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Thomas Jefferson InsTITuTe

for PublIc PolIcy

Annual Report 2006Ideas Catch Hold - Successes Mount

Thomas Jefferson Institute for Public Policy Annual Report 2006

From the Chairman & President

2006: Institute Ideas Become Major Policy Initiatives

TheThomasJeffersonInstitutemadesignificantheadwayin2006.Workingwithlegislators,keygovernmentofficialsandbusinessleaders,theJeffersonInstitutecontinuedtobringcreativeandworkableideastosolvingsomeofourmostcriticallyimportantproblems.Weworkedtobringamorebusiness-likeapproachtorunningstateandlocalgovernment,moreparentalchoiceinpubliceducationandafreemarketagendaforcleaninguptheChesapeakeBayandourriversandstreams.

TheJeffersonInstitute,thestate’smostrespectedindependentpublicpolicyfoundation,continuedtobuildstrongrelationshipswiththebusinesscommunity.Weunderstandthattheorganizationalexpertisethat

makesbusinessmoreefficientandmorecompetitivecanbeappliedtogovernment.TheJeffersonInstituteworkedwithkeygovernmentleadersoncreativeideastomakeourgovernmentrunbetter.Weworkedwitheducationalleaderstoofferfreshideasforhelpingourchildrenbebetterpreparedfortheincreasinglycompetitiveworldinwhichtheywillsoonbeworking.Andthisfoundationworkedourleaderstobringamarket-orientedpolicytotheforefrontofcleaningupourwaterways.

Mostoften,policychangetakestime,butsometimesthereisaleaderwhotakeschargeandmakeschanges.FormerGovernorMarkWarnerusedourideasandmadesignificantchangesinstategovernment.HisletterinJanuarygaveuscreditformanyoftheideasheusedandGovernorWarnerlistedthosereformshemadebasedonJeffersonInstitutesuggestions.

OurBoardofDirectorsworkedwithusinoureffortstochangepublicpolicyhereinVirginia.NoorganizationsuchastheJeffersonInstitutecanbesuccessfulwithouttheactivesupportofitsgoverningbody.IdeeplyappreciateallthehelpthatourBoardofDirectorsbringstoouractivities.And,ofcourse,thosewhofinanciallysupportourworkmakeallofthispossible.Withoutthisfinancialsupportthesuccessesenjoyedin2006couldnothavehappened.AndthesesuccessesbenefitallofVirginia.

Themomentumgainedin2006,laidthegroundworkforwhatwillbeaveryactive2007and2008.TheideasgeneratedbytheThomasJeffersonInstitutearebeingusedastheintellectualbackgroundforresponsiblepolicychangeassuggestedbymanyofourleaders.Weareexcitedaboutourfutureandproudofourpast.

MichaelW.Thompson ChairmanandPresident

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✯ ✯ Center for Government Reform and Legislative Analysis ✯ ✯

In2006,theThomasJeffersonInstitutecontinuedleadingtheeffortinVirginiatoreformstategovernment.TheJeffersonInstitutecontinuedbuildingrelationshipswithpoliticalleadersinboththeRepublicanandDemocraticParties.Researchandanalysisonpossiblelegislativeandexecutiveactionswereofferedthatwouldimprovetheefficiency,transparencyandaccountabilityofgovernment.

FormerDelegateJackRust,highlyrespectedonbothsidesofthepoliticalaisle,servesontheBoardofDirectorsoftheThomasJeffersonInstituteandoverseestheCenterforGovernmentReformandLegislativeAnalysis. Hisexpertiseanddeepunderstandingofthewaystategovernmentworksisahugeassettotheworkofthisfoundation.

The Senior Fellow for Government Reform here at the Jefferson Institute isGeoffreySegalwhoalsoservesasDirectorofGovernmentReformat thehighlyrespected Reason Foundation. Segal brings to the Jefferson Institute a reservoirofknowledgefromhisworkwithstateand localgovernmentsfromCalifornia toFlorida. He brings a deep understanding of government reform, what works andwhatdoesn’t,totheeffortstomakegovernmenthereinVirginiamoreefficient,moretransparentandbringmeasurementsandaccountabilitytowhatgovernmentdoesandhowwellitdoesit.ThisknowledgehelpstheJeffersonInstituteasitworkswithstatelegislatorsandthe Cost Cutting Caucus, county and state officials,andbusinessleadersthroughoutthestatewhobelievegovernmentcanruninamorebusiness-likefashion.

Governor Warner Praises Jefferson Institute

TheJeffersonInstitutewasparticularlyproudoftheletterreceivedfromformerGovernorMarkWarnerpraisingitfortheworkwithhisadministration.

AndashefinisheduphistenureasGovernorhisofficealsopulledtogether all the “reform government” actions taken by the WarnerAdministrationthatwerebasedontheideasgeneratedfromtheworkof the JeffersonInstitute.Thissixpage“matrixofreforms”canbefound on our website at http://www.thomasjeffersoninst.org/pdf/articles/Warner_Accomplishments.pdf

Geoff Segal, Senior Fellow at the Jefferson

Institute

Former Delegate Jack Rust, Jefferson Institute

Board Member

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Blueprint for Virginia

TheThomasJeffersonInstitutepublishedit’sBlueprint for Virginia’s Futureoutliningprogramsthatcouldbeundertakenby the newly elected Governor, Tim Kaine, and the GeneralAssemblyoverthenextfouryears.ThisBlueprintforVirginiafocused on six areas of deep concern to the economic futureofourstate: Transportation,Education,GovernmentReform,Environment,TechnologyandImmigration.

Leadingexpertsineachfieldoutlinedtheproblemsfacingourstateintheseareasanddetailedspecificactionsthatshouldbeconsideredtoconfronttheseissues.TheideasbroughtforwardinthisBlueprintbecamethebasisforlegislationandwillbethefocusofJeffersonInstituteactivitiesoverthecomingyears.

Blueprint for Virginia’s Future

Ideas for Improving the Commonwealth

By

Alan Pisarski Christian Braunlich

Geoffrey Segal David Schnare

Stephen DelBianco Albert Zapanta

January 2006

Thislistofaccomplishmentsinstategovernmentreformwerebasedonvariousstudies,conferences,analysesand guest columns by the Jefferson Institute which outlined specific actions that Virginia could take to makegovernmentmorebusiness-like.

6. Introduce Competition in Service Delivery

The Commonwealth has been a pioneer in the use of public/private partnerships to help address many of Virginia’s critical transportation priorities. The Public/Private Transportation Act of 1995 (PPTA) allows the Virginia Department of Transportation (VDOT) to partner with the private sector to build, improve, maintain and operate transportation projects more efficiently.

