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

are accrued throughout the year, even when
bargaining is not underway, in DER’s Division
of Collective Bargaining. This is one area where
the private sector already supports many highly
skilled practitioners who could operate under
DOA oversight.
GOAL #21: REGULATION FOR RESULTS
21.1
Reform lawmaking. To address the source of
rule inefficiency, the Legislature will be required
to use the new legislative impact statement
process to consider more fully the implications
of their initiatives and the resulting rules and
regulations. The statement will address duplication,
truth in cost, cost-benefit, comparative
risk and whether the law is drafted for the exception,
instead of the norm.
21.2
Eliminate or revise irrelevant rules. To allow
government to focus on results, not process,
irrelevant rules and the paperwork they require
must be discontinued or modified in a deliberate,
ongoing process, with input. The private
sector, local government and citizens
should participate, under deadline pressure,
in an honest assessment of all regulations, including
licensed professions.
21.3
Increase the use of education as a prevention
tool. To effectively allow citizens to do the right
thing, regulatory agencies should redirect resources
from micro-scrutiny of process and
paperwork to education that gives citizens,
businesses, local governments and communities
the information they need to do the right
thing.
21.4
Agencies must develop missions with performance
indicators. To be effective, agencies
must have mission statements that result in
mission-critical goals that drive actions and
investments. Agencies have missions but they
don’t always have appropriate impact on management
systems.
21.5
Agencies should earmark funds for public liaison.
To address a serious shortcoming in
most regulatory agencies, strategy-driven liaison
efforts should address serious misinformation
about the goals, content and administration
of administrative rules. Failure to do so
will further undermine agency credibility.
21.6
21.7
21.8
21.9
21.10
21.11
21.12
Designate the Joint Committee for the Review
of Administrative Rules as the state’s regulatory
ombudsperson. To address serious complaints
from businesses, local governments and
the legal profession about poor technical quality
of rules and agency coordination in rule
development, designate and equip the Joint
Committee for the Review of Administrative
Rules as the state’s regulatory ombudsperson
and quality control entity.
Use meaningful participative techniques. To
open up the regulatory process to the people,
regulatory bureaucracies should more aggressively
use citizen participation techniques and
advisory bodies (subject to Sunset).
Create exchanges to enhance understanding.
To achieve a greater appreciation for conditions
“on each side of the fence”, regulatory
agencies, local governments and businesses
should exchange staff in work experiences.
Leverage technology to enhance participation
and education. To enhance public input and
education, agencies should use their own resources
as well as the Public Information Utility
in rule development, training, coaching and
problem solving.
Create a system of regulatory circuit riders.
To provide more convenient services and address
uneven application of rules across the
state, create a circuit rider function that can
result in on-site, consolidated permits based
on the needs of the site, not the state agency.
Use performance, not process, for regulatory
systems. To move toward results-driven regulations,
agencies and the Legislature should
adopt cost effectiveness, comparative risk and
a total regulatory impact analyses system and
tools before setting priorities or making decisions.
This will require major changes in budgeting,
culture, skills and process in the Legislature
and agencies and result in significant
allocations of positions.
Set enforcement priorities. To make best use
of enforcement resources, set priorities and a
means to address complaints and infractions
of varying severity. Little is being done in this
area now.
CITIZEN • COMMUNITY • GOVERNMENT — WISCONSIN: THE 21 ST CENTURY 71