices, rather than restructure the existing one
The vice president and first lady are integrated into the West Wing and have become key supports for the president
There has been an increase in top level staff, concentrated in the Office of the Chief of Staff, and a ‘loss of status’ of traditional White House offices
A well functioning White House has three types of offices requiring staff with particular experiences and expertise: policy, process, and external relationships

34. The White House at the Center of Government Adopted from Martha Kumar, White House Transition Project (whitehousetransitionproject.org)
Staff
How and where to place campaign aides represents a challenge to every president setting up White House staffing system
The most effective White House staffing systems blend knowledge of the president, the campaign, day-to-day operation of the White House, substantive policy expertise, and the broader Washington community
Organization of the White House has varied according to the party holding office. A republican White House has had a more hierarchical staffing structure with clear lines of reporting, while a democratic White House has had a more horizontal staffing structure.
The president
White House staffs most often mirror the strengths of a president (as opposed to providing a complementary skill set)

35. WHITE HOUSE ORGANIZATIONAL STRUCTURES BARACK OBAMA 2016 White House Office
President
Oval Office Operations
Chief of Staff
Staff Secretary
Deputy Chief of Staff for Operations
Records Mgmt.
Exec. Clerk
Press. Corresp.
Press Sec.
Legislative Affairs
Cabinet Affairs
Mgmt. and Admin
Public Engage. and Intergov’t Affairs
Olympic, Paralympic and Youth Sports
Press Appts. and Scheduling
Scheduling and Advance
Press Personnel
Comm.
Political Strategy and Outreach
WH Counsel
Speechwriting
House Liaison
WH Operat.
Intergov’t Affairs
Dig. Strategy
Senate Liaison
WH Personnel
Urban Affairs
Media Affairs
Photograph.
Public Engage.
Research
Telephone Office
Travel Office
© White House Transition Project, 2016.
Source: Federal Yellow Book, Winter 2016
Visitor’s Office

36. WHITE HOUSE ORGANIZATIONAL STRUCTURES BARACK OBAMA First Lady, Vice President, Domestic Policy Council and National Economic Council
Chief of Staff
Deputy Chief of Staff for Operations
Office of the First Lady
Office of the V.P.
Domestic Policy Council
National Economic Council
Chief of Staff
Director of Comm.
Energy and Climate Change
Comm.
Scheduling and Advance
Faith-Based and
Neighborhood Partnerships
Intergov’t Affairs and Public Engagement
Social Security
National Security
Health Reform
Policy
National AIDS Policy
Office of Dr. Jill Biden
Social Innovation
and Civic Partnership
Legislative Affairs
© White House Transition Project, 2016.
Source: Federal Yellow Book, Winter 2016
Counsel

37. WHITE HOUSE ORGANIZATIONAL STRUCTURES BARACK OBAMA 2016 National Security Council
National Security Advisor
Homeland Security Advisor
Chief of Staff
Counterterrorism Policy
Defense Policy, WMD and Arms Control
Energy and Climate Change
Europe, Russia and Central Asia
International Economics
Africa
Asia
Cybersecurity
Legal
Leg. Affairs
MENA and Gulf Region
Multilateral Affairs and Human Rights
Strategic Comms.
Strategic Planning Directorate
Transborder Security Policy
South Asia
Resilience Policy
W. Hemisphere Affairs
© White House Transition Project, 2016.
Source: Federal Yellow Book, Winter 2016

38. Oval Office Operations
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE W. BUSH White House Office
President
Senior Advisor
Oval Office Operations
Chief of Staff
Staff Secretary
Strategic
Initiatives
Political
Affairs
Public
Liaison
Intergov’t
Affairs
Records Mgmt.
Exec. Clerk
Press. Corresp. WH
Counsel
Press
Secretary
Legislative Affairs
Cabinet Affairs
Counselor
Office
Faith-Based
Initiatives
Pres.
Personnel
Scheduling
Advance
Mgm’t. & Admin.
Policy & Strategic
Planning
Comm.
Speechwriting
Military Office
Media Affairs
WH Mgm’t.
© White House Transition Project, 2016.
Source: Bureau of National Affairs, White House Telephone Directory, 2005

39. WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE W
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE W. BUSH First Lady, Vice President, Domestic Policy Council and National Economic Council
Chief of Staff
Homeland Security
Council
Office of the First Lady
Office of the V.P.
Domestic Policy Council
National Economic Council
Director of Comm.
Press Secretary
Scheduling & Advance
Labor,
Transportation,
U.S. Post
Education
Health
Welfare, Housing,
District of Columbia
Justice
Chief of Staff.
Staff Secretary
General Counsel
Counselor’s Office
Speechwriting
Legislative Affairs
Domestic Policy
Homeland Security
Operations
Advance & Scheduling
© White House Transition Project, 2016.
Source: Bureau of National Affairs, White House Telephone Directory, 2005

