Upload
natalie-caldwell
View
216
Download
0
Tags:
Embed Size (px)
Citation preview
MINISTRY OF FINANCE
21.04.23/1
Maija Jussilainen
Project ManagerMinistry of Finance
Government Information Management [email protected]
Knowledge Management at the Finnish Government
MINISTRY OF FINANCE
21.04.23/2
• 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
MINISTRY OF FINANCE
21.04.23/3
• 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
MINISTRY OF FINANCE
21.04.23/4
• 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
MINISTRY OF FINANCE
21.04.23/5
• 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
MINISTRY OF FINANCE
21.04.23/6
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
MINISTRY OF FINANCE
21.04.23/7
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
MINISTRY OF FINANCE
21.04.23/8
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
MINISTRY OF FINANCE
21.04.23/9
MINISTRY OF FINANCE
21.04.23/10
MINISTRY OF FINANCE
21.04.23/11
• 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 ?
MINISTRY OF FINANCE
21.04.23/12
• 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 ?
MINISTRY OF FINANCE
21.04.23/13
• Current task: the planning and realization of the knowledge support for the policy programmes
What more needs to be done?
MINISTRY OF FINANCE
21.04.23/14
• 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