On February 18^th, House and Senate members passed the final version of the rescission bill, which made a number of cuts and adjustments to the 2010 state budget to address the state’s $400 million deficit.

The bill affirms many of the same recommendations Governor Mark Parkinson outlined last year. One of the more significant cuts added to the bill was a 5% reduction in pay for all state officials, including legislators.

Even with the passage of the rescission bill, the legislature may need to take up the FY 2010 budget again in the near future. Revenues were lower then expected in January, and the state will likely be short another $40 million by July even with the additional cuts approved this month.

While the legislature has made some compromises and found new ways to reduce the state’s deficit, we have not found a solution to the long-term problems of revenue and spending. During debate on the Senate floor, I introduced “The Billion Dollar List,” which outlines 33 ways the state can trim its budget. Some of the biggest savings on the list include consolidating counties and judicial districts, which will save $700 million per year, and downsizing the number of state legislators, which will save $1.8 million.  You can read the full list of proposals below.

I created “The Billion Dollar List” to generate discussion about options to save or redirect public money and improve our government. Rather than cutting funding from education or public services, we need to find innovative solutions to our state’s budget crisis. For example, Kansas teachers’ salaries are slipping behind those of other Midwest states. To give every K-12 teacher in Kansas a $500 per month raise would cost $230 million. To help the Kansas Public Employees Retirement System (KPERS) regain it’s A-rated status would require several hundred million dollars in new capital.

Not everyone will support the proposals on the “Billion Dollar List,” but every idea should be considered when our state is facing a $400 million deficit. Instead of borrowing money or raising taxes, we should redesign and reinvent government to be more effective and more efficient over the next 50 years.

The Billion Dollar List

We have a once in a lifetime OPPORTUNITY to reinvent government.  Reinventing government gains more than just slashing it.  This suggestion list goes from mild to wild. I’m sure there will be someone who opposes every item on the list, but every idea deserves consideration when we are facing a $400 million deficit.

1. Downsize the Legislature — The PERMANENT method to reduce Legislative costs!

* Place on the 2010 statewide ballot a proposition to downsize the Legislature by 30%. If approved by the people (you know they will!), the 2012 election will be like musical chairs with some seats eliminated and competition deciding who gets to sit and who’s out.

* Reduce Legislature to 30 Senators and 90 Representatives. This will save $1.8 million.

2. Consolidate Kansas into 25 counties and 25 judicial districts. Eliminate townships. A study by Wichita State University shows this could save $700 million per year. http://www.ksrevenue.org/pdf/ConsReport.pdf

3. Sell and lease back of State office buildings: Docking, Landon, Eisenhower, and Mills buildings could all be sold to private developers who can perform renovations cheaper and faster than the State. Sale and lease back offers two advantages:

* immediate cash payment for buildings; and

* any remodeling can be done by private owner FASTER and CHEAPER than the State.

4. Privatize KU hospital for ≥$500 million; use the sale proceeds to recapitalize KPERS.

5. Consolidate all functions of probation and parole in Kansas. A computer tracking system currently in the design stage will greatly facilitate such an efficiency merger.

6. Consolidate all regulatory and licensing functions of racing, gaming, and bingo.

7. Consolidate and simplify all alcohol regulation, including cereal malt beverage.

8. Consolidate into the Department of Agriculture: Livestock Commission, Conservation Commission, Water Office, and Geological Survey. A 2007 Post Audit concludes this will save $700,000 year. http://www.kslegislature.org/postaudit/audits_perform/08pa23.pdf

9. Consolidate into one agency: Bank Commission, Credit Union Office, and Securities Commissioner. A 2008 Post Audit concludes this will save $500,000 year. http://www.kslegislature.org/postaudit/audits_perform/08pa22.pdf

Go another step further and consolidate all of the above with Insurance Dept. and create one, streamlined financial regulatory agency.

10. Capital renovation:

*Renegotiate contracts for architectural services and general contractor.

*Cap architectural fees at 5%.

*Limit build out of basement level visitors center to doors and lights only–a functional shell.

*Eliminate any additional new furniture.

11. Increase premiums and co-pays for state employee health insurance AND create large discounts for those who choose healthy living habits such as tobacco avoidance, healthy weight, and annual checkups.

12. Consolidate and refinance all State debt into one mega bond at today’s low rates. When you combine specified revenue streams and general obligation revenue, this is called the “double-barreled” approach.

