This is in response to Michael Dixon’s recent Open Forum comments ["Pinpoint problems, suggest solutions"] on my last Op-ed article, "The Gathering Clouds." Mr. Dixon asks for specific definitions of problems and suggestions for "practicable" solutions. Fair enough. I will give it a try. I start with a quote from Descartes: "The most corrupting lies are problems misstated." I hope that I am stating the problems accurately, and, if not, that other readers will use this space to correct my errors.
Here is my list, divided into two groups, "fundamental" and "big." These are problems related specifically to the Virgin Islands government, and I begin with a brief disclaimer. I am not a conservative Republican. I believe in strong and effective government that works with, but is not in the pocket of, the private sector.
Fundamental problems
– The government of the Virgin Islands does not represent or care about all of the citizens in the territory. It largely represents those on the public payroll, those who are connected, and small groups of others — e.g., residents of public housing. For these reasons, and since those it represents do not constitute a majority of the territory’s citizens, the government has produced what has become a legitimacy crisis, rather than simply a fiscal crisis.
– The government functions primarily as a job program, rather than as a provider of necessary services. The result is a bloated and unsustainable public payroll, poor services, low productivity, and a range of other abuses — e.g., the extraordinary number of paid holidays. This is not to deny that there are dedicated, talented and hard-working people in government. Indeed, without them, the disaster would be even worse.
– The government is hostile to business and has contributed to the decline of the territory’s tourism-based economy.
Specific important problems
1. Basic services delivered by government are poor despite, or often because of, the huge number of people on the public payroll. Police, sanitation, social services and infrastructure maintenance are all below any standard that people should reasonably expect.
2. The schools are failing, shortchanging a whole generation of young people. Those in charge of the system have deluded themselves and deceived parents by putting large numbers of youngsters on the honor role even though they are not learning. The failure of primary and secondary education also places a huge burden on the University of the Virgin Islands, an institution which must play a critical role in building the better Virgin Islands of the future.
3. There is little or no accountability, a norm that is by now so deeply ingrained that most citizens have shockingly low expectations of their elected and appointed public servants. Public officials view their positions as personal property, rather than as a responsibility and a public trust. Basic systems of accountability do not work, a point made repeatedly in recent reports on public corruption in the territory.
4. There is a lack of confidence in the public safety/criminal justice system, a situation that has dangerous racial overtones.
5. The physical environment is in decline.
6. Because of the law on employee discharge, it is far too difficult to fire people. The Virgin Islands has a system of guaranteed employment that produces reluctance to hire and low standards of customer service, a very bad norm in a tourism-based economy.
'Practicable' solutions:
In 1974, New York City was headed for a monumental fiscal crisis. Even so, nobody would have considered a state takeover to be a "practicable" solution. Yet, that is just what happened.
I am afraid that Mr. Dixon's use of the term implies the need for a solution that leaves all existing structures in place and doesn't impose any burdens on Virgin Islanders. It is not going to happen. The crisis of the Virgin Islands is no longer a fiscal crisis. It is a system crisis, and there is a need to think about changes in the system, beginning with a review of the Organic Act.
There is a need to build transparency and governmental accountability into all of the territory’s citizens, not just those who depend on government for their paycheck or some specific service. Practicable? Probably not at the moment. But, as New York and other places have demonstrated, these things have a way of changing.
Editor's note: Management consultant Frank Schneiger has worked with V.I. agencies since 1975, most recently as consultant to United Way of St. Thomas/St. John. He is one of the founders of the St. Thomas/St. John Youth Multiservice Center.
Readers are invited to send comments on this article to source@viaccess.net.
