MUSK vs FEDERAL LEVIATHAN

 

[Published in the Sunday Guardian of India and Newsmax]

The United States (U.S.) must confront Federal Government spending.  U.S. national debt is now $35.7 trillion USD.  This is larger than the country’s $29 trillion USD Gross Domestic Product (GDP).

Paying interest on the debt now exceeds $658 billion USD a year.  This debt service is becoming an increasingly large part of annual spending for the Federal Government.

Reducing the size and cost of government is a major priority for former President, Donald Trump.

He is promoting Elon Musk’s plan to find and cut trillions of dollars in Federal Government waste.

Musk will only succeed if he moves boldly and learns from the past.  His current plan to build a bureaucracy to fight bureaucracy will end in frustration.

The Federal bureaucracy has fended off countless similar efforts.

In 1982, President Ronald Reagan established something similar to Musk’s proposed effort.  The Grace Commission was charged with identifying and eradicating waste. Reagan first used the phrase, “Drain the Swamp” as part of the Commission’s mission.

Businessman, J. Peter Grace, formed the President’s Private Sector Survey for Cost Control (PPSSCC) as a separate organization funded by private sources. Over 150 prominent business leaders volunteered their time as overseers and members of the PPSSCC Task Forces. Its 36 task forces generated 2,478 recommendations that identified $424 billion USD ($1,243 billion in 2024 value) to be saved in three years. Congress ignored them all. 

Earlier government waste initiatives include the 1974-76 Commission on Federal Paperwork.  It was designed to assess paperwork burdens and implement the Paperwork Reduction Act.  The Commission employed hundreds of people to review government forms and processes.

This was my first job in Washington, DC.  As a graduate student at American University, I was a management analyst for the Housing Task Force.  One of my most surreal findings was a 36 foot (12 meter) long flow chart for applying to build government subsidized housing. The report’s 800 recommendations were issued and vanished.  Very few of the recommendations were implemented.

Vice President Al Gore led the “National Partnership for Reinventing Government (NPR)” initiative under President Bill Clinton.  It intended “to make the federal government work better, cost less, and get results Americans care about". During its five years, it was a catalyst for several operational changes, including the elimination of over 100 programs, the use of performance measurements, and expanding technology.

However, it promised savings of $207 billion USD never materialized.

There are other ways to rein in government waste.  They just haven’t been used.

Every year, the Government Accountability Office (GAO) and 73 Department and Agency based Inspector General Offices issue reports.  Annually they uncover over $650 billion USD in waste.   These reports include recommended actions.  Virtually none of them are implemented.

One example: Improper payments (payments that are made incorrectly) cost the U.S. over $200 billion USD a year. The GAO estimates that the U.S. government has lost almost $2.4 trillion USD in simple payment errors over the last two decades.  No action has been taken.

Every year outsiders expose government waste.

Senator Rand Paul issues his Annual “Festivus Report” each December.  It focuses on dubious grants and contracts.  His 2023 report revealed the U.S. government paid $900 billion for worthless research, fraudulent claims, and subsidies to domestic millionaires and foreign tyrants. Some of his specific findings included: an National Institutes of Health (NIH) grant to study Russian cats walking on a treadmill, Barbies used as proof of ID for receiving COVID Paycheck Protection Program funds, $6 million to promote tourism in Egypt, and $200 million to ‘struggling artists’ like Post Malone, Chris Brown, and Lil Wayne.

Dr. Rand Paul Releases 2023 ‘Festivus’ Report on Government Waste - Senator Rand Paul

Senator James Lanford issues his “Federal Fumbles Report” that highlights laughable waste.

Federal Fumbles - Senator James Lankford

Citizens Against Government Waste’s annual “Pig Book” illuminates questionable earmarks (now called Congressionally Directed Spending).

2024 Congressional Pig Book | Citizens Against Government Waste

The challenge is not finding the waste, but actually doing something about it.

There are steps that should be taken.

