municipality tuning guide

2 | M U N ICI PA LITY TU N I N G G U I D E M U N ICI PA LITY TU N I N G G U I D E | 3

WELCOME TO TUNING

THE MUSICIANS HAVE ASSEMBLED,BUT WHERE IS THE CONDUCTOR?

ODE TO TUNING TO PERFECTION

DRESS REHEARSAL

THE STAGE IS YOURS, PLAY!

05

07

10

22

28

CONTENTS

In music, tuning means adjusting an instrument to play correctly. Tuning an instrument refers to the pitch produced by the instrument. If an instrument is not tuned to the correct pitch, it will play out of tune. Tuning also means improving the performance of a machine or device, primarily by increasing engine power. Naturally aspirated engines are tuned by, for instance increasing engine capacity or by increasing compression ratio.

Source: Wikipedia

[tuning]

European Agricultural Fund for Rural Development


“THE FINANCIAL MARGINS FOR LOCAL COUNCILS ARE GETTING EVER NARROWER. SEEKING NEW WAYS OF WORKING IS VITAL FOR THE SAFEGUARDING OF PUBLIC SERVICES. THE IMPORTANCE OF WORKING IN COLLABORATION WITH INHABITANTS, NGOS AND ENTREPRENEURS IS EMPHASISED. IN THE POLICY FRAMEWORK OF THIS MUNICIPALITY TUNING GUIDE THE EXISTING RESOURCES

ARE FOCUSED ON SUPPORTING LOCAL INHABITANTS.”

RAIMO RONKAINEN, MAYOR OF THE CITY OF TORNIO

Finland’s welfare state is undergoing upheaval. Local councils must continue to produce services for the local citizens using fewer resources. The current silo mentality stifl es even the clearest of notions, and viewing the overall picture is diffi cult. There is a need for a complete revamping of organisations and old ways of working. The booklet you are holding is the Municipality Tuning Guide that presents

local councils with a common sense way of working. Going hand-in-hand with teamwork and focusing away from remedial tasks to preventative work. All local inhabitants, council workers, organisations and authorities are willing to provide assistance. This assistance, however, is often swamped or choked by heavy administration, bureaucracy and strategic jungle mazes.

This guide shows how local councils throughout Finland can provide their inhabitants well-functioning and vital services by working together with the business sector, NGOs and the public sector. By channelling all the energy together, more results will be attained using the existing resources.

This guide presents the policy framework voted the best in the European Public Sector Award 2013. The award saw the presentation of creative solutions for overcoming the European economic crisis. Using this policy framework a new model of working is achieved for the local councils as well as for restructuring. The model is not designed to reach an ultimate goal, rather the aim is to incorporate the concept of continuous enhancement and achieve a change in ways of working. Change that will safeguard Finland’s welfare state.

WELCOME TO TUNING

Welcome


THE MUSICIANS HAVE ASSEMBLED, BUT WHERE IS THE CONDUCTOR?

The costs of social and health operations are on the increase and council functions are merely remedial. Efforts are focused on striving to achieve equivalent results using ever-decreasing resources, results that were earlier attained using a more substantial budget and more people.

The state funding of municipalities has been significantly cut in light of the deficit in the public economy. At the same time, the costs of providing social and health

care services, and the need for these services, are on the increase. It is more important than ever before to facilitate use of all local and regional resources. This is also a question of the restructuring of the social and health sector – the needs citizens have for services shall be considered as an entirety and local services must be assured for the entire nation.

IDLE RESOURCES

HAVE TO BE UTILISED,

WE ALL NEED TO BE

LOOKING IN THE SAME

DIRECTION

ADMINISTRATIVE ADVISER TOMMI

LEPOJÄRVI, REGIONAL COUNCIL

OF LAPLAND

Municipaliły

Tuning Guide


Conventional, and earlier tried and tested ways of working no longer achieve adequate results. A change is what is needed. Change also often means

The need for a new attitude

By bringing together the council sectors and other operators functioning in the municipality, municipal management will gain a better understanding of the current situation and the resources available.

By concentrating on the jointly resolved priority problems and tackling these problems, favourable results will be achieved.

