e-GOVERNMENT IN FINLAND - ePractice.eu

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Box 3.5. The development of mobile phones as an alternative Internet access route Because of wide diffusion, low cost, fast power-up and ease and familiarity of use, mobile telephones have great potential as alternative routes to the Internet, but penetration of Internet-capable mobile phones remains weak: Finnish mobile phone users in May 2001, by sex and age Percentages 15-19 Men 20-29 30-39 40-49 50-59 60+ Total Mobile phone in own use 90 98 94 89 87 74 88 WAP phone 12 16 21 9 9 4 12 Women Mobile phone in own use 98 94 90 82 78 51 80 WAP phone 1 5 5 4 5 3 4 Reported WAP use in Helsinki region 0 13 20 11 7 5 10 in other regions 8 12 10 5 7 4 8 (excluding big cities) Source: Statistics Finland. Key Points - 24 x The continued penetration of ICT into Finnish society presents new opportunities to serve citizens and business through new channels. Finland is already a frontrunner among OECD countries for developing mobile phone applications. Given the popularity of mobile phones, however, the potential for mobile applications to deliver electronic information, in particular, SMS, could be even better exploited. 62
4 IMPLEMENT<strong>IN</strong>G E-<strong>GOVERNMENT</strong> 146. As discussed in the OECD’s The E-government Imperative (2003), implementing e-government is not a simple linear process, but involves setting a path and correcting along the way to take into account unanticipated obstacles as well as unexpected benefits. In the Finnish context, implementing e-government in the central administration primarily involves setting a framework for shared action since so many electronic services are provided at the local and regional level. As discussed in the previous chapter, some of these frameworks have been in the form of e-enablers. In addition, implementing e-government involves finding a common vision and planning to achieve it and promoting front-office actions for service delivery, e-engagement and setting up portals. Finally, back-office actions are also needed, such as organisational change, developing leadership and skills, co-ordination and monitoring and evaluation. E-government has focused attention on the need for back-office reforms while also serving as a tool for achieving these changes. 4.1 Vision and planning 147. E-government depends on an overall vision for a common sense of direction. But vision alone is insufficient. The OECD’s The E-government Imperative (2003) argues for a coherent planning process as well, in order to bring together and guide e-government implementation. This part looks at the process by which the Finnish government has developed its e-government programme. It identifies key elements of the Finnish vision for e-government and discusses the extent to which this vision has been successfully shared within the central government. Finally, it considers how the vision has been translated into goals as well as strategic plans on how to achieve those goals. 148. Appendix 3 of this report includes a brief synopsis of the government legislation, decisions and reports that together form the Finnish government’s vision for e-government. It also takes into account reports from advisory groups and taskforces that have been convened or consulted by the government. These documents are not limited to e-government but cover a range of related topics including the information society, information management in the public administration and public management reform. Some main themes have been: x Development of the information society: i) transforming information technology and information networks into tools for the renewal of business and the public sector; ii) enhancing the information industry as Finland’s most important future business; iii) improving competitiveness and creation of excellence in ICT skills; iv) making the information society services and the basic skills for their utilisation accessible to all; and v) securing the overall competitiveness and service capability of the Finnish information infrastructure (Finland Towards the Information Society – A National Strategy,1994). x E-government as a facilitator of joint and more advanced services, with an emphasis on customer orientation, freedom of choice and availability (Government Resolution on Highquality Services, Good Governance and a Responsible Civic Society, 1998). 63
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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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Figure 4.22. Government-wide leader
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catalyst as well as formal or infor
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operation of the Ministry of Social
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development of Internet service del
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Box 4.7. Adapting E-Procurement for
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strategies but also the ability to
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361. Moreover, the lack of opportun
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372. The OECD report on the Finnish
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x E-government plans are important
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5 NEXT STEPS 385. In May 2003, the
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completely new architecture for gat
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399. Brokers receive revenue from t
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409. In 1998, the government agreed
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Figure 6.3. Finnish electronic citi
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430. For both municipalities and KE
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6.3 Case study 3: The citizen porta
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tourism, immigration and emigration
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Key Points - 60 x The citizen citiz
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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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