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job satisfaction enquiry and models and methods for assessing skills and competencies as resources for strategic management at the agency level. The system is now used by 80% of agencies. 52 275. As expected, e-government seems to lead to greater administrative efficiency. Almost 30% of respondents reported that the planning and efficiency of working processes were significantly affected by e-government activities. The share rises to just under 80% when adding those who find some impact on these two variables (Figure 22). With regards to services, 56% saw an increase in the efficiency of electronic service delivery (Figure 23). 276. While e-government has not yet had a major impact on administration structures, respondents were much more likely to perceive an impact on organisation processes. In particular, the introduction of egovernment seems to have increased planning in the administration and, to a lesser extent, to have promoted monitoring and evaluation. Interestingly, of the five variables provided on organisation processes, respondents were least likely to feel that e-government had a significant or some impact on leadership and co-ordination. These two areas have also been identified by respondents as key weaknesses in the development of e-government in Finland. Figure 4.13. The impact of e-government activities on organisation processes efficiency of working processes monitoring and evaluation interaction on decision making leadership and co-ordination Source: OECD planning 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% significant some little/no 277. About 20% of respondents observed a decline in costs as a result of e-government. Rather than cost savings, e-government’s potential to increase efficiency is more likely to manifest itself in improved customer service. The elimination of routine work through the use of online procedures (e.g. online filing of administrative forms) frees workers and resources to focus on better customer-oriented service. The most significant impact of e-government activity reported in the OECD survey was the availability of and access to services. More than 80% of respondents felt that e-government had increased service access and 52 Maija Jussilainen (2003), Knowledge Management at the Finnish Government, paper presented at the OECD Learning Government Symposium, 3-4 February. 100
availability, 56% reported that services were more user-friendly, and while almost 40% reported greater reliability (see figure 4.14). 278. These results reflect the Finnish government’s focus on customer service over savings, but also the difficulty of identifying financial savings from e-government activity (see also Part 4.2, “Budgetary barriers”). Figure 4.14. The impact of e-government activities on service quality and costs Availability of services Access to services Efficiency of service delivery User-friendliness of services Costs of service delivery Reliability of services Personalisation of services Source: OECD 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Negative N<strong>eu</strong>tral Positive 279. Some respondents felt that e-government activities had a negative impact in certain areas. For example, more than 40% reported that e-government increased costs, presumably because of the need to open an additional electronic service channel; 10% felt that e-government decreased the ability to personalise services; and 5% felt that e-government reduced the efficiency of government working processes. Many of these perceptions are linked to the initial stages of e-government development and implementation. They illustrate, however, the need for a visionary plan on how and when the longer-term benefits of e-government will be achieved. 101
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OECD e-GOVERNMENT STUDIES e-GOVERNM
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ACKNOWLEDGEMENTS The Secretariat wo
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4.2.5 Managing multiple service cha
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This report provides a first compre
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Finland could reinforce citizen sup
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Technical issues have been recognis
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The central government, however, la
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E-government has helped improve pla
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OVERALL ASSESSMENT The first phase
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6. The constitutional independence
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6. As the first OECD report of its
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Box 1.1. E-government co-ordination
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x The central administration does n
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2 THE CASE FOR E-GOVERNMENT 25. The
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Key Points - 4 x Public administrat
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40. As a result of these earlier go
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is illustrative. An online transact
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Health care 50 29 21 Unemployment 8
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3 BARRIERS TO E-GOVERNMENT 61. E-go
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action unclear. In interviews, IT o
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80. As noted in Chapter 2, the Stat
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equired to provide e-government str
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most important way to fund e-govern
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obtain (38%), followed by funds for
Page 50 and 51: Figure 3.4. E-government technologi
Page 52 and 53: 113. Not surprisingly, the OECD sur
Page 54 and 55: 3.3.2 Types of barriers 119. Respon
Page 56 and 57: x Technology neutrality in legislat
Page 58 and 59: “backbone” of the government ne
Page 60 and 61: egional authorities is decisive, ev
Page 62 and 63: Box 3.5. The development of mobile
Page 64 and 65: x Improving the public administrati
Page 66 and 67: political leaders to impress upon t
Page 68 and 69: showed that top management commitme
Page 70 and 71: levels of government. In particular
Page 72 and 73: home and school, every business and
Page 74 and 75: E-government Imperative (2003) list
Page 76 and 77: Key Points - 31 x The proportion of
Page 78 and 79: Key Points - 32 x Basic online info
Page 80 and 81: Key Points - 33 x Interactive infor
Page 82 and 83: of using more efficient electronic
Page 84 and 85: Key Points - 35 x The proportion of
Page 86 and 87: 233. The Finnish Vehicle Administra
Page 88 and 89: citizens’ access to information i
Page 90 and 91: 4.3.2 E-engagement at the ministry
Page 92 and 93: Key Points - 38 x E-engagement init
Page 94 and 95: 255. At the end of 2002, the curren
Page 96 and 97: Themes portal (e.g. environmental,
Page 98 and 99: partnerships”). The most signific
Page 102 and 103: Key Points - 42 x Structural impact
Page 104 and 105: Key Points - 43 x Change management
Page 106 and 107: Figure 4.17. E-government leadershi
Page 108 and 109: 297. Interviews with ministries and
Page 110 and 111: x Horizontal co-ordination: lack of
Page 112 and 113: Figure 4.22. Government-wide leader
Page 114 and 115: catalyst as well as formal or infor
Page 116 and 117: operation of the Ministry of Social
Page 118 and 119: development of Internet service del
Page 120 and 121: Box 4.7. Adapting E-Procurement for
Page 122 and 123: strategies but also the ability to
Page 124 and 125: 361. Moreover, the lack of opportun
Page 126 and 127: 372. The OECD report on the Finnish
Page 128 and 129: x E-government plans are important
Page 130 and 131: 5 NEXT STEPS 385. In May 2003, the
Page 132 and 133: completely new architecture for gat
Page 134 and 135: 399. Brokers receive revenue from t
Page 136 and 137: 409. In 1998, the government agreed
Page 138 and 139: Figure 6.3. Finnish electronic citi
Page 140 and 141: 430. For both municipalities and KE
Page 142 and 143: 6.3 Case study 3: The citizen porta
Page 144 and 145: tourism, immigration and emigration
Page 146 and 147: Key Points - 60 x The citizen citiz
Page 148 and 149: 7.2 Appendix 2: Reports, strategies
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x Public Management in Finland (200
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ought together government, civil so
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freedom of choice and availability,
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499. The Ministry of the Interior c
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decision requires it to provide net
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522. Contrary to former reports by
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x By comparison, the term Web site
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7.4.2 List of acronyms AFLRA: The A
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7.5 Appendix 5: Methodology 7.5.1 D
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2. Responses are not included in ov
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8 BIBLIOGRAPHY ACCENTURE (2001),
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JUSSILAINEN, M. (2003), “Knowledg
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OECD (1992), “ICCP Reviews of Inf
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“GOVERNMENT RESOLUTION ON HIGH-QU
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VISTI, S. (1998), “Electronic Ide
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