Looking forward to accountability

Competition is, overall, a good thing. It is what makes our sports interesting, drives our natural environment to constantly adapt and it is also what keeps private enterprise going. It pushes a business to innovate, keep prices competitive and keep customers happy. At the heart of this competition is a desire for a mutually beneficial exchange between individuals. On the other side of this coin are monopolies. Although prohibited by federal law, they do exist. Characterized by controlling a market to ensure their profitability and viability, monopolies build in their unfair advantage with an uncaring disposition toward the customer.

Inherently, governments are monopolies. It is unrealistic to think that private enterprise could do everything that government is tasked with; however, as a monopoly, customer service, fiscal responsibility and accountability are not inherent. What happens when some of those tendencies associated with the worst of private-sector graft begin creeping into government? Unfortunately, that is what we have seen in Olympia over decades of boundless government growth. Solving these problems requires good governance practices that I have espoused in my private-sector careers – structure, discipline and accountability.

Let me be clear: As a rule, our state government has exceptional public servants, going the extra mile to provide good customer service and ensure fiscal responsibility and accountability. However, as a common saying goes, “We wouldn’t need managers if we didn’t have anomalies.”

This past year we have seen our state government fail on many levels, with little to no accountability. As your state senator, it is my responsibility to ensure that government allocates resources as efficiently and effectively as possible to serve the people.

The Employment Security Department, for example, was completely overwhelmed by the increase in claims caused by the pandemic.

While some grace should be given, it cannot explain the persistent issues plaguing this department and its inability to deliver critical services.

The state auditor’s office recently pointed out many of the failings of that agency that resulted in a spate of identity theft, loss of untold millions to foreign scammers and interminable delays for thousands of our struggling neighbors suddenly out of work because of the pandemic.

Surprisingly, the state auditor faced pushback from ESD claiming that the audit was unfair, even after attempts to obstruct it in the first place.

I find it abhorrent that leadership at this agency were unable to face constructive criticism.

The Department of Social and Health Services has faced its share of criticism, too. You may recall that late last year, one of its top-level managers was caught hiring a number of close family members. The agency responded that it did not know it was wrong to do that, along with other egregious personnel practices uncovered in an audit. Apparently, DSHS had never been schooled on the state’s anti-nepotism policies.

The Department of Corrections is in dire need of reform. I learned of several incidents, including preventable violence like murder and untreated medical conditions, one of which resulted in the death of an inmate. In the past four years, the state of Washington has paid out more than $500 million in tort claims. This does not include one case that is currently on appeal where the award is over $100 million alone.

I could go on, but the commonality of these three departments is that they all answer to Gov. Inslee. The executive branch of our state government oversees the use of billions of your tax dollars and I would argue there are too many instances where that’s not being done well at all. In many respects the legislative branch has abdicated its responsibilities to provide meaningful oversight, instead favoring institutional protectionism or just simply turning a blind eye to political allies. This became all too apparent during the COVID-19 pandemic when the Legislature was almost entirely sidelined from any decision making about our response or recovery.

These problems in our state’s bureaucracy, while not always the most dramatic headlines, are costly to the public, both in terms of finances and their human toll. Good governance and accountability are not partisan issues. Where government is the only responsible party by virtue of its monopoly, it must be held to the highest standard. Unlike a monopoly, the state has to innovate and adapt with you, the public, at the center. I am fighting to shine the light of transparency on these problems, ensuring the people in need of government services are actually being served. And while the Legislature is technically done legislating, I am looking ahead to more accountability.

Ron Muzzall, Senator