Two projects, I-495 Hot Lanes and I-395/95 Hot Lanes in Northern Virginia, are under development. The use of the “high occupancy toll” or “HOT” lanes concept is being developed to reduce congestion and improve mobility in the area. Before construction can begin, an in-depth traffic and revenue study and other steps must be taken to determine the viability of the concept. Should these steps proceed successfully, construction could begin in late 2006 or early 2007.

In addition, the administration worked with the General Assembly’s “Cost Cutting Caucus” to make an assessment of the commercial activities being performed by state employees to ensure that those activities were accomplished in the most cost-efficient and effective manner. The administration reviewed three commercial activities for possible outsourcing.

7. Fund Results: Reduce Poorly Performing Programs

Over the life of the administration we have eliminated or merged 70 duplicative or unnecessary boards, commissions and state agencies. Among them:

Advisory Board on Medicare and Medicaid Advisory Board on Rehabilitation Providers Advisory Committee for the Regional Competitiveness Act Advisory Committee on Certified Practices Advisory Council on the Virginia Business-Education Partnership Program AIDS Services and Education Grants Program Advisory Committee Appomattox State Scenic River Advisory Board Blue Ridge Economic Development Advisory Council Blue Ridge Regional Education and Training Council Board of Directors of the Virginia Information Providers Network Authority Board of Military Affairs Board of Rehabilitative Services Board of the Southside Virginia Development Authority Board on Conservation and Development of Public Beaches Board on Veterans' Affairs Catoctin Creek State Scenic River Advisory Board Chickahominy Scenic River Advisory Board Chief Information Officer Advisory Board Clinch Scenic River Advisory Board Clinch-Guest Scenic River Advisory Board Commission on Local Government Council on Human Rights Early Intervention Agencies Committee Economic and Employment Improvement Program for Disadvantaged Persons Falls of the James Advisory Board Goose Creek Scenic River Advisory Board Grant Awards Committee Home Care Services Advisory Committee Human Services Information and Referral Advisory Council Interagency Coordinating Council on Housing for Disabled Lower James River Advisory Committee Maternal and Child Health Council

3. Administer Broad-Based Spending Cuts

One hundred eighteen state agencies received broad-based reductions in FY 2003 and FY 2004. Over the entire period, agencies other than higher education were cut an average of 20%. Individual agency cuts were based on mission-critical needs, and ranged from 5% in some cases up to 30% over a three-year period in others. Throughout the painful budget reduction process in 2002, the Commonwealth forced agencies to re-examine longstanding practices. The state brought business principles to government. Some of these reductions improved the effectiveness of certain agencies:

By re-thinking the way they operate, the administration was able to help eliminate redundant management layers in the Department of Environmental Quality and the Department of Corrections. The administration consolidated payroll processing for over 40 agencies into a single small unit at the Department of Accounts. Virginia made better use of the Internet in a variety of agencies to send out publications electronically instead of through print. The administration decided to cut pollution prevention to maintain actual water quality monitoring and testing. Wherever possible, the administration chose to maintain the parole officers themselves – even though that decision required the officers to spend more time on administrative duties. We also decided to cut health education programs so that we could continue actually providing health care and medical services to our citizens.

4. Reform Entitlement Programs

Virginia’s entitlement programs are among the leanest in the nation, and the Warner administration maintained its commitment not to abandon the Commonwealth’s frail and elderly citizens.

Virginia ranks 47th among the states in the number of Medicaid recipients as a % of the population, and ranks 49th in the nation in Medicaid expenditures per capita (Source: Urban Institute estimates based on FFY2000 CMS data).

Additionally, administrative reforms in Medicaid have resulted in pharmaceutical drug savings of $35 million per year. Our Medicaid managers implemented a preferred drug list, started additional reviews of clients with nine or more prescriptions within a 30-day period, authorized maximum allowable cost reimbursement for generic drugs, and implemented additional prospective and retrospective drug utilization reviews.

In addition, more than 400,000 Medicaid recipients who were enrolled in managed care organizations have access to expanded prevention strategies and chronic care management services that improve health status and help hold down costs.

5. Turn Capital Assets into Financial Assets

The administration launched a first-ever review of the Commonwealth’s real estate holdings, marking the first time that the state has made a comprehensive effort to locate, organize and analyze the land and real estate assets owned and rented by the state through an enterprise-wide effort.

Our private sector partners estimate the state could save $68 million or more over the next decade by implementing a Real Estate Portfolio Management system. As a result of this effort, we have documented about $7 million in cost avoidance on recent lease agreements and renewals.

Virginia also has been a national leader through innovative use of the Public Private Education Facilities and Infrastructure Act of 2002 (PPEA). This is a new approach to partnering with the private sector on major construction projects, and it promises to cut project time by approximately 25% while reducing overall project costs.

Using PPEA, the Commonwealth is transforming nonperforming and underperforming capital assets through the restoration and renovation of four historical and architectural buildings on Capitol Square. These buildings include the Old State Library& Archives, the Old Finance Building, the Washington Building and the Capitol:

Government Reform – Review of Thomas Jefferson Institute Ideas Recommended Strategies Compared to Virginia’s Implemented Strategies

Warner � dministration � eview

The key accomplishments that follow are consistent with ideas and suggestions from various studies and newspaper columns by the Thomas Jefferson Institute for Public Policy and the “Show Me the Money” cost savings report by the American Legislative Exchange Council. They serve to illustrate Virginia’s ongoing commitment to efficiency and effectiveness and partnership with the Thomas Jefferson Institute in promoting accountability in government. Virginia is one of seven states receiving the highest bond rating, Aaa, from each of the three major bond-rating agencies - Fitch, Moody's and Standard and Poor's. This coveted rating not only identifies the Commonwealth as a well-managed state, but also ensures that the state borrows money at the lowest possible cost. The Commonwealth and its localities save tens of millions of dollars, over the lifetime of borrowing through lower interest rates and more favorable borrowing terms due to this prestigious rating.

RecommendedStrategy

Action in Virginia

1. Implement Transparent Budget

Virginia received the top score in the Government Performance Project’s “Grading the States 2005” report, the nation’s only comprehensive, independent analysis of how well each state is managed. The first such rating in four years showed Virginia moving up to an overall score of A-. Utah is the only other state with an overall score of A-, but Virginia is the only state with straight A’s across the board in all four evaluation categories: money, people, infrastructure, and information. Over the lasttwo years, the Commonwealth has been working to improve the “transparency” of the budget, with identifiable services tied to performance measures that can be tracked over time. The goal is to make the budget more meaningful as a performance management tool and, most importantly, more meaningful to the citizens of the Commonwealth. Virginia continues to demonstrate a leadership role among the states in management, transparency and accountability, and all of these reforms are designed to ensure that Virginia state government provides full value to Virginia taxpayers.

2. Reduce Workforce Costs

The Commonwealth has been selective in the use of appointive powers in Executive Branch agencies, and has fewer appointees than our predecessors: As of June 1, 2005, Virginia had filled only 60% of the 179 political positions authorized bylaw in Executive Branch agencies.

