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2013 | OriginalPaper | Buchkapitel

9. Internal Pressures–External Safeguards: A Systemic Approach for Burden Reduction in the Netherlands

verfasst von : Jeroen van Bockel, Jaap Sleifer

Erschienen in: Better Business Regulation in a Risk Society

Verlag: Springer New York

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Abstract

This chapter addresses the complementarities of culture (bottom-up) and structure (top-down) for the reduction of regulatory burdens. It specifically looks into the case of the Netherlands. Dutch policies on better regulation aim at a cultural shift and structural safeguards. It is found that besides a supportive culture within ministries, it is necessary to establish adequate structures on reducing regulatory burdens. A sole reliance on internal pressures leads to unpredictable outcomes.

For a consequent application of routines and procedures that ensure that administrative burdens are accounted for structural safeguards must be in place. Such safeguards comprise of a separate conduct of scrutiny, accountability (and/or transparency of the effects) and the attribution of responsibility and, consequently, problem ownership. It is found that a real separation of scrutiny function and legislation function is necessary. Both tasks may comprise of different skills, values, loyalties and responsibilities. This calls for an enduring structure of checks and balances to ensure the attention for regulatory burdens in the policy process.

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Vorheriges Kapitel Against the Tide? On the Development of Regulative Costs Over Time in Times of Crisis and Its Possible Impact on Economic Development

Nächstes Kapitel Trust, the Pharmaceutical Industry and Regulators in the UK

Due to changes of the questionnaire for the purpose of comparability, the results for 2005 and 2006/2007 have been adjusted (IOO 2007, pp. 79–81).

Dutch regulatory practice from 2000 to 2009 has been described earlier by Linschoten et al. (2009) based on four criteria: (a) measurement; (b) reduction target for each ministry; (c) strong coordinating minister; and (d) incorporation in the regulatory process and the role of the independent watchdog.

It is noted that some of the ministries were reorganized in 2011 as a consequence of the installation of a new cabinet (Rutte-Verhagen)

These criteria are (1) an internal administrative burdens team conducts the scrutiny of new legislation; (2) the review of consequences for administrative burdens can be independently identified within the organization; (3) a member of the ministry management is responsible; (4) the ministry keeps its know-how on the reduction of administrative burdens up to standard; (5) the ministry keeps a systematic record of developments of administrative burdens, maintains a regulatory burden cap and cooperates with the coordinating ministries; and (6) the ministry periodically examines all existing legislation and regulations for possibilities for further reducing administrative burdens (Actal 2009).

The Cabinet Balkenende IV urged Actal to carry out evaluation of the covenants earlier, because it wanted to make the findings available for the design of the programme on administrative burdens by the upcoming cabinet.

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Linschoten R., J. Nijland, J. Sleifer, (2009 Institutions for Better Regulation: the Example of the Netherlands 2002-2007. In: A. Nijsen, J. Hudson, C. Müller, K. van Paridon, R. Thurik (eds) Business regulation and Public Policy. The Costs and Benefits of Compliance, Springer, New York

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Titel: Internal Pressures–External Safeguards: A Systemic Approach for Burden Reduction in the Netherlands
verfasst von: Jeroen van Bockel
Jaap Sleifer
Verlag: Springer New York
Buch: Better Business Regulation in a Risk Society
Print ISBN: 978-1-4614-4405-3

Electronic ISBN: 978-1-4614-4406-0

Copyright-Jahr: 2013
DOI: https://doi.org/10.1007/978-1-4614-4406-0_9