2
The President's Message
There are still many state employees
who do not know about the OSEA.
There are many even who have heard
of the Association but do not know
why it is important that they become
members. There are still state depart
ments whose personnel is not represent
ed in the Association Council. They
likewise do not realize the importance
of having a voice in the activities of
the OSEA.
It is important that state employees
become members and it is important
that department groups form their own
chapters so that chapter delegates may
speak for them in the Council. It is
important because the Association has
a tremendous task to perform and it
needs the support of all state employees
to succeed in this task. It is important
also because the individual employee
needs the Association to look after his
interests as an employee.
The passage of legislation, no matter
how well written or of what high pur
pose, is no assurance that it will be ef
fectively executed. Many methods of
evasion, delay, misinterpretation and
utter disregard have been utilized in
other places in the past. An unpreju
diced interpretation and execution of
the Civil Service law will contribute
to the welfare of both the state and
its employees. However, it is possible
that classification plan and compensa
tion plan could be so set up that instead
of contributing to this welfare, they
become a legalized obstacle instead. A
watchful Employees Association is the
best assurance that employee legislation
will be faithfully executed and that
employee interests will not be.exploited.
The really tremendous task facing
state employees and the OSEA is spon
soring the true concept of the merit
principle in the public service, not only
in the minds of the public but also in
I. A. DeFRANCE
the minds of our own members and of
state officials.
In the past the public service has
been exploited by two undermining
practices; the practice of political pa
tronage, or making public jobs a re
ward for political support, and the
practice of providing public jobs for
those in need, a form of public relief,
sometimes referred to as the hidden
pension. Neither practice considered the
coitipetence or efficiency of the em
ployee and, although not in universal
use, both practices were recognized by
public opinion as commonplace in pub
lic service. These practices in a great
measure contributed to the public’s
mediocre appraisal of the public service
and the mediocre wage structure ac
corded them. This appraisal of the pub
lic service is deep rooted in the public
mind, the result of many years of ex
ploitation.
The newer concept of a public serv
ice based on efficiency and competition
and a career Service is the direct oppo-