The Impact of Three Years of Experience and a New Governor on the State of Washington's Productivity Program

Abstract

purchasing costs. (2) The Lieutenant Governor's Office of Nursing Home Ombudsman and the Department of Health and Social Services received funds to develop on a pilot basis a more refined formula for nursing home reimbursement, so that the dollars spent more accurately reflect services provided. Other sources of productivity ideas have been explored and institutionalized in Wisconsin. A merit award program, established in 1953 to solicit employee suggestions, received a national award in 1976 for saving more money that year than any other suggestion system. It has saved the state more than $3 million. In late 1975, a labor-management cost savings commission was established to receive suggestions from unionized employees. Savings, when accrued, will be shared among all union members. Since 1972, Wisconsin has met and overcome major organizational, budgetary, and management obstacles to improved productivity. Without the dedication and high competence of Wisconsin's managers in government, this task could not have been accomplished. I am proud to say that, more than ever, state managers are responsive to the public and committed to the major goals of Wisconsin's productivity program: increased services at the same cost, or the same level of essential services at less cost. Testimonial to our success in jointly meeting these goals is the fact that I could propose, for 1977-79, a third consecutive no-tax-increase executive budget. As predicted in 1972, Wisconsin's productivity program has created its own momentum. The decentralized nature of our productivity efforts has served to actively involve and stimulate each of the managers throughout the state. With this approach, Wisconsin has achieved many of the productivity gains still being sought by the states having large and expensive productivity commissions.