Beyond Executive Orders: A Blueprint for America 2.0

Original article here

The re-election of President Donald Trump set in motion a sweeping effort to downsize the federal government. Through a series of executive orders, spending freezes, and furloughs, the President has invoked emergency powers to curb profligate spending, restore individual liberties, and reclaim American sovereignty.

However, executive orders are temporary, blunt-edged tactics that are prone to legal challenges and can generate operational chaos and public dissent. Trump’s ability to deliver on his campaign promises hinges on how his administration manages this turbulence.

To permanently downsize the federal government, the President must establish a comprehensive, disciplined approach with three key strategies: change-oriented leadership, effective triage, and robust implementation teams. Without these, the momentum created by executive orders will fizzle into confusion, resistance, and eventual reversal.

Trump learned from his first term that he needed stronger, more aligned leadership. This time, he has nominated cabinet members who share his vision, are not beholden to the Swamp, and who are passionate about change.

However, hiring a few top-level officials isn’t enough. The federal bureaucracy is heavily guarded by entrenched special interests who have decades of inertia behind them. Real transformation requires changing the leadership at least three additional levels below the cabinet. The mid-level guardians of the old system must be swiftly replaced by leaders who are aligned with the vision and empowered to remove employees who resist reform.

While downsizing the federal government, it’s critical to distinguish between essential and non-essential functions. Some functions are necessary and must be preserved. Others have outlived their usefulness or are beyond the constitutionally limited scope of the Fed. Some may exist solely to funnel money to political cronies.

A rigorous zero-based review of every function must be conducted by forensic audit teams. They must approach their task while deeply skeptical of the current state, recognizing that bureaucracies exist to perpetuate themselves and will fight to justify their own existence.

The forensic teams should follow some clear decision rules. Is the function necessary, or is it merely an outdated program or a disguised slush fund? If it isn’t necessary, eliminate it. Should the function be handled by the federal government, or should it be transferred to state, local, or private entities? Is the function duplicated elsewhere in the vast federal bureaucracy? If so, consolidate it into a logical place. Is the function constitutional? If not, challenge it in court or work with the legislature to eliminate it.

This triage process is essential not just to cut wasteful or inappropriate functions but to ensure that the necessary functions operate more effectively.

After the forensic auditors identify what must be cut, the real work begins. Downsizing the biggest bureaucracy in the history of the world will be a monumental challenge. This demands the creation of specialized implementation teams to coordinate the thousands of downsizing tasks and to make them permanent.

A Human Resources Team must coordinate the reassignment or dismissal of many thousands of federal employees. This must be done professionally, with fair severance packages. An Asset Disposal Team must sell or repurpose the equipment, office furniture, and computers from the downsized offices. A Real Estate Divestment Team must terminate redundant leases and sell idle properties. A Legislative Liaison Team must work with Congress to pass one-page, single-issue bills when necessary. A Judicial Action Team must defend the downsizing efforts against court challenges, pushing cases to the Supreme Court if necessary.

These implementation teams will require robust coordination and support. An Information Technology Team must provide well-dissected data to enable all the teams to make data-driven decisions. It will also have to manage all the computer access lockouts and website modifications due to downsizing. A Project Management Team must set concrete goals for the entire effort, track progress, and hold every team accountable. A high-level leader—perhaps the Vice President—must oversee the entire downsizing process, ensuring that momentum is sustained and obstacles are removed. A Communications Team must counter opposition and hysteria with clear, compelling narratives that explain the necessity and benefits of all changes.

President Trump’s initial executive orders have already triggered significant controversy and resistance. Without an organized, disciplined strategy, his vision will collapse under bureaucratic inertia, legal challenges, and media-fueled hysteria. The result will be chaos, paralysis, and likely reversals by a future administration.

This is a defining moment. President Trump has a golden opportunity to fundamentally reset the federal bureaucracy. The only question is whether his administration has the resolve—and the strategy—to achieve it.

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James Kenna is an author of four books, an educator, and a champion of individual freedom. He regularly keynotes at seminars. Prior to his career as an author and speaker, he was a C-suite executive in the computer and automotive industries. He graduated summa cum laude with a degree in Economics from the University of Detroit. He is married with eight children and 21 grandchildren.