e-GOVERNMENT IN FINLAND - ePractice.eu

Key Points - 42
x Structural impacts on the Finnish administration (its internal hierarchy) remain minimal,
given that re-engineering efforts linked to e-government reforms are still very new.
x Working processes have shown a few more results. In particular, their planning and
efficiency are the two areas in which e-government activities seem to have had the most
impact.
x Access and availability of services, as well as improved service quality, have been
significant results of improved e-government efficiency. Reported cost savings, however,
have been relatively minor.
Creating a culture of good governance
280. Over the last ten years, the enhancement of public governance has been a priority of the Finnish
reform agenda. In this context, e-government has played a growing role as an instrument for strengthening
external governance by improving participation and transparency in decision making (see Part 5.3, "Eengagement"),
and as a means to strengthen internal governance by improving the internal co-ordination
and coherence of the administration (e.g. the government intranet).
281. At the same time, e-government has raised new governance issues, in particular, the central
dilemma of balancing a decentralised system with the need for co-ordination and common standards. The
ability of the government to resolve this challenge rests on its ability to establish an internal governance
framework which takes into account different perspectives, mediates differences, diffuses information and
sets overall direction (see Part 5.5.3, "Ensuring central co-ordination").
282. Finally, e-government is itself affected by how well good governance values permeate the
administration. As the OECD’s The E-government Imperative (2003) points out, constraints and barriers to
e-government do not simply concern integrating IT in the organisation. Successful e-government is also a
question of changing habits and culture. Creating commitment for cultural change is important at all levels
but is difficult. Finland’s traditional openness to innovation and trust in the public sector has eased the way
for introducing e-government.
283. The shift in the Finnish administration from a simple “culture of efficiency” to a more citizenoriented
culture means that the implementation of e-government must be accompanied by efforts to
strengthen and develop principles of accountability and transparency within the administration through
teamwork and the sharing of responsibility.
284. A recent study of the use of change management for achieving e-government in Finland
questions the extent to which existing practices adequately involve workers in the overall vision and
strategy for change. 53 To develop ownership of e-government reforms, a participatory framework is needed
for communication of the e-government vision and for consultation and feedback. For example, with
regard to the Vehicle Administration’s PALKO programme (Box 13), the report observes that “staff are
involved in developing the new working processes, but the assumption still seems to be that the
organisation knows best and that decisions must be left to senior management… Decisions on the level of
53
Pauline Bradshaw (2001), Working Together to Deliver e-Government; Involving Staff with Change Management,
Ministry of Finance.
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