13. Allow Kansas Department of Corrections to pay hospitals at Medicaid rates.

14. Eliminate state owned buffalo herds. Donate buffalo to Bob Grant for charity BBQ!

15. Eliminate $5 million state-subsidy for airfares in Wichita. Let free market work!

16. Eliminate State purchases of water rights in government owned reservoirs.

17. Eliminate funding for National Guard Training Center in Salina.

18. Obtain dividend payment from land sales at Sunflower Army Ammo plant.

19. Eliminate state support for excessive salaries of top executives of foster care contractors.

20. Transfer turnpike surplus funds to highway program. Go one step further and consider selling the turnpike as a way to finance the transportation plan.

21. Halt new vehicle purchases for three years; no purchases of full size pickups or sedans.

22. Eliminate “weather modification” program for $198,000.

23. Eliminate construction of more “weather monitoring” stations.

24. Renegotiate State building and property insurance.

25. Eliminate state aid to cities and counties but create incentives for city and county unification.

* Eliminate the $18 million transfer from state alcohol tax to city general funds and recreation fund.

26. Ask the four big hospital foundations (Kansas Health Foundation, Sunflower Foundation, Wyandotte Health Foundation, REACH) to donate their annual revenue, $20 million, for two years to Medicaid instead of funding more duplicative studies, newsletters, conferences, and luncheons. These foundations were formed from sale of church founded hospitals, Catholic and Methodist, whose original founders intended direct care to the poor. Returning the foundations revenue back to the original founders intent would complete the circle.

27. Obtain dividend payment from Jayhawks and Wildcats sports franchises. These are lucrative businesses developed on public property with public dollars, but the profit is reaped by a few well-connected folks.

28. Obtain dividend payment from Kansas Bio-Science Authority.

29. Regents Universities

* Require Regents universities to disclose their endowment funds & restrictions. This may not save money initially, but will help us understand what resources are available to fund university operations.

* Cap fees for architectural and contractor services for Regents capital improvements.

30. School Finance

* Create incentives for school districts to unify.

* Eliminate State matching funds for any new school bonds or equipment. State matching funds incentivize oversized and excessive school buildings. When USDs are required and pay the full cost of construction, they will economize!

31. Consolidate all state housing programs into Kansas Housing Resources Corporation.

32. Consolidate all early childhood programs (Tiny-K, Head Start, Early Head Start, Parents as Teachers, Smart Start, Healthy Start, Kansas Preschool Program) at State Board of Education.

33. Privatize management or sell off state owned parking lots.

I have filed my paperwork and I am now officially running for Kansas Secretary of State.

The Secretary of State is an important position. The office is responsible for providing fair and open elections and honest public services to individuals and businesses in a non-partisan manner.

I hope that the voters of Kansas will see me as the candidate that will uphold the tradition of managing the Secretary of State’s office in a non-partisan and professional manner.

I would bring several assets to the job. I have served in the Kansas Senate for the past 13 years. During this time, I have become very familiar with the processes of state government and have learned the value of putting partisanship aside to meet the needs of Kansans.

I also learned valuable lessons from my family that are still applicable today. My parents lived through the Great Depression and World War II. They taught me that thrift, hard work and living within our means are more rewarding than excessive spending and debt. I pledge to bring these lessons to the operation of the Secretary of State’s office.

I’m looking forward to seeing you on the campaign trail!

Travel is an opportunity to meet new people and acquire new ideas.  I’ve had the opportunity to travel around the world with fellowship opportunities from the Japan Society, German Academic Exchange, Pacific Rim Young Leaders Forum, the European Union, and The Institute for Interfaith Dialogue.

To show my gratitude for what I’ve learned and to promote global exchange and awareness, I annually sponsor and host a delegation of future leaders from Europe who visit America with the Marshall Fellows program.

Overview

The German Marshall Fund of the United States (GMF) was founded in 1972 through a gift from Germany as a permanent memorial to Marshall Plan assistance as a non-partisan public policy and grant making institution dedicated to promoting greater cooperation and understanding between the United States and Europe. GMF does this by supporting individuals and institutions working on transatlantic issues, by convening leaders to discuss the most pressing transatlantic themes, and by examining ways in which transatlantic cooperation can address a variety of global policy challenges.

The Marshall Memorial Fellowship

The Marshall Memorial Fellowship (MMF) program provides a unique opportunity for young policy and opinion leaders from 14 European countries and the United States to gain an in-depth understanding of societies, institutions and peoples across the Atlantic. During the 4 week traveling program, Fellows develop a broad knowledge of political, economic, cultural and social issues in their host countries through meetings with city officials, school teachers, police officers, government officials, business leaders, labor organizers, farmers, activists, religious leaders, academics and members of the community who open their homes to Fellows.