Step One – Clean House 

The U.S. Government’s Executive Branch includes mostly career personnel. They are selected through a competitive application process.  Once past a probationary period they can only be removed for cause. 

However, there are thousands of Executive Branch personnel who hold “policy positions” and are not eligible for career status protection.  These individuals are appointed by the President and his Office of Presidential Personnel (OPP).  They are “at will” employees and may be removed at any time for any reason.  The listing of these policy positions is known as the “Plum Book”.  It lists around 8,000 personnel that have limited or no career protection. 

As Director of Personnel for the Reagan Campaign and Transition, I looked at organizational charts for all career personnel who directly reported to policy officials or worked in policy offices.  There were also hundreds of agency and programmatic advisory boards and committees with their own support staff.  All of these people, upwards of 50,000, can be transferred or reassigned to clear operational pathways.

Only the Reagan Transition of 1980-81 completely cleared the policy and operational pathways.  This allowed the “Reagan Revolution” to move rapidly on a broad front to fundamentally change U.S. domestic and foreign policy.

An incoming Presidential Administration usually asks for the resignations from every political appointee from the prior administration.  However, some do not comply.  Other “holdovers” find career positions.  Some create consulting arrangements to remain on the public payroll.

The Executive Branch is awash with contractors. Many of them owe their allegiance to prior administrations. All have a vested interest in garnering more money for themselves.  A detailed review of these contracts and contractors can empty out large swaths of those loyal to the “status quo”.  Many of these contracts may be poorly written and administered.  Some may have no real value.  Ending these contracts will save billions.

Step Two – Take Control

A new President is like a ship’s captain.  They stand on the ship’s bridge to control its course.  In reality, this “captain” initially has no control beyond the bridge.  The size and complexity of the Federal Government hampers any change of course.  Too many activities have lives of their own, managed by individuals who are wedded to the “status quo”.

A new President needs to insert “Change Teams”, professionals skilled and committed to making the new Administration an immediate operational reality, into all Cabinet Departments and major agencies to instantly end the previous era.  This means full control of every key decision.  This covers all legal, regulatory, procurement, personnel, grants, and expenditures.

Nothing should happen until signed off by the Change Teams. 

Locking everything down also means revoking all delegations of authority and forcing every action, communication, and policy into the hands of the Change Teams immediately.  The Change Teams must literally patrol the corridors and rattle doorknobs to make sure no one is extending the actions of the prior era.  The first few days of Reagan’s Presidency found numerous examples of career employees refusing to yield.  In one case, a grant administrator had to be physically stopped from approving $350,000 USD of Carter era grants still sitting on his desk.

Bringing in new people who are loyal and competent is vital.  So is finding and promoting their career counterparts.  Whistleblowers exposed many problems during the Biden-Harris Administration.  They should become key advisors for identifying career allies and ferreting out resistance.

Both Republican and Democrat political appointees complain that their career colleagues often hide, spin, or fake facts.  This is not partisan.  Careerists want to protect their power, turf, reputation, and pet projects.  In many cases, careerists go through the motions of supporting the new Administration without doing anything.  Discovering and thwarting “Malicious Compliance” is a major challenge. This even happens within the Office of the President as this organization is filled with career employees. 

The transition planning process needs to start identifying trusted colleagues ASAP.  These may be whistleblowers who will embrace change, and confidential sources who have already proven themselves credible to Congress and media allies.  This first wave of trusted professionals identifies those they trust, and so on, until there is a critical mass to substantively shift policy and operational direction throughout the Executive Branch.

Step Three – Follow the Money

Approximately $1.028 trillion USD remains unexpended among general accounts and $461 billion USD remains unspent in trust funds.  While these funds are technically obligated, the fact that they have languished for years raises questions about their use and management.  These funds can be reclaimed and reused.

Look for the accounting code “1941” on federal agency accounts.  This code is for “unexpired unobligated balances”.  Another database is expired grant accounts. The GAO uncovered 7,500 just in Department of Health & Human Services’ Payment Management System.  Thousands of lapsed grant accounts are briming with money that will never be used but can be reclaimed.

