Category Archives: Efficiency in government

The Song’s Not New Just Because You Haven’t Heard It Before

by Joe Fitzgerald

When I was a younger man and indulged in that lowdown southern whiskey, I would sometimes sum up the next day by saying, “I don’t remember church bells.”

Astute observers will immediately recognize literary allusions to Little Feat’s “Dixie Chicken,” one of the great rock-and-roll story songs.

Now, 41 years sober, I hear the song differently. It’s the story of someone finding out that an experience may have been unique to him, but wasn’t unique.

Which leads me back, to the surprise of no regular reader, to Bluestone Town Center. BTC is an ill-advised development based on empty promises, misguided good intentions, and governmental obtuseness. Those wishing to know the other side of the story are welcome to Google it.

I was struck during the discussions of the project by how often supporters of the project fell back on baseless accusations of racism and privilege or answered objections that hadn’t been raised. I also noticed things in the city’s deeply flawed housing report that had little to do with building or selling housing.

Come to find out, any discussion of housing faces an underlying set of assumptions. And as any student of left-leaning politics knows, many of those assumptions lead to the expectation that anyone opposing any housing issue must prove their motivations and intentions are not racist, classicist, ageist, or ableist. Continue reading

Major Actions to Reduce Corporate Overhead Offer Lessons and Opportunities to Virginia Government

Courtesy Wall Street Journal

by James C. Sherlock

The chart above shows that management and administrative overhead growth has been a trend not limited to government. The difference is that corporations are making quick and decisive strides in reversing the trend.

It is axiomatic that government should minimize overhead to maximize efficiency in delivery of services. And to lower its costs.

Efficiencies need to be found:

  • to maximize value for citizens;
  • to speed decision-making;
  • to minimize administrative consumption of the time and attention of front line workers; and
  • to restore freedom of speech suppressed by government bureaucracies assembled for that purpose.

All senior government managers would sign up for those goals — as theory. But execution is hard. Internal pressures against change are seldom exceeded by external ones that demand it.

An excellent report in the Wall Street Journal makes an observation that they may wish to consult for inspiration.

Companies are rethinking the value of many white-collar roles, in what some experts anticipate will be a permanent shift in labor demand that will disrupt the work life of millions of Americans whose jobs will be lost, diminished or revamped partly through the use of artificial intelligence.

‘We may be at the peak of the need for knowledge workers,’ said Atif Rafiq, a former chief digital officer at McDonald’s and Volvo. ‘We just need fewer people to do the same thing.’

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As U.S. Teeters On the Brink of Recession, Virginia Beach Hikes Taxes

Clouds gather over Va Beach. (Bob Rayner)

by Kerry Dougherty

Do you mind if I’m brutally honest for a minute? Good. Because there’s no stopping me today.

Any member of the Virginia Beach City Council majority who voted Tuesday to approve an obscene $2.5 billion budget as the country teeters on the edge of a recession is a liar if they try to tell you they didn’t raise taxes.

I mean it. Join me in calling them LIARS.

While it’s true these politicians left the tax RATE alone, assessments jumped an average of 9%, with some of us seeing much sharper increases.

That means almost every homeowner in Virginia Beach just got a big fat tax hike. Combine that with an inflation rate of about 5%and the average working family trying to stay above water in the resort city is drowning.
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Critical Staff Vacancies at Central State Hospital

By James C. Sherlock

This space has offered the opinion previously that it is unwise to build a new Central State Hospital (CSH) on the site of the old one.

A follow-up FOIA request to the Virginia Department of Behavioral Health and Developmental Services has yielded current “jobs filled” data to compare to “jobs vacant” data reported earlier to enable us to examine significant personnel shortfalls by percentages.

They make a discouraging point about the current status and the future prospects of CHS in Dinwiddie County.

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Tuition, Room, Board and Fees Up 7% Next Year at Tech – Zero Cuts in Massive Administrative Overhead

Letitia “Tish” Long

by James C. Sherlock

From The Roanoke Times

Faced with inflationary pressures and state budget uncertainty, the school’s Board of Visitors voted unanimously to markup overall student costs by about 7%, increasing tuition and fees, plus room and board.

It was not an easy decision, said Rector Tish Long.

”This is one of the most important and most difficult decisions that this board has had to make,’ Long said. ‘This is a very difficult decision, and we did and continue to take everyone’s comments into account.’

