I'm not a conspiracy theorist, but I sometimes wonder if the government bureaucracies are duping Utah taxpayers in order to protect their own turf. I like to think they are not doing it for evil motives; but whatever the reason, they are allowing our government institutions to die of old age.

When it comes to change, bureaucracies do what they all do instinctively — nothing. Their greatest defense is to turn a deaf ear to any criticism. In many instances, we have seen the average citizen go before boards or committees to voice a complaint only to be dismissed with a courteous "Thank you." After all, they say, it is only one person and a disgruntled one at that. In so doing, they often kill the messenger.

Bureaucracies have created elaborate practices, in an unspoken conspiracy, that insulate them from accountability. They do this by claiming to provide good public service because they are (and here are the buzzwords) coordinating, collaborating, communicating, partnering, and (the nuclear one) assuring non-duplication of services. The average citizen would be lulled into believing that those methods are the best way to run an efficient government. In theory, that's right.

It's as though coordinating exists so no one can be blamed for failures. In the meantime, they continue their coordinating meetings at taxpayers' expense. Coordination and partnering are often considered the end product rather than a process. Coordination is left to the bureaucracies, but no one makes sure it happens. For example, in 1992 the state auditor found that some agencies responsible for job training and employment programs were more concerned about protecting their respective agency's independence than coordinating the programs for the benefit of those being served. Further, it found that the agencies could provide much descriptive information about their programs but little in the way of results as to how effective they were in helping people get jobs. More process. They evaluate, screen and refer clients to each other; yet it looks like no one helps the client find a job.

Getting a government bureaucracy to change is almost impossible. Because they are a monopoly, bureaucracies have no competition and no incentive to change. Compounding the problem is that the practice of coordination and non-duplication of services only further insulates agencies from public scrutiny. And, since they often filibuster legislators who ask questions, it prevents the only body that can hold agencies accountable from doing so.

Among the greatest forces protecting bureaucracies from changing are the special-interest groups who immediately jump on the "gravy train" when a new program is created to make sure their interests are protected. Furthermore, they hire lobbyists to keep the agency alive even after it has stopped serving the public's interest. The poor taxpayer doesn't stand a chance.