Insurance and workers compensation initiatives have resulted in improved operations and savings to taxpayers of $27.9 million. Additionally, our administration has:

Reduced the overall state workforce. At the beginning of our administration, December 2001, the total employment count was 65,491 (excluding higher education). As of March 31, 2005, employment stood at 62, 928 – a 3.9% reduction.Developed a scalable, Web-based enterprise Learning Management System (LMS) to increase the competency and performance of state employees. The new system provides information on employee training and development and features e-learning, which saves travel time and reduces training expenses. The collaborative process among agencies resulted in an overall estimated long-term cost avoidance of $5 million per year.

6. Introduce Competition in Service Delivery

The Commonwealth has been a pioneer in the use of public/private partnerships to help address many of Virginia’s critical transportation priorities. The Public/Private Transportation Act of 1995 (PPTA) allows the Virginia Department of Transportation (VDOT) to partner with the private sector to build, improve, maintain and operate transportation projects more efficiently.

Two projects, I-495 Hot Lanes and I-395/95 Hot Lanes in Northern Virginia, are under development. The use of the “high occupancy toll” or “HOT” lanes concept is being developed to reduce congestion and improve mobility in the area. Before construction can begin, an in-depth traffic and revenue study and other steps must be taken to determine the viability of the concept. Should these steps proceed successfully, construction could begin in late 2006 or early 2007.

In addition, the administration worked with the General Assembly’s “Cost Cutting Caucus” to make an assessment of the commercial activities being performed by state employees to ensure that those activities were accomplished in the most cost-efficient and effective manner. The administration reviewed three commercial activities for possible outsourcing.

7. Fund Results: Reduce Poorly Performing Programs

Over the life of the administration we have eliminated or merged 70 duplicative or unnecessary boards, commissions and state agencies. Among them:

Advisory Board on Medicare and Medicaid Advisory Board on Rehabilitation Providers Advisory Committee for the Regional Competitiveness Act Advisory Committee on Certified Practices Advisory Council on the Virginia Business-Education Partnership Program AIDS Services and Education Grants Program Advisory Committee Appomattox State Scenic River Advisory Board Blue Ridge Economic Development Advisory Council Blue Ridge Regional Education and Training Council Board of Directors of the Virginia Information Providers Network Authority Board of Military Affairs Board of Rehabilitative Services Board of the Southside Virginia Development Authority Board on Conservation and Development of Public Beaches Board on Veterans' Affairs Catoctin Creek State Scenic River Advisory Board Chickahominy Scenic River Advisory Board Chief Information Officer Advisory Board Clinch Scenic River Advisory Board Clinch-Guest Scenic River Advisory Board Commission on Local Government Council on Human Rights Early Intervention Agencies Committee Economic and Employment Improvement Program for Disadvantaged Persons Falls of the James Advisory Board Goose Creek Scenic River Advisory Board Grant Awards Committee Home Care Services Advisory Committee Human Services Information and Referral Advisory Council Interagency Coordinating Council on Housing for Disabled Lower James River Advisory Committee Maternal and Child Health Council

3. Administer Broad-Based Spending Cuts

One hundred eighteen state agencies received broad-based reductions in FY 2003 and FY 2004. Over the entire period, agencies other than higher education were cut an average of 20%. Individual agency cuts were based on mission-critical needs, and ranged from 5% in some cases up to 30% over a three-year period in others. Throughout the painful budget reduction process in 2002, the Commonwealth forced agencies to re-examine longstanding practices. The state brought business principles to government. Some of these reductions improved the effectiveness of certain agencies:

By re-thinking the way they operate, the administration was able to help eliminate redundant management layers in the Department of Environmental Quality and the Department of Corrections. The administration consolidated payroll processing for over 40 agencies into a single small unit at the Department of Accounts. Virginia made better use of the Internet in a variety of agencies to send out publications electronically instead of through print. The administration decided to cut pollution prevention to maintain actual water quality monitoring and testing. Wherever possible, the administration chose to maintain the parole officers themselves – even though that decision required the officers to spend more time on administrative duties. We also decided to cut health education programs so that we could continue actually providing health care and medical services to our citizens.

4. Reform Entitlement Programs

Virginia’s entitlement programs are among the leanest in the nation, and the Warner administration maintained its commitment not to abandon the Commonwealth’s frail and elderly citizens.

Virginia ranks 47th among the states in the number of Medicaid recipients as a % of the population, and ranks 49th in the nation in Medicaid expenditures per capita (Source: Urban Institute estimates based on FFY2000 CMS data).

Additionally, administrative reforms in Medicaid have resulted in pharmaceutical drug savings of $35 million per year. Our Medicaid managers implemented a preferred drug list, started additional reviews of clients with nine or more prescriptions within a 30-day period, authorized maximum allowable cost reimbursement for generic drugs, and implemented additional prospective and retrospective drug utilization reviews.

In addition, more than 400,000 Medicaid recipients who were enrolled in managed care organizations have access to expanded prevention strategies and chronic care management services that improve health status and help hold down costs.

5. Turn Capital Assets into Financial Assets

The administration launched a first-ever review of the Commonwealth’s real estate holdings, marking the first time that the state has made a comprehensive effort to locate, organize and analyze the land and real estate assets owned and rented by the state through an enterprise-wide effort.

Our private sector partners estimate the state could save $68 million or more over the next decade by implementing a Real Estate Portfolio Management system. As a result of this effort, we have documented about $7 million in cost avoidance on recent lease agreements and renewals.

Virginia also has been a national leader through innovative use of the Public Private Education Facilities and Infrastructure Act of 2002 (PPEA). This is a new approach to partnering with the private sector on major construction projects, and it promises to cut project time by approximately 25% while reducing overall project costs.

Using PPEA, the Commonwealth is transforming nonperforming and underperforming capital assets through the restoration and renovation of four historical and architectural buildings on Capitol Square. These buildings include the Old State Library& Archives, the Old Finance Building, the Washington Building and the Capitol:

Government Reform – Review of Thomas Jefferson Institute Ideas Recommended Strategies Compared to Virginia’s Implemented Strategies

Warner � dministration � eview

The key accomplishments that follow are consistent with ideas and suggestions from various studies and newspaper columns by the Thomas Jefferson Institute for Public Policy and the “Show Me the Money” cost savings report by the American Legislative Exchange Council. They serve to illustrate Virginia’s ongoing commitment to efficiency and effectiveness and partnership with the Thomas Jefferson Institute in promoting accountability in government. Virginia is one of seven states receiving the highest bond rating, Aaa, from each of the three major bond-rating agencies - Fitch, Moody's and Standard and Poor's. This coveted rating not only identifies the Commonwealth as a well-managed state, but also ensures that the state borrows money at the lowest possible cost. The Commonwealth and its localities save tens of millions of dollars, over the lifetime of borrowing through lower interest rates and more favorable borrowing terms due to this prestigious rating.