Rector Long did not mention how easy it was to not cut administrative overhead:

  • No data required;
  • No difficult discussions;
  • No strained decisions;
  • No dispirited looks from the University President;
  • Let’s break for lunch. Early.

Tech’s Executive Vice President and Chief Operating Officer, who would be the one to recommend cuts, is enthusiastic about that school’s “Administrative Transformation” project.

He notes that he has an Administrative and Professional (A/P) Faculty job architecture project underway. Alas, the obstacles include:

Currently there are over 2,400 A/P faculty positions with over 1,800 unique titles. This lack of structure creates inconsistent pay and titling practices — which can unintentionally create pay equity issues — as well as makes it difficult to benchmark salaries to the external market.

It makes it quite difficult to make cuts when the University COO has no idea what all those people do. Continue reading

Sens. Warner, Kaine Visit Roanoke To Tout New Bridge But City Council In The Dark About Scope of Project

by Scott Dreyer

On a picture-perfect April 12 with a backdrop of the sparkling Roanoke River and dogwoods and redbuds in bloom, Virginia’s Senator Mark Warner (D) and Senator Tim Kaine (D) visited the Roanoke Greenway at Roanoke City’s Smith Park.

The occasion was for the two senators to present a cardboard poster representing a check to Roanoke City for $2.5 million for the replacement of the low water bridge on the popular Greenway just a few yards downstream from Smith Park. The senators stated the funds came from the roughly $1.2 trillion bipartisan infrastructure bill.

An email invitation from the City to reporters claimed the new, higher bridge will not only allow kayakers to travel under the bridge unimpeded (at low water levels) but also help the endangered Roanoke logperch swim up and downstream more easily.
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Virginia Very Low Income Housing Voucher Waiting Lists are Closed

SeaView Lofts apartments in Newport News

by James C. Sherlock

Some things don’t change that should.

Or don’t change fast enough to keep up with markets.

Which means they will fail.

From Virginia Housing’s discussion of the Housing Choice Voucher Program

The Housing Choice Voucher Program is the federal government’s major program for assisting very low-income families, low-income families, the elderly, and the disabled to decent, safe, and affordable housing in the private market.

Housing assistance is provided on behalf of the family or individual, and allows you to find housing (single-family homes, townhouses, mobile homes, and apartments) that that [sic] fits your needs.

Or not.  From the Housing Choice Voucher Waiting List Portal

We are sorry, but none of Virginia Housing waiting lists are currently open.

That is the list for the entire Commonwealth.

The program is broken. So, what is going on? Continue reading

A More Appropriate Management Model for State Mental Health Facilities

Central State Hospital Petersburg

by James C. Sherlock

I always find it disturbing when state agencies operate institutions that they are also responsible for regulating and inspecting.

It almost cannot work.

I have brought this up with regards to the VDOE operation of a virtual learning program when that same agency oversees private providers of the exact same services.

That is small ball compared to the issues at the state’s mental health facilities.

Now we have a very recent tragic example at Central State of decades-long problems at state-run mental hospitals including overcrowding and inadequate staffing.

A 2021 Associated Press article used Central State as the leading example of overcrowding. The reporter wrote, prophetically:

Virginia sheriffs are reporting being stretched thin after responding to psychiatric emergencies that require them to hold people and transport them for treatment.

‘I’ve had deputy sheriffs tied up for days at a time,’ John Jones, executive director of the Virginia Sheriffs’ Association, told the newspaper in an interview on Tuesday. ‘We’re at a crisis point.’

Now seven sheriffs deputies and three Central State staffers are charged with murder in that same scenario.

I view the current management model in which a single state agency oversees, operates and inspects its own facilities as untenable.

There is a proven alternative. Continue reading

Crime in Virginia — the Statistics of Race and their Causes

by James C. Sherlock

Crime, especially violent crime, is a constant topic in private conversations and in public politics, and thus here on Bacon’s Rebellion.

Comments on BR crime-related articles turn quickly to race, often without basis in fact.

I will offer below the actual crime statistics by race from 2021, the latest available year, in an attempt to cure that.

Then I will write about the causes.