The late Senator, Tom Coburn, exposed these funds in a detailed report, “Money for Nothing”. Nothing was done.  The U.S. media ignored his findings.

Microsoft Word - MONEY FOR NOTHING June 6 - final

Another code is the “Current Services Budget”, or “Baseline” budget. This outlines how much it costs to maintain existing services at current levels. It factors in various cost drivers - cost of living increases, escalation clauses in contracts, etc. Funding above “Current Service” is a spending increase.  This is a built in “ratchet effect” to expanding government.

Step Four – Eliminate Programs

Congress is the headwaters of expanding government.  Every year new programs, entities, and reporting requirements are established.  Members from both parties jealously guard their progeny.

Reviewing which ones are obsolete and duplicative may shame some in Congress to let them fade away.  Some may have lost their protection as their creator has left Congress. It took years for the Base Realignment and Closure (BRAC) process to eliminate obsolete facilities.

Abolition opportunities abound for those programs directly created by the Executive Branch.  These have no basis in law but are created under the concept of “management by news release”. One day stories that result in never ending wasteful activity.  Other programs are training projects to promote specific ideological ends, such as climate change, critical race theory, and transgender awareness.

Eliminating whole Agencies and Departments requires more courage than exists in Congress. 

Step Five – Reduce Personnel

Instituting a real hiring freeze will rapidly drop numbers through retirements and “churn” (people leaving government to take nongovernment jobs).  Special exemptions will be required as specific vacancies for performing real tasks arise.  These waivers should only be granted by the Change Teams. Do not conduct mass firings or “Reduction in Force” (RIFs).  This triggers an array of procedural impediments and legal actions.

Reagan’s General Services Administration (GSA) cut nearly two thirds of its workforce in three years using a hiring freeze without a RIF. No legal action occurred.

Congress establishes programs and organizations, but rarely details how they are staffed or managed.  This is the best opportunity to delayer, reduce, and consolidate.

The private sector has found that 2-5 layers of management are more than adequate to assure success. Corporate performance “dashboards”, knowledge management, and empowering/enabling front line workers led to abolishing the antiquated concepts of span of control, pecking order, and fiefdoms.  It is time for the Federal Government to join the 21^st Century and eliminate up to 23 layers of obsolete command & control supervisors, countless numbers of extraneous planning staffs, and unnecessary program overseers. 

Americans deserve value from every dollar spent. 

They rarely receive even $0.12 USD of value per $1.00 USD. 

Many dollars spent generate no value at all.

It is long overdue to fight Federal Government waste and win.

 

LEADING IN THE NEW CONGRESS

 

[Published on Newmax]

The Republican Congress has a small window of opportunity to redefine the political landscape.

Will Republicans repeat history or make history?

Remember 2011?  Republicans won an historic number of seats in 2010 only to become disappointingly ineffective.  A thundering herd of elephants birthed mice.

Republicans will need to overcome several challenges. 

First, most media will declare the “end of days” and breathlessly report the coming “Republican apocalypse” in detail.  They will demonize every incoming Republican with cherry-picked “facts” and an endless array of fiction. 

Second, Republicans will not be unified.  They rarely are.  Conservatives should remember that just because Members of Congress are “R”s they are not necessarily “ours”.  There are moderate and liberal Republicans, along with swamp dwellers, timid souls, and special interest conflicted.

Republicans, even with a slim majority, can make a difference if they achieve four major goals: Expose; End; Equip; Endure.

EXPOSE

Congress has a fundamental duty to conduct oversight and hold those in power accountable. 

This begins with Congress itself.  Republican leaders must immediately demand that January 6, 2021, videos from all 1,800 Capitol Hill cameras are preserved.  Any cameras “not working on that day”, and “lost" or “damaged” videos, must be fully explained and documented.

On January 6, 2023, Congress embraces transparency by releasing all January 6 videos from all cameras unedited or redacted.  Let Americans see for themselves what happened.

