Benefit News: Employee Benefit News, Department of Administrative Services, January 2015

Benefit News, brought to you by the DAS Benefits Team, providing you with the most up-to-date information about the state of Iowa’s employee benefits.

Benefit News: Employee Benefit News, Department of Administrative Services, March 2015

Benefit News, brought to you by the DAS Benefits Team, providing you with the most up-to-date information about the state of Iowa’s employee benefits.

Benefit News: Employee Benefit News, Department of Administrative Services, May 2015

Benefit News, brought to you by the DAS Benefits Team, providing you with the most up-to-date information about the state of Iowa’s employee benefits.

Iowa Department of Administrative Services Central Procurement Enterprise (CPE) Policy and Procedures Manual, December 2013

Report on a review of the Central Procurement Enterprise (CPE) of the Iowa Department of Administrative Services for the period July 1, 2009 through March 31, 2013

Benefit News: Employee Benefit News, Department of Administrative Services, December 2015

Benefit News, brought to you by the DAS Benefits Team, providing you with the most up-to-date information about the state of Iowa’s employee benefits.

Benefit News: Employee Benefit News, Department of Administrative Services, January 2016

Benefit News, brought to you by the DAS Benefits Team, providing you with the most up-to-date information about the state of Iowa’s employee benefits.

The slow transformation of Swiss federal administrative elites

This article sets out to study the profile of Swiss administrative elites at federal level by showing how their profile has evolved in the light of what has come to be known as the wave of New Public Management (NPM), which has benefited from a very fertile ground in Switzerland. These elites correspond to a specific institutional order, in relation to specific organizational structures and workings, and have specific characteristics in terms of career paths and academic background. However, the administrative reforms that have been rolled out since the 1980s have transformed the institutional order within which executives of the federal administration evolve. This article analyses the extent to which these transformations have had an impact on the characteristics of these elites, through indicators such as academic capital, social capital, and career path within and outside the administration. The results show a slow but significant transformation in the profiles of these elites towards an increasing managerialization, reflecting that of the context in which they evolve.Points for practitioners The relationship between politics and the administration is naturally shaped by individuals but is closely dependent on the profiles of the players. They are currently undergoing a transformation in the wake of administrative reforms, and also of the changing profiles of both the political and administrative players. Gaining an insight into the slow transformation of the profiles of administrative elites therefore sheds light on the political-administrative nexus. The gradual managerialization of the administrative elite highlighted in this article also allows for a better understanding of which professional experiences, qualifications and skills are valued today within the senior civil service in Switzerland.

Un hôpital sous le régime de la transparence : un défi

Essai sur la mise en place des nouvelles technologies de l'information au CHUV, dans lequel l'auteur donne la parole aux médecins, infirmiers et administrateurs qui ont été placés devant le défi de la décentralisation et de la transparence et qui ont côtoyé ces différents instruments censés les orienter et orienter leurs choix.

Modernisierung der kantonalen Verwaltungen 1990-2008 : Wandel von Administrativstrukturen und Einführung von Verwaltungsreformen = Modernisation des administrations cantonales 1990-2008 : transformations structurelles et gouvernance administrative

De nombreuses études ont été consacrées en Suisse à la promotion de la nouvelle gestion publique (NGP) au niveau des cantons, puis à son évaluation. Or, les chercheurs se sont peu intéressés jusqu'ici aux effets de son introduction sur les structures administratives et les effectifs de la fonction publique. Ils n'ont pas non plus expliqué suffisamment les facteurs ayant favorisé ou freiné la modernisation de l'Etat au-delà de la NGP. Les réformes de l'Etat menées au sein des administrations cantonales dans le cadre de la revitalisation du fédéralisme ont des causes multiples. Cette étude exploratoire tente de décrire les transformations au niveau des structures et de l'organisation de l'Etat depuis le début des années 1990 en analysant le niveau et l'impact des principes NGP ou d'autres facteurs ayant pu jouer un rôle dans la modernisation des administrations: force des partis, degré de professionnalisation des législatifs, taille de la population et des administrations, RPT et revitalisation de la collaboration intercantonale. Il ressort de l'étude qu'un groupe de cantons essentiellement alémaniques, plutôt de taille moyenne à grande (AG, BE, LU, SO, TG, VS, ZH) ont réussi à davantage réformer les administrations selon les principes de la NGP alors que d'autres ont choisi des voies différentes ou médianes (tels que BS, GE, JU, SG, TI, VD). Ces réformes se sont traduites pratiquement partout par un resserrement des structures décisionnelles (modèle ministériel 5/7), par une variation du nombre de services (hausse dans une première phase puis réduction) mais aussi du personnel (plutôt hausse à l'exception de BS et ZH) allant dans le sens d'une convergence des modèles institutionnels déterminée autant par des facteurs externes qu'internes aux cantons. Notre étude montre que la professionnalisation des parlements, davantage développée dans les cantons où le système représentatif est étendu (cantons latins, Bâle-Ville), retarde ou empêche l'essor des principes NGP alors que les cantons alémaniques à démocratie directe plus prononcée favorisent l'autonomisation des processus de réformes administratives avec une capacité de blocage moins grande des parlements.

Diffusion of Administrative Innovation: TQM Implementation and Effectiveness in a Global

The main objective of this dissertation is to create new knowledge on an administrative innovation, its adoption, diffusion and finally its effectiveness. In this dissertation the administrative innovation is approached through a widely utilized management philosophy, namely the total quality management (TQM) strategy. TQM operationalizes a self-assessment procedure, which is based on continual improvement principles and measuring the improvements. This dissertation also captures the theme of change management as it analyzes the adoption and diffusion of the administrative innovation. It identifies innovation characteristics as well as organisational and individual factors explaining the adoption and implementation. As a special feature, this study also explores the effectiveness of the innovation based on objective data. For studying the administrative innovation (TQM model), a multinational Case Company provides a versatile ground for a deep, longitudinal analysis. The Case Company started the adoption systematically in the mid 1980s in some of its units. As part of their strategic planning today, the procedure is in use throughout the entire global company. The empirical story begins from the innovation adoption decision that was made in the Case Company over 22 years ago. In order to be able to capture the right atmosphere and backgrounds leading to the adoption decision, key informants from that time were interviewed, since the main target was to clarify the dynamics of how an administrative innovation develops. In addition, archival material was collected and studied, available memos and data relating to the innovation, innovation adoption and later to the implementation contained altogether 20500 pages of documents. A survey was furthermore conducted at the end of 2006 focusing on questions related to the innovation, organization and leadership characteristics and the response rate totalled up to 54%. For measuring the effectiveness of the innovation implementation, the needed longitudinal objective performance data was collected. This data included the profit unit level experience of TQM, the development of the self assessment scores per profit unit and performance data per profit unit measured with profitability, productivity and customer satisfaction. The data covered the years 1995-2006. As a result, the prerequisites for the successful adoption of an administrative innovation were defined, such as the top management involvement, support of the change agents and effective tools for implementation and measurement. The factors with the greatest effect on the depth of the implementation were the timing of the adoption and formalization. The results also indicated that the TQM model does have an effect on the company performance measured with profitability, productivity and customer satisfaction. Consequently this thesis contributes to the present literature (i) by taking into its scope an administrative innovation and focusing on the whole innovation implementation process, from the adoption, through diffusion until its consequences, (ii) because the studied factors with an effect on the innovation adoption and diffusion are multifaceted and grouped into individual, organizational and environmental factors, and a strong emphasis is put on the role of the individual change agents and (iii) by measuring the depth and consistency of the administrative innovation. This deep analysis was possible due to the availability of longitudinal data with triangulation possibilities.