I will almost certainly be called a racist. Continue reading

Arlington CPS Seizes Baby Girl Over Tylenol

by Asra Q. Nomani and Debra Tisler

Late Wednesday afternoon, in Courtroom 4B of Arlington County’s Juvenile and Domestic Relations Court, Sean Jackson beamed widely as a judge granted him and his parents, Carlos Makle and Kim Jackson-Makle, joint custody of Sean’s baby girl, Amoria, instead of relegating her to foster care or instability with a mother struggling with drug addiction.

Kim later said, “Hallelujah,” thinking the nightmare they had been living for over a year with the County’s inept Division of Child Protective Services was finally over. But it was just about to begin all over again. Arlington County’s Child Protective Services was about to dispatch a social worker to an apartment in Arlington to seize Amoria’s second cousin, London, also a cute baby girl, from her mother, Paris Adams.

Why?

Over an alleged missed dosage of Tylenol Wednesday morning that the baby wasn’t even required to get, per doctor’s orders, but was rather prescribed “as needed.” With so much written in the news about public policy, legislation and politics, this story is disturbing because of the sheer inhumanity of bureaucrats operating with complete disregard for actual child welfare or a mother’s heartache.

First, a rewind.
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Is a Reckoning Coming for the Management and Administrative Costs at Virginia’s State Colleges and Universities?

UVa President James Ryan. $750,000 base salary. Courtesy of the University of Virginia

by James C. Sherlock

In 2015, Professor Paul Campos of the University of Colorado at Boulder wrote an op-ed for The New York Times that clarified for many a major issue in the rising costs of a college education — the exponential growth of the number and costs of administrators.

According to the Department of Education data, administrative positions at colleges and universities grew by 60 percent between 1993 and 2009, which Bloomberg reported was 10 times the rate of growth of tenured faculty positions.

Even more strikingly, an analysis by a professor at California Polytechnic University, Pomona, found that, while the total number of full-time faculty members in the C.S.U. system grew from 11,614 to 12,019 between 1975 and 2008, the total number of administrators grew from 3,800 to 12,183 — a 221 percent increase.

With inflation putting pressure on budgets, I hope Boards of Visitors are taking a hard look at reducing expenses before increasing tuitions. Continue reading

RVA 5×5: RVA = DIY

by Jon Baliles

Jack Jacobs at Richmond Biz Sense has an update about the ongoing fallout from the collapse of the Enrichmond Foundation last summer. All of the small organizations that used Enrichmond as a fiduciary lost access to their money (which may be gone for good; stay tuned) and other things like insurance coverage.

While there are efforts underway to transfer two historically Black cemeteries formerly under Enrichmond’s purview to the city, there has not been any statement, hint, clue, concern, or any sign of emotion uttered by the Mayor about when or if the city will help restore the funding of these small groups that do a lot of valuable work to help the City and save staff time.

Since no one at City Hall seems to be interested in helping, Richmonders are doing what they do best — they are doing it themselves (aka DIY).

For example, the group RVA Clean Sweep counts nearly 1,500 people who support it by going around the city picking up trash. They lost their insurance coverage and about $3,000 when Enrichmond folded. Have they quit trying to help clean up the city? Nope.

They held fewer cleanups and told volunteers to be extra careful as they were volunteering without insurance, but they still kept cleaning and sweeping. But no insurance means they were not able to apply for grants or hold as many cleanups as they would like, according to RVA Clean Sweep Director Amy Robins.

But they still held cleanups because they wanted their volunteers to stay engaged. “Robins feared that a prolonged hiatus on activity would cause volunteers to drift away from the cause of cleaning up litter in the city,” wrote Jacobs.
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Virginia Emergency Management During COVID – A Well-Documented Scandal

By James C. Sherlock

The National Incident Management System Preparedness Cycle

We could see it wasn’t right as it unfolded.

Virginia’s flawed response to COVID was slow for all Virginians.

Fatal for some.

But the public just saw the broad stroke external effects.

  • We saw executive orders that seemed sudden, sweeping, and disconnected from the information we had. It turns out that often the governor himself was operating in an information vacuum.
  • In the pandemic’s early phases, the Commonwealth finished last or next to last among states in crucial responses like testing and vaccination program rollouts.  Everything seemed to be invented ad hoc rather than from a plan.  It turns out that was true.
  • There was a prescient and well-drawn pandemic operations plan that had been produced by a contractor, but virtually no one in the administration knew what it required, and certainly had never practiced it in any meaningful way or fine-tuned it based on realistic exercises.  When BR found and reported on that plan in 2020, it was pulled from public view.

