DOGE the States: How Agency Leaders Can Lead the Charge

Government operations is having a moment. Typically, government policy gets the spotlight (think hot-button topics like DEI and mask mandates). No one pays much attention to how well the agencies actually operate—until something goes very, very wrong.

For example, a state tax agency’s outdated systems don’t make headlines until they cause a massive backlog in refunds. Or worse, a child welfare agency’s inefficiencies often come under public scrutiny only after a tragic incident makes the news. When these failures happen, the inner workings of agencies are suddenly front and center, picked apart by legislative panels, the media, and the public. And then agencies scramble into crisis mode, finally addressing issues that should’ve been fixed years ago.

But today, government operations is finally on offense. President Trump’s and Elon Musk’s Department of Government Efficiency, or “DOGE,” has made government operations a front-page topic, pushing to reduce the federal government’s scope, streamline operations, and deliver a much higher return on taxpayers’ dollars. With DOGE in the news almost daily, suddenly the entire world cares how agencies function—topics that were once cabined to nerdy conversations between agency staff, lawyers, and frustrated citizens. (Disclosure: I'm guilty here - I've been all three.)

Now the DOGE movement has spread far beyond DC. At the state level, governors and legislators are rolling out their own DOGE-inspired initiatives to reduce the scope of state government, make it more efficient and tech-centric, and deliver savings to their citizens. State efforts mostly follow one of three models, including new agency divisions in Florida and Oklahoma, task forces and commissions in Iowa and New Hampshire, and legislative committees in Kansas, Missouri, North Carolina, and Wisconsin, to name a few.

For many state agency leaders, DOGE efforts may seem like a familiar exercise.  Every few years, state agencies are asked to recommend cuts to spending and regulations, especially when new administrations take office.  

But this time, it’s different.  The DOGE movement isn’t just focused on cutting costs.  Largely, there are two main goals: 

• First, stop doing things that government shouldn’t do in the first place.  This is a policy decision, and it starts with the governor or legislators.  Your citizens didn’t elect you to office - they elected them.  Once they set the direction, it’s up to you to implement it. 

  
  

• Second, do the things government should do extremely well.  This includes improving processes, using better technology, leveraging AI capabilities, and more.  This is where agency leaders can really take charge. 

Agency leaders can - and should - use this DOGE moment to go on offense and turbocharge their agency’s improvement like never before.  Here’s how you can start:

(1) If your state’s DOGE deploys an outside team to your agency, make a shortlist of the improvement opportunities you know and the potential areas that need a deeper dive.

• Some state DOGE efforts bring in outside operations and technology experts who can identify issues, recommend improvements, and make an immediate impact.  For state agency leaders and teams constantly strapped for time, this extra capacity can rapidly accelerate your agency improvement efforts.  Giving them a shortlist of priority areas can help them hit the ground running and improve the parts of your agency that need it most.

(2) Build a menu of options for cuts and improvements for the governor or legislators, ranging from quick wins to long-term transformation.

• Providing quick wins is absolutely vital.  Think regulations you can cut, boards or commissions you can wind down, and non-vital expenses that aren’t crucial to your agency’s core mission.  Elected officials want to show their constituents fast, concrete results from their DOGE efforts.  If you can tee it up for them, they’ll be much more likely to trust you and give you the runway for longer-term efforts that will truly transform your agency.  (If you want to go above and beyond, equip them with talking points they can use for each option.)

  
  

• For long-term efforts, what are the dream initiatives that could make your agency the best in the country?  What could save thousands of hours of your team’s time?  Budgets will be tight in the years ahead, but if you can show a clear return on investment, this could be the perfect time to get the support you need.

  
  

• Equip them to make informed decisions.  For each option, make sure to give the pros and cons.  What’s the expected return on investment?  What are the potential risks to citizens and stakeholders?  Remember, you’re the advisor here.  The electeds are the ones charged with making policy.

  
  

• For potential spending cuts, you’ll need to run these by the Governor’s Office before sharing them with the legislature, unless the Governor has given you a clear, unequivocal mandate.  Many line items are priorities or pet projects for legislators and stakeholder groups, and the Governor’s Office generally needs to make the call on the political cost/benefit analysis.

(3) When a decision is made, set clear expectations for what happens next.

• Don’t sugarcoat things.  If cuts or improvements will take time, let them know how long and why.  

  
  

• Also let them know what could accelerate the timeline.  For example, if you need a legislative committee’s approval first, the electeds could make a few quick calls and save you hours of negotiating in the state capitol.  Or if you need extra manpower, the Governor’s Office could potentially let you borrow staff from another agency for a short-term surge.

(4) Keep the conversation going.  Follow up regularly with updates and results.

• This will deepen your relationship with the electeds, build trust, and make them feel like an owner of your agency’s success.  It also gives you a chance to revisit longer-term improvements that they haven’t yet agreed to, keeping it top of mind and laying the groundwork for them to help you build the agency of your dreams.

(5) Give them credit for the results. The governor first, legislators second, and your team third.

• For most agency leaders, your citizens didn’t elect you to office - they elected the governor and their legislators.  And they’re the ones who gave you the platform to succeed.  The best agency leaders share the credit broadly, stay humble, and are usually beloved and successful as a result.

Many state agency leaders will brush off DOGE efforts as a distraction, do the minimum, and plod forward with “business as usual.” But the best ones will seize the moment - taking charge, winning support from their governor and legislators, and transforming their agency into one of the best in the country.

Michael Lanahan is the Founder and CEO of Government Executive Coach, a trusted partner for government leaders navigating the high-stakes world of public service. Michael is the author of The State Government Leader Playbook, a roadmap for state agency leaders built from the wisdom of over 30 of the country’s best.

To learn more, visit www.governmentexecutivecoach.com.