The MMF for Europeans offers a 4 week travel in multinational groups of 20 to Washington, DC for briefings on American politics and policy before dividing into smaller groups to continue their travels to four geographically and demographically different cities and towns across the U.S., completing their Fellowship in New York.

The MMF for Americans sends diverse groups of 20 to Brussels, Belgium for briefings on European and transatlantic institutions before dividing into small groups to visit cities and small towns in Northern, Southern and Central Europe. American Fellows complete their Fellowship as a group in Berlin or Paris.

Since the program’s inception in 1982, over 1000 young leaders have participated, creating a diverse MMF network in a broad range of professional fields. Marshall Memorial Fellows are selected in each country through a rigorous process of nomination, application and interviews. For more information about selection criteria and the application process, visit their website.

An old Chinese proverb holds that within every crisis awaits opportunity. With the economic slowdown generating less tax revenue for Kansas government, we have a once in a lifetime OPPORTUNITY to reinvent and redesign state and local government for greater effectiveness and efficiency. The tax revenue “crisis” is an opportunity to upgrade Kansas government to be more capable of global competitiveness for the next 140 years. We have a three year window of opportunity to accomplish this upgrade because once the economy turns around and tax revenue pours into government coffers, there will no incentive to reform.

In 1861 when Kansas was birthed into Statehood there were no cars nor a highway system, radio, telephone, TV, or internet. The horse was the primary means of transportation and communication. 105 counties were laid out to ensure that the courthouse was never more than a days horseback ride away. In 1861 it was decided that we needed 40 State Senators and 125 State Representatives to make laws in Topeka, a number also derived from the horse.  All businesses small to large readjust their business model every few years. They go through mergers & consolidations and they adapt to changing times. Churches and non profit groups do the same.  Yet Kansas government has not made similar improvements and adaptations. Our state & local governments are still structured with the legacy management structure from 1861. We still operate the state and county government with the same management structure. Here are two proposals to actually redesign government to cost less and be more effective.

1) Downsize the Legislature. The Legislature should lead by reducing its size and reinventing itself. We should place on the 2010 statewide ballot a proposition to downsize the Legislature by at least 30%. It is no longer necessary to have 165 Legislators to make policy for us. No corporation of similar size would have such a large Board of Directors, and some states larger than Kansas have smaller Legislatures. I suggest a reduction from 40 Senators down to 30, and from 125 State representatives down to 90. The timing is perfect for this idea as the Legislature will redraw the district boundary lines in 2012. Legislators with larger districts out west should be given extra compensation for mileage they incur.

2) Consolidate counties, townships, and cities. In rural Kansas, fewer but stronger counties would better compete with the urban areas in attracting talented people, jobs, employers and other development. The State should incentivize unification by paying the legal costs involved with these mergers and we should allow merged counties to continue to receive State aid. In Wyandotte County we have had great success after unification. The Kansas Speedway, Nebraska Furniture Mart, Cabelas, Great Wolf Lodge, and 500 new homes all came after we unified our government, making it more effective at economic development.

I’m proposing a study commission to analyze a Kansas map which has 36 counties. This map is not mandatory but is an attempt to create a modern management structure where each new county has at least one “economic development engine” such as a university, county courthouse, or regional hospital. I suspect a thorough study will show: cost savings through economies of scale; technology will help with access and deliver services; and more effective economic development.

The primary goal is to adapt and upgrade our government to meet the needs and technology of the times. The secondary goal is create a government we can afford and can serve our needs for the next 100 years.

Senator Chris Steineger
Kansas City, KS
785-296-7375
chris.steineger@senate.ks.gov

Laos was an adjunct battleground during the Vietnam War.  Officially neutral early on. Laos was dragged into the conflict as it spilled over from Vietnam.  The fighting escalated quickly amongst U.S. advisers, mercenaries from Thailand, and native Hmong tribesman on one side, and communist forces of  the Phatet Lao on the other.  More bombs were dropped on little Laos than on Nazi Germany in W.W.II. Like Vietnam and Cambodia. Laos fell to Communist forces in 1975.  It also went through a long period of isolation from Western society, but in the early nineties the government liberalized its attitudes towards entrepreneurial market economics and western tourism.

We traveled freely and without hassle wherever we went.  Tony and Sue Her, our friends from K.C.K. Hmong community accompanied us on this adventure.  Both were born in Laos, but immigrated to the U.S. in 1976 as young teenagers.  They wanted to explore their roots and meet up with some long lost relatives.  They both speak Laotian and are knowledgeable about the food and customs.  The Hmong people are a rural hill tribe found in Laos and northern Thailand.  They are known for their prowess with outdoor skills, and they have an age old resistance to authoritarian regimes.  Hmong men fought alongside the refugees, and some made it to the U.S. and became citizens.