01

relinquishing; we are forced to rethink matters with assurances and to engage in implementing solutions contrary to more familiar solutions, and to give up old ways of working.

AN ORCHESTRA WITH MERELY ONE SKILFUL MUSICIAN OR EXQUISITE

INSTRUMENT WILL NOT MAKE GOOD MUSIC, TEAMWORK IS NEEDED

FROM THE ENTIRE ORCHESTRA.

02

With a little bit of fine-tuning, we can compose an ode to success. We can use the same instruments to produce soothing music that creates hope for the future.


ODE TO TUNING TO PERFECTION – within the core of the new policy framework

To begin with, the problems with the most critical need of assistance need to be identified. Despite its rather matter-of-fact name, the Electronic Welfare Report is precisely what its name suggests. It is a tool for knowledge management, a bit like a dashboard for municipal management with its own cluster of gauges.

A tool already exists for enhancement and identification, the Electronic Welfare Report. It is a knowledge management tool developed by a project with

municipalities and owned by the Association of Finnish Local and Regional Authorities. Best of all, the tool in question is already used in almost every municipality in Finland.

COMMENCING TUNINGIdentification is needed before enhancement. The initial stage of the policy framework therefore presents the solution as being the Electronic Welfare Report. It is knowledge management kept as up-to-date as possible and from the very outset developed to support municipal decision making. However, the idea doesn’t stop here: the the Electronic Welfare Report focuses on teamwork, on a common and public database.

The tool is used for assistance with planning strategic operations and economics. Development of the tool paid close attention to making it practical and illustrative. It collates into a single database of information pertaining to municipal vitality, economy, services, and even the condition of welfare – all divided into population groups. It can be considered as the dashboard for municipal management with clear indicators showing, for instance, care orders, unemployment, and persons over 75 years living at home. This data helps compare the municipality with other municipalities, the region and the entire nation.

Enhance & identify

www.hyvinvointikertomus.fiwww.kunnat.net

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From extinguishing a fire to preventing a fire– one euro spent for preventative work saves ten in fixing.

The core idea of the Municipal Tuning Guide is to shift the focus away from remedial work and towards preventative work. Using the Electronic Welfare Report, local areas for development can be identified. The most important factor to be included in the planning of services is the involvement of the municipal inhabitants.

COORDINATED

KNOWLEDGE

MANAGEMENT

AT ITS BEST

TOMI TIMONEN, MAYOR OF THE

CITY OF PUDASJÄRVI

The Electronic Welfare Report facilitates participation by inhabitants of the municipality. One way of implementing such could be using village surveys. In this way the villagers are provided the opportunity to state their opinions on the vitality of their own village as well as on the other gauges on the dashboard.

Bringing problems into the openMusic sounding good often follows a composition. The musical notes tell musicians how to make each instrument and artist stand out in the musical performance. The Electronic Welfare Report can indeed be compared to a music notebook. It tells you precisely what needs to be done. However, it doesn’t yet reveal how. To find out how, the entire orchestra needs to work as one. The Municipal Tuning Guide provides tips for this here.

Select and focusEqual partnership is the core of the Tuning Guide. Whether it is the municipal manager, civil servant, NGO representative, priest or entrepreneur who reads this, the message remains the same: cooperation plants the seeds for success.

The central notion of the policy framework is to encourage operators within the municipality to work more closely with one another. The Electronic Welfare Report described above acts as a source of information as to: what are the most critical of the problems and

where help is needs to be provided immediately. These cannot be decided alone either, rather decision making is based on working together as a team.

Priorities that are jointly selected will ensure that all operators feel their priorities are intrinsically important and meaningful. But wait a second, that’s not enough! We have already been here, facing dilemmas. Not to worry. Next, we can take a little look at resources, one of the most important elements of the Municipality Tuning Guide.

Municipaliły

Tuning Guide


SHOWING RESOURCES

Once we get the various parties together – and by this we mean convening the municipal bodies, NGOs, enterprises, village associations, church, rescue authorities, police, projects…well you get the idea, the list goes on – next is the coordination of existing resources and focusing on preventative work. Each one of the bodies mentioned above has plenty of data pertaining to their own perspective. All of a sudden we realise we may have resources available to us that before we didn’t even know existed. Through working together we will get to know one another and learn to apply our common resources more effectively.

