The big talk among politicians these days is about shrinking government, but Mayor Mark Boughton recently expanded the discussion to how government should work.

 Boughton gave the keynote speech at a luncheon during which Western Connecticut State University honored Robert and Dianne Yamin for community service.

 The mayor’s topic was “Governing in the 21^st Century” -- how we got here and what we can do about it. He offered many ideas and an optimistic outlook and allowed us to reprint his speech here:

It is dangerous out there. I mean really dangerous out there. The pitch forks and torches are in the streets; governors, county executives, mayors, are fighting for their political lives; and public employees are being laid off, asked for give backs, and under siege at every level.

 All the while the public is angry, upset, and down-right grumpy.

 So what happened? How did we get to a system where people demand more, want to spend less, and feel that government should be able to solve all of their problems at the drop of hat?

 States, cities, and towns across Connecticut are entering a period of unsustainable post-employment benefits -- pensions and retiree medical obligations for employees that can no longer be met for a variety of reasons.

 In addition, we are using a model for governing developed and adapted in the 18th and 19th centuries that is in many respects ponderous and consistently behind the curve on any issue or matter of importance. In short, our processes are too slow. In Connecticut we have almost three centuries of lawmaking that have created a bureaucratic system that cannot meet the needs and the demands of the information age, and cannot meet the needs and the demands of the global economy.

 At the same time the public has come to expect a higher level of service from their government. They have placed significant new demands on everything from education to road repair and improvements.

 Governments at every level have a monopoly on the services they deliver, and there are no market forces that drive innovation, efficiency, and cost reduction.

 I would submit to you today that government has “hit the wall.”

 If we are going to truly change the way we do business in Connecticut and across the country we will need to focus on several core areas.

 As I mentioned earlier, post employment benefits and compensation of public employees will have to be addressed across the board to put them in line with the private sector.

 Retirement age will have to be looked at as part of the total package. For example, city employees who retire under our rules at 55 will receive approximately half-a-million dollars of medical benefits before reaching 65 and will receive well over $1 million of health care benefits for their lifetime.

 A realignment of post employment benefits is inevitable and will be necessary.

 More changes are coming, and I think they will be for the better.

 In an era of Facebook, Twitter, Tumblr, blogs and all types of social media, it is not simply good enough to have a Facebook page. To spur competition, you will and should see a system for rating communities much like there are mobile apps that can rate college professor.

 Think about it.

 If the Vatican can create an iPhone app that helps you with your confession, it won’t be long before mobile apps are developed to rate everything from policing to educational services in a community.

 Here in Danbury we are launching an iPhone app called Danbury Direct that will allow our citizens to participate in governing by reporting problems and requesting service that the city provides in real time.

 The mobile age and technological innovation will spur competition and by doing so will spur efficiency.

 Technological advancements provide a number of ways that residents can become informed and engaged.

 Technological innovation will allow more services to be conducted online and will result in smaller governments, reducing the overall footprint and size of government.

 Redefining the way in which we see our government and its leaders will be an important part of restructuring that it is necessary to ensure our government will be sustainable.

 For example: How many times do we see a politician at any level stick to a position or an idea regardless of all of the contrary evidence placed before them -- simply because they don’t want to change their mind?

 In this era of hyper partisanship, our system now punishes leaders that change their mind. And do you really want a president, governor or mayor who, when faced with an important decision, will refuse to even consider the opposite side of an argument?

 As a country and as a community, we should reward critical thinking and sound decision-making in our leaders.

 Finally, governing in the 21st century takes communication. Articulating a clear vision with a direct path is no longer an option, it is mandatory. In the mobile age, our leaders cannot be just great managers or just be inspirational leaders, they must be both.

 Communicating through a variety of different mediums is critically important for our citizens to develop faith and trust in their government.

 Information is real-time now. There is no down time.

 Being a successful leader will require a mastery of the mobile age, an understanding of the costs of government, and a belief that government and governing in the 21st century can compete with the private sector.