n the day after Thanksgiving in 2016, Ed Corrigan, then the vice president for policy promotion at the Heritage Foundation, was summoned to Trump Tower in New York to join the senior leadership team of the Trump transition. From inside the building where the climactic personnel decisions of “The Apprentice” were once taped, Corrigan oversaw the staffing of 10 different domestic agencies. Donald Trump, the former reality-TV star, was now the president-elect of the United States, and he had an administration to fill.
The job of staffing the government is the first, and in many ways defining, challenge faced by every president. As the size of the government has grown to accommodate the nation’s economy, frequent military interventions and increasingly complex geopolitical obligations, so have the scale and gravity of the task. In 1933, there were just over 200 presidential appointees in the executive and legislative branches. At the end of the Barack Obama’s second term, there were 4,100.
Filling enough of these jobs in time to get the government off the ground on Jan. 20 is difficult in the best of circumstances, which is to say when the president-elect has some sort of pre-existing political infrastructure to draw upon. Even Ronald Reagan, who, like Trump, campaigned as a Washington outsider, relied on both his inner circle from the California Statehouse and a kitchen cabinet of mostly self-made millionaires who helped finance his political rise. Trump would be coming to the White House with little more than the remnants of a campaign staff that included his daughter and son-in-law, a contestant from his reality-TV show and his longtime bodyguard. What is more, in the days after his election, Donald Trump replaced the head of his preliminary transition operation, Gov. Chris Christie of New Jersey, with Vice President-elect Mike Pence and purged Christie’s allies from the team, throwing away months’ worth of their work recruiting and vetting personnel; a senior Trump aide, Stephen K.. Bannon, made a show of gleefully dumping binders filled with résumés into the trash.
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“Feulner’s first law is people are policy,” Ed Feulner, Heritage’s founder and former president, told me recently. Feulner was the head of domestic policy for the Trump transition, charting the direction of the Environmental Protection Agency, the Department of Agriculture and several other agencies. We met late on a Friday afternoon, in a sitting room at the Metropolitan Club in Washington, a private social club founded by a group of Treasury Department officials during the Civil War. At his feet as we spoke sat a small box of table cards for a dinner he was hosting at the club that evening for the newly appointed director of Trump’s National Economic Council, the television personality Larry Kudlow — another name on Heritage’s Project to Restore America list. Now 76, ruddy, white-haired and content, almost jovial, Feulner founded Heritage decades ago as an ambitious young legislative aide with a radical dream built on a simple concept. As he put it, sinking deeper into his club chair: “First, you have to have the right people.”
