It is well known that government bureaucracies are notoriously inefficient and wasteful. Anybody who has worked in both government and the private sector, and has seen the disparity first hand, is all too keenly aware of this reality.
In the interest of spending one dollar to save hundreds, I suggest that the state retain the services of experts well versed in efficiency gains and process improvement. For example, highly transactional departments could benefit from the Six-Sigma efficiency methodology. Having worked on such process-improvement projects I know how well they can work, and how much time and money can be saved by implementing them.
However, for this to be of any practical benefit, the state absolutely must understand and accept that the imposition of streamlining measures will by their very nature render any number of positions obsolete, and the elimination of those jobs will be part and parcel of the savings associated with this type of project.
In short, I am encouraging the state to do what the private sector has been forced to do all along, but more particularly during these past few years of acute economic distress. Employment with the government can no longer be treated as a “sure thing.” Where redundancies exist, whether they be redundant processes or redundant positions, they must be eliminated. Where a process improvement can be brought to bear that will enable one staffer to do the work currently allocated among five staffers, then four positions must be eliminated.
I suggest that the state begin with a moderately bloated bureaucracy as a pilot project and decide from there which other large-scale bureaucracies will provide the maximum return on this activity.
The state must also be prepared to compel cooperation of the state employees and act accordingly if it is not forthcoming.
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