SAVE Commission's findings - La Follette School of Public Affairs ...

APPENDIX A
Enumerated
Actions
CHAPTER 1: CITIZENS WITH GREAT CAPACITY
GOAL #1: (PREAMBLE) COMMITTED
CITIZENSHIP
1.1
Conduct a citizen responsibility dialogue. To
celebrate Wisconsin’s sesquicentennial, debate
the responsibilities and rights of citizenship,
focused on the development of a “Bill of Citizen
Responsibilities” to go with the Bill of
Rights.
1.2
Use technology to promote citizen involvement.
To revive committed citizenship in a
high-tech age, create increased opportunities
for citizens to take part in government at all
levels by using high-tech communications
tools provided through the new Public Information
Utility.
1.3
Promote volunteerism. To reinforce
Wisconsin’s neighborliness, a culture of volunteering
should be revived and recognized
in all communities. Given the proper climate,
protections and removal of barriers, the people
have a capacity to help each other without
expert intervention.
1.4
Find neutral ground to reduce distrust and
resolve conflicts. To counter distrust, contentiousness
and fragmentation found among
various Wisconsin interests, consider designating
“neutral ground” that provides an opportunity
for factions that distrust each other to
have a positive discussion. This will require a
place or places that are neither state nor local,
1.5
young nor old, black nor white, tribal nor nontribal,
public nor private. The location is a place
for mediation, negotiation, conflict resolution
and planning.
News media should nurture civic debate. To
promote informed and productive discussion
of public issues, the news media should reject
personality, conflict-driven journalism in favor
of civic journalism.
GOAL #2: EFFECTIVE LEADERS
2.1
Develop a Public Leadership Institute and network.
To create a government that helps build
the capacity of its workers and citizens and a
citizenry involved in public service, create a
Public Leadership Institute and network to
help full- and part-time leaders better advance
their skills as they advance and continue in
government service.
2.2
Incorporate a leadership philosophy in the
management system. To ensure enduring
change and continuous improvement, unequivocally
incorporate a leadership philosophy
in Wisconsin’s entire system of government.
A leadership government emphasizes
results and partnerships, visionary thinking
and quality management, rather than process
and control.
2.3
Prepare managers as mission-driven leaders.
To achieve a mission-driven organization, and
as part of the flattening of the hierarchy, train
middle management in leadership and coaching.
Managers will translate vision into outcomes
and work tasks in a changing world of
ambiguous authority where employees and
employer are a team.
GOAL #3: NEW WISCONSIN IDEA
3.1
Link the Department of Development and UW
System for economic development. To seize
the competitive moment in the knowledge
economy, the Department of Development
should use the UW as an ongoing resource in
the implementation of a strategy to use the
state’s knowledge capacity to generate wealth
from global markets (see Goal #9).
3.2
Create a state dialogue to reinvent citizenship.
To create a new citizenship ideal, the
entire state should join in an effort to reinvent
citizenship, including a citizenship ethic and
60 CITIZEN • COMMUNITY • GOVERNMENT — WISCONSIN: THE 21 ST CENTURY