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MARCH 15, 2004 OPEN MEETING SUMMARY NOTES
MONTPELIER, VT - On March 15, 2004, the Vermont Institute on Government Effectiveness, Inc. hosted a Public Meeting in Montpelier to gather input, suggestions and ideas for improving the effectiveness of Vermont state government. The meeting was attended by over sixty persons during the two hour public meeting at the Capital Plaza Hotel. A short overview was provided by members of the Board on the Institute's mission, process, and primary objectives. A short question and answer period ensued. Attendees to this meeting included: Ed Stanak, President of the VSEA, Auditor of Accounts Elizabeth Ready, John McClaughry, President of the Ethan Allen Institute and UVM Professor Frank Bryan and his Masters in Public Administration class. The Board of the Vermont Institute was particularly impressed with the numbers of state employees who attended this meeting on their own time and shared their stories, ideas and hopes for improving the effectiveness of Vermont state government, Please find below a partial, non-prioritized summary of points and perspectives voiced during the open meeting: o Concern over privatization and outsourcing of state jobs was voiced by several members of the audience. The Institute responded that at the moment, privatization discussions have not been considered by the Institute. o The Institute was strongly encouraged to pursue "effective" government not necessarily "efficient" government. Testimony highlighted in great detail the social costs and risks in pursuing simply bottom line efficiencies in government. o A state employee suggested a four days on, four days off work schedule that would permit state government to operate 24x7 each day of the year. o Strong and empowered municipalities were encouraged for better quality, smaller state government and cost efficiencies. Municipal workers & citizen volunteers may be cheaper than state employees. o Be careful and balanced when moving to private contractors for services. State should keep the marketplace competitive for best price and service. o VSEA committed to assisting the Institute in this process in identifying and addressing key employee issues for improving government and urged the Institute to focus on the rank & file workforce who are frustrated. o Several public employees voiced that "willy nilly" personnel cuts via vacancy savings and entry level employees is not "smart government." They urged that the Administration look more systematically at the "middle management" layer of government when making difficult program, budget and personnel decisions. o When government is inefficient, inaccessible or just confusing, it imposes a "tax on time" to its citizens. o Salt reduction program on highways proved dangerous and likely will lead to higher insurance rates, repairs, etc for citizens. o The Institute is "disingenuous" and "not doing its jobs" if privatization of certain state services is not considered. o AoT brown bag series was cited as productive engagement of the workforce by appointed managers. o Move Bennington Battle Day holiday to Town Meeting Day so that state employees can have the day off to participate in town meetings. o Look into telecommuting and car pooling incentives for state employees. o Rank & file state employees are largely unaware of the Institute's efforts and that it must reach down further for success. o State IT systems need to be consolidated to serve across government departments. Waterbury complex server rooms were cited as an example. o State might offer and promote a Help or Information desk to guide citizens within government services. o Federal policies are pressuring state workers adversely to make clients find work when in fact it may not be in the best interests of the family or have an unrealistic timeline. o State actions and policies are more "reactive" than "proactive," o State Auditor called attention to her hotline for reporting fraud and waste and cited whistleblower protections. o State government should identify common delivery of service regions. o State government should make lines of communication, accountability and transparency clearer to the public and municipalities. o Determine the ratio of middle managers to front line workers and compare against other states for better alignment. Finally, the Institute's Board wished to express its sincere thanks to everyone who attended this meeting, contributed their thoughts via the website and for the unexpected applause at the meeting's conclusion. Initiated by Governor James Douglas as a privately supported corporation, the Vermont Institute is an independent, 501 (C) (3) public benefit corporation sponsoring change leadership and improvements in the operating effectiveness of Vermont state government. The Vermont Institute's mission is to "provide independent findings and support to improve government's effectiveness for the benefit of all Vermonters." For more information on the Vermont Institute, please visit the website at www.VermontInstitute.org or telephone 802-229-3570. |
The
Vermont Institute is an independent, privately supported, public benefit
corporation.