(Host)
In Vermont, we have a long tradition of mutual trust and belief in our
own integrity. So when that reputation is tainted by governmental
scandal we act surprised. Writer and commentator Bill Schubart suggests
that a culture of openness and transparency might preclude many such
surprises, improve government process, and begin to rebuild trust in
government institutions.
(Schubart) When the Supreme Court ruled
in favor of Citizens United, there was little dissent from the justices
about transparency. If businesses and those with the means were now
free to spend their millions trying to buy the electorate, the Court
agreed the electorate should at least know who their would-be buyers
were. But conservative congressmen disagree and are opposing the pending
Disclosure Act.
Even here in green Vermont, the current state
of transparency is pretty poor, actually. In open government rankings,
it’s well below Texas, which is ranked near the top, while we hover near
the bottom
Oh, I know we all know, trust and like one another
and are appalled when the occasional bloom of embezzlements or
compensation scandals emerges. But do we really believe that we’re all
so virtuous that we needn’t be open and accountable to those who elect
and fund us?
Transparency is a culture of openness, measurement
and accountability. It not only enforces honesty, it restores trust in
government function.
While digital technology has made
transparency easier, it’s made privacy harder. But privacy in government
proceedings can be dangerous. Government employees and elected
officials must understand that openness and public scrutiny are part of
their job description.
Fifty years ago, transparency was a Town
Clerk saying, "Sure, help yourself, the information’s in those boxes.
Just put everything back when you’re done."
Transparency today
requires investment. Campaign financing, state budgets and trends,
employee contact information and salaries, police and criminal records,
legislative committee work, all must be stored in searchable databases
so that they’re accessible to citizens, journalists and advocates,
alike.
Politicians generally dislike sunshine since performance
data and outcomes measurement may well constitute a political liability.
Here are some commonly heard excuses to avoid it:
"The
technology’s too expensive" – when actually the cost of hardware and
software is constantly dropping as its functionality and utility rise.
"We
put everything up on line and nobody looks at it" -when perhaps no
notice was given and no one was told where it to find it or it has no
search or navigation tools.
In Vermont, we need to move from,
"We’re all good people," to "Trust and verify." Trust in government
institutions is at an all-time low, but a culture of access, consistent
measurement and accountability can in time rebuild that trust. It also
sets the bar higher for would-be leaders.
Those who prefer to
make decisions behind closed doors either believe they know better or
fear the consequences of their decisions. A resulting shadow culture
also deprives government of the hard data needed to improve it. It
assumes that bad outcomes that see the light of day will be punished
politically rather than becoming a basis for learning and change. Wise
leaders want more information, good and bad, and regard negative results
as positive opportunities.