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Show JlUPSptHrt by Senator Orrin Hatch GSA's tight management saves taxpayers money Time was when the government's housekeeping bureau, the General Services Administration, was seen as the federal equivalent of the Three Stooges. It was seen as wasteful, incompetent and slow. It paid $50,000 once for a piece of modern art that workmen almost threw away. They thought it was a painter's dropcloth. It rushed almost $100,000 to federal auditors who fed a false purchase order into GSA computers in order to check the ease with which fraudulent payments could be made. It threw away perfectly useable desks, chairs and office equipment when its storage space was filled up. These horror stories, while not representative of all GSA workers or administrators, demanded serious attention. That's what they got from President Reagan, who said in his inaugural address; "It is not my intention to do away with government. It is rather to make it work." The GSA, since then, has been administering the affairs of the federal government with a management style taken from the business world. "The push right now, at every level in the agency, is for the delivery of essential services, on time and at competitive prices," said Gerald Carmen, GSA's Reagan-appointed administrator. "As the size and scope of GSA's activities shrink, the agency will concentrate on doing the essential things well." A look at specifics proves the point. The GSA under the Reagan administration now looks to contract out those services traditionally provided by the government that can be performed more economically by the private sector. That policy is consistent with a resolution written by California's Sen. Sam Hayakawa that recommends reliance on the private sector whenever possible. Cost savings and streamlining result for the government; increased business results for private firms. Under Carmen, the GSA is keeping a sharp eye out for the waste and scandals that plagued it before. It's closed 320 cases relating to criminal, civil and administrative charges against GSA employees and programs, suspended 27 private contractors from further dealings with the government, and referred a number of cases to prosecutors. Potential recovery, Carmen says, is $4.2 million. It's eliminated over $1.2 million worth of consulting studies. It's reduced its own space, telephone and furniture requirements, and thus realized savings of $2 million a year. It's saved $47 million by contracting with airlines and travel agents for discount rates on transportation and lodging for federal travelers. The list goes on and on and proves that, with the right approach, government can work. At a time of so many problems in our state and nation, it certainly is nice to find something that's getting better. |