To follow-up, Congress then identifies law enforcement shown on Capitol security and news videos helping protesters by unlocking and opening doors, removing security barriers, waving them to the Capitol, or standing-by passively.  Each law enforcement officer should be individually brought behind closed doors and asked, under oath, “who told you to do that?” 

Those who “were following orders’ will be asked, “whose orders?”  Their superiors are brought forward and asked the same questions.  Congressional Q&A continues until top law enforcement officials either assert they initiated rules of engagement themselves or identify orders from specifically named elected officials.  These communications would then be released to the public.

There are countless Biden abominations that deserve investigation.  Republicans must heed the lessons from their ineffectual pursuit of Obama scandals.  Subpoenas will be ignored, documents will be withheld, slow walked, or become “missing”, witnesses will refuse to testify, lie, or obfuscate.

The gold standard remains the 1973 Watergate Committee.  They began with the lowest level people and worked their way up to the top.  Questions were asked and Members waited for answers instead of launching into finger waving monologues.  Public hearings are theatrical events. Republicans need to manage the plot, characters, and answers beforehand and build a narrative.  The truth is out there but is nearly impossible to uncover in a timely enough manner to matter.

Nonpartisan oversight should also occur, using hundreds of reports published by the Government Accountability Office (GAO) and the 72 Department and Agency Inspectors General.  Americans need to repeatedly hear about the mindboggling expanse of waste, fraud, and abuse that is endemic in the Federal Government.  This validates the next Republican President’s reform agenda.

END

Republicans will end new Biden initiatives and reduce his ability for mischief. They can defund programs, positions, and people.  They can turn campaign promises into reality by introducing legislation addressing voter priorities.

Justification through hearings and legislation will reveal and debunk the underlying dogma that is driving the Biden agendas for climate change and wokism.  Deindustrializing America is foundational to Biden’s assault on energy independence.  Showcasing silenced experts on these matters is vital.

Biden will veto everything Republicans do, and they will not have the votes to override. Republicans can counter by thinking well ahead of these predictable moves. Biden vetoes will become opportunities to contrast Republican voter-endorsed solutions with how Biden’s policies destroy America. This builds the case for change in 2024.

EQUIP

Republicans used the last two years of President Jimmy Carter to pave the way for the Reagan Revolution.  The next two years can equip the next Republican President with ideas and actions that will define the political landscape for 2024 and beyond. Through hearings, legislation, and floor speeches, they can build a mandate for the next Republican President to “hit the ground running”.   This change agenda will generate Leftist attacks, providing insights for Republican counter measures when they are reintroduced in 2025. 

ENDURE

The Washington, DC swamp is far deeper and extensive than anyone ever realized.  Republicans who cannot be bought-off or scared-off will be relentlessly savaged.  Democrats are known for locking arms and never breaking ranks.  Republicans shoot their wounded, even ones with minor injuries.  Time to think strategically and prepare for future battles 

To save America we must think past one election, one hearing, or one piece of legislation. 

It took years for the Left to gain the upper hand.  

It will take years to end their reign.

Scot Faulkner served as Chief Administrative Officer of the U.S. House of Representatives and helped lead Speaker Newt Gingrich's Congressional Transition in 1994. He was Director of Personnel for the 1980 Reagan Campaign and served on the Presidential Transition team.  He currently advises corporations on implementing strategic change.

COMMITTEES MATTER

“CONSTITUTING AMERICA” SERIES ON CONGRESSIONAL HISTORY

Since the Roman Senate, there has always been a need for a smaller group of Members to focus on details before actions are considered by the entire assembly. This is a better use of time, as Members are not equally interested or versed in every topic under consideration.

Committees to support the legislative process in America’s colonies started in the House of Burgesses in Williamsburg, Virginia in 1642.

The drafting of America’s Declaration of Independence was the act of a committee.