The jointly chosen priorities for development are presented to the city or municipal government, and to the city or municipal council. This will ensure the inclusion of the measures in the economic and action plan – at an annual rhythm.

The policy framework of the Municipality Tuning Guide itself was also subjected to tuning prior to its official launch. Five pilot municipalities took part in

the tuning process. Each pi lot municipal i ty saw involvement by its local council, health and safety operators, the church, NGOs, entrepreneurs, and even projects. The findings obtained from these five pilot municipalities are encouraging.

SHARING THE SAME

SPACE AND BY

WORKING TOGETHER

IS HOW WE SUPPORT

EACH OTHER BEST!

PÄIVI ROMO, ASSOCIATION OF THE

PARISH VILLAGE OF PELKOSENNIEMI

The municipal economy, planning of operations, implementation and assessment are based on an annual rhythm that can be displayed using a municipal clock that sets the pace for

events. The clockwork mechanism comprises the Electronic Welfare Report and municipal strategy already mentioned.

• work input• volunteers• public spaces• coffee servings

RESOURCES COULD BE FOR EXAMPLE

• marketing• collective work• positive attitude towards

working together

SEPTEMBER – OBTOBER JULY – AUGUST M

AY –

JUNE

NOVE

RBER

– DE

CEMBER JANUARY – FEBRUARY M

ARCH – APRIL

---------------------

---

Examination and analysis of welfare

data

Summary of welfare strengths

and areas requiring development

Convening ofoperators and

instructions on how to draw up the budget

Preparation of the budget

Processing of documents steering

operations and budgets

Updating ofAction Plan priorities

Municipaliły

Tuning Guide


IMPROVED SERVICES WITH COMMON RESOURCES

We almost have all we need for success, but the biggest task still lies ahead. Resources have to be utilised more effectively and chaos turned into order. It is essential that sight and action are able to function through the strategy jungle.

Customer-oriented service entireties are constructed at the jointly designated areas for development. These can include, for instance, providing assistance with senior

citizens living alone, giving support to children and families with children, and furthering employment. When all the operators come together to brainstorm solutions, all the necessary resources will be found, irrespective of whether it is a question of employees, operating premises or marketing. Potential service defi ciencies are rectifi ed by modifying operations and if necessary using joint development projects. There are an enormous number of outstanding examples of the successful development of services from both the national and regional toolkits of good practices.

HOW THE SERVICE ENTIRETIES ARE MADE?The key to success is at the operator encounters. Invite, encourage, and if you have to, demand all operators take part in the operator encounters. The local council, NGOs, local enterprises, educational establishments – all need to be involved. We will succeed together! At these meetings the areas for development will be examined, followed by brainstorming.

A Safer Tomorrow – 73 wellbeing and safety measures in support of Lapland’s municipalities and local activity.

The Municipality Tuning Guide and operator encounters encourage all operators to work together. In this way the various parties are able to get to know one

another and resources will be utilised more effectively than before.

ARVAA KUKA?

MORE INFORMATION


At this stage the operators can also jointly state their concerns about deficiencies in the service network. Following this ideas are summarised, current activities are summed up, resources accumulated, strength is built up, before the reaping of rewards. Working in this manner will create a common state of willingness and customer-oriented service entireties can then be successfully created.

The prerequisites for cooperation are partnership and a contractual relationship, which are put in place to ensure equality between the operators working together. This includes authorities, NGOs and even local businesses. By supporting NGOs, local inhabitants are assured better opportunities for infl uencing and participating in the improvement of services intended for their own area. Once everyone realises how important the issue is, the sparsely populated regions will receive vitality and their activity becomes tuned. The different parties get to know one another and discover “hidden” available resources. The ideas that arise in the operator encounters are entered into the Electronic Welfare Report. This will ensure that of the operators, also NGOs, voluntary work and projects will be on an equal partnership with the local council. This emphasises the importance of participating operators: for instance, clearer knowledge of the resources of voluntary activities is obtained, and the opportunities for NGOs to make a difference will expand signifi cantly. Later in the Tuning Guide we will show you some of the ideas that were brainstormed in the pilot municipalities, and how different operators were able to achieve visible results.

