Summary
Kathrin Bertschy, Finance Director of Canton Bern since June 2022, is running for re-election in the cantonal government elections in March 2026. In a podcast interview, the lawyer and centrist politician emphasizes central challenges: Canton Bern's population growth is significantly below the Swiss average (2% vs. 30% in comparable cantons like Lucerne). Bertschy identifies tax policy, digital administration, and attractive working conditions as key measures for the next legislative term. Her balance sheet: massive debt reduction despite high investments and initial tax reduction steps.
People
Topics
- Tax strategy Canton Bern
- Population growth and location attractiveness
- Digitalization of administration
- Personnel regulations and working conditions
- Government elections 2026
Clarus Lead
Canton Bern faces a demographic challenge: while the population nationwide and in comparable cantons is growing significantly faster, Bern risks slipping into a structural crisis with only 2% growth by 2055. Finance Director Bertschy warns of skills shortages, aging populations, and rising costs. The new elections in March 2026 will determine whether an economically liberal-oriented government implements the necessary reforms.
Clarus Analysis
Clarus Research: Concrete numerical confrontation: cantonal population growth Bern 2% vs. Lucerne 30% by 2055 (Source: Swiss Federal Statistical Office). This discrepancy reveals structural location risk beyond short-term economic cycles.
Classification: Tax policy is not isolated: Bertschy connects three dimensions – tax attractiveness, public transport infrastructure, and business access (parking problems for tradespeople in the city of Bern). This is a holistic location diagnosis model, not just tax reduction.
Consequence for Decision-Makers: Election of a "business-friendly" government will be measurably concrete against three metrics: (1) tax strategy 2027 implemented, (2) one-data-in principle established in administration, (3) demonstrable attractiveness for young population.
Detailed Summary
Political Profile and Motivation
Kathrin Bertschy, born in 1973, lawyer and mother of an adult son, has held the finance office of Canton Bern since June 2022. She is running for re-election in March 2026 – not out of hunger for power, but out of conviction that unfinished reforms require continuity. She describes her law degree as a solid foundation, particularly for legislative processes.
Her motivation is action-oriented: in four years, new laws were launched, particularly regarding tax strategy. She does not want to leave these in drawers but to implement them.
Core Challenge: Population Growth
The central problem that Bertschy identifies is dramatic: The Swiss Federal Statistical Office predicts population growth for Canton Bern of only 2% by 2055. In comparison: Lucerne is growing over 30%. This discrepancy is not cosmetic – it leads to structural problems: aging populations, skills shortages, rising social costs with a declining working-age population base.
Bertschy emphasizes: the "beauty and diversity" of the canton alone is insufficient. Framework conditions are decisive – taxes, infrastructure, digitalization.
Tax Strategy 2027: The Central Lever
A tax law revision 2027 is in progress. The first reading in the Grand Council was "overwhelmingly positive." Details remain open for the second reading. Bertschy sees highest priority here: citizens and employees who earn in Bern but live in neighboring cantons with lower tax rates must have a reason to stay in the canton.
Small tax reduction steps have already been realized – now it is about strategic reorientation.
Digitalization of Administration
A second major project: complete digitalization of administrative legal proceedings. Goal: citizens should not have to enter data multiple times (one-data-in principle). This requires legislative adjustments and technical infrastructure. Bertschy sees in this not only efficiency gains but also quality improvement of citizen experience.
Modern Leadership Culture and Personnel Regulations
A third project: "contemporary leadership." With digitalization, work processes change – leadership culture must follow. In parallel, discussions are underway regarding a personnel law revision. The pressure comes from parliament: employment conditions should move closer to the private sector.
Bertschy is open to this but warns against naive equalization. The canton must manage over 12,000 employment categories – this is more complex than individual private companies. The balance: increase attractiveness (probationary periods, wage flexibility) without drowning in bureaucracy.
Financial Balance Sheet
What is working well? Bertschy emphasizes:
- Debt Reduction: Massive in recent years, despite high investments.
- Investment Capacity: Canton Bern was able to invest and finance – remarkable for a canton not structurally favored.
- Tax Reductions: Small, but symbolically important steps.
She warns against confusion: city of Bern and Canton Bern are often mixed up. The canton is in a "very good situation."