RecommendedStrategy

Action in Virginia

1. Implement Transparent Budget

Virginia received the top score in the Government Performance Project’s “Grading the States 2005” report, the nation’s only comprehensive, independent analysis of how well each state is managed. The first such rating in four years showed Virginia moving up to an overall score of A-. Utah is the only other state with an overall score of A-, but Virginia is the only state with straight A’s across the board in all four evaluation categories: money, people, infrastructure, and information. Over the lasttwo years, the Commonwealth has been working to improve the “transparency” of the budget, with identifiable services tied to performance measures that can be tracked over time. The goal is to make the budget more meaningful as a performance management tool and, most importantly, more meaningful to the citizens of the Commonwealth. Virginia continues to demonstrate a leadership role among the states in management, transparency and accountability, and all of these reforms are designed to ensure that Virginia state government provides full value to Virginia taxpayers.

2. Reduce Workforce Costs

The Commonwealth has been selective in the use of appointive powers in Executive Branch agencies, and has fewer appointees than our predecessors: As of June 1, 2005, Virginia had filled only 60% of the 179 political positions authorized bylaw in Executive Branch agencies.

Insurance and workers compensation initiatives have resulted in improved operations and savings to taxpayers of $27.9 million. Additionally, our administration has:

Reduced the overall state workforce. At the beginning of our administration, December 2001, the total employment count was 65,491 (excluding higher education). As of March 31, 2005, employment stood at 62, 928 – a 3.9% reduction.Developed a scalable, Web-based enterprise Learning Management System (LMS) to increase the competency and performance of state employees. The new system provides information on employee training and development and features e-learning, which saves travel time and reduces training expenses. The collaborative process among agencies resulted in an overall estimated long-term cost avoidance of $5 million per year.

3


Economic Model Enhances the Budget Debate

Asthe twoyearbudgetbattle tookshape inRichmond, theJeffersonInstituteupdated itshighlyrespectedtax and spendingmodelknownasVirginiaSTAMP (StateTaxAnalysisModelingProgram). This computeraccessiblemodelallowspoliciesmakersto“plugin”taxvariablesandseewhattheprojectedincomewillbetothestate.Thisisadynamiceconomicmodel–ittakesintoaccountthevarious“goodsandbads” thatoccurwhen taxesare raisedordecreased.Thusthismodelreflectsthereallifeimpactoftaxpolicyandrelatesittogovernmentspendingandtheimpactthatspendinghasontheeconomy.Thisistheonlyeconomicmodelof its type inVirginia and reflects the impactof infrastructurespendingonthestate’seconomy.

Prior to releasing this updated economic model at a well-attendedpressconference,theJeffersonInstituteheldaprivatebriefingwithleadingstateofficialsandbusinessleaderstopreviewits methodology and outcomes of various tax scenarios. ThisbriefingbroughttogethertheSecretaryofFinance,theSecretaryof Transportation, the President of the Virginia Chamber ofCommerce, the Senate Majority Leader’s chief economist, theChairmanof theCostCuttingCaucus andothers todiscuss indepththeworkingsofthisimportanteconomicmodelonpolicymakinginourstate.

TheVirginiaSTAMPeconomicmodelbecameanimportantresourceinthedebatesurroundingthetwo-yearbudget.SenatorsWalterStosch,SenatorMajority Leader, and Senator Marty Williams,Chair of the Senate Transportation Committees,praised the Jefferson Institute for this economicmodelandseveralStateDelegatesuseditduringthebudgetdebate.

Economist Alfonso Sanchez-Pevalverand Dr. David Tueack of Suffolk University’sBeacon Hill Institute discuss the economic

model- Virginia STAMP.

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Conferences on Reforming Government

Two important conferences on reforming state government were held in June with the cooperation of theGovernor’sOfficeandtheGeneralAssembly’sCostCuttingCaucus.

Thefirstwasaconferencewithkeystateagencydirectorsandformerdirectors.AfivehourdiscussionwasheldfocusedonwhatgovernmentprovidesandhowwellitprovidesittothepeopleofVirginia.Thiswasaconferencewherealltheparticipantswereactively involved and talked openly about how to make theiragenciesandgovernmentingeneralmoreefficientandeffective.

The second reformgovernmentconferencewasour regular“Innovations in Government Conference.” The theme was“Transforming Government through Information Technology.”Closeto90agencyheadsandtechnologyleadersingovernmentattendedthisconferencetohearspeakerswhoincludedthecurrentSecretary of Technology Annesh Chopra, former Secretary ofTechnologyDonUpsonandBillEggersofDeloitte,Research.

Thisconferencefocusedonhowtechnologycanbebetterutilizedinmakinggovernmentandtheservicesitoffersmoreefficient,moretransparentanduserfriendly.BillEggersofDeloitte,whoconsultsinternationallyonwaystoreformgovernment,saidthisconferencewasoneofthebestheeverattended.

Economic Model Briefing

Business leader S. Buford Scott, Transportation Secre-tary Pierce Homer, Finance

Secretary Jody Wagner

Business leaders Robert Shinn, Robert Woltz, John

Sherman, and Hugh Keogh

Legislative staff receives its own briefing

Conference attendees listen to Technology Secretary-

Aneesh Chopra

Former Technology Secretary Don Upson

William Eggers, Director at Deloitte Research

Bill Leighty, Governor’s Chief of Staff

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Cost Cutting Caucus – Allies in the Legislature

The Cost Cutting Caucus and the Thomas Jefferson Institute have been workingtogetherforseveralyears.IdeasresearchedbytheInstituteforitsstudiesorpresentedasalternativesatJeffersonInstitutesponsoredconferencesandinitsbi-monthlynewspapercolumnhavebeencraftedintobillsbymembersoftheCostCuttingCaucus.IdeasfromthemembersCostCuttingCaucushavebeenresearchedbytheJeffersonInstitutetofindouthowotherstateshavehandledsimilarlegislationandwithwhatoutcome.

Delegate Chris Saxman, Chairman of the Cost Cutting Caucus, has developed areputationforcreativityandimaginationashehaspromotedaseriesofideasthatparallelthoseoftheThomasJeffersonInstitute.

Ideas on the Way to Reality

TheThomasJeffersonInstitutehasbeenworkingwithmembersoftheGeneralAssemblyfortenyearstobringcreativereformtothewaystateandlocalgovernmentsspendthetaxpayers’money.Ittakestimeforaseedofan

ideatogrowintolegislationandforthatlegislationtogainsupportinonehouseoftheGeneralAssemblyandthenintheother.