HEALTHY NGOS

PAVE THE WAY

FOR A HEALTHY

MUNICIPALITY

SEPPO LEHTO, CHIEF RESCUE

INSPECTOR, REGIONAL STATE

ADMINISTRATIVE AGENCY FOR LAPLAND

Municipaliły

Tuning Guide


Be certain and improve

In the Municipality Tuning Guide the musicians are all playing in tune. Operations need to be incorporated into the current fi nancial planning for municipalities and supplemented as part of

the municipal strategy. Its achievements will not remain as merely detached parts, and they will not penetrate the web of bureaucracy by simply daydreaming. The Tuning Guide does not provide means of bypassing rules and norms, but it does encourage breaking up and shaking up the current silo mentality. Its mission is to provide means for seeing and understanding improved utilisation of common resources.

The Municipality Tuning Guide emphasises equal partnership. All operators are welcome to take part in the decision-making process, as common resources

are developed to create entireties that better serve inhabitants. The broad-based management and preparatory workgroup comprise the industrious workers of the policy framework. It is responsible for examining proposals arising during operator encounters, entering the measures into the Electronic Welfare Report, and for supervising implementation. This ensures the measures are incorporated into the municipal strategy – and otherwise strengthen partnership. As its name suggests, the broad-based management group comprises representation from each operator. In this way, commitment is also broad-based.

Which route will you take?

Some innovation comes straight from here; action that has been jointly designed, implemented and monitored by the public, private and the third sector, and subsequently achieving a new type of community and contractual condition.

Tuning is done as a team. The described priority framework along with its stages creates a community

working culture in the municipalities, thereby furthering regular cooperation and boosting trust between operators. Hold on, we are starting to play in tune. All we have to do now is get the tempo right.

BY WORKING IN

THIS MANNER,

PRACTICAL MATTERS

THAT MUNICIPAL

INHABITANTS FEEL

ARE IMPORTANT ARE

IMPLEMENTED

HELI KNUTARS, ACTING MUNICIPAL

MANAGER FOR THE MUNICIPALITY

OF POSIO

Municipaliły

Tuning Guide


DRESS REHEARSAL

Successful adoption of the Municipality Tuning Guide policy framework does not occur overnight. Every participant has to engage in a new way of thinking, be prepared to

break silo mentality, and nurture a new kind of faith in empowerment. The benefi ts provided by the policy framework are obvious. The local council will receive clarity for its management and strategy jungle. NGOs are involved as equal partners, while at the same time making their activities better known to others. Companies are able to join for engaging in developing activities.

It’s time for a round of applause!

Designated as the areas for development for Kemijärvi on the basis of the fi ndings of the Electronic Welfare Report were services intended for children and families with children, as well as increasing the positive migration of people of working age and families with children. As one of the pilot municipalities, Kemijärvi started using the policy framework described in the Tuning Guide with the purpose of improving the utilisation of resources necessary for increasing the range of services available for families with children, and for enhancing the appeal of the municipality.

In Kemijärvi, the Mannerheim League for Child Welfare, village associations, pensioners’ associations, sports clubs, church and the voluntary fi re brigade combined their resources to result in family coffee meetings, clubs, after-school clubs, events, and father–child camp activities. From the inhabitants’ standpoint, this was the realisation of support for children and parents, not to mention providing superb daily inspiration for senior citizens. In addition, an action calendar was made that collates the operations of NGOs, the municipality, church, and different projects. Today’s inhabitants of the municipality as well as future inhabitants can use the Calendar of Events to find

AWARENESS ABOUT THE

WIDE-RANGING SUPPORT

NGOS PROVIDE FOR

FAMILIES WITH CHILDREN

HAS INCREASED

RIITTA VARTIONIEMI-ISO-HEIKO, CHILD

WELFARE AND FAMILY AFFAIRS OFFICE OF

THE CITY OF KEMIJÄRVI

EXAMPLE 01

services and realise that Kemijärvi is a fl ourishing town set in picturesque lake views.

