Digital at Depth How digital technologies can reinvent the UK public service and shift it from an era of austerity to one of transformation

32

Contents

Foreword

Executive summary

Recognising the potential of digital at depth and how to achieve it

Global trends re-shaping public services

Effects of demography, productivity and resources

Digital is the new cornerstone to business

How digital businesses outperform the competition

Digital natives demanding next-gen services

Findings from the Accenture Digital Government Pulse Survey 2015

Why digital?

Digital Density