Swiss Public Administration : : Making the State Work Successfully.

• Superior document: Governance and Public Management Series
• Author: Ladner, Andreas.
• TeilnehmendeR: Soguel, Nils.; Emery, Yves.; Weerts, Sophie.; Nahrath, Stéphane.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2018.; ©2019.
• Year of Publication: 2018
• Edition: 1st ed.
• Language: English
• Series: Governance and Public Management Series
• Physical Description: 1 online resource (397 pages)

Table of Contents

• Intro
• Preface
• Contents
• Notes on Contributors
• List of Figures
• List of Tables
• Introduction: Swiss Public Administration-Key Characteristics and Challenges
• Part 1: "Bottom-Up State Organization, Diversity, and New forms of Policy Coordination"
• Part 2: "Strengthening the Legitimacy and Efficiency of Swiss Law"
• Part 3: "An Outcome-Oriented and Open Civil Service"
• Part 4: "A Sound Fiscal Policy Thanks to Strong Fiscal Institutions"
• Part 5: "Public Administration as Policy Broker"
• Problems and Challenges
• Switzerland: A Model Case?
• Part I: General Aspects
• Chapter 1: Society, Government, and the Political System
• 1.1 Introduction
• 1.2 From Confederation to Federal State: Bottom-Up Nation-Building
• 1.3 Structural and Cultural Heterogeneity
• 1.4 The Model of the State and the Extent of State Activity
• 1.5 Political Institutions
• 1.5.1 Federalism
• 1.5.2 Direct Democracy
• 1.5.3 The 'Concordance' System
• References
• Chapter 2: The Organization and Provision of Public Services
• 2.1 Introduction
• 2.2 The Development of State Functions in Historical Perspective
• 2.3 Tasks Undertaken Today by the Three Levels of Government
• 2.4 Fulfilling State Tasks in Light of Revenues and Expenditures
• 2.5 Intergovernmental Relations and Cooperation with the Private Sector
• 2.5.1 Vertical Cooperation
• 2.5.2 Horizontal Cooperation
• 2.5.3 Cooperation with Private Actors and Outsourcing
• 2.5.4 New Cooperation Forms: Multi-level Governance
• References
• Chapter 3: The Characteristics of Public Administration in Switzerland
• 3.1 Introduction
• 3.2 The Delimitation and Scope of Public Administration
• 3.3 Organizational Structure
• 3.4 Characteristics
• 3.5 Reforms and Modernization
• 3.6 Swiss Public Administration in Its International Context
• References.
• Part II: The Legal System: Law and Courts
• Chapter 4: The Law and the Principle of Legality
• 4.1 Introduction
• 4.2 The Law
• 4.2.1 The Distinction Between Formal Law and Material Law
• 4.2.2 The Legal Rule as a Criterion for Distinguishing the Legislation
• 4.2.3 Strengthening the Procedural Dimension of the Law
• 4.2.3.1 The Culture of Lawmaking
• 4.2.3.2 Instruments of Direct Democracy
• 4.3 The Principle of Legality
• 4.3.1 The 'Primacy of the Law' and Its Corollary, the Hierarchy of Norms
• 4.3.2 The Requirement of a Legal Basis
• 4.4 Conclusion
• References
• Chapter 5: The Pre-parliamentary Phase in Lawmaking: The Power Issues at Stake
• 5.1 Introduction
• 5.2 The Stages of the Pre-parliamentary Process
• 5.2.1 Designing the Legislative Project
• 5.2.2 Preparing the Preliminary Draft and the Explanatory Report
• 5.2.3 Consulting About the Preliminary Draft and Finalizing the Bill
• 5.3 Reference Documents and Their Accessibility
• 5.4 The Objectives of the Pre-parliamentary Process
• 5.4.1 To Contribute to the Quality of the Law
• 5.4.2 To Successively Build a Consensus
• 5.4.3 Critics
• 5.5 Decrypting the Power Issues
• References
• Chapter 6: The Federal Administration as an Actor in the Domestic Integration of International Law
• 6.1 Introduction
• 6.2 International Law and Direct Democracy as Constitutive Elements of the Swiss Political System
• 6.2.1 The Development of International Law
• 6.2.2 The Development of Direct Democracy
• 6.3 The Role of the Federal Administration in the Accession to International Treaties
• 6.3.1 Signature
• 6.3.2 Ratification
• 6.4 The Role of the Federal Administration in the Application of Public International Law
• 6.4.1 The Direct Applicability of International Law and Its Position Within the Domestic Hierarchy of Legal Norms.
• 6.4.2 Constitutional Amendments and International Law
• 6.5 Conclusion
• References
• Chapter 7: Soft Law Instruments in Public Law
• 7.1 Introduction
• 7.2 A Legal Typology of Non-obligatory State Instruments
• 7.2.1 Unilateral Non-obligatory Acts
• 7.2.1.1 Recommendations
• 7.2.1.2 Special Cases
• 7.2.2 Concerted Non-obligatory Acts
• 7.2.2.1 Preparing a Legal Act
• 7.2.2.2 Implementing a Legal Act
• 7.2.2.3 Preventing a Legal Act
• 7.2.3 Material Acts
• 7.3 Legal Effects of Non-obligatory State Acts
• 7.4 The Implementation of Non-obligatory State Acts
• 7.4.1 The Effectiveness of Soft Law
• 7.4.2 Techniques for Reinforcing Effectiveness
• 7.5 Conclusion: Legitimizing Soft Law, Beyond Efficiency