Even in Kemijärvi activity commenced as a result of get-together meetings. Using this channel, operators are able to familiarise themselves with each other’s activities. One of the fi nest moments of the meetings was a comment stated by one of the participants: “Look how many of us there are here, yet we have hardly ever worked together! Making improvements will be easy. Just think what we could achieve now!”

SUCCESS IN KEMIJÄRVI

COMBINING RESOURCES TO

CREATE ACTION

Municipaliły

Tuning Guide


A matter of concern for inhabitants was resolved in Posio – how the inhabitants of remote villages can cope during lengthier electrical power cuts. As a result of cooperation between the local council, village association, hunting clubs, NGOs, reindeer herders, rescue authorities and amateur radio enthusiasts, a policy framework was compiled to tackle failures that are nowadays becoming increasingly frequent occurrences. For instance, stormy weather can cause lengthy power cuts that silence mobile phones and subject inhabitants to various different forms of insecurity.

By working together, assurances are made that enable the elderly to access heated premises and communicate with different parties on a license-free network, even if the mobiles fail to work.This is only achieved by the participants committing themselves to being available, agreeing on technical equipment, common areas and practicing. The participation seen by young people has been particularly pleasing to see.

A realisation has been made in Posio that the goals of different operators and projects could be the same as

The Pelkosenniemi Municipality had concerns about its age structure – increasing numbers of senior citizens and fewer families with children. Being a small municipality, everyone has to combine their resources to ensure senior citizens remain active operators and to attract more families with children to relocate to the municipality. The Pelkosenniemi local council, village associations, sports clubs and NGOs created an action calendar that enabled dispersed information about various activities to be collated for everyone to see.

During the making of the action calendar it became apparent just how much activity the various associations have. Consequently, a decision was made to establish Järjestötalo (Association House). The local council provided the premises that were then filled with the activities of the NGOs. Today, Pelkosenniemi Pension Association, Martha Home Economics District Association, Mannerheim League for Child Welfare, a hunting club, Association of Homes for the Elderly, village associations and numerous other bodies organise activities in the building. Best of all, inhabitants are easily able to locate these activities, and the different operators learn ways of working together. The updating and arrangement of different events in the action calendar is easier once the operators know one another and see each other regularly. Pelkosenniemi’s Municipal Manager Erkki Parkkinen was particularly elated upon witnessing the successful

EXAMPLE 02

TORNIO NOW ACHIEVES

MORE FOR LESS

EXAMPLE 03

EXAMPLE 04the goals set by the municipality. Discussion sessions facilitate the conveyance of awareness about the activities of operators and projects, faces become familiar, working in cooperation is made possible, with the outcome being a more diverse offering. A number of different bodies in Posio initiated a plan for the elderly residing in remote villages to be able to better access and handle their affairs in the municipal centre, while also engaging in recreational activities and meeting friends. Using this means of communication, better awareness of the fact that the elderly can travel with the school bus was achieved. At the same time a survey was conducted for investigating if public areas and shops can be accessed using a walking frame and wheelchair. At fi rst the issue of the mobility of the elderly appeared to be a daunting task, but together it was realised that mobility obstacles are minor, individual matters that can be rectifi ed by different bodies.

POSIO WEAVES A SAFETY NET

FOR ITS SENIOR CITIZENS

PELKOSENNIEMI HAS PLENTY

OF ACTIVITY FOR ALL

Perheiden Talo ry (Families’ House Association) was established in Tornio. Perheiden Talo is a coming together of activities intended for children and families with children that are organised by the association, the church and the City of Tornio. Perheiden Talo offers activities for children and parents alike, as well as support services from morning till night, and even on weekends. The activities are by no means contained within the four walls – often it could be better for the instructor to go to the Village Hall than having to bring a number of families to the town centre.

Perheiden Talo is precisely the same kind of activity for supporting families and bringing operators together that was continuously brought up during the making of the policy framework for the Tuning Guide. The further development of Perheiden Talo has become a priority matter throughout the town. The city council stipulated the priorities for this period are children and families with children. The city council is keen to be closely involved with the promotion of the association’s activities and regards these activities as being part of the city’s offerings and its development.