We visited several areas in Laos, but two in particular are memorable.  Xieng Khoung also known as Phonsavon, was close to where the U.S. forces and our Thai and Hmong allies were based.  It was the scene of many ground battles and air attacks.  Today, many bomb craters still dot the landscape and a few locals make a living picking up war scrap and selling it as scrap steel for recycling.  Tourist guest houses often have a few souvenirs on display including rusty machine guns, old helments, mortar rounds, ect.  Farmers use empty cluster bomb cases to build fences, and as stilts to build huts upon.  A few vintage U.S. Army trucks are still pulling duty hauling logs and other freight.  In Xieng Khoung, we shopped at the local market where everyone shops for food, clothing, and goods.  It was a great place to observe humanity.  The market was a conglomeration of makeshift huts, wooden platforms, and walkways, all covered with a rusty, leaky corrugated tin roof.  The butcher shop consisted of several rough planks laid over two old oil drums.  Chunks of crudely cut beef and pork were spread out on the planks.  Crude, yes, but the flies loved it!  Some rural folks had caught bucket loads of frogs.  Each frog had one back leg broken so it couldn’t hop away.  That night at dinner we saw roasted stuffed frog on the menu.  We ate chicken instead.  Wasp larvae are another local delicacy.  The wasps are the size of hornets, and build large paper nests underground.  The locals catch a few wasps and attach small pieces of white paper to the wasps. Then the first wasp is released.  They run after the wasp following the little white flag until they lose sight of it.  Then the next wasp is released and followed and so on, until they find the hole in the ground that is the entrance to the nest.  Smoke is used to drive away the wasps, and the nest is dug up.  As the larvae hatch, they are plucked out and together with crickets, locusts, and grasshoppers, are fried and served in a sack like popcorn.  We passed on this treat as well. In poorer countries, every protein source is utilized to sustain one’s existence.

Luang Prabang is the ancient capital of Laos, and was our favorite place.  We flew in on an old Chinese built turboprop operated by Lao Aviation, a government owned air carrier.  The United Nations has added Luang Prabang to its list of World Heritage sites for good reason.  It’s a small city not much bigger than Bonner Springs, that occupies a peninsula 1/4 mile wide by 3/4 mile long, at the juncture of the Mekong and Nam Khan Rivers.  A 300 foot tall hill topped ancient Buddhist temples straddles the base of the peninsula.  The entire river valley is surrounded by jungle-clad mountains.  The town has old Buddhist temples and Laotian buildings, along with architecture from the French colonial period of 1870-1960.  Banana, coconut, and palm trees stand along the streets. There are colorful exotic flowers and plants are in every yard.  The  20,000 people there are a quite a mix too. Laotian, Hmong, and other Asian hill tribes, United Nations workers, some other resident westerners, and about 500 backpackers.  You can sleep decently here for as little as $3 per night.  We splurged, and for $20 stayed  in an old mansion once owned by the King’s brother.  Dinner for two can be had for under $2.50, and you can wash it all down with a cold and tasty liter bottle of BeerLao for 70 cents.

We departed Luang Prabang via speed boat. We went  up the Mekong to the Thai border.  The wooden boat was 3 feet wide by 14 feet long, with 18 inches showing above the waterline.  Powered by a four cylinder, Toyota car engine minus a muffler, the craft was extremely loud.  Six westerners or eight Laotians could squeeze in, plus one driver next to the engine.  “Squeeze” is the operative word here as our seat consisted of a thin cushion on the bottom of the boat, and us remaining in  fetal position for the six hour trip.  We all wore earplugs, crash helmets, and rain ponchos as the boat sped at 45 MPH across the choppy water kicking up spray, and rain squalls occasionally sprinkled on us.  The Mekong was at flood stage due to the rainy season, and the surface of the water was wide, fast and muddy.  Some parts of the river were smooth, but elsewhere boils and white water gave clue to boulders and trees beneath the surface.  Our driver seemed confident, and since we sat in the back row, I figured the people in front would absorb the worst of anything we hit.  The ride up the Mekong was beautiful. There were  hills, mountains, rock outcroppings, all covered with heavy jungle.  Occasionally a few huts on stilts could be seen, or people fishing for their dinner.  We made a few short stops for lunch and toilet breaks, but otherwise we sped on until reaching the border landing in Thailand.

We were thankful to be back where there were  paved roads, safe water, and  the friendly, English speaking people of Thailand.  But as we walked up the boat ramp to the customs office for passport check, we looked back across the Mekong towards the other side.  We were sad to leave behind the most exotic and unusual chapter of our adventure in Asia: Laos.