On May 15, 1776, the Second Continental Congress unanimously passed a resolution calling on all thirteen colonies to form governments representing colonial interests independent of the British Crown. Congress then authorized the drafting of preamble explaining the reasons for and purposes of this action. On June 11, 1776, Congress appointed a “Committee of Five” to draft this “declaration”. John Adams, Benjamin Franklin, Thomas Jefferson, Robert Livingston, and Roger Sherman were appointed.

The work of the “Committee of Five” was presented to the Congress on June 28 and, after spirited debate, was adopted on July 2, 1776. The approved Declaration of Independence was signed on July 4, 1776.

After the Revolutionary War, and the adoption of the U.S. Constitution, newly elected Senators and Representatives quickly formed committees to support their legislative duties.

On April 2, 1789, the first House committee was established to “prepare and report” on rules and procedures.

On April 7, 1789, the first Senate committee was formed to establish rules of procedure. By 1816 the Senate had eleven standing committees, many of which operate to this day.

The formation of the House committee on Ways and Means, on July 24, 1789, marked Congress’ implementation of its most important relationship with the Executive Branch.

“No Money shall be drawn from the Treasury, but in Consequence of Appropriations made by Law; and a regular Statement and Account of the Receipts and Expenditures of all public Money shall be published from time to time.”

- U.S. Constitution; Article 1; Section 9

The “Consequences of Appropriations” is how representative government holds the Executive Branch in check. In the earliest days of the United States, unelected functionaries, all owing their positions to political patronage, had to be held accountable to Americans. Only through elected Senators and Representatives in “oversight” hearings could these public officials be reminded that their loyalty was to the law and Americans citizens, not just to the President.

Congressional Hearings are conducted to put actions and information on the public record.

Senators and Representatives use hearings to expand from focusing on legislative details to exposing and communicating facts.

Ideally, a Congressional hearing is well-scripted theater. Executive Branch officials work with Committee staff to prepare for publicly sharing information. When the hearing convenes, everyone knows their role. Witness testimony, followed by questions and answers, clarify intent of laws, explain programmatic and policy matters, and explore solutions. The outcome is action that supports passage of legislation or funding for government operations.

Majority and minority members of the Committee have equal time to speak and pose questions to witnesses. Depending on the issue, non-government experts, and at times, average citizens, may be witnesses, sharing their insights and experiences to illuminate the impacts of a given issue.

As government expanded, Congress needed help with its oversight. In 1921, the Government Accounting Office (GAO) was formed. It was later renamed the Government Accountability Office, using the same acronym – GAO.

The GAO’s accounting and management experts review how Americans’ tax dollars are spend, or misspent. Every year hundreds of investigative reports, filled with hundreds of recommendations are sent to the Congress. These reports support oversight hearings where Congressional committees hold public officials accountable and launch legislative efforts to curb abuse and facilitate efficiency.

That is how it is supposed to have worked.

Unfortunately, most Senate and House members find government oversight “boring”. Unless there is a headline-grabbing scandal, few news outlets cover improper payments, operational duplication, or mismanagement leading to wasteful spending.

This is unfortunate. In 2017, implementing just 52% of the 724 GAO management recommendations saved taxpayers $178 billion. During the final years of the Obama Administration, only 29% of the GAO’s recommendations were implemented.

Annually, the GAO, and the 73 independent Inspectors General within the Executive Branch, publish over 8,000 reports identifying approximately $650 billion in waste.

In the past, Appropriations Committees met to build the case for spending public funds. Administration witnesses made their case for spending. Appropriation Committee Members made their alternative case, opposing or supporting what the Administration witnesses proposed. Oversight reports and hearings guided spending and reforms.

What should occur is a dialogue designed to align Congressional intent, and Executive Branch actions. Representative government is fundamental to validating public spending.

What should emerge is legislation filled with spending numbers. Supporting these numbers should be a narrative, in the public hearing record and committee reports, building a compelling case for how and why public finds are being spent, or not spent.