Business and Infrastructure
A subtle, often overlooked point: motorized individual traffic. Tradespeople report to Bertschy of contracts they cannot accept in the city of Bern because parking spaces are lacking. This is not an ideological problem but a location reality problem. Public transport is important but insufficient.
Election Strategy and Bourgeois Ticket
Bertschy calls for support of the "bourgeois ticket." The new candidates are not only politically versed but have leadership experience – and the courage to decide. "One of the worst things one can do is not decide."
Voter turnout in Canton Bern is low. Bertschy appeals: mobilization is central.
Personal Touches
Bertschy relaxes by reading crime novels. The most beautiful place in the canton for her is the area around her home municipality Ostermundigen. She likes to take vacations with her family, ideally without a laptop – although she admits she rarely truly leaves it behind. A newly discovered pleasure: golf. Time-intensive, but in the open air.
Core Statements
Population growth is location risk #1: 2% by 2055 leads to aging, skills shortages, and rising social costs. Comparable cantons are growing 15 times faster.
Tax strategy 2027 is the core project: legislative revision in second reading; finance director sees highest priority. Small reduction steps have already been achieved.
Digitalization of administration is not optional: one-data-in principle is still missing. Citizens repeatedly fill out data. This costs time and trust.
Modern leadership and personnel law must go hand in hand: with digital processes, work methods change. New employment conditions needed without falling into private-sector imitation.
Location attractiveness is multidimensional: not just taxes, but also public transport, business infrastructure, parking. Tradespeople must not be displaced from the city.
Financial situation is solid: debt reduction and investment capacity achieved. Tax reductions were possible. But: population stagnation threatens this basis in the medium term.
Stakeholders & Affected Parties
| Group | Impact |
|---|---|
| Young Professionals & Families | Taxes and location quality determine choice between Bern or alternative canton |
| Tradespeople & Businesses | Infrastructure (parking, public transport, digitalization) directly business-relevant |
| Cantonal Administration | Digitalization and new leadership culture change daily work; personnel regulations influence attractiveness |
| Parliamentarians (Grand Council) | Pressure to pass tax strategy and personnel law quickly |
| Voters | Decision over economically liberal or other political orientation |
| Retirees & Older Population | Aging trend exacerbates cost burden for health and social services |
Opportunities & Risks
| Opportunities | Risks |
|---|---|
| Tax strategy 2027 attracts young professionals and brakes emigration | Population stagnation (2% growth) leads to aging and skills shortages |
| Digitalization (one-data-in) improves citizen experience and reduces administrative costs | Further delays in implementing digital projects worsen attractiveness disadvantage |
| Modern leadership and flexible personnel regulations make canton competitive as employer | Insufficient adaptation of employment conditions leads to brain-drain to private sector |
| Whole-government approach (not just finance) solves location problems holistically | Fragmentation and lack of coordination between departments brakes reforms |
| Election victory of business-friendly candidates enables sweeping measures | Election of structurally conservative or bureaucracy-heavy candidates perpetuates status quo |
Action Relevance
For Cantonal Decision-Makers:
Tax Strategy 2027: Advance second reading in Grand Council. KPI: adoption by Q3 2026. Measure: Are tax rates competitive with Lucerne, Solothurn?
Digitalization: Specify one-data-in principle. KPI: at least one administrative function (e.g., tax declaration) fully digital by 2027.
Personnel Law Revision: balancing act between attractiveness and fiscal responsibility. KPI: attractiveness index (application rates, staff turnover) vs. comparable cantons.
Election Mobilization: increase voter turnout to secure economically liberal majority. KPI: voter turnout above 50% (currently too low).
For Businesses & Trades:
- Keep tax strategy 2027 in view; provide feedback in consultations if applicable.
- Communicate parking and public transport problems directly to government council (often missing from statistics).
- Employers: use modern personnel regulations supportively for competitive advantage.
For Voters:
- Candidate checks: which candidates have demonstrable leadership experience and economic competence?
- Increase voter turnout – low participation favors status quo.
Quality Assurance & Fact-Check
- [x] Central statements verified (population growth 2% vs. 30% Lucerne per Federal Statistical Office)