INTO

INTO is a three-year research project (September 2025–November 2028) that promotes evidence-based decision-making and innovative financing models for the implementation of large public projects—particularly infrastructure projects. A central objective of the project is to increase understanding of the logic by which the productivity impacts of infrastructure projects are generated and realized throughout the entire decision-making chain. The INTO project produces knowledge about the decision-making system and knowledge base of Finnish infrastructure projects, as well as implementation models that support budgetary funding. The project supports decision-making in Finland from the highest political level down to operational-level execution.

The research project is divided into four sub-areas: decision-making in infrastructure projects, project programming, development of the project company model, and implementation models. The first sub-study focuses on increasing understanding of decision-making in infrastructure projects, including its foundations and challenges, particularly at the strategic level. The use of impact data is examined to enable more informed project selection based on broader criteria. The third sub-area investigates the applicability of the project company model to infrastructure implementation. It also seeks mechanisms to complement budgetary funding with alternative sources. The fourth phase examines selected implementation models, especially from the perspective of cost management.

Results

The research project will produce broad, evidence-based knowledge on how Finland can move toward more strategic and informed decision-making, as well as innovative operational and financing models. Through infrastructure projects, INTO supports the competitiveness and growth of Finland and Finnish companies. It also evaluates the central role of an efficient and impactful infrastructure system as a driver of economic growth.

Impacts of the INTO Project
1) Analysis of decision-making in infrastructure projects and its drivers, and their relationship to national strategy, provides a foundation for improving decision-making processes.
2) Broader and more effective use of impact data enables the identification of the most productive projects and better allocation of resources.
3) Researched knowledge on the functionality and applicability of project company models facilitates their selection and use. Financing models that support public budget funding enable the implementation of large infrastructure projects.
4) Appropriate implementation models support project risk management and profitability.

Sitra, The Finnish Transport Infrastructure Agency, Municipality Finance, Confederation of Finnish Construction Industries (CFCI), Infra ry, Cities of Helsinki, Espoo, Vantaa, Turku and Tampere, Tampere University