• References
• Chapter 8: Judicial Federalism and Constitutional Review in the Swiss Judiciary
• 8.1 Introduction
• 8.2 Judicial Organization in General: A Pronounced Judicial Federalism
• 8.2.1 Judicial Federalism and 'Reforming the Judiciary'
• 8.2.2 The Federal Supreme Court
• 8.2.2.1 The Dual Role of the Federal Supreme Court
• 8.2.2.2 The Composition of the Federal Supreme Court and the Appointment of Judges
• 8.2.2.3 The Structure of the Federal Supreme Court
• 8.2.3 The Other Federal Courts
• 8.2.3.1 The Federal Criminal Court
• 8.2.3.2 The Federal Administrative Court
• 8.2.3.3 The Federal Patent Court
• 8.2.4 Judicial Organization in the Cantons
• 8.3 Constitutional Jurisdiction: An Extensive Review with a Notable Exception
• 8.3.1 Legal Instruments Subject to Constitutional Review
• 8.3.1.1 Federal Regulations
• 8.3.1.2 Cantonal Law
• 8.3.1.3 Decisions Taken by Federal or Cantonal Authorities
• 8.3.2 A Breach of the Rule of Law: The Case of Federal Laws (and of International Law)
• 8.3.2.1 Reasons and Questions on the Breach
• 8.3.2.2 The Scope of the Notion of 'Immunized' Legal Norms.
• 8.3.2.3 The Mitigated Effects of the 'Immunity Clause' and the Relationship Between National and International Law
• References
• Part III: The Management of Tasks and Services
• Chapter 9: The New Model of Swiss Public Management
• 9.1 Introduction
• 9.2 The GMEB Model and NPM-Inspired Approaches
• 9.3 The New NMG Model
• 9.4 The Case of Swisstopo
• 9.5 Conclusion
• References
• Chapter 10: The Road to Digital and Smart Government in Switzerland
• 10.1 The Beginnings of E-government in Switzerland
• 10.2 The Transition Years: From E-government to Digital Government
• 10.3 The Vision for a New Digital Switzerland
• 10.4 The Path Yet to Go to Create a Smart Government…
• 10.5 Conclusion
• References
• Chapter 11: Public-Private Partnerships: A Swiss Perspective
• 11.1 Introduction
• 11.2 What Is a Public-Private Partnership?
• 11.2.1 Public-Private Partnerships Within the Myriad Ways of Providing Public Services
• 11.2.2 PPPs in the World and the Swiss Position
• 11.3 When Should Governments Resort to PPPs?
• 11.3.1 Make or Buy for Public Services: The General Framework
• 11.3.2 Relative Optimality of PPPs
• 11.4 Why Is Switzerland Different?
• 11.4.1 Bad Reasons for Using PPPs
• 11.4.2 Bad Reasons for NOT Using PPPs
• 11.5 Conclusion
• References
• Chapter 12: In-Depth Modernization of HRM in the Public Sector: The Swiss Way
• 12.1 Introduction
• 12.2 The Progressive Maturation of Human Resource Management in Swiss Public Administration
• 12.3 Public Sector HRM in Switzerland: The Essential Axes of Modernization
• 12.3.1 Hybrid Public Statutes
• 12.3.2 The Introduction of HR Policies and Strategies
• 12.3.3 The Development of a Decentralized Network of HR Professionals
• 12.3.4 The Professionalization of Recruitment
• 12.3.5 Performance Management Is Universalizing.
• 12.3.6 Well-Established Performance-Related Pay
• 12.3.7 The Development of Career Paths
• 12.3.8 The Facilitated Termination of Employment
• 12.4 Other Factors Accounting for the Success of the Swiss HRM Model
• 12.5 In Conclusion
• References
• Chapter 13: Communication and Transparency
• 13.1 Introduction
• 13.2 The Functions of Public Communication in Our Society
• 13.2.1 Core Functions
• 13.2.1.1 Public Information
• 13.2.1.2 Explanations and Complementary Information on Decisions
• 13.2.1.3 Promotion of Values and Responsible Conduct
• 13.2.1.4 Dialogue Between Institutions and Citizens
• 13.2.2 Complementary Functions
• 13.2.2.1 Service Delivery
• 13.2.2.2 Responsiveness
• 13.2.2.3 Organisational Legitimacy and Public Actions
• 13.2.2.4 Maintenance of Social Cohesion
• 13.3 The Principles of Active Communication
• 13.3.1 Legal Bases
• 13.3.2 Identification of the Source
• 13.3.3 Maintaining Arm's Length from Electoral Issues or Referenda
• 13.3.4 Continuity
• 13.3.5 Transparency of Funding
• 13.3.6 No Favourable Treatment for Recipients
• 13.3.7 Objective and Comprehensive Content Tailored to the Target Audience
• 13.3.8 Consistent and Coordinated Communication Between Administrative Departments and Levels of Government
• 13.3.9 Communication Proportionate to Objectives and Target Audiences
• 13.3.10 Communication Focused on Dialogue
• 13.4 Passive Communication (Transparency)
• 13.5 Conclusion
• References
• Part IV: Fiscal and Financial Management
• Chapter 14: Financial Management System, Legislation and Stakeholders
• 14.1 Introduction
• 14.2 Legal Foundations
• 14.3 Financial Process and Main Actors
• 14.3.1 Mission Statement and Financial Plan
• 14.3.2 Planning of Major Projects and Contingent Appropriation Requests
• 14.3.3 Decision over Contingent Appropriation Requests.
• 14.3.4 Budget Preparation.