CCP 07-31-1995 - Laserfiche WebLink

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1- . ~ I Page 2 I- As chief executive of the state of Minnesota, it is my duty to guide Minnesota through these challenges. Toward that end, I have already taken four steps. I have: I Created a $200 million budget reserve. As a condition of closing the 1995 . I Legislative Session, I insisted upon a $200 million "rainy day fund." This fund is a downpayment on closing our:~erging budget shortfall. " I . Taken broad. based tax increases olT the table. As long as I am Governor, there will be no budget deal that raises sales or income taxes to reduce a budget ~hortfal1. 1 wiil jn~.dsr {:'~H rhe budget be bal:::.nced t1uCugh iliuits in ~pending I mcreases. . Commissioned the Weber-Brandl report. I have asked former U.S. I Representative Vin Weber and former state Senator John Brandl, both now affiliated with the University of Minnesota, to make comprehensive . recommendations for government reform and restructuring. Please be aware that I the Weber/Brandl report could well recommend dramatic changes in the operation of state government and the delivery of state services. In addition, my I- Administration will collect additional advice from "creative teams" of experts in each major government spending area. . Initiated a comprehensive study of public salaries. Salaries and benefits of I employees on the public payroll consume a huge share of the annual state budget. I have asked the Depanment of Employee Relations to conduct a comprehensive I review of the salaries of public employees, local governments, school officials, and quasi-government units. The Department will be charged with recommending a fair and cost-effective system of compensation for all those on the public payroll. I These items comprise my plan for managing the state's finances. But to be successful, all rvfinnesurans -- e~peci:;:,lly these who o~~'ersee public spending decisions - must iliu 3hare I that responsibility. Toward that end, I offer three recommendations for your consideration. I First, I urge you to hold the line on public compensation. We must strive to treat everyone fairly and to attract top people to the public sector. At the same time, we cannot ignore the tremendous costs associated with ever-increasing salary and.benefit I demands. Second, I urge you to set aside money and reduce costs now, or face even more difficult and painful choices down the road. Good financial management has never been at a greater premiurn. Third, I ask for your recommendations for ref<?rm5 and I innovations that will deliver better government services at a lower cost. Specifically, :-lease direct your ideas to: Weber/Brandl Creative Teams, Office of Strategic Planning. I. ",vO Centennial Bldg., 658 Cedar St., St. Paul, MN 55155. I