Archive
Title: Al Gore's Address on Regulatory Reform
Author: Executive Office of the Vice President
Date: February 21, 1995
NATIONAL PERFORMANCE REVIEW
"Reinventing Government"
Vice President Al Gore
Address on Regulatory Reform
The White House
Room 450 OEOB
Washington, D.C.
February 21, 1995
P R O C E E D I N G S
MR. GORE: Thank you very much, and thanks to
everyone for being here today and I want to
acknowledge members of the President's Cabinet who
are here, Secretary Shalala, Secretary Peña,
Administrator Carol Browner, Administrator Phil
Lader, also the head of the Consumer Products Safety
Commission, Ann Brown; the head of the General
Services Administration, Roger Johnson; Commissioner
of the Internal Revenue Service, Peggy Richardson;
Secretary of the Army, Togo West, and others. I see
many familiar faces here today because so many of
you are on the teams of people that I've been
working with at the president's direction to reform
the way regulations are written in Washington.
Also, some of our most progressive federal employees
are here, who have reinvented the way regulations
are actually enforced around the country.
As all of you know, President Clinton has made
regulatory reform one of his top priorities, and
he's made it one of my top priorities. Back on
September 30th, 1993, President Clinton issued
Executive Order 12866, which was acclaimed by the
business community, the public interest community,
the environmental community, et cetera, as a model
of the right way to reform the regulatory process.
Also, from the very beginning, when President
Clinton launched the National Performance Review, he
told me time and time again that regulatory reform
must be a central part of reinventing government
because we do intend to make government work better
and cost less.
I have been leading, at his direction, an
effort of similar magnitude to the reinventing
government project, to find new ways that we can
achieve our national goal of a healthy economy at
work and a healthy and safe environment. Over the
past several months, we have covered a lot of
regulatory territory. We've been having numerous,
very long, nuts and bolts sessions here in this
building, a couple of floors down. And we've
learned two basic practical lessons. First, we can
cut back on the volume of regulations, and we are
doing just that. Secondly, we can improve the
relationship between regulators and the people they
regulate. And when we do these things we get better
results for our country.
If you rummage through the Code of Federal
Regulations, as we've been doing, you will find
things that look worth keeping, things that seem
old-fashioned, and some things that you can't figure
out what in the heck they are. It's like what
you're faced with when you finally get around to
cleaning out the garage. And no president before
this one has ever done it. But now we are in the
midst of it and we're making tremendous progress.
Here's what happened when one agency, the
Comptroller of the Currency, went to work and hauled
out all of its regulatory "trash," so to speak.
They found that while it's a good idea to
calculate bank lending limits four times a year, it
doesn't really need to be done every single day, the
way the old regulation required. That's 246
procedures per year, per bank, hauled out to the
curb with the trash. Every day. They found that if
they translated from their stilted regulatory
language into plain English, they only need one-
quarter as many words, and more Americans like me
can understand it. Along with some streamlining,
this allowed them to get the procedures for a
community bank exam down from 1,216 pages to just 30
pages. That's a lot of pages hauled away and,
believe me, the president's been receiving a lot of
letters from community bankers who have been saying,
"Thank you, Mr. President, for this work that has
been done."
Also, now that the nation has enough experience
with those newfangled automatic teller machines, the
Comptroller of the Currency decided to throw out the
entire application process, all 30 cautious steps,
that banks had to follow before installing a new
machine. They got rid of "yesterday's government,"
to use President Clinton's phrase. This kind of
regulatory clean-up lets regulatory agencies pay
more attention to real problems and it lifts a huge
load of dead weight off American business.
According to Bankers Roundtable, the changes
the Currency Bureau has already made and others that
are in the works will result in, and I quote, "a
more efficient and competitive national bank system,
better serving customers and shareholders." The
Comptroller of the Currency, Gene Ludwig, who is
leading this reform, and one of his satisfied
customers, speaking for many thousands of others,
Jack Dickey (phonetic), who is President of the
First National Bank of Thompson, Oklahoma, are both
with us today. I'd like to ask Gene Ludwig and Jack
Dickey to please stand. Great job, Gene.
(Applause.)
Thank you for coming, sir.
The Commerce Department's Bureau of Export
Administration is another example. It's also in the
midst of clearing away the debris that has built up
over the years. They recognize that while it is
important to prevent goods with military application
from getting into the wrong hands, the Cold War is
in fact over and it no longer makes sense to follow
the same elaborate rules that were written in 1949.
So they've begun to whittle down the volumes of
regulations and they're not just throwing away
useless ones, they're also rethinking the entire
approach from the ground up. Exports used to be
prohibited unless you got permission. Now, you'll
be able to sell most products abroad unless the
government acts to specifically designate the
product as requiring a license. This ought to
increase exports and create new American jobs. It's
already doing so.
So it is possible to cut back on the bulk of
regulations, simplify them, and get better results.
