Commission on Maine’s Future: Final Report - Excerpts

(December 1, 1977)

Government

Perhaps at no time in history has government at all levels had as much influence in the daily lives of Maine people as today. While there is clear evidence of citizen unhappiness with this growth and dominance of government, it is equally apparent that it has occurred as a result of ever-increasing demands that government provide more services and solve more problems through legislation.

As government has grown, access to its functions has become correspondingly difficult, with the result being that one increasingly hears government referred to as it or they instead of we.

There can be no question that the increasing complexity of the problems of society has caused government to grow so dramatically in size and dominance. It is also clear to the commission that it is the growing belief of Maine citizens that government is becoming more remote, and this must not be ignored.

We in Maine have a tradition of government that recognizes the value of the individual. Although our future government may become more complex, more costly, and may interfere more with our individual freedoms, the commission believes that Maine citizens must be encouraged to rekindle that spirit which motivated their forebears to keen interest and vigorous participation in the affairs of their government.

To encourage greater citizen participation, government must constantly evaluate and facilitate citizen access. This becomes increasingly important as government grows in size and complexity. Easier access to information and the strong encouragement to voters to voice reactions would do much to help citizens feel they are truly a part of government.

If greater citizen participation is desirable, it should be the goal of government to ensure that its affairs are administered as close to the individual as the public interest will permit. By so doing, not only will greater citizen participation be encouraged, but much will also be accomplished in overcoming the belief that government is remote.

Consideration of political institutions must allow for more effective government for both urban areas and sparsely settled townships. Because of the dispersed population patterns within the state and the inability of small units of government to cope with the problems of an increasingly complex society, the commission supports a strong and responsive middle level of government to administer those functions which are too costly for the municipalities, and which we do not advocate performing on a state-wide basis.

Although counties have always been a part of Maine’s governmental structure, some of their traditional powers have been eroded. For example, the superior courts, once based in county seats, are now located in legislatively determined districts. County budgets have always required approval of the legislature; in fact, all county powers are derived from the legislature, and in many cases county government dos not have the ability to undertake planning or a variety of functions essential to good government.

When the commission first considered county government, it was impressed by the strong beliefs of citizens that county government should be retained and strengthened. The commission, in response to strong citizen opinion that in many instances counties are too weak and ineffective, believes that county government should be converted to a council-manager form of government.

It would also seem desirable to review and redefine, where necessary, which services clearly must be the responsibility of state government and determine to what extent other services could best be provided at the county or local levels.

As Maine’s population increases so will the pressures on the judicial system, and it will be essential that the court system be prepared to administer equal and prompt justice to all. The commission strongly believes that the citizens of Maine and the Maine legislature should continue to lend adequate funding and administrative support to the Maine judiciary to enable it to handle increased volumes of cases.

The commission further believes that management capabilities within the public sector should be strengthened. Government should constantly strive for better management. Clearly it should constantly attempt to make the most effective use of resources available within the constraints of the statutes. Although government operations are labor-intensive, the prospects for substantial replacement of manpower with capital equipment may not appear to be as great as they have been in profit-making activities. Consequently, productivity gains in government, in all probability will depend heavily on better use of the talents and energies of its employees, which is principally a management responsibility.

Finally, it would appear that there might be great benefits from a stronger public-private partnership. From the volume of legislation presented to each legislative session, it would seem that government is often being asked to solve problems which might better be solved by cooperative public-private action.

As Maine moves toward the twenty-first century, its public servants must be given the necessary tools to do their jobs and have the strong participatory assistance of their fellow citizens.

Maine people must reaffirm their individual responsibilities for good government. They must be encouraged to participate, and access to government must be made easier and more inviting.

Government must re-evaluate itself constantly. Leaders must make long-range planning a way of life. Strategies must realistically acknowledge the serious impacts that decisions made in other parts of the world and country can have on Maine.

Maine cannot afford crisis reaction. Neither, with its relatively limited resources, can it afford programs that do not have reasonable cost benefits.

Every means must be utilized to gain the greatest benefit possible for each dollar spent. Clear-cut priorities for any spending and measurable criteria for all programs must be established....