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The strategy of the National Board of Antiquities 2020

Mission statement

The National Board of Antiquities shall recognise and nurture the ever-changing culture.

The Board shall ensure the maintenance and accessibility of cultural heritage, produce and mediate new information about cultural heritage together with its partners, and participate in social value discussion on the significance of culture, the state of the cultural heritage, and the direction in which it should be developed.

External vision

Society at large has the desire and ability to preserve the shared cultural heritage in diverse ways. Cultural heritage is part of the good quality of the everyday life of the people.

The National Board of Antiquities wishes to actively operate and make a difference, operate in an exemplary manner, and be a reliable partner. The high quality services by the National Board of Antiquities provide information as well as cultural experiences.

Internal vision

A shared understanding of the central objectives of the operations and the resources required to fulfil them exists within the National Board of Antiquities.

The Board secures its competence capital and actively develops its operations.

The working community is just and interactive and has versatile skills, and the Board is managed in a way that promotes creativity and inspiration.

Guiding principles


Visible in the leadership of the Board:

  • Being present in the working community and offering support for the employees.
  • Networking on the political and expert levels and supporting a networked working method.
  • Actively seeking co-operation partners.
  • Ensuring that the achieved results and good practices are utilised throughout the organisation.
  • Ensuring that the customers have an opportunity to influence the services.
  • Leading and managing the organisation in a uniform manner.

Visible in the working community:

  • Appreciating our colleagues and each other's work.
  • Cooperating, helping each other, and assuming responsibility for the working environment.
  • Ensuring the clear division of tasks and that decisions are made at the right time.
  • Actively developing the different forms of co-operation and networking within the working community as well as with clients and partners.

Arkeologit tutkivat röykkiötä muinaispellolla Mikkelissä.

Archaeologists examining a mound in an ancient field in Mikkeli. Photo by Katja Vuoristo.



Visible in the leadership of the Board:

  • The decision-makers are present, and any substitute arrangements work well.
  • Communication is clear and understandable to all.
  • Accessibility is considered in all the planning, decision-making, and communications.
  • Communications are actively developed.
  • The decentralised locations of the various offices are taken into account in the operations of the Board.

Visible in the working community:

  • Communicating efficiently and interactively.
  • Being available.
  • Using efficient systems that serve the operations - and knowing how to use them.
  • Accessibility is considered in the premises and working conditions.
  • Decision-making is open, operations transparent, and job descriptions clear.

Hanna Forssell esittelee Unelmien koti -näyttelyä Kansallismuseossa.

Hanna Forssell presents the "Dream Homes - Dollhouses at the National Museum of Finland" exhibition at the National Museum of Finland to the representatives of the media. Photo by Liisa Tuomikoski.

Responsibility in the long term


Visible in the leadership of the Board:

  • Planning the operations and allocating the resources proactively.
  • Ensuring that decision-making and operations are consistent, fair, transparent, and reasonable.
  • Considering sustainable development and social responsibility in all decision-making.
  • Supporting the development of the staff and seeking long-term employment relationships.
  • Supporting working and assuming responsibility.

Visible in the working community:

  • Performing our tasks regardless of the situation or the respective persons involved.
  • Working according to sustainable processes and jointly agreed procedures.
  • Ensuring the professionalism of our operations.
  • Assuming responsibility of preserving in-house information.
  • Receiving the responsibility and authority to make decisions according to our tasks.
  • Operating systematically with a proactive approach.

Olavinlinnan muureja korjataan.
The walls of the Olavinlinna castle being repaired. Photo by Elisa Heikkilä.

Expertise and quality of operations


Visible in the leadership of the Board:

  • The decision-making system is clear, and the authorisations and responsibilities are unambiguously defined.
  • The maintenance and strategic development of professional competence is ensured and any future competence needs are anticipated.
  • The quality of the operations is monitored and measured.
  • Special expertise is utilised in a versatile manner.
  • Rewarding and motivating the staff are ensured.
    Leadership is evaluated and any observed needs for changes are addressed.

Visible in the working community:

  • Being professional and systematically developing our tasks and competence.
  • Having many different kinds of experts and competence.
  • Ensuring that the working community encourages open discussion.
  • Committing oneself to working according to our strategy and to our shared objectives.
  • Ensuring that our processes are clearly defined, and that we understand our role in them.
  • Evaluating our operations and being ready to change our operation methods, if necessary.

Museoviraston johtoryhmä koolla.

The management group of the National Board of Antiquities. Photo by Liisa Tuomikoski.

Being up-to-date and proactive


Visible in the leadership of the Board:

  • Actively interacting with significant interest groups in society.
  • Listening to weak signals, and giving room for innovation.
  • Anticipating the changing needs.
  • Ensuring the appropriate, up-to-date prerequisites for performing the work.
  • Being aware of any changes that affect the operations of the Board, and quickly reacting to them.