In 2006, several solid pieces of legislation, based on ideasbroughtforwardbytheThomasJeffersonInstitute,werepassedbytheGeneralAssemblyandsignedintolawbytheGovernor.AdditionallegislationpassedtheHouseandalthoughnotmakingitthroughtheSenatestartedtheprocessofadvancinggoodideas.Intimethesebillswillalsomakeitintolaw.TheHouseiswherethesereforminitiativeshavetakenrootandreformlegislationisconcentratedinthislegislativebodyatthecurrenttime.

Billsthatbecamelawin2006includedaSalesTaxHolidaybasedonBacktoSchoolsalesinAugust;allowingcounties,citiesandtownstoawardcontractsfortransportationconstruction projects with design-build agreements; the Commonwealth Transportation Commissioner is nowrequired to report to the General Assembly all actions taken in the previous year and planned in the currentyearinvolvedwithoutsourcing,privatizationanddownsizingaswellaseffortsforassetmanagementanduseofintelligenttransportationsystems;anditisnowlawthatourcitizensreceivea15%taxcreditforwhatisspentonpurchasinglong-termcareinsurance.

BillsthatmadeitthroughtheHouseofDelegatesbutwerenotsuccessfulintheSenatein2006–butwillbere-introduced–includedbillsbasedonJeffersonInstituteideas.TheseincludedabilltorequirethattheExecutiveBudgetshowhowgovernmentprogramsaretiedtotheachievementofgoals,objectivesandthemissionoftheagencies;abillrequiringanannualanalysisthatcompareswiththepreviousyeartheagenciesprioritiesandhowwelltheywereachievedalongwithmajorinitiativesbeingproposedforthenextyear.

Delegate Chris Saxman

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Several bills were introduced that did not win approval in the House but these bills will be re-introducedandareexpectedtoeventuallypassinthislegislativebody.Thesebills,againbasedonideasfromtheJeffersonInstitute,wouldcreateaCouncilonGovernmentAccountability&Efficiencytoidentifywasteandinefficiency;abilltocreatetheCommonwealthRealignmentCommissiontoreviewtheperformance,relevanceandmanagementefficiencyofgovernmentprograms,activitiesandagencies;andrequireanincomingGovernortocontractwithaprivatemanagementfirmtoreviewallmajoragenciesandproduceaperformancereporttotheGovernorandtheGeneralAssembly.

TheideasgeneratedbytheJeffersonInstitutearegainingwiderespectandlegislationisbeingpassedbasedonthiswork.Moreofourideaswillbecomepublicpolicyintheyearsjustahead.

✯ ✯ Center for Excellence in Education ✯ ✯

Competitionandreformshouldbeembracedbyanyinstitutionbelievinginimprovement.Newideasshouldbeadoptedwhentheycanproduceabetteroutcome.Thepubliceducationsystemisnodifferent.

Over the past several years, the Thomas Jefferson Institute has laid the

groundwork for important improvements. Public private partnerships inconstructingnewbuildings,guaranteedhighschooldiplomas(wheretheschoolassuresthegraduatesthattheyhavea12thgradeeducation),andtheincreasedopennessbysomeeducationleaderstovarious“schoolchoice”ideashaveallresultedfromworkbytheJeffersonInstitute.

TheJeffersonInstitute’sCenterforExcellenceinEducationisheadedbyChrisBraunlich,VicePresidentoftheThomasJeffersonInstitute.Heservedfor

eightyearsontheFairfaxCountySchoolBoard,thestate’slargestandmostdiversepubliceducationsystem.Herepresentedanareaof thatcounty thatmirrored thechanging demographics of theregion. As former AssistantVicePresidentforPublicAffairsattheNationalAssociationofManufacturersandVicePresidentatthenationallyrecognizedCenterforEducationReform,Chrisbrings

abreadthofexperiencefewcanmatch.

Leading the Charge AgainstUnproven Universal Preschool

WhenGovernorTimKainebeganlayingthegroundworkforanexpensive“UniversalPreschool”program,thenewsmediatrumpetedtheideaasifitwereafait accompli.

Chris Braunlich, Vice PresidentThomas Jefferson Institute

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TheGovernorandthemediahadn’tcountedontheThomasJeffersonInstituteforPublicPolicyanditsability

tobringfactstothedebate.

Husbandingtheresourcesofitsrelationshipswithpublicpolicyfoundationsaroundthecountry,theJeffersonInstituteissuedaflurryofopinionpagecolumns,“TalkingPoints”tolegislators,andafour-pageRapid ResponsepapertoGovernorKaine’sbudgetproposalon“UniversalPre-K.”

TheInstitute’sargumentwassimple:Studiesdemonstratethatpreschool,combinedwithhealthandsocial

services,canhaveapositiveimpactonseverelyat-riskchildren…buttherearenostudiesshowingthatithelpsupperandmiddle-incomechildren.

These papers were used by legislators in their own op-ed columns and letters to the editor, as well as byeditorialwritersaroundtheCommonwealthwhoraisedquestionsabouttheKaineplan.

Jefferson Vice President Chris Braunlich traveled to public meetings of the Kaine “Start Strong Council”tochallengeassertionsaboutuniversalpreschool.HelentahandtoHouseSpeakerWilliamHowell’sofficeindeveloping language for an evaluation of Virginia’s current preschool program for at-risk children -- the firsttimeanyevaluationhadbeenrequiredsincethisprogramstarted12yearsago.Itonlyseemedlogicalthatthestateshouldfirstevaluatewhat itwasalreadydoingbeforedeciding toapproveanexpensivenewentitlement

program.The result was a reduction in the scope of Gov. Kaine’s

initialproposalfromafullblown$300millionayearprogramto a small pilot of less than $3 million. Further reductionsweremadebytheGeneralAssembly,anditpassedaresolutionrequiringanevaluationofthecurrentpre-Kprograminthestate-akeypointadvocatedbytheJeffersonInstitute.

Delegate Kirk Cox, House Majority Whip, said of theJefferson Institute’s efforts: “The Institute’s effortsplayedanimportant role in our work. The research you compiled andoffered in briefings provided a solid foundation we used ….Combinedwiththeop-edpiecesandLegislativePolicyBriefsofyourinstitute,theyprovidedaone-twopunch.”

Advocating “What Works”

Afternearly50yearsofresearch,scientistsknowwhatittakestoteach95percentofchildrentoread.Buttoomanyeducatorsresistthemethodbecauseoftheirideologicaloppositiontoanypedagogythatincludesthe“p-word”:phonics.

That’s why the Jefferson Institute inserted advocacy ofeducationalprogramsthatworkintoarangeofitspapersandpresentationsin2006.