But the number of complex regulations is only half
the problem. As President Clinton has repeatedly
emphasized, it is also the adversarial and seemingly
mindless enforcement methods that really get under
people's skins. Business owners are sick of being
treated like criminals. They see a government that
just doesn't make sense, that charges them with
safety violations when no one is in harm's way. A
government that protects the environment by using up
forest after forest worth of paperwork, a government
that is obsessed with procedures but oblivious to
results.
We found out what causes this problem. It
involves an elementary management principle. You
get what you measure. Generally speaking,
regulatory agencies have been measuring process and
punishment. They evaluate the performance of front-
line workers in those terms. Now, I know there are
plenty of exceptions on the part of pioneers who
have helped lead the way and who have helped us
learn this lesson that informs what the president is
ordering today, but, generally speaking, this has
been the case. They evaluate whether people have
checked all the forms properly, they evaluate how
many violations they've found, they evaluate how
many fines they have issued. It's the same kind of
pressure that some traffic cops have to meet when
they're given a ticket quota for each month. Over
80 percent of front-line performance measures
involve process or punishment. Agencies even
measure their corporate productivity in terms of
process and punishment. Investigations,
inspections, arrests.
One of the clearest examples we found is one
that Ann Brown inherited at the Consumer Products
Safety Commission, and let me make it clear, they're
in the process of changing their measures of success
but one that was there measured the number of
shipments of imported consumer products detained at
dockside. So somebody who was doing a really good
job would have lots of consumer products detained at
dockside. That was a measure of success. If you
weren't detaining products at dockside, if they
weren't stacking up, then you weren't doing a good
job. And so the measure is being changed. It
didn't matter whether the boxes contained dangerous
products or safe products, even if the boxes were
empty. If you could detain them at dockside, you
could chalk up a success.
And anybody who wonders why adversarial
relationships between business owners and regulators
develop, there is part of the answer and it's being
fixed because of a good, strong leadership and
President Clinton's direction and insistence. It
doesn't have to be that -- it doesn't have to stay
the way it was. It can change, and it must. And we
found quite a few excellent models of partnership
between business owners and regulators, partnerships
that are focused on results, not on process and
punishment.
One of the finest examples we came across is in
Miami, where the Customs Service has formed a
partnership with the trade community, a partnership
that makes businesses more profitable and actually
increases their compliance with Customs regulations.
Rail Pedrozza (phonetic), the President of Eagle
Companies, a Miami-based shipper, recently wrote a
letter to Lynn Gordon, the District Director of
Customs, in which he said that the positive change
is a "dramatic departure from that which permeated
federal agencies in the past," end quote.
And there are hundreds, indeed thousands, of
similar examples of business people noting the
positive change that is now evident. Mr. Pedrozza
cites cuts in red tape that are saving his company
over 8,000 man-hours of overhead this year and
stimulating new jobs in the community. In closing,
Mr. Pedrozza says, and I quote, "It is comforting to
know that at least in Miami the Customs Service has
put the word "service" back in its name." I'd like
to ask Mr. Pedrozza and Lynn Gordon, who are both in
the audience, to stand and take a bow.
(Applause.)
Great job.
And Mr. President, as I've mentioned to you,
Lynn Gordon is one of the front-line regulators
reinventing this whole process who spent a lot of
time here helping us learn how the change process
comes about, and just as with the National
Performance Review, we are learning the most from
the federal employees on the front lines who've been
speaking out, trying to change a lot of the nonsense
for years but have had no one who would listen to
them until you took office and sent out the word,
"We've got to change and we want the good ideas that
you have for us."
There's another example in Maine, where Joe
Deere and the Occupational Safety and Health
Administration formed a partnership with the state's
most hazardous industries, a partnership that has
resulted in much safer workers and a lot less
paperwork. The Environmental Protection Agency has
put partnership to work too, in their 3350 program;
1,400 companies agreed to cut pollution in half by
the end of this year, and many of them are ahead of
that schedule. In the Brownsfield project, EPA, the
states and local organizations teamed up -- in this
case, in Cleveland -- to deal with toxic wastes on
abandoned property and the project has already
created 100 new private sector jobs. And in the EPA
Waste Wise Program, 350 companies are voluntarily
setting up recycling programs because it's good for
their bottom line and good for the environment.
So, Mr. President, these examples convince me
that we do indeed know how to reduce regulation. We
do know how to perform successful partnerships. We
do know how to switch from red tape to results. If
we take these examples to heart, we can achieve the
goal of a healthy economy at work in a healthy and
safe environment.
And now, ladies and gentlemen, the person who
started this process, who has insisted from Day One
that we have reform yes, rollback no; the person who
has insisted that reinvent the whole regulatory
process to keep the protections that the American
people support and justly demand but eliminate the
red tape, the nonsense, the unnecessary features
that burden business, the person who is leading this
charge, the President of the United States, Bill
Clinton.
(Applause.)
(End of proceedings as recorded.)