John Kleinhans
Balancing Today’s Priorities with Tomorrow’s Needs
One of our key priorities is focusing on the long-term needs of the community while balancing the day-to-day work required to keep the organization running effectively. We often think of it like the old saying about eating a whale: you do it one bite at a time. Some of our biggest goals may take years to accomplish, but we still have to make meaningful progress every day.
That means putting the right processes, systems and people in place so our long-term goals become achievable. We continually ask whether the decisions we make today are positioning the organization and community for where they need to be several years from now.
Through the leadership of Mayor Dan Champagne and our town council, we have taken that long-term approach and made strategic investments in the organization. Technology has been important across our ERP system, budgeting tools, enforcement operations and other departments. More importantly, we have worked to make technology part of our organizational culture rather than treating it as a one-time initiative.
Effective municipal management requires addressing today’s priorities without losing sight of where we want the organization and community to be tomorrow.
Making Every Municipal Investment Count
We believe it starts with being strategic. Municipalities will always face financial and operational constraints, so it is important to be thoughtful about where we invest limited resources and what those investments will accomplish.
During our most recent budget cycle in Vernon, we identified areas where additional investment was needed, including public works, GIS, applications and IT and Finance. With the leadership and support of Mayor Champagne and the town council, we have made strategic investments in these areas to improve how our organization operates and the services we provide.
The goal is not simply to address an immediate problem. We want investments to improve processes, strengthen departments, modernize infrastructure or help employees deliver services more effectively for years to come.
Our responsibility is to keep those services strong today while building an organization capable of serving the next generation.
Fiscal responsibility does not always mean spending less. Sometimes an investment today can create efficiencies, improve service delivery and prevent larger costs in the future.
Bringing Government Closer to Residents
Communication and community engagement are essential to building trust in local government. Residents should understand what their government is doing, why decisions are being made and how those decisions affect their community.
In Vernon, we have expanded the ways we communicate with and serve residents. This includes launching a new municipal website and developing a biweekly video series highlighting our departments, employees and services. We have also made it a priority to communicate proactively about major projects and initiatives. Transparency needs to be consistent, not limited to times when there is a problem or when government needs something from the public.
We have also looked for ways to make town hall more accessible. One initiative we are particularly proud of is “AI Trudy,” which allows residents to get assistance 24 hours a day through telephone and web-based services. During business hours, residents can still speak with a live person, while AI Trudy can help answer questions and direct residents to information at night and on weekends.
The name honors Trudy, our longtime town hall receptionist who passed away. It also reflects what we believe technology should do in local government: not replace personal connections, but extend our commitment to service and make government more accessible.
Ultimately, trust is built through consistency. Residents should know that their local government is accessible, transparent and responsive.
From Digital Tools to Better Municipal Services
One of the greatest opportunities is using technology not simply to digitize existing processes, but to rethink how services are delivered. Technology is most valuable when it solves a real operational problem, creates efficiencies, provides better information for decision-making or makes government easier for residents to access.
Through the leadership of Mayor Champagne and our town council, Vernon has invested in our ERP system, budgeting tools, GIS capabilities, enforcement technology, applications and IT infrastructure and resident-facing services. The opportunity comes when these systems become integrated into how the organization operates.
Data is another significant opportunity. Municipal governments generate tremendous amounts of information through finance, public works, permitting, public safety, assessment, land use and other operations. The challenge is turning that information into useful insights that can identify trends, measure performance, allocate resources and support better decisions.
We also see tremendous potential in automation and artificial intelligence. AI Trudy is one example of how technology can expand access to government beyond traditional business hours. These tools can also automate repetitive administrative work and allow employees to focus on complex work requiring their knowledge, judgment and interaction with residents.
We do not view technology as a replacement for people. We view it as a tool that can make employees more effective, decisions better informed and services more accessible.
Preparing Communities for the Next Generation
The demands facing local government will continue to change, and municipal leaders should build organizations prepared to adapt. That means looking beyond the immediate issue and asking what the community and organization will need five, ten or even twenty years from now.
Preparing for those changes requires strategic investments in people, infrastructure, technology and financial systems. It also means creating a culture where employees are encouraged to identify better ways of doing things. Some of the best ideas in municipal government come directly from employees providing services every day, so they need the tools, training and support necessary to succeed.
We are fortunate in Vernon to have leadership from our Mayor Champagne and town council that recognizes the importance of planning for the future while continuing to meet residents’ needs today. That partnership between elected leadership and professional staff is critical. With a shared vision, we can make thoughtful decisions today that position the Town for long-term success.
Collaboration is also increasingly important. Municipalities cannot address every challenge alone. Strong relationships among elected officials, employees, residents, neighboring communities and state and federal partners allow us to accomplish more.
Most importantly, we cannot lose sight of why local government exists. Residents rely on it every day for public safety, parks, schools, economic development and countless other services. Our responsibility is to keep those services strong today while building an organization capable of serving the next generation.
The challenges and tools will change, but our commitment to effective, responsive and responsible local government must remain constant.
