Rush For Governor 2010 Rushing to the aid of the Economy, Environment, and Education for Californians!

Stephen L. Rush
Populist Progressive, Business Innovator, Contrary Economist

Who Has A Plan?

Rush For Governor 2010

  Going Over The Budget.

Several candidates for the statewide election agree that California needs to create jobs in order to expand its tax base before the economy can be rebuilt.   The real question is how to get there.   Governor Schwartzenegger cut funding for In Home Support Services and slashed parole officers almost in half, leaving parents of special needs children without care providers and a rising crime wave the next Governor will have to face.  

“To slash the budget blindly is reckless.”

Line by Line

What California needs is careful precision, where the Governor goes through the budget line by line and curbs wasteful spending without crossing the threshold of what I call “sufficiency.”   A “sufficiency threshold” is where “exceptions to the rule” are ignored due to policy, but such action would result in a deficiency of talent or insufficient supply of resources that are otherwise needed for governmental services to function properly.   In order to be flexible enough to account for “exceptions to the rule,” department managers need the statutory authority to approve funding for “necessary and expedient” items.   For example, certainly the state should order a hiring freeze, but that stipulation should not be made so strict as to impair the effectiveness of governmental operations.  

Emergency Budget

There also needs to be allowance for an emergency budget amendment, like for an economic crisis or other disaster.   The state of California needs to also look into a disaster fund, with the goal being $10 billion saved by eight years time.   That kind of flexibility in the budget and preparedness will allow for smooth operations and trimming of the fat simultaneously.  

“The state government is not run efficiently to begin with.”

Organizational Streamlining

Any budget considerations need to account for redundancy of allocated resources or deal with the organizational difficulties.   Because governmental organizational structure is quite dated and has many overlapping or duplicate responsibilities between various departments, I will also plan a series of department consolidations and restructuring so that this does not hinder smooth operations.   The effort to streamline should save the state approximately $1.875 billion annually.

Rush For Governor 2010

  Generating Revenue.

Aside from environmentally sustainable and economically profitable development and reduction of employer’s portion of the payroll expenses that I have proposed, part of the policy to actively generate revenue needs to include provisions that the state cut up its credit card.   The general fund for the state should be kept from creating a situtation where the state is paying more in interest on the bonds than what it takes in.  

“Paying out more interest than what the state receives in revenue
is like a dog chasing his own tail.”

Rush For Governor 2010

  Governmental Reform.

Working class and middle-class simply are too caught up with the demands that life has placed on them to have an effective voice in our state’s capital.   For example, California has commuters on the road for two hours one-way or more, and those commuters have to plan months in advance how to spend their weekends, and heaven help them if their vehicle needs repair.   Also, there has been an increase in autistic-like cases, and parents of special needs children are strapped for money and time.   Those are not the only two reasons, but there certainly exists the need for these voters to have a voice and for government to become more efficient.  

So, I pledge that:
  •     There will be an easier transition from unemployment and welfare checks to job payroll.
  •     State Assembly members will be given the option to run for an inconsecutive term, following a term spent lobbying on behalf of Main Street.

“As for me and my office, we will serve Main Street.”

Rush For Governor 2010

  Governor’s Ruling on Medi-cal.

One of the tough choices that must be made involves Medi-cal, but not by getting rid of it completely.   Medi-cal’s “Fee for Service” will be phased out in favor of managed care.   This does two things: it creates a savings of about $1.57 billion for the state while it provides an insurance program for emergency room indigent care.   It is not ideal, but it solves the problem in the short run.

“Now, sometimes touch choices have to be made as Governor,
and I am prepared to do just that.”

Defensive Medicine

What would be ideal is reducing the number of physicians that use “Defensive Medicine.”   “Defensive Medicine,” when doctors order care simply to reduce the threat of a malpractice suit against them, in recent years is responsible for:

  •     35% increase in analytic and exploratory testing,
  •     29% additional labortory work,
  •     19% unnecessary hospitalizations,
  •     14% over-prescribing of pharmaceutical drugs, and
  •       8% increase in surgerical procedures.

Peace of Mind

The way to curb insurance costs, and thereby reduce the high cost of health care, is to reduce making decisions based on the fear of malpractice.   This can be done simply by “Peace of Mind” legislation that gives the patient a disclaimer that the doctor does not believe the additional treatment is necessary except under rare conditions should there be further complications.   The law can state that if unless the patient chooses to proceed, the insurance is not obligated and the hospital or clinic will be forced to pay for the extra care out of pocket.   This way, the doctor is protected, the patient still has their rights, and costs are lowered when the insurance risk statistic is passed onto the insured as a savings.

Wrongful Practice

The next item to tackle is reduction of actual malpractice, such as:

  •     2 million infections per year attributed to prescription mismatch,
  •     98,000 killed from preventable malady on an annual basis,
  •     48,000 where surgery was performed on the wrong side.

Prescription order errors can be reduced with a barcoding system.   That system can be linked to a linked patient registry where the prescription is compared with other pharmaceuticals and nutrition known to cause adverse side effects when mixed with existing medications, while recommending alternates.   Next, doctors can be required to file preventable mistakes anonymously onto a database, from the obvious to multi-symptom, that can be cross-referenced by other doctors facing similar patient diagnosis.   Granted, it doesn’t prevent doctors from making mistakes, but it does provide the tools for doctors to think twice.   Lastly, wrong sided surgery is an issue of communication and follow-through.   To make certain the doctor giving the diagnosis, the team that performs the diagnostics, and the surgeon are all on the same page, they can be required to assist in verifying each other’s contribution to the conclusion and mark both sides of the patient accordingly.  

“The participation of each contributing member in the team
all need to be equal in terms of preventing wrongful-sided surgery,
regardless of rank, status, experience, or qualification.”

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