Development tasks move on from being a shared activity to become a shared culture. In Tornio a new approach is currently being planned for jointly implemented early intervention and is intended for those who work with children and families with

functioning of the policy framework: “The policy framework excellently demonstrates that physical and mental wellbeing comes from small things, immediate surroundings, and from the local community, its prosperity and security.”


“What can we do to support the possibilities for the elderly to live at home?” was a subject given consideration in Pudasjärvi. At the operator encounters we were collating ideas when we realised that meal deliveries and postal deliveries could be combined. Elderly citizens were also introduced to using vouchers, which supports possibilities for companies to participate in the expansion of the range of services provided. In Pudasjärvi today, vouchers are utilised for e.g. cleaning, shopping and snow clearing services. The companies issuing the service vouchers are certifi ed, so everything runs smoothly.

In Pudasjärvi they also realised that concentrating on employment can improve the wellbeing of young people, families with children, and the long-term unemployed. Via the customer oriented wall-less work forums (care, construction, media, nature forums) e.g. village caretakers, walking companions for the elderly

Despite its relatively brief existence, the activity model currently shown in the Municipality Tuning Guide has already built up quite a reputation and even received awards. This approach, modifi ed from the model employed in the Development of Wellbeing

and Civil Safety in Municipalities project, was proclaimed winner of the 2013 European Public Sector Award. In making its selection, the European Institute of Public Administration praised the innovativeness and common sense mindset of the model set within a society plagued with diminishing resources.

The latest recognition for the model tuned for the shaking up of dated structures was awarded in summer 2014 when the model was nominated a fi nalist in the cooperation series of the Best Practices Competition held by the European Network for Rural Development. In addition, in a number of publications published by the Association of Finnish Local and Regional Authorities and the Ministry of the Interior, the priority framework of the Development of Wellbeing and Civil Safety in Municipalities project was described as being a good and recommended practice. In Lapland, the priority framework is reviewed in conjunction with the restructuring of social and health care as a means of implementation that makes services more effective, while at the same time generating fi nancial savings.

Although these new ideas have only been tried within Finland’s national borders, the new cooperation model is also perfectly suited for international distribution. In fact, plans already exist for the internationalisation of activities. The model has already inspired interest from West Ireland, Aragon in Spain, and Wielkopolska in Poland.

Best in Europe!

ESIMERKKI 05

European Public Sector Award EPSA 2013 Award WinnerCooperation Model for Civil Safety and

Wellbeing in Lapland

PUDASJÄRVI SUPPORTS

THE ELDERLY LIVING AT

HOME, AND FINDS JOBS FOR

PEOPLE OF WORKING AGE

BY OFFERING EMPLOYMENT

TO A LONG-TERM

UNEMPLOYED INDIVIDUAL,

THE RETAINED ANNUAL

MUNICIPAL CONTRIBUTION

CAN BE UTILISED ELSEWHERE

RITVA KINNULA, SERVICE DESIGNER,

CITY OF PUDASJÄRVI

Safety in sparsely populated areas? – A status report on safety in sparsely populated areas. Ministry of the Interior/publications

Toolkit – Better services locally facilitated using participation and the pooling of resources. Association of Finnish Local and Regional Authorities/publications

children. These people can be persons working for the association, church, or in any of the service sectors belonging to the city. Planning and implementing together will lead to our success!

and recreational activity organisers have been arranged. Using this strategy, Pudasjärvi has managed to halve the annual municipal contribution paid to the Social Insurance Institution of Finland (Kela) to support the long-term unemployed from 300,000 euros down to 150,000 euros. Furthermore, the next aim is to further halve the fi gure during 2015 to 70,000 euros. In order to avoid paying these costly penalty fees, the goal for the next few years is to achieve full employment.

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Tuning Guide


The Municipality Tuning Guide is founded on a straightforward principle: existing resources have to be utilised more effectively. As an innovative and prized

concept, this is implemented by using a common knowledge base, joint commitment to realising the selected areas of development, organising existing resources and by better coordinating the use of these resources.

