James T. Walsh Quotes

But as someone pointed out earlier, it is not really about fairness; it is about taking finite resources and applying them where they will have the most effect.

Even when you have a big budget, you can't just shoot everything.

Cost effectiveness and effectiveness are not always the same thing in government.

It's one thing to get the money apportioned in the budget; the other is to utilise it completely.

I find that many entrepreneurs are trying to do everything when it would be cheaper and more time-efficient to delegate, even if there are monetary costs associated with that.

Managers today have to do more with less, and get better results from limited resources, more than ever before.

Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.

There are certainly delays in this year's agreed program, and we must quickly catch up. Let's not kid ourselves, there is still big waste in the public sector, and it must stop.

When a government agency is more efficient, they’re not necessarily going to get that money back. So they don’t always have an incentive.

For too long it was assumed that you could completely separate out flows of money from responsibilities and accountabilities in service delivery. This flawed assumption is central to understanding many of the failures.

It is not how much you spend on defense as much as how you spend it.

Spending a few hundred million dollars more a year on evaluations could save tens of billions of dollars by teaching us which programs work and generating lessons to improve programs that don’t

Because the resources available to the U. S. military will be increasingly limited, the objectives must be too.

There is no reason why government should not be as efficient as any good business.

We can't spend money on programs just because they sound good... Meals on Wheels sounds great.

In business, we use certain principles to measure performance, and I envision applying those principles in the public sector.

If you see something that doesn't make sense, ask. Change it. Think about dollars, think about your soldiers' time, think about efficiency.

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

It is much easier to put existing resources to better use, than to develop resources where they do not exist.

If you give government five things to do, we might do two or three but if you give us three things to do, we'll do all three.

The biggest difference between the private sector and public sector is in the private sector, there's a sense of urgency because you have customers and you have competitors. Whereas in government, one of your major objectives is to not make any really big mistakes.

Lists are based on realism - on the coldly contemplated finitude of resources.

By necessity, budgets require hard choices.

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

I want to make sure we are spending wisely and using our resources effectively to address the issues facing San Francisco, while reaching residents throughout our entire City.