40. Counter-proliferation
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE W. BUSH National Security Council
National Security Advisor
Chief of Staff
Combating
Terrorism
Comm., Press &
Speechwriting
Counter-proliferation
Strategy
Africa
Defense Policy &
Strategy
East Asia
Administration
European
Russia
Iraq &
Afghanistan
Intelligence
Programs &
Reform
Global
Democracy
International
Economics
Legal Affairs
Legislative Affairs
Western
Hemispheres
Records & Asset
Management
© White House Transition Project, 2016.
Source: Bureau of National Affairs, White House Telephone Directory, 2005

41. WHITE HOUSE ORGANIZATIONAL STRUCTURES BILL CLINTON 1998 White House Office
President
Oval Office Operations
Chief of Staff
Staff Secretary
Office of the Special Envoy
Records Mgmt.
Exec. Clerk
Press. Corresp.
Communications
Cabinet Affairs
General
Counsel
WH Press
Office
Political
Affairs
Legislative
Affairs
Intergov’t
Affairs
Pres Personnel
Scheduling &
Advance
Special
Projects
Mgmt &
Admin
Public Liaison
WH Military
Speech-writing
& Research
Exec. Office
Bldg. Press Office.
WH Operations
© White House Transition Project, 2016.
Source: Bureau of National Affairs, White House Phone Book, July

42. National Economic Council
WHITE HOUSE ORGANIZATIONAL STRUCTURES BILL CLINTON First Lady, Vice President, Domestic Policy Council and National Economic Council
Chief of Staff
Office of the
First Lady
Office of the V.P.
Domestic Policy
Council
National Economic Council
National Drug
Control
Science & Tech Policy
Natl. Partnership for Reinventing Gov’t
Domestic Policy
Legal Counsel
Legislative Affairs
National Security
Office of Mrs. Gore
Chief of Staff & Admin
Scheduling & Advance
Communications
Correspondence
© White House Transition Project, 2016.
Source: The Capital Source, National Journal, Fall 1998

43. WHITE HOUSE ORGANIZATIONAL STRUCTURES BILL CLINTON 1998 National Security Council
National Security Advisor
African Affairs
Central & Eastern European
Defense Policy &
Arms Control
Multilateral &
Humanitarian Affairs
Asian Affairs
European Affairs
Transnational Threats
Intelligence Programs
Inter-American
Affairs
Legislative Affairs
Near East & South
Asian Affairs
Nonproliferation
& Exports Control
Public Affairs
Russian Ukrainian
& Eurasian Affairs
Strategic Planning
& Speechwriting
© White House Transition Project, 2016.
Source: The Capital Source, National Journal, Fall 1998

44. WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H. W
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H.W. BUSH White House Office
President
Chief of Staff
Staff Secretary
Records Mgmt.
Exec. Clerk
Press. Corresp.
Legislative Affairs
Cabinet Affairs
Policy
Planning
Drug Control
Policy
Press
Secretary
Presidential
Appt. & Scheduling
Science &
Technology
Policy
Pres.
Advance &
Initiatives
Counsel
Comm.
Mgmt &
Admin
Pres
Personnel
National
Service
Media Affairs
Military Office
Medical Unit
Speech Writing
Office of
Operations
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1992

45. WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H. W
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H.W. BUSH First Lady, Vice President, Domestic Policy Council and National Economic Council
Chief of Staff
Office of the First
Lady
Economic and Domestic
Policy
Office of the V.P.
Chief of Staff.
Policy Development
Director of Comm.
Staff Secretary
Domestic Economic Policy
Press Secretary
Domestic Policy
International Economic Policy
Scheduling & Advance
National Security Affairs
Agriculture, Trade & Food
Military Aides
Energy & Natural Resources
Press Secretary
Legal Policy
Scheduling & Public Liaison
Health & Social Services
Communications
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1992
Education Policy

46. WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H. W
WHITE HOUSE ORGANIZATIONAL STRUCTURES GEORGE H.W. BUSH National Security Council
National Security Advisor
Chief of Staff
Africa
Asia
Press & Speechwriting
Defense Policy &
Arms Control
European and Eurasian Affairs
Intelligence
International
Economics
Affairs
Latin American
Affairs
Legislative Affairs
Near East & South Asian Affairs
International
Programs
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1992

