Ansvarsfördelning i kommunala förvaltningsmyndigheter
(2024) JURM02 20232Department of Law
Faculty of Law
- Abstract
- The development within the municipal sector over the past sixty years has shifted from layman organizations to large administrative organizations. The number of primary municipalities has decreased from 2500 to 290, and the number of elected representatives with municipal trust assignment has decreased to one fifth during the same period. These changes have led to increased bureaucracy and professionalization of municipal administrative authorities. The trend has moved towards increased goal management, meaning that more decisions are delegated to public servants. In local government law, the possibilities for delegating decision-making have expanded, allowing some decisions to be classified as mere execution, and delegation is permitted... (More)
- The development within the municipal sector over the past sixty years has shifted from layman organizations to large administrative organizations. The number of primary municipalities has decreased from 2500 to 290, and the number of elected representatives with municipal trust assignment has decreased to one fifth during the same period. These changes have led to increased bureaucracy and professionalization of municipal administrative authorities. The trend has moved towards increased goal management, meaning that more decisions are delegated to public servants. In local government law, the possibilities for delegating decision-making have expanded, allowing some decisions to be classified as mere execution, and delegation is permitted in more than just routine matters.
The question of how responsibility is distributed between elected representatives and public officials is answered by clarifying the different roles, examining the various forms of accountability, and how supervision is carried out within municipal administrative authorities. Through parallels to the distribution of tasks regarding occupational health and safety, the principles of responsibility distribution within the institute of delegation are found. The workplace management, represented by elected representatives in the municipal organization, always holds ultimate responsibility. The person delegated a task in a correct manner also bears the responsibility for its implementation, which can be linked to criminal liability. For employees, there is a labor law responsibility, and for elected representatives, there is a revision responsibility. The allocation of responsibility cannot be predetermined through delegation. The development towards a more extensive delegation and the shift in decision-making do not rule out the development of holding public officials accountable, for example, through revision responsibilities. (Less) - Abstract (Swedish)
- Utvecklingen inom den kommunala sektorn har under de senaste sextio åren gått från lekmannaförvaltningar till stora förvaltningsorganisationer. Antalet primärkommuner har minskat från 2500 till 290 och antalet förtroendevalda med kommunala uppdrag har minskat till en femtedel under samma period. Förändringarna har inneburit en ökad byråkrati och professionalisering av de kommunala förvaltningsmyndigheterna. Utvecklingen har gått mot en ökad målstyrning vilket innebär att fler beslut delegeras till tjänstemän. Inom kommunalrätten har möjligheterna att delegera beslutsfattande utvidgats vilket har inneburit att en del beslut räknas som ren verkställighet och delegering tillåts i mer än bara rena rutinärenden. Frågan om hur ansvaret fördelas... (More)
- Utvecklingen inom den kommunala sektorn har under de senaste sextio åren gått från lekmannaförvaltningar till stora förvaltningsorganisationer. Antalet primärkommuner har minskat från 2500 till 290 och antalet förtroendevalda med kommunala uppdrag har minskat till en femtedel under samma period. Förändringarna har inneburit en ökad byråkrati och professionalisering av de kommunala förvaltningsmyndigheterna. Utvecklingen har gått mot en ökad målstyrning vilket innebär att fler beslut delegeras till tjänstemän. Inom kommunalrätten har möjligheterna att delegera beslutsfattande utvidgats vilket har inneburit att en del beslut räknas som ren verkställighet och delegering tillåts i mer än bara rena rutinärenden. Frågan om hur ansvaret fördelas mellan de förtroendevalda och tjänstemännen besvarar genom att klargöra de olika rollerna, att granska de olika formerna av ansvarsutkrävande och hur tillsyn sker inom de kommunala förvaltningsmyndigheterna. Med paralleller till fördelning av arbetsmiljöuppgifter återfinns delegationsinstitutets principer för ansvarsfördelning. Arbetsledningen, som i den kommunala organisationen är de förtroendevalda, har alltid det yttersta ansvaret och den som delegeras en uppgift på ett korrekt sätt bär också ansvaret för uppgiftens genomförande, vilket också kan kopplas till ett straffrättsligt ansvar. För anställda tillkommer ett arbetsrättsligt ansvar och för förtroendevalda finns det ett revisionsansvar. Ansvarsplaceringen kan aldrig bestämmas på förhand genom delegering. Utvecklingen mot ett mer omfattande delegationsinstitutet och förskjutningen i beslutsfattandet utesluter inte en utveckling av ansvarsutkrävande av tjänstemän genom exempelvis revisionsansvar. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9148080
- author
- Handreck, Torgny LU
- supervisor
- organization
- alternative title
- Distribution of responsibility in municipal administrative authorities
- course
- JURM02 20232
- year
- 2024
- type
- H3 - Professional qualifications (4 Years - )
- subject
- keywords
- Kommunalrätt, Förvaltningsrätt, Förtroendvalda, Revisionsansvar, Politiskt ansvar, Förvaltningsmyndighet, Delegation, Delegering
- language
- Swedish
- id
- 9148080
- date added to LUP
- 2024-04-02 13:03:30
- date last changed
- 2024-04-02 13:03:30
@misc{9148080,
abstract = {{The development within the municipal sector over the past sixty years has shifted from layman organizations to large administrative organizations. The number of primary municipalities has decreased from 2500 to 290, and the number of elected representatives with municipal trust assignment has decreased to one fifth during the same period. These changes have led to increased bureaucracy and professionalization of municipal administrative authorities. The trend has moved towards increased goal management, meaning that more decisions are delegated to public servants. In local government law, the possibilities for delegating decision-making have expanded, allowing some decisions to be classified as mere execution, and delegation is permitted in more than just routine matters.
The question of how responsibility is distributed between elected representatives and public officials is answered by clarifying the different roles, examining the various forms of accountability, and how supervision is carried out within municipal administrative authorities. Through parallels to the distribution of tasks regarding occupational health and safety, the principles of responsibility distribution within the institute of delegation are found. The workplace management, represented by elected representatives in the municipal organization, always holds ultimate responsibility. The person delegated a task in a correct manner also bears the responsibility for its implementation, which can be linked to criminal liability. For employees, there is a labor law responsibility, and for elected representatives, there is a revision responsibility. The allocation of responsibility cannot be predetermined through delegation. The development towards a more extensive delegation and the shift in decision-making do not rule out the development of holding public officials accountable, for example, through revision responsibilities.}},
author = {{Handreck, Torgny}},
language = {{swe}},
note = {{Student Paper}},
title = {{Ansvarsfördelning i kommunala förvaltningsmyndigheter}},
year = {{2024}},
}