It is important to make sure that doesn’t happen again, whether in another pandemic or in a cyber attack, hurricane, flood, mass shooting, kinetic terrorist attack, nuclear plant emergency, or something else.

In response to my request, a very cooperative Virginia Department of Emergency Management (VDEM) FOIA official has provided a remarkable and profoundly disturbing two-volume series detailing a running history and operations analysis of what happened inside the government.

It is titled “COVID-19 Pandemic History and After Action ReportVol. 1 (covers 2020) and Vol. 2. (covers 2021) hereafter referred to as the HAAR.

It was compiled and written under contract by CNA, a highly regarded federal contractor, who had people on site in Richmond during the COVID response.

The HAAR describes and assesses a series of widespread and seemingly endless internal and external government breakdowns that compromised the health and lives of Virginia’s citizens.

Management turmoil in the state government during COVID was so extensive as to be almost indescribable by any group with less talent than the CNA team.

The HAAR documents that Virginia’s COVID response was hamstrung by a lack of operations management experience in the leadership.

I understand that with authority comes responsibility.

But the governor, his Secretary of Health and Human Resources, and his Health Commissioner were effectively the chain of decision makers during COVID.  All three were physicians.

But that is one reason we have a civil service.

Virginia’s civil service failed to prepare for its roles in emergency response long before Ralph Northam was governor.  HAAR documents the complete inability of the bureaucracy to plan, organize and equip, train for, exercise and execute emergency plans.

It is clear to me that without capable civil service support, no administration would have fared well.  I hope, by exposing this deadly failure, to prevent the same thing from happening again tomorrow.

I will make strategic recommendations here in this first part of what will be a series on this issue.

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Richmond’s Skinny Budget: Low Stakes Poker, High Stakes Rhetoric

by Shaun Kenney

Virginia’s General Assembly managed to pass the Richmond equivalent of a continuing resolution to fund the government until Senate Democrats and House Republicans can hammer out a compromise on corporate tax breaks.

One will have to pardon me for not getting terribly wound up about tax breaks for corporations while small businesses and working families are struggling with back-to-back  years of 9 percent inflation from Washington.

Meanwhile, much of the damage done by the Northam administration with regard to Critical Race Theory, Diversity, Equity, and Inclusion (DEI) requirements, gender ideology, and the long litany of progressive efforts to remake Virginia were left both untouched and unchallenged.

Even school choice — the marquee legislation championed by Lt. Governor Winsome Sears — was left to die in committee.

Meanwhile, Senate Democrats are promising a “brick wall” against House Republicans until they get what they want — in other words, reneging on the pledge from conferees to honor a $950 million tax cut. The stopgap fixes the $200 million shortfall snafu created by the Virginia Department of Education’s spreadsheet, puts another $25 million into the Virginia Retirement System, and another $100 million towards cost overruns for existing building infrastructure. What mystifies most is that the Senate Democrats haven’t been precisely clear on what they want beyond platitudes for higher salaries for bureaucrats, public education, higher education, etc. Continue reading

Virginia Rail Safety Inspections

Courtesy Norfolk Southern

by James C. Sherlock

After the Ohio disaster, it is timely to review rail safety in Virginia.

The Federal Railroad Administration (FRA) of the U.S. Department of Transportation is the federal rail safety regulator in cooperation with state authorities.

FRA’s Office of Railroad Safety employs 400 railway inspectors. Federal safety management teams are organized by railroad or type of railroad.

The FRA summary of State rail safety participation states:

state programs emphasize planned, routine compliance inspections; however, States may undertake additional investigative and surveillance activities consistent with overall program needs and individual State capabilities.

FRA both conducts and pays for training of state inspectors.

Code of Federal Regulations 49 CFR Part 212 provides state rail safety participation regulations.

Railroad Regulation represents one of the original areas of responsibility assigned to the State Corporation Commission (SCC) when it was created by the Virginia Constitution of 1902.

Virginia statutory authority is found in Code of Virginia Title 56 Chapter 13.

Virginia today has two Class I (major) railroads (Norfolk Southern and CSXT), nine Class II (short line) railroads, and more than 6,700 miles of track. Continue reading