None of this happen anymore. Few, if any Appropriation bills pass. Concurrent Resolutions or Omnibus spending bills are generated at the last moment to meet spending deadlines. Political expediency, not representative government, drives the legislation.

In 2015, there were 128 House Appropriation hearings prior to marking-up legislation. In 2016 there were only 88. The House listened to 253 Administration witnesses, but only seven of the 73 Inspector Generals. No one from the Government Accountability Office (GAO) was involved. No one from private oversight groups, documenting government waste and abuse, were heard.

It gets worse. In the 1980s and 1990s, Appropriation hearings lasted three or more hours. Hearings in 2016 averaged 77 minutes. When you factor in the opening remarks from the Chair and Ranking Member and the opening statement of the main witness, less than 25 minutes were devoted to questioning witnesses at each hearing. Very few Members attend or participate.

House Committees broadcast their hearings online and archive them as podcasts. None of the 47 Senate Appropriation hearings were broadcast or archived. The public only knows that three Inspector Generals appeared, and there was no one from the GAO or government watchdog groups. The public remains uninformed as to what 121 Senate witnesses had to say beyond the text of their prepared remarks. Senators’ questions are also a mystery.

Congressional hearings, the embodiment of representative government, are deteriorating. This undermines the carefully crafted balancing of powers in the U.S. Constitution.

Representative government means its elected officials must do their duty. Even “boring” management oversight is important, especially to taxpayers concerned about how their hard earned money is spent.

[Scot Faulkner advises corporations and governments on how to save billions of dollars by achieving dramatic and sustainable cost reductions while improving operational and service excellence. He served as the Chief Administrative Officer of the U.S. House of Representatives. He also served on the White House Staff, and as an Executive Branch Appointee.]

AT YOUR SERVICE

Quality customer service is a foundational aspect of business success.  A company’s front line personnel are its public face.  They are the ongoing personification of its brand integrity and “value proposition”.

The U.S. Postal Service recently proved itself clueless of this truism. USPS senior executives dismissed as “irrelevant” a new Inspector General report asserting that poor customer service and “rude” employees could cost the agency $300 million during this fiscal year. http://www.govexec.com/management/2015/02/rude-postal-employees-could-cost-usps-300-million-year/105045/?oref=govexec_today_nl

The Inspector General explained how successful retailers “ensure workers are up to the task of face-to-face customer interaction before placing them in a position that requires it”.  USPS union leaders joined management in dismissing these findings - asserting hiring more employees would take care of negative service.





Anyone who has received sullen service from front line government employees, like at the Department of Motor Vehicles, knows that there is clearly room for improvement.  Yet government, more often than not, remains on the trailing edge of customer-focused service.

Thankfully, there are exceptions.





During my years with Philip Crosby’s quality management consulting firm, one of my largest clients was the Smithsonian Institution.  It was a wonderful client as senior leaders were fully committed to and engaged in establishing a vibrant quality culture.  It was exhilarating advising behind the scenes of the world’s greatest museum complex.  What happened in front of the scenes was equally revelatory.  



Smithsonian executives identified public exhibits as an opportunity to showcase their commitment to quality management.  We explored the disconnect between priceless artifacts and a quality visitor experience.   We arrived at an epiphany – the public face of the Smithsonian was not its World Renown scholars and curators, but its guards.




Smithsonian guards, mostly minority and high school educated, were only connected to the artifacts they protected by location. This was to change.





Over the course of a year, we facilitated dialogues between curators and guards.  Once guards were treated as respected members of the exhibit team a number of positive things occurred. First, they took ownership of the exhibits.  They took pride in “their exhibit”, made an effort to learn about the exhibit, and became proactive in answering tourist questions.  They also began providing more detailed information, improving the tourist experience.





The next thing that happened was guards offered suggestions to curators about the exhibits.  They shared insights on how tourists moved about the exhibits.  This included pointing out the visitor flow patterns they observed.  Bottle necks and cul-de-sacs were flagged.  They also shared tourist questions arising from incomplete or unclear signage and descriptions. Most importantly, they identified how artifacts got damaged by tourists bumping or touching items.