Visible in the working community:

  • Actively following our field of expertise, including any current topics and discussion or research related to it.
  • Taking initiative and being innovative.
  • Reacting professionally and at the right time.
  • Managing the way we use our time.
Suomenlinnan vesialueiden inventointi käynnissä.

The Suomenlinna waters being inventoried. Photo by Mari Salminen.

Success factors and operational objectives

The state and appreciation of the cultural heritage

  • The national cultural heritage has been recognised, defined, and secured.
  • The appreciation of cultural heritage has increased.
  • The preconditions for jointly managing our cultural heritage have been developed.
  • Visits to museums and sights have increased.

The value of cultural heritage in social politics

  • Cultural heritage is increasingly visible and valued in social politics.
  • The international status of the National Board of Antiquities has become stronger.
  • The legislation that supports the preservation of our cultural heritage is up to date.
  • Cross-administrative and regional co-operation has increased.

The public image of the National Board of Antiquities

  • The awareness of the National Board of Antiquities and its visibility have increased.
  • The Board is a desirable partner and a competent expert.

Preservation and accessibility of cultural heritage

  • The collections of the National Board of Antiquities, archaeological sites, and buildings are all well preserved.
  • The pricing is at the right level. Furthermore, some services are available free of charge.
  • Cultural heritage is easily accessed and available, and accessibility is considered in planning and supplying the services.

Accessibility and distribution of information regarding cultural heritage

  • Information is easily available and accessible (opening times of service points, electronic services, etc).
  • Versatile media and communication channels are used for distributing information.
  • The target groups have been identified, their needs clarified, and the distribution of information targeted accordingly.

Quality of service by the National Board of Antiquities

  • The customers receive the information or service that they require at the right time and in the right form.
  • A mechanism has been created for recognising the needs for change in the service supply.
  • The distributed information is correct and reliable.
  • The advice and solutions provided by the Board are sustainable and responsible.
  • The operating principles and processes have been established and are being used throughout the organisation.

Long-term financial planning, functional monitoring systems, and allocating resources to the essential operations

  • The core operations of the National Board of Antiquities have been clearly defined, including the persons or bodies responsible.
  • The integration of the operations and finances is successful on all levels of the organisation.
  • The procedure of management by results works well, and the planning processes between the Ministry and Board are synchronous.
  • The data systems supporting accounting have been developed, and the co-operation with the service centre works well.

Profitability and cost correlation of services and chargeable operations

  • The number of productised services has increased.
  • The cost structures have been clarified and the costs can now be allocated according to the matching principle.
  • Understanding of the cost effects of the products has increased in the Board.

Efficient processes based on the strategy, and the tools and resourcing that support the process management

  • The processes have been described and defined, and the entire organisation operates using a process-based approach.
  • The organisation supports a functional division of tasks.
  • The tools that support the process are applied.

Financial property management

  • The value of the property managed by the Board is preserved.
  • The real estate properties have been assessed, classified, and defined.
  • The management of the current assets has improved.

Staff competence

  • Recruitment and training are systematic and based on a competence survey.
  • The core competences have been secured and new competence requirements recognised as a part of the strategic management of competence.
  • The National Board of Antiquities operates as a learning organisation, distributing information.

Quantity and quality of human resources

  • The human resources have been correctly allocated and measured, and the competence of the staff corresponds to the Board's needs.
  • The job descriptions and titles are clear and descriptive.

Management of the National Board of Antiquities

  • The Board is the best managed office within public administration, its operations are planned and systematic, and the organisation structure supports the management.
  • The bonus system supports the Board's result-oriented approach.
  • Information is distributed and feedback is given openly.
  • Supervisory tasks are developed and assessed, and the supervisors' wellbeing at work is supported.

The staff's wellbeing at work

  • The staff is motivated and their wellbeing at work is ensured.
  • The working community skills and the amount and quality of co-operation are on a good level.
  • Respect and appreciation of one's colleagues is an intrinsic part of the working culture for all the employees.
Pirjo Taipale pesee Merenkulkuhallituksen lippua Merimuseon uuteen perusnäyttelyyn.

Pirjo Taipale washing the flag of the Finnish maritime administration for the new permanent exhibition. Photo by Pia Klaavu.

Soile Tirilä dokumentoi Hangon Hauensuolen kalliohakkauksia.
Soile Tirilä documents the rock carvings at Hauensuoli in Hanko. Photo by Pekka Sihvonen.

Miikka Haimila kehittää kulttuuriympäristön tietojärjestelmiä.

Miikka Haimila develops data systems for the cultural environment. Photo by Liisa Tuomikoski.


Virpi Akolahti ja Outi Flander asettelevat esineitä näyttelyyn.

Virpi Akolahti and Outi Flander placing artefacts in an exhibition. Photo by Jouni Marjamäki.

Museovirastolaiset zumbaavat tyhy-päivänä.

The staff of the National Board of Antiquities doing Zumba during the wellbeing at work theme day. Photo by Liisa Tuomikoski.


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Last updated 14.12.2011
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