e-GOVERNMENT IN FINLAND - ePractice.eu

development of Internet service delivery channels. Here, the mobile phone sector already plays an active
role (see Part 4.4.2, “Alternative Internet access channels”).
335. It is based on interaction between enterprises, data-collecting companies (TYVI brokers) and
administrative agencies/data users: firms send their information only once over the Internet directly to a
broker, which then forwards it to the appropriate authority or authorities. An official from the
Confederation of Finnish Industry and Employers pointed to the role of the private sector in enhancing the
development of e-government as a way to create an environment that suits enterprises’ needs and to
improve public sector productivity.
Key Points -50
x In Finland, public-private partnerships are based on a common vision of the information
society. At the operational level, however, there is still much room for developing partnerships
by finding complementary uses of infrastructure and client knowledge in ways that add value
and avoid duplication
Outsourcing and IT capacity
336. In Finland as in other OECD countries, the outsourcing of ICT services is an important element
of e-government. Between 1997 and 2001, rentals and services were the two IT spending categories that
rose fastest (61% and 17%, respectively, on an average annual basis – see Figure 3.1, Part 3.2.1). Most
ministries have kept small internal IT units, but have contracted out the development of IT applications and
IT maintenance. For example, maintenance and updating of the Ministry of Justice’s Finlex site is entirely
outsourced. Practically all of the government-wide e-enablers, from the citizen portal to the TYVI Project,
were also developed by outside contractors under guidance from the MoF.
337. Some limited IT capacity remains in the central administration. The Government Information
Management Unit, for example, runs an optical fibre network linking all ministries. All ministries have a
connection to the government network and some have maintained their own network in addition, as well as
IT services such as e-mail and intranet. Ministries such as the Ministry of Agriculture and Forestry and of
the Environment also have separate agencies that provide IT services.
338. In general, however, agencies increasingly turn to the private sector for expertise in developing
solutions. Several agencies interviewed saw outsourcing as a way to improve the depth of their services.
For example, many agencies already use the form service www.lomake.fi , which has a direct support from
web forms to back office processes. Outsourcing, however, can also raise problems relating to personal
privacy and industrial secrecy when partnerships give contractors access to potentially sensitive
information. Perceptions of weak security and uncertainty about finding the right solution can delay the
launching of projects.
339. Outsourcing has also raised the issue of the management skills needed to manage contractors
when a project is not done in-house. The capacity imbalance between large contractors and small agencies,
in particular, is a cause for concern. Outsourcing is here to stay, but, as the next section will show, the
central administration needs to ensure that its agencies have the skills and tools to adapt to this new
environment. In addition to basic IT skills, they need the skills to manage risk and performance and
innovative ways to monitor and evaluate (i.e. independent verification and validation of projects by thirdparty
contractors).
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