Markowitz: Challenges an example of what has to change in Montpelier

Editor’s note: This opinion is by Deb Markowitz, Vermont’s Secretary of State. Markowitz is a Democratic candidate for governor.

When the “Challenges for Change” budget plan was unveiled earlier this month it was celebrated by the legislature and administration as a different and better way to cut costs. Instead of just slashing budgets, the goal was to improve outcomes and save money by rethinking the way services are delivered. It turns out the process was neither different, nor better, and has led to another contentious budget process. Challenges for Change is another example of why we must change the way we do things in Montpelier if we are going to get Vermonters working again and move the state forward.

The legislature, having voted on the plan without the specifics, is now in an unenviable position to either accept the administration’s flawed process or come up with alternatives in a matter of weeks.

First, it should not be celebrated that the state of Vermont is only now, eight months before the end of the governor’s fourth term in office, approaching the management of state government by looking at what we want to accomplish and then finding the most efficient and effective way to get the job done. Outcome based budgeting is what every successful business does and what I have done as Secretary of State for the past twelve years.

The fact that the budget cutting proposals were developed in secret, without public input on significant changes in public policy is more disturbing. The public was left largely in the dark. It was only when the Dover school board pushed to attend one of these secret meetings that the public even knew these discussions were going on. While the team selected by the governor to address education cuts eventually opened its meetings the remaining five teams, examining everything from mental health to regulatory reform, remained outside of public scrutiny.

So the fate of children’s health care, services for our seniors, the protection of our natural environment and even our job creation services were decided behind closed doors. The legislature, having voted on the plan without the specifics, is now in an unenviable position to either accept the administration’s flawed process or come up with alternatives in a matter of weeks.

One of the things I learned from working with every town in Vermont and with small businesses across the state is that top down decisions from Montpelier rarely work. When I first took office I traveled across Vermont and listened to the ideas small businesses had to improve the process of starting or expanding a business. I listened to professionals like nurses and real estate agents, engaged our state employees and talked with local officials. The ideas they came up with were central to the turnaround in the Secretary of State’s office, now nationally recognized for our innovation and customer service.

As the only candidate running for governor with executive experience in Vermont I understand budgets. I’ve managed an $8.5 million budget. I’ve made cuts, found efficiencies, eliminated waste and reorganized to do more with less — and I have also found ways to cut fees for small businesses and professionals.

As your Governor, we will do more with less, but we will not skimp on the services that make us a great state to live in—that keep us whole and prepare us for the future. I will carry a big ruler into office as governor and resize our government to put Vermont back on the right track. But I will do this as part of an open process, rather than through secret meetings. I know that when we engage the best thinking of Vermont citizens, state employees, businesses and partner organizations we will come up with solutions that not only save tax dollars, but also better serve Vermonters.