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Our annual “Virginia Economic Forecast” pointed to thelinkbetweenliteracyandeconomicdevelopment.InNovemberwereleasedadraftpaperobservingthepositiveeffectsofthefederalReading Firstprogramonthe60Virginiaschoolsusingthosefederalgrantstoimplementnewreadingprograms.ThatNovemberdraftreleasecoincidedwithapresentationbyWytheCounty(VA)PublicSchoolsDirectorofInstructionRoyMonk,who spoke on the spectacular results achieved after four ofthe system’s five elementary schools switched to a Reading First-approvedreadingprogram.MonkspokeattheJeffersonInstitute’sannualluncheonduringtheVirginiaSchoolBoardsAssociationmeeting.

Reading remains essential for success in our society, butone million Virginians remain fundamentally illiterate. TheJeffersonInstituteisworkingtochangethat–onereaderatatime.

Rick Nelson, former President of the Fairfax County

Federation of Teachers, praised the work of the JeffersonInstitutewhenhesaid,“Yourpapercanhaveaprofoundeffectin changing the debate over reading methodology. I use itwhereverIgo,andwillbeusingitagaininmypresentation…beforetheManhattanInstitute.”

Choices for Students With Disabilities Explodes on the Scene

WhentheThomasJeffersonInstitutebroughtStateSenatorWalterStoschand other Virginia leaders to Florida to observe that state’s parental choiceprogramforstudentswithdisabilities,itledtolegislationandamajorpublicdebateovertheneedsofdisabledstudentsintheCommonwealth.

Thisspecialsitevisithelpedcollecttheinformationneededtomoveforwardwitha“TuitionAssistanceGrantsforStudentswithDisabilities”bill,providingascholarshipofupto$10,000fordisabledstudentswhodesperatelyneedanalternativeplacementtoreceivethebesteducationpossible.

Thesestudents frequentlycostVirginiaschoolsystems$25,000ormore.That’swhya state-sponsored scholarship cappedat $10,000wouldnotonlygivekidsabettereducationbutwouldalsosavelocalschoolsystemsmoney.

Butthesefactsdidn’tstoptheVirginiaSchoolBoardsAssociation(VSBA)from issuinga seriesofmisleadingemails to itsmembers attackingSenator

Senate Majority LeaderWalter Stosch

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Stoschforofferingalternativestochildrenwithdisabilities.ThoseemailswerecapturedbytheJeffersonInstituteandreprintedonourwebsite,alongwiththefactstorefuteVSBAclaims.

TheInstituteworkedcloselywithStoschinprovidingresearchforhisbillandastatebudgetamendmenttheSenatoroffered.Weprovidedtestimony,aflurryofop-edcommentaries,andreviewedtheconceptone-on-onewithlegislators.

Whilethebillwasdefeatedin2006,lastsummertheJeffersonInstituteconductedaneducationaloutreachprogramto theparentsofstudentswithdisabilities,andalsocommissionedaFiscalAnalysis (partneringwiththeVirginiaChamberofCommerceandtheMilton&RoseD.FriedmanFoundation)inpreparationforthe2007

GeneralAssemblysession.

FrankBarham,ExecutiveDirectorofthe VirginiaSchoolBoardsAssociation,revealedhisassociation’sfundamentalweaknessinthisbattle when he stated concerning this study, “The Virginia SchoolBoardsAssociationhasnowaytorefuteorverifythefigurescitedin(theJeffersonInstitute)study.”Thatadmissionplacesthespotlighton the opponents’ lack of facts and the Jefferson Institute’s highground.

Keeping the Pressure On for More Educational Choices

WhiletheStoschbillcapturedtheimaginationasanewwayofcrafting educational options, the Jefferson Institute didn’t stop theadvanceonotherfronts.

The Institute re-issued its fiscal analysis of a tuition tax creditoffering low-income parents educational choice, using new datafrom the Virginia Department ofEducation.Thestudyagainshowedapositivefiscalgainforlocalschoolsystemsandthestatebudget–and

becamean important factor inarguingforDelegateChrisSaxman’s“VirginiaEducationalImprovementTaxCredit.”

Ourefforts tomakecommoncausewith leadersof theGeneralAssemblyBlackCaucus,whorepresentthestudentsmostlikelytobehelpedbythisbill,alsopaidoff.ThenumberofAfricanAmericanlegislatorsbackingschoolchoicedoubledin2006,aslegislatorsbeganmovingtowardsnewideasineducation.

OneofthosenewideaswasintroducedbyDelegateDwightJones,chairmanoftheBlackCaucusandaparticipantinour2005studytourtoseehowSchoolChoiceworks inMilwaukee. In2006,Jonessought toexpand thenumberofcharterschoolsbycreatingUniversityCharterschools–aconceptintroducedtohimbytheJeffersonInstituteinresearchweprovidedforthedraftingofthisbill.

Better Education for All Children: A Fiscal Analysis of

A Virginia Educational Improvement Tax Credit

ByChristian N. Braunlich

Vice President, Thomas Jefferson Institute for Public Policy

Foreword by Robert Ashford

President, Virginia Black Alliance for Educational Options

January 2006

Delegate Dwight Jones

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Whilethebillwas“carriedover”andcontinuestobeunderactivediscussion,Jones’involvementmarksamajorchangeintheapproachtakenbyBlackleadersintheGeneralAssembly.

DelegateDwightJones,ChairoftheGeneralAssemblyBlackCaucus,madethisdramaticstatementtohiscolleagues,“IhavevotedagainsteverycharterschoolbillthathascometotheGeneralAssembly,butmythinkingisevolving,andweneedtodosomethingnow.”

✯ ✯ Center on Economic Development and Environmental Stewardship ✯ ✯

Virginia’s future requires continued economic growth and vitality. Virginia’s status as the most businessfriendly state in the country takes continual effort and a long-termvision tomaintain. More jobsneed to becreated,aworkingtransportationsystemmustbedevelopedandsustained,ourtaxsystemneedstoremainoneofthemostbeneficialinthecountryforourcitizensandbusinesses,andourenvironmentneedstobeimprovedwithoutharmingoureconomicfuture.

Fresh Approaches for Cleaning Our Waters

TheJeffersonInstitutereleasedamajorstudythatfocusedonamarket-orientedapproachtocleaningupourwaterways.“Policy Alternatives for Clean Up of Virginia Waters”waswrittenbyDavidSchnare,theInstitute’sSeniorFellowonEconomicDevelopmentandEnvironmentalStewardship.Thisstudywasafollow-uptoworkSchnaredidwithlegislativeleadersinlate2005.

FourpolicybriefingsoncleaningourwaterwayswithmarketprinciplesasthekeyfeaturewerehostedbytheJeffersonInstituteduring2006.OnewaswiththeSecretaryofNaturalResourceswhereno-tillfarmingwasdiscussedindepthandhowthestatecouldhelppromotethisagriculturalpractice.

A fascinating dinnerbriefing was hosted inRichmondwith theSecretaryof Natural Resources alongwithtoprepresentativesoftheDepartment of Agricultureand the Attorney General’sofficealongwithDelegateLeeWare, Vice Chairman of the

House committee overseeingthe Chesapeake Bay andbusiness leaders interested inthisissue.

