e-GOVERNMENT IN FINLAND - ePractice.eu

y the Ministry of Finance on security was very successful and useful: “Everyone is busy, but these types
of meetings make it easier to discuss our needs.” The agency would like to have more ad hoc working
groups with clear goals.
314. Between September and December 2002, almost 50 agencies participated in MoF training
sessions on developing online services for citizens. So many agencies signed up to participate for this new
service that they were divided into four groups of 15 agencies. When the interviews for the present report
took place, they had only met once and were scheduled to meet twice more. In addition to the training, they
also were given a consultant for two days to look at their agency’s particular issues. This not only helps to
address the specific problems encountered by each agency, but also serves to promote a common approach
to planning, even if the resulting solutions differ.
Key Points - 47
x Because of the small size of the Finnish administration information technology officers at
the agency level tend to know what is happening in other agencies, both through formal
(e.g.. committees, workshops, publications) and informal e.g. word-of-mouth, networking)
channels.
315. The need to strengthen the steering role of ministries in their administrative fields was
emphasised in the 1998 resolution, High-quality Services, Good Governance and a Responsible Civic
Society, and in a 2000 report by an international expert group on the reform of the central government and
administration. When asked if it assesses the e-government needs of its agencies, the Ministry of
Technology and Industry (MTI) responded that it is developing a strategy, and that the assessment is being
done but will take several years. Departments within MTI have developed separate strategies and the only
co-ordination has been between the technology and industry departments. The special advisor’s staff is
responsible for co-ordinating MTI’s information management strategy. They hoped to produce a strategy
soon, but it may take longer because other ministries are also involved. Said an MTI official, “this has been
quite a scattered field,” adding, “the MoF has tried to take a leading role, but it is difficult for them because
they don’t provide the same services that we do, and so can’t know [what we need]”.
316. The Ministry of Transport and Communications provides one of the few examples of a ministry
that takes an active, long-term approach to assisting in the progress towards e-government of the agencies
under its responsibility (see Part 5.5.2, “Providing leadership”). While this initiative is still at a needsassessment
stage and does not provide any real technical support or strategic guidance to the agencies, it
demonstrates the role that ministries can play owing to their position in the administration. Even without a
major resource commitment, ministries can advance the e-government agenda by comparing agency
progress, identifying patterns and weaknesses, suggesting where agencies can work together and providing
opportunities to network and exchange experience.
Improving inter-agency collaboration
317. The OECD’s The E-government Imperative (2003) also stresses the role of central co-ordination
in facilitating collaboration for the establishment of joint projects. Finland’s existing informal and formal
networks are useful for information sharing among ministries and agencies, but are not sufficient to initiate
and support extensive co-operation involving cross-administration projects such as integrated electronic
services.
318. Large-scale or cross-agency e-government initiatives usually have been planned by (or at least
had support from either Ministry of Finance or Ministry of the Interior). These ministries can act as a
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