Note to readers: This exploration of my family history is primarily for my kids and kinfolk. I’m posting it in my blog because I’m too cheap to set up a separate website. If you are not among my relatives you probably won’t be interested in this stuff, and that’s fine with me.
The house was within earshot of the railroad, and whenever we heard a train my grandfather would pull out his pocket watch and note whether it was on time. An old habit after working for the Illinois Central for 50 years.
Virgil Allan McClure went by “Mac” and I never heard anyone use his first name. He spent most of his career as railroad’s telegraph operator in Corinth, Mississippi. My grandfather had lied about his age when he went to work for the Illinois Central and never corrected the employee record. He was pleased with himself when he retired at age 64 instead of 65. Put one over on them.
His job as a telegraph operator was a step into the middle class for a farm kid from Kentucky. Mac taught Sunday school at the Baptist church and was a big wheel in the Masons. He served on the draft board and the housing authority.
My grandmother, Ethel Holderman McClure, was always known to me as Mamoo. She was tiny, gentle and always smiling. She, too, was active in church and Masonic activities. On a visit to Corinth many years later, a woman at the local history museum remembered her: “She inducted me into Eastern Star. Little bitty thing.”
Mac was taciturn and Mamoo was quiet, especially in her later years when she was hard of hearing but too vain to wear a hearing aid.
My grandfather was notoriously frugal, a trait my father inherited. He once decided to make some extra money raising and selling chickens, and bought at least 100 day-old baby chicks. Unfortunately, many others had the same idea and the chicken market collapsed. Since selling the chickens would be a losing proposition, my grandfather decided the family would eat them. Mamoo tried every known chicken recipe for breakfast, lunch and dinner for months, and my father disliked chicken until his dying day.
Mac and Mamoo visited us in Chicago occasionally because they rode the Illinois Central for free. On one visit my folks took us to Chinatown and introduced my grandparents to Chinese food. My grandfather loved the food and, best of all, it was cheap! On every visit thereafter, Mac took us all to Chinatown for dinner.
Mac was a creature of habit and went to bed every night on the stroke of 9 p.m. Guests who overstayed their welcome got the hint when he would stand up, announce that he was going to bed and leave the room.
In all the years I knew him my grandfather had only two cars, a 1940’s-vintage Ford and a 1953 Chevrolet. Whoever bought the Chevy after he passed away in 1973 probably got a good deal: Since Mac only drove to church and around town, the car was in mint condition with less than 20,000 miles. On one visit, my teenaged brother borrowed the car and quickly came back to report that the Chevy had no brakes. My grandfather had never noticed because he drove at a sedate 15 mph and coasted to a stop.
I credit my grandfather with some of the robust genes that allow me to stay active. After my grandmother died in 1968, Mac lived on his own until he passed away at the age of 89. In his later years he used a cane but occasionally walked off without it. We once found the cane hanging from a tree in the backyard.
They’re really smart. So why can’t they govern?
One of the more interesting aspects of the presidential campaign is watching the expertise of the campaign organizations. The Democrats, anyway. President Obama’s campaigns in 2008 and 2012 made innovative use of data analysis, audience targeting and social media. Both parties now use detailed information about individual voters to craft campaign messages and deploy armies of volunteers.
Hillary Clinton’s campaign has raised electoral science to an even higher level of sophistication. Whether or not you agree with the politics, you have to admire the organizational mastery at work. The Clinton campaign has mobilized some of the nation’s smartest technocrats and managers into a model of what every organization aspires to be: efficient, thorough, motivated and responsive. It’s no exaggeration to say that the Democrats are the best in the world at running an election campaign.
Running the country, not so much. If the campaign organization is Seal Team Six, the people in charge of the government are the Keystone Kops.
President Obama’s campaign employed some of the top information technology experts in the country. But the Obama administration was unable to get the Obamacare website operational without spectacular cost overruns and system failures. And security breaches such as the hacking of federal personnel files have become increasingly common.
It’s not just technology. We’re seeing a steady drumbeat of government failures. Veterans die while waiting for care at Veterans Administration hospitals. The Environmental Protection Agency pollutes a river. Engines on the Navy’s brand-new littoral combat ships keep breaking down. Victims of Hurricane Sandy in 2012 are still waiting for disaster relief. Delays in tax refunds from the Internal Revenue Service have become routine.
And it’s not just the Democrats. Republicans are equally inept, though their preference for smaller government may result in a little less damage. Both parties share the blame for the VA’s long-standing problems and the Federal Aviation Administration’s failure to modernize the 40-year-old air traffic control system.
When inspirational campaign promises are routinely sabotaged by bumbling bureaucrats, it’s no surprise that fewer than half of Americans trust the government’s ability to solve problems.
So here’s the mystery: Why do politicians hire talented people to get themselves elected and then turn the government over to stumblebums? What happens to those brilliant campaign technocrats between elections? Why aren’t they running the Obamacare website or organizing patient care at the VA?
This is more than idle curiosity. We elect politicians to run our government, and most of us will tolerate moderate levels of waste and corruption so long as things get done. That’s the deal: If the streets are clean and the garbage is picked up, I’m willing to overlook my city councilman’s sticky fingers and loose morals.
But when government is incompetent, the politicians aren’t keeping their end of the bargain. At some point voters will decide that the deal’s off and vote for the other party.
So I’m amazed that politicians don’t appoint their best and brightest campaign operatives to run government agencies. Delivering value to the voters (what a concept!) will keep their party in power. If those talented campaign experts can persuade us to elect someone like Hillary Clinton or Donald Trump, imagine what they could accomplish if they were doing honest work!