A luncheon briefing with Senator Emmett Hanger,Chairman of the Chesapeake Bay Commission, was held todiscuss various legislative and administrative approacheswere for promoting “no till” farming and other agricultural

POLICY ALTERNATIVES FOR CLEAN UP OF VIRGINIA WATERS

BY: DR. DAVID SCHNARE,PHD

SENIOR FELLOW ON ENVIRONMENTAL POLICYTHOMAS JEFFERSON INSTITUTE FOR PUBLIC POLICY

APRIL 2006

Natural Resources SecretaryPreston Bryant

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bestpracticeswheremarketapproachescouldbetheincentiveforcleaning our waterways. The experts present at this discussiontalkedaboutthesignificantimpactthatcouldberealizedincleaningupourwaterwaysthroughchangingfarmingpractices.

And in the fall a special issue conference was hostedthat combined a unique eagle watching cruise along with an in-depthdiscussiononcleaningup theBay throughno-till farming.This conference cruise was chaired by Senator Emmett Hangerand attended by top representatives of the Secretary of NaturalResources, the Attorney General, the Virginia Farm Bureau, aVirginiaTechWatershedexpert,akeyfree-marketenvironmentalattorneyandMikeThompson,PresidentoftheJeffersonInstitute.JeffersonBoardMember,RobHartwell,hostedthisconference.

Thesestudies,conferencesandbriefingshavelaidthegroundworkforlegislativeandadministrativeactionsthat will be brought forward in 2007 and 2008. These efforts began in 2005 with a major Chesapeake BayConferencewheretheAttorneyGeneral,theSecretariesofNaturalResourcesandAgriculture,keyrepresentativesfromEnvironmentalProtectionAgencyandVirginia’sDepartmentof Environment Quality, the Chesapeake Bay Foundation and theJamesRiverFoundation,theVirginiaFarmBureau,andpractitionersofno-tillfarmingcametogethertodiscussthisfarmingtechniqueanditspotentialimpactoncleaninguptheBayaswellasourriversandstreams.

Annual Economic Forecast: Continued Growth at a Slower Pace

The “Virginia Economic Forecast 2006-07” detailed whatVirginia’s premier private economic consulting firm, ChmuraEconomics and Analytics, projected for our economy. The state’stopeconomistsstudiedvariouseconomicfactorsanddeterminedthatourstate’seconomywouldcontinuetogrowalthoughataslowerratethan in the past two years. Each year this Economic Forecast isresearchedandwrittenforusbyChmuraEconomicsandAnalyticsofRichmondandhasprovenincrediblyaccurate.ThisannualeconomicreportismadepossiblethroughthegeneroussupportoftheSunTrustMid-AtlanticFoundation.

ThepublicpolicyissuethatDr.Chmuraandherstafffocusedoninthisyear’sForecastwasourhighilliteracyrateinVirginia.ThisreportlaidthegroundworkforamajorstudyreleasedinJanuary2007,thatfocusedonhowaresearch-basedphonicsreadingprogramcansubstantiallyreducethisilliteracyrate.

Thisannual“VirginiaEconomicForecast”isimportanttoVirginia’spoliticalandbusinessleadersbecauseDr.ChristineChmuraisoneofthestate’spremiereconomists.Herviewsandprojections,andthoseofherassociates,

Conference cruise on cleaning up the Chesapeake Bay

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arecarefullytakenintoaccountasdecisionsaremadeforthefuture.Thisreporthasgainednotorietyovertheyearsanditsdistributionhasincreasedasmoreandmoreleadersuseit intheirbusinessesandintheirpolicy-makingroles.

Promoting Competition to the Cable Industry

ThePresidentoftheJeffersonInstitute,MikeThompson,testifiedtotheGeneralAssemblyonthevalueofincreased competition to the cable industry. Until this year, cable monopolieswereestablishedinmostcountiesandcitiesandhadbeeninplaceformanyyears.Basinghis testimonyon theInstitute’sbasicphilosophysupportingmarketsandfree enterprise, Thompson’s comments were well received and legislation waspassedthatmadeiteasierforcablecompaniestocompeteinVirginia.

Focus on a Board MemberRobert W. Shinn of Capital Results

One of the most respected and community-involved business leaders inRichmondisRobShinn,PresidentofPublicAffairsandco-ManagingPartnerofCapitalResults,ahighlyrespectedprivateconsultingfirmspecializing inpublicrelationsandgovernmentaffairs.

PriortoworkingatCapitalResults,ShinnwasVicePresidentandExecutiveAssistanttotheChairmanofCSXCorporation,John Snow, for thirteenyears. When Snow was appointedSecretary of theTreasury by President Bush, Shinn decided to stay in Richmond where hisfamilywouldremainhistoppriority.

Aftergraduating fromcollege,RobShinnbecameactive instatepoliticswherehewastheFinanceDirectorfortheWilderofGovernorcampaignin1989andthenwenttoworkasSpecialAssistanttoLarryFramme,theSecretaryofEconomicDevelopmentforVirginia.ThebusinessacumenthatShinnpickedupintheseearlycareerjobsservedhimwellatCSXandCapitalResults.Hehasbuiltareputationforhonesty,creativityandleadershipindealingwiththegovernmentandbusinesssectorsofoureconomy.

AndShinnhasalsobeenactiveincommunityandbusinessorganizationsserving in leadership positions in the Virginia Community College System,the Richmond and Virginia Chambers of Commerce, Maymont Foundation,Science Museum Foundation, Virginia Business Council and many otherimportantgroups.

TheJeffersonInstituteisproudthatRobShinnservesasanactivememberofourBoardofDirectors.

Robert Shinn, PresidentPublic Affairs at Capital Results

Mike ThompsonJefferson Institute President

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More Success StoriesVictories in Public School Reform

Graduate Warranty Program Recognized

SincetheThomasJeffersonInstituteopensitsdoor,onefocushasbeenonmakingourK-12publicschoolsystembetter.WorkingwithsuchexpertsasDr.DavidWheatwhohelpedcrafttheoriginalStandardsofLearningandformereightyearSchoolBoardMemberChrisBraunlich,ourVicePresident,thispublicpolicyfoundationhasseenourideasbecomerealityandourideasgainnationalrecognition.

In September 1988, the Thomas Jefferson Institute published a

studycalled“DeficientDiplomas:IsItTimeforaGraduateWarrantyProgram?”Thisstudypromotedtheideathatlocalschooldivisionsshouldguaranteethatahighschoolgraduatehasthecapabilitytoread,writeandcompletemathatthelevelrequiredtoobtainahighschooldiploma.Ifthegraduatecan’tdothesebasics,thentheschooldivisionfromwhichheorshegraduatedshouldpayforremediationcourses.