47. WHITE HOUSE ORGANIZATIONAL STRUCTURES RONALD REAGAN 1987 White House Office
President
Counsel to President
Chief of Staff
Office of Operation
Cabinet Affairs
Pres Appts & Scheduling
Political &
Intergov’t
Affairs
Private Sector Initiative
Admin
Public
Liaison
Communication & Planning
Presidential Advance
Presidential
Personnel
Military
Office
Pres
Secretary
Legislative Affairs
Speech-writing & Research
Info Management
Media Relations
Political Affairs
Public Affairs
Intergov’t Affairs
Television Office
News Summary
© White House Transition Project, 2016.
Source: The Capital Source, National Journal, Fall 1987

48. Office of Science and Technology Policy
WHITE HOUSE ORGANIZATIONAL STRUCTURES RONALD REAGAN First Lady, Vice President, Domestic Policy Council, and National Economic Council
Chief of Staff
Office of the First
Lady
Office of Science and Technology Policy
Office of the V.P.
Domestic Affairs
Policy Development
Counsellor
Projects
Scheduling
Social Secretary
Advance
Press Secretary
Legislative Affairs
Operations
Mrs. Bush’s Office
© White House Transition Project, 2016.
Source: The Capital Source, National Journal, Fall 1987

49. WHITE HOUSE ORGANIZATIONAL STRUCTURES RONALD REAGAN 1987 National Security Council
National Security Advisor
International Economic Affairs
Legislative Affairs
Asian Affairs
African Affairs
European & Soviet Affairs
MENA & South Asia Affairs
Defense Policy
International
Programs/ Tech Affairs
Latin American Affairs
Arms Control
Intelligence Programs
© White House Transition Project, 2016.
Source: The Capital Source, National Journal, Fall 1987

50. WHITE HOUSE ORGANIZATIONAL STRUCTURES JIMMY CARTER 1980 White House Office
President
Staff Director
White House Operations
Chief of Staff
Press Secretary
Media Liaison
News Summary
Photo Office
Press Advance
Press Personnel
Record Management
Presidential Correspondence
Travel & Telegraph
Presidential Counsel
Special Advisor
Cabinet Secretary & Intergov’t Affairs
Congressional Liaison
Consumer Affairs
Ethnic Affairs
Appointment Secretary
Special Assistant
Admin
Assistant
Information Management
Appt. & Scheduling
Political Affairs
Hispanic Affairs
Aging
Military Office
Communications Agency
Inflation
Advance
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1980

51. WHITE HOUSE ORGANIZATIONAL STRUCTURES JIMMY CARTER First Lady, Vice President, Domestic Policy Council, and National Economic Council
Chief of Staff
Office of the First Lady
Office of the V.P.
Domestic Policy Council
Projects
Press Secretary
Scheduling & Advance
Labor,
Transportation,
U.S. Post
Education
Health
Welfare, Housing,
District of Columbia
Justice
Chief of Staff
Public Affairs
General Counsel
Legislative Affairs
Domestic Policy
National Security
Homeland Security
Operations
Advance
Office of Mrs. Adams
Military Aides
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1980

52. Freedom of Info/ Affairs
WHITE HOUSE ORGANIZATIONAL STRUCTURES JIMMY CARTER National Security Council
National Security Advisor
Chief of Staff
Defense Policy
Political Affairs
Freedom of Info/ Affairs
Admin
Security
Special Projects
Situation Room
Info Management
© White House Transition Project, 2016.
Source: National Journal, Capital Source, 1980

53. Appendix 3

54. The role of the Office of Management and Budget (OMB)
As one of the major parts of the Center of Government, OMB has a number of key roles:
Develops and executes the budget
Oversees key management areas: performance, procurement, financial management and information technology
Coordinates and reviews all significant agency regulations, and coordinates agencies’ information collection
Reviews and clears agency testimonies and legislative proposals
Issues executive orders and presidential memoranda on behalf of the president
Additionally, OMB houses the intellectual property program coordinator and the United States Digital Service

55. How OMB supports the transition
By providing continuity throughout the transfer of power from one administration to the next
By supporting the early establishment of policy priorities through the budget including immediate engagement with landing teams on the fiscal 2018 budget
By using the budget and management agenda in order to implement policy (the two should be integrated and not treated as separate from each other)
By being a central advocate of the president's policy agenda and its successful execution
By proving guidance with respect to urgent issues
OMB was consulted early in developing the Recovery Act and prepared internal and external guidance on implementation

56. Budget precedents Fiscal year Outgoing Submitted budget?
Date of submission
Incoming
1978
Ford
Yes
January 1977
Carter
Yes, budget revisions
February 1977
1982
January 1981
Reagan
March/April 1981
1990
January 1989
G.H.W. Bush
No**
1994 No
Clinton
April 1993
2002
G.W. Bush
April 2001
2010
Obama
May 2009
2018
TBD
* Published by the Congressional Research Service in Submission of the President’s Budget in Transition Years.
** While G.H.W. Bush did not send Congress a revision of President Reagan’s FY1990 budget, he did submit a 193-page message to Congress in conjunction with a joint address to Congress in February 1989 that included revised budget proposals.

