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Maija Jussilainen

Project ManagerMinistry of Finance

Government Information Management Unitmaija.jussilainen@vm.fi

Knowledge Management at the Finnish Government

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• Public management development and KM development are on the political agenda

• Tradition of the openness – Act on the Openness of Government Activities (1999)

• Technological culture – common use of IC Technology• Pressure to develop services for the citizens > need for

the internal knowledge management

Factors behind the success in the KM survey

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• To  strengthen the strategic capacity of the Government • To improve the confidence of the citizens and civil

servants towards the administration and to empower the citizens in public affairs

• To create new methods and tools and to improve the quality of information and knowledge on which the decision-making is based on

• The strategic programme policy approach is strengthened in the work of the Government in order to improve the inter-ministerial planning and coordination

The main goals of the Central Government Reform

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• lack  of horizontal cooperation between ministries• lack of information and knowledge sharing• lack of coordination and cooperation of

information management • lack of responsible organization for KM of the

whole government

The deficiencies from KM point of view

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• The role and structure of the Government Programme• The content and preparation process of the Government Strategic Portfolio• Policy programmes• The political process combining the annual framebudgeting and evaluation of

policy programmes• Coordinating ministers and ad hoc ministerial working groups• Informal forums of the whole Government• Programme coordinators• Resources for the policy programmes: sectoral ministries/ Prime Minister’s

office• Strategic Secretariat in the PMO: coordination of the policy programmes,

intensified follow up of the implementation of the Government Programme• Knowledge support for the policy programmes

The programme management as the new model for government work

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At presentAt presentAt presentAt present VisionVisionVisionVision

Government ProgrammeGovernment Programme

- detailed, listing individual detailed, listing individual implementation projectsimplementation projects

Government ProgrammeGovernment Programme

- detailed, listing individual detailed, listing individual implementation projectsimplementation projects

Government Project PortfolioGovernment Project PortfolioGovernment Project PortfolioGovernment Project Portfolio

““Government Agreement”Government Agreement”““Government Agreement”Government Agreement”

-“ten” priority policy areas (policies), effectiveness targets (+ individual strategic projects)

Strategic portfolios of the ministriesStrategic portfolios of the ministriesStrategic portfolios of the ministriesStrategic portfolios of the ministries

- programming policies- programmes and budgets reviewed annually

Government Strategic PortfolioGovernment Strategic PortfolioGovernment Strategic PortfolioGovernment Strategic Portfolio

Government-level,Government-level,crosscuttingcrosscutting(horizontal)(horizontal)

politicalpoliticalprogrammesprogrammes

Government-level,Government-level,crosscuttingcrosscutting(horizontal)(horizontal)

politicalpoliticalprogrammesprogrammes

StrategicStrategicprojects ofprojects ofindividualindividualministriesministries

StrategicStrategicprojects ofprojects ofindividualindividualministriesministries

Other implementation work of ministries,Other implementation work of ministries,incl. horizontal preparationincl. horizontal preparation

Other implementation work of ministries,Other implementation work of ministries,incl. horizontal preparationincl. horizontal preparation

Government´s Strategic ToolsGovernment´s Strategic ToolsGovernment´s Strategic ToolsGovernment´s Strategic Tools

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Prime Minister´s OfficePrime Minister´s Office- coordinates programmescoordinates programmes

- analytical support for evaluationanalytical support for evaluation of programmesof programmes

Actors in political programmesActors in political programmesActors in political programmesActors in political programmes

Prime MinisterPrime Minister

Coordinating MinisterCoordinating Minister-directs horizontal programmesdirects horizontal programmes

Strategic Ministerial GroupStrategic Ministerial Group-prepares decisions within programmes for the whole governmentprepares decisions within programmes for the whole government

Programme DirectorProgramme Director

- civil servants from ministries- civil servants from ministries

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Knowledge support for the strategic projects, example

Employment (a part of the Gov. Programme

State of affairs: statistics, research,forecasts

What has been done? measures of the Gov.

What to do? alternatives, costs

Results and effects: follow-up and evaluation

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• Public management and KM development are on the political agenda

• Legislation, recommendations, guidelines and strategies supporting KM

• Reform of the central government includes explicitly KM dimension

• Government Information Management Unit

Assessment of KM: what has been achieved ?

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• There is no common understanding of KM – the concept and the practices - the aim of the KM is to support the strategic

management of the organization • The responsibilities are not decided – who should

participate? – The role of the strategic management, human

resource management, content of the knowledge and communication, information management?

– The challenges of KM are mainly other than technical

What difficulties have we met ?

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• Current task: the planning and realization of the knowledge support for the policy programmes

What more needs to be done?

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• It is possible to develop parts of KM without a KM strategy, but at some stage the need of a holistic KM strategy becomes obvious – and in Finland we are at that stage.

Conclusion