This is not merely a question of cost savings; rather the intention is to achieve improved services and enhanced everyday safety for municipal inhabitants. The negative downward cycle of the cheese slicer model attains a positive cycle whereby preventative work and efforts into facilitating participation will bring about savings. These savings can be utilised in new investments focusing on increasing the number of vacant jobs, enhancing wellbeing and safety, and for the improvement of possibilities for participation and making an influence.

The Municipality Tuning Guide is easily applicable, as it is more a question of a cooperative attitude than operation-restricting structures. Based on the needs of local people, common goals are considered, for which versatile service entireties are made and the effectiveness of these are jointly monitored.

THE STAGE IS YOURS, PLAY!

COMPILATION OF COMPREHENSIVE KNOWLEDGE

BASE OF THE NEEDS AND

ISSUES OF LOCAL INHABITANTS

Essential tool: Electronic Welfare Report

DETERMINATION OF COMMON

GOALS

Essential tool: Cross-functional management group crossing sector borders

Chorus – priority framework one step at a time

JOINT CREATION OF SERVICE ENTIRETIES IN LINE WITH

AGREED PRIORITIES

Essential tool: Operator encounters – an event open for all operators, and where the service platter is compiled

DECISION MAKING AND

MONITORING

Essential tool: Priorities of the municipal strategy, operational and financial planning, service entirety for

the Electronic Welfare Report

01

02

03

04


Development of the priority framework: Development of Wellbeing and Civil Safety in Municipalities project. The Municipality Tuning Guide is based on the priority framework developed for this project, the purpose of which is to increase everyday safety and to diversify the provision of services in sparsely populated rural areas.

Management: Regional State Administrative Agency for Lapland

Financing body: Rural Development Programme for Mainland Finland

Implementation period: 1 January 2012 – 31 December 2014

Implementation location:Lapland and Northern Ostrobothnia

Pilot municipalities:Kemijärvi, Pelkosenniemi, Posio, Pudasjärvi and Tornio

Project guidance and support:

Ministry of the Interior, Ministry of Social Affairs and Health, Association of Finnish Local and Regional Authorities, MTT Agrifood Research Finland, the Finnish Red Cross, SOSTE Finnish Federation for Social and Health, National Institute for Health and Welfare, Lapland and Northern Finland offices of the Regional State Administrative Agency, the Regional Council of Lapland, Pohjois-Suomen sosiaalialan osaamiskeskus (Social Work Centre of Expertise for Northern Finland), Lapland Police Department, Lapin sosiaali- ja terveysturvayhdistys (Association for Social and Health Safety in Lapland), the Multidimensional Tourism Institute, the Lapland branch of the Federation of Mother and Child Homes and Shelters, and a whole

host of other national and regional operators – Thank you for making the priority framework possible and our shared construction project.

Special thanks go to the people of the pilot municipalities and all the villages operating in the municipal areas – human wellbeing and everyday safety is done on the local level.

Project workers:Project Manager Marko PalmgrenRegional State Administrative Agency for Lapland

Project Worker Markku Iso-HeikoCity of Kemijärvi and the Municipality of Pelkosenniemi

Project Worker Ritva KinnulaCity of Pudasjärvi

Project Worker Marja MathleinCity of Tornio

Project Worker Ulla-Maija PerttunenMunicipality of Posio

Brochure layout and design:Markkinointitoimisto Höyry | www.hoyry.net

Further development and distribution:

A project entirety for the further development and distribution of the policy framework will be prepared for the period 2015 – 2021.

The project entirety comprises local, regional and international projects. The Regional Council of Lapland is responsible for further development and distribution.

Contact details:Regional Council of Lapland,operator +358 40 359 1000email: [email protected], www.lappi.fi

Background and acknowledgements

WILLINGNESS IS ALL YOU

NEED TO FIND PARTNERS.

IT’S NOT ALWAYS

A QUESTION OF MONEY,

BUT ATTITUDE.

MIKA RIIPI, COUNTY GOVERNOR

OF LAPLAND

Municipaliły

Tuning Guide

A COMMON SENSE PRIORITY

FRAMEWORK REQUIRES A NEW

WAY OF THINKING, COURAGE

TO BREAK SILO MENTALITY

AND FAITH IN EMPOWERMENT

POSSIBILITIES.

êêê

Municipaliły

Tuning Guide

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