ThestudyhighlightedHanoverCounty, justnorthofRichmond,ashavingsuchaprogramandwereceivedseveralcallsfromaroundthestateaskingusquestionsandweputthosefolksintouchwiththeHanoverCountyschoolsystem.

Fast forward to 2006 and we find validation for this “GraduateWarranty Program.” America’s Promise, the children advocacyfoundation started by Virginia’s highly respected former GeneralColinPowell,recognizedHanoverCountyasoneoftheAmerica’s100 Best Communities for Young People.Andoneofthereasonsstatedinawardingthisrecognitionwas,“GraduateWarrantyprogram,aschool

boardpolicyguaranteeing thecompetenceofHanoverhighschoolgraduatessince1992. Hanoverguaranteesemployersandpost-secondaryinstitutionsthatitsstudentswillbecapableofcommunications,computationandcareerskills.Ifthestudentdoesnothavethesethreebasicskillsnecessaryforsuccessintheworkplaceorcollege,thehighschooldistrictwillpayforremedialtraining.”

Hanovershouldbetheexampleforallschooldistrictstoadoptthisguaranteeprogram.Thenationalrecognitionreceivedfor thispolicyverifies thework that theJeffersonInstitutedideightyearsearlierandwillencourageSchoolBoardsaroundthestatetohopefullyadoptthisGraduateWarrantyProgram.

Public Private Partnerships Build Schools Less Expensively

WhenSenateMajorityLeaderWalterStoschteamedupwithMcGuireWoodsgovernmentaffairssectiontopasslegislationthatencouragedpublicprivatepartnershipsinbuildingpublicschoolsandothergovernmentbuildingsatthestateandlocallevel,theyturnedtotheThomasJeffersonInstituteforhelp.Our2001study,“InnovativeandWorkableIdeasforBuildingSchools:PublicPrivatePartnerships:ANewWaytoFundandBuildSchools”was

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attachedtothepressreleasesthatannouncedthislegislativeeffortandwasbackgroundmaterialsforthelegislatorswhohadtovoteonthisbill.Thatbillbecamestatelawandtheimpactisclear.

Itisnotunusualtodayforcountiestobringtheprivatesectorto the table when discussing the building of a new school orrenovatingexistingschools.Eachconstructionprojectisuniquebutthecommonthreadisthatmanyschoolsystemshavefoundthatworkingwiththeprivatesectorcansavemoney,sometimessubstantialsums.

InFairfaxCounty,forinstance,anewhighschoolwasbuiltwhich brought the private sector developers to the table at thebeginningwiththegoalofbuildingthenewschoolinawaythatwouldsavemoneyandspeedupcompletion.Basedontheideasof the Jefferson Institute,DelegateDavidAlbo (R-Springfield)worked with the county school system and a group of highlymotivatedparentstobuildthisschoolwithasavingsofalmost20%

andseveralyearsaheadoftheofficialschedule.Thiswas done by swappingsomelandthatthecountyhadattheoldLortonPrisonsiteinexchangeforasubstantialsavingsinthecostofthehighschool.Byusingexistingassets–inthiscasecountyownedland–andwithleadershipfromDelegateAlboand theparents in this community everyonebenefited. And the ideawasgeneratedbytheThomasJeffersonInstitute.

DelegateAlbohasstated,“ThankstotheideasandresearchbytheThomasJefferson Institute onpublic/private partnerships, Iwas able toworkwithparents, developers and theFairfaxCountySchool system tobuild anewhighschoolmuchfasterandformuchlessmoneythantheSchoolBoardhadpreviouslybudgeted.TheideasbroughttothetablebytheThomasJeffersonInstitute were instrumental in making this possible. This Institute’s newideastomakegovernmentworkbetterandmoreefficientlyareahugeassettothoseofusinpublicoffice.”

It is clear that the work the Thomas Jefferson Institute is doing has agrowingimpactinourstate.Ideasbeingresearchedandadvocatedsometimestakeawhiletopropagateintosuccess.Buttheyarehavinganimpactascanbeseeninthesetwoexamples.

GoodideasbytheJeffersonInstitutearebecominggoodpolicythroughoutourstate.Itisgratifyingforthoseassociatedwith theThomasJefferson Institute to see that the ideas itbrings forward forpublicdiscussionare,indeed,havingasignificantimpact.

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Delegate Dave Albo


Michael Thompson:ChairmanandPresident:ForovertwentyyearsMr.Thompsonownedhisownmarketingcompany.Hehasbeenveryactiveinnational,stateandlocalpoliticsaswellasanumberofstateandcommunityorganizations,commissions,andcommittees,Springfield,VA.

Randal C. Teague:Secretary/Treasurer:APartnerinthelawfirmofVorys,SaterSeymourandPease,Washington,DC.

John Alderson:PresidentoftheJohnAldersonInsuranceAgency,Daleville,VA.

Warren Barry:FormerStateSenatorandsmallbusinessowner.Heathsville,VA.

William W. Beach:DirectoroftheCenterforDataAnalysisandJohnM.OlinSeniorFellowinEconomicsattheHeritageFoundationinWashington,D.C.

Sandra D. Bowen:VicePresident,WilliamMullensStrategies,pastSec.ofAdministrationandformerSeniorV.P.oftheVirginiaChamberofCommerce,Richmond,VA.

Stephen Cannon:Chairman,ConstantineCannon,PC,formerSr.VPandGeneralCounselofCircuitCityStores,WashingtonDC.

James W. Dyke, Jr:Partner,McGuireWoodsandformerSec.ofEducation,McLean,VA.

Eva S. Hardy:SeniorVicePresidentforExternalAffairsandCorporateCommunications,DominionResourcesServices,Inc.,Richmond,VA.

Robert L. Hartwell:President,HartwellCapitolConsulting,SrConsultanttoAmericanSystems,International,Occoquan,VA.

Alan I. Kirshner:ChairmanandCEOofMarkelCorporation,GlenAllen,VA.

Jay Poole:FormerV.P.forAgriculturePolicyandPrograms,Altria,GlenAllen,VA.

Joseph Ragan:FounderandPresidentofJoeRagan’sCoffee,Springfield,VA.

John Rust:Partner,RustandRustlawfirm&formerStateDelegate,Fairfax,VA.

John Ryan:SrCounselandDir.ofGov’t.AffairsforBristolMyersSquibb,WashingtonDC.

Robert W. Shinn:PresidentofPublicAffairs,CapitalResults,Richmond,VA.

Todd A. Stottlemyer:President,NationalFederationofIndependentBusiness,WashingtonDC.

Dr. Robert F. Turner:LawprofessorattheUniversityofVirginia,Charlottesville,VA.

Robert W. Woltz, Jr:PresidentandCEOofVerizon-Virginia,Richmond,VA.

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