On Thursday, I attended an event at Cato where the authors of a new book, What Washington Gets Wrong, presented some of their findings. They had the cute idea of doing an opinion survey of Washington insiders, to find out what they think about the public and to find out how well the insiders’ views correlate with those of the outsiders. I purchased the book and at some point I will check out its contents. Meanwhile, I found myself more stimulated by a conversation I had afterward with Cato’s Mark Calabria, who has experience as a Senate aide.
What Mark believes, and it sounds right to me, is that we have the Administrative State (in which unaccountable and un-elected bureaucrats make important decisions) because Congress wants it that way. For Congress, making the actual policy decisions has more down side than up side. Constituents whose families or businesses are adversely affected will cause a lot of trouble.
Thus, the Administrative State is an adaptation that emerged with the purpose of moving decisions away from a body that is relatively responsive to the people (Congress). You may not like it, but there it is.
There may even be reasons to believe that this adaptation is a feature rather than a bug. That is, you might want decisions to be made by people who have expertise and who are focused on the general interest rather than the particular interests of constituents. This was the view offered by a (non-libertarian) guest speaker at the Cato event.
If what you want is an organization that is accountable to its constituency, then I would argue that you want is a market process rather than a government process. While the government process adapts to diffuse accountability, the market process forces businesses to be accountable to their customers.
In the 1980s and 1990s, many American businesses discovered that their bureaucracies were undermining the firm’s responsiveness to its customers. Under competitive pressure, businesses reformed by adopting “business process re-engineering” and other management tools to ensure a better customer experience. Prior to this wave of reform, a customer’s problems would get buried in the corporate bureaucracy, with no one taking responsibility for finding a solution. Following these reforms, customers encountered businesses that were capable of solving problems, and better yet, anticipating the customer’s wants and avoiding causing problems in he first place.
Government agencies are capable of making these sorts of organizational changes. The guest speaker cited the passport office of the State Department as having become much more responsive in recent years. In side conversations afterward, a couple of Cato folks admitted that the infamous Department of Motor Vehicles in DC is better than it was twenty years ago. But I think you get improvement more rapidly and more reliably when there is market competition.