57. Appendix 4: Contributors
The individuals listed below generously offered their input regarding the Center of Government. We greatly appreciate their time, effort and insights. The contents of this report do not necessarily reflect the views of those who provided their advice and counsel.
Barry Anderson – Former Deputy Director, National Governors Association; Former Head, Budgeting and Public Expenditures Division, Organization for Economic Co-operation and Development
Ruben Barrales – Former Director, White House Office of Intergovernmental Affairs
Michal Ben-Gera – Former Head of Sector, Organization of Economic Cooperation and Development
Josh Bolten – Former White House Chief of Staff; Former Director, Office of Management and Budget
John Bridgeland – Former Director, White House Domestic Policy Council
Steve Brockelman – Director, Office of Executive Councils, General Services Administration
Dustin Brown – Deputy Associate Director for Performance and Personnel Management, Office of Management and Budget
Matt Chase – Executive Director, National Association of Counties
Dan Chenok – Former Branch Chief for Information Policy and Technology, Office of Management and Budget
Beth Cobert – Acting Director, Office of Personnel Management; Former Deputy Director For Management, Office of Management and Budget
Dan Crippen – Former Executive Director, National Governors Association
Mitch Daniels – Former Director, Office of Management and Budget
Ed DeSeve – Former Special Advisor to the President for Recovery Implementation; Former Deputy Director for Management, Office of Management and Budget
Ellen Herbst – Chief Financial Officer and Assistant Secretary for Administration, Department of Commerce
Michael Horowitz – Inspector General, Department of Justice
Al Hubbard – Former Director, White House National Economic Council
Clay Johnson – Former Deputy Director for Management, Office of Management and Budget; Former Assistant to the President for Presidential Personnel 57

58. Appendix 4: Contributors (cont.)
The individuals listed below generously offered their input regarding the Center of Government. We greatly appreciate their time, effort and insights. The contents of this report do not necessarily reflect the views of those who provided their advice and counsel.
Tom Kalil – Deputy Director for Technology and Innovation, White House Office of Science and Technology Policy
John Kamensky – Former Deputy Director of Vice President Gore’s National Partnership for Reinventing Government
John Koskinen – Commissioner of the IRS, Former Deputy Director for Management, Office of Management and Budget;
Martha Kumar – Director, White House Transition Project
Janice Lachance – Former Director, Office of Personnel Management
Lee Lofthus – Assistant Attorney General for Administration
Katie Malague – Director, Office of Strategic Planning & Performance Improvement, Department of Treasury
Stan Meiburg – Acting Deputy Administrator, Environmental Protection Agency
Terry Moran – Former Secretary, Department of Prime Minister and Cabinet (Australia)
Dava Newman – Deputy Administrator, National Aeronautics and Space Administration
Leon Panetta – Former Secretary of Defense; Former White House Chief of Staff; Former CIA Director; Former Director, Office of Management and Budget
Colin Powell – Former Secretary of State; Former Chairman of the Joint Chiefs of Staff; Former National Security Advisor
Bruce Reed – Former Director, White House Domestic Policy Council
Nick Rodriguez – Director for the U.S. Education Delivery Institute
Kristen Sarri – Principal Deputy Assistant Secretary for Policy, Management and Budget, Department of Interior
Ray Scheppach – Former Executive Director, National Governors Association
Stephen Shih – Deputy Associate Director for Senior Executive Services and Performance Management, Office of Personnel Management
Dan Tangherlini – Former Administrator, General Services Administration
Dave Walker – Former U.S. Comptroller General, Government Accountability Office 58

59. Appendix 5: Project team
Associate Designer
Appendix 5: Project team
Partnership for Public Service
Amanda Patarino, Research Associate
Chantelle Renn, Manager
Joseph Carr, Fellow
Margot Conrad, Education and Outreach Director
David Eagles, Center for Presidential Transition Director
Brad Golson, Senior Advisor – Detailee
Peter Kamocsai, Research Associate
Eric Keller, Senior Research Manager
Courtney Liss, Communications Associate
Aakash Pattabi, Fellow
Audrey Pfund, Associate Design Manager
Camilo Vergara, Associate Designer
Kristine Simmons, Vice President of Government Affairs
Max Stier, President and CEO
Tina Sung, Vice President of Government Transformation and Agency Partnerships
PricewaterhouseCoopers
Dave Walker, Senior Strategic Advisor
Scott Flood, Manager
Alec Kirkman, Associate

60. This report and other transition materials can be accessed at
presidentialtransition.org