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

GOAL #20: AN ENTIRELY NEW SYSTEM
20.1
20.2
20.3
20.4
Establish pilot projects and a goal of a new
management system by July 1, 1997. For results-oriented
government that allows employees
to function efficiently and effectively, reform
the budget, civil service organizational
management system and procurement process.
Steps to be taken include:
a. Create a cabinet-level government redesign
position to provide visible leadership in
implementing all aspects of government
reform, especially improving the personnel
system.
b. Immediately commence at least two pilot
reform projects that demonstrate the ability
of labor and management to achieve
results in a mission-driven organization by
identifying and removing barriers to performance.
The Governor and Legislature
must provide direction, freedom and oversight.
Insights learned from the pilots will
be continuously plugged into the reform
process.
c. Commence implementation of the new
management system by July 1, 1997.
Adopt a strategy-driven budget process. To
achieve budgets that demand results and see
government as one system, state law should
require strategically developed budgets that
involve many government interests focused on
major objectives. To be effective, strategies
must involve state, local and education government,
with legislative and executive involvement.
The first new budget should be in
1997-99.
Budget for results, not by agency. To facilitate
outcome budgeting, biennial budgets should
be based on results in core areas such as safety,
health, learning and tourism, not by agency.
Agencies will focus on results, rather than protecting
turf. Agencies failing to budget for results
should risk losing the assigned responsibilities
and associated budget dollars and staff.
Reform infrastructure budgeting, decisionmaking
and use. To make infrastructure budgeting
meet reality, end government units’ exclusive
use of buildings and other infrastructure.
Reform the infrastructure decisions to
force interagency, state-local and technical and
political interests to see one system (see Goal
#8).
20.5
20.6
20.7
20.8
20.9
20.10
20.11
Reward employees and agencies for saving
money. To encourage frugality, employees and
their work units should be allowed to keep a
portion of allotted funds they save. Some
money should be given to employees and
employee teams under certain conditions.
Units should be able to spend some of the savings
on priority tasks for at least one time.
Evaluate more reliable long term revenue
sources. To bring tax policy more in line with
21st Century economics, examine existing tax
sources in light of other, emerging alternatives
that, because of economic, technological or
other changes, are better able to meet state and
local goals.
Establish one electronic government transaction
service. To reduce paperwork, all state,
local and educational governments should be
on one electronic, financial transaction system.
The system should be used for other information
needs such as grant applications, management
guidance, best practice sharing, etc.
Eliminate Constitutional restrictions on purchasing.
To eliminate unnecessary paperwork
and give added purchasing flexibility, abolish
outdated Constitutional restrictions on state
printing procurement.
Modernize procurement practices, top to bottom.
To get greater value, eliminate overly detailed
state procurement laws, giving flexibility
to employees to buy for best value. Maintain
credibility through oversight based on results
and regular disclosure of costs, not details,
and through commitment to minority
participation.
Purchasing agents should become helpers and
compete. To help units be better buyers, procurement
personnel should focus on training,
planning, coordination and partnering. Their
service becomes largely self-funded but state
agency “customers” could buy procurement
services elsewhere.
Use strategic partnerships like businesses. To
give government the same quality and value
as business customers, ease restrictions on strategic
partnerships, joint ventures and contracts.
Partnerships often produce long term savings
that are difficult to achieve through current
government bidding.
CITIZEN • COMMUNITY • GOVERNMENT — WISCONSIN: THE 21 ST CENTURY 69