Curators and managers quickly realized the fundamental value of guards to the entire cycle of public exhibits. More experienced guards were invited to review and critique mock-ups of new exhibits to assure efficient visitor flow and eliminate hazards to artifacts. Curators gave tours to the guards assigned to exhibits to help them become fully knowledgeable.





The results were immediate and substantial.  Incidents of damaged displays were cut in half.  Visitor flow improved, as did guard moral and positive visitor feedback.  Today, fully engaging guards as full team members in public exhibits is a standard throughout the museum world.

9,528 Opportunities Ignored

America should be having a serious discussion on the size and cost of our Federal Government, and what to do about a debt burden that has already sailed our nation off the fiscal cliff. Instead, disinformation has buried what little integrity is left among the participants.

Senator Mary Landrieu (D-LA) recently spoke on the Senate floor: "I am not going to keep cutting the discretionary budget, which by the way is not out of control, despite what you hear on Fox News."

There are many reasons why Senator Landrieu is wrong. In fact, there are 9,528 reasons. That is the approximate number of audits and investigations conducted by career employees during 2012 on federal programs, projects, agencies, and contracts. The General Accountability Office (GAO) issued 768 reports, which contained 1,807 recommendations for operational improvement. One can also glean from public documents approximately 8,760 audits and investigations conducted by the 73 Inspector General Offices among the cabinet departments and independent agencies of the Executive Branch.

Every one of these 9,528 efforts found waste, fraud, and abuse. Every one of these reports identified opportunities for improving operations and made specific recommendations. The Department of Labor’s Inspector General’s Office conducted 66 audits that identified $2.4 billion in waste. The office also opened 585 investigative cases, obtaining 633 indictments and 433 convictions. They also recovered $398 million that had been criminally diverted. There is similar documentation of mismanagement, inefficiency, and ineffectiveness within every report issued by the GAO and the 73 Inspectors Generals. In 2012, these reports documented over $650 billion in waste. That translates into at least $6.5 trillion in possible spending cuts, over the next ten years, without harming one legitimate beneficiary of government services.

It is time for every politician and pundit to admit that there is definitely “room for improvement” in the way the federal government manages our tax dollars. Tragically for America, very few of these 9,528 reports receive any public airing in Congress. Liberals do not want to admit there is “room for improvement” because that will pull the rug out from under their argument for more taxes. Conservatives do not want to admit there is “room for improvement” because that will pull the rug out from under their argument for ideological cuts. Conservatives would also have to admit that there is more than $100 billion wasted annually in the Defense Department. This waste has nothing to do with keeping America safe, in fact, it degrades our safety.

Everyone should be upset that even one penny of tax dollars is misspent. That goes for whether you love a program/project or hate it. Unfortunately, no politician or pundit is willing to rise above their partisan mud-wrestling to think about our country. In rare situations the level of corruption and dysfunction created a bipartisan mandate for strategic change. This happened at the General Services Administration in the early 1980s when years of multi-million dollar criminal activity, and 48 convictions, allowed for a top to bottom rethinking of the agency. The result reduced staff by 20,000 and saved $3 billion. This also happened in the House of Representatives in the mid-1990s when high profile scandals, and the first change in party control in forty years, allowed for a fundamental reinventing of Congressional operations. The result cut support staff by 48%, established financial integrity, and saved $148 million.

Times have become too partisan to start with strategically rethinking Executive functions and management. It would be horrendous to wait for epic scandal or corruption to trigger another brief moment of bipartisan cooperation. What we are left with is cajoling everyone to admit there is “room for improvement”. Senators and Congressmen have 9,528 reports, generated by objective, nonpolitical, professionals to guide where and how to cut waste. Once the recommendations are implemented, and the management improvements are in place, they can debate whether to reallocate the savings. In the meantime, America’s debt bomb will be partially defused without harming programs, services, or recipients.

Can we all agree that this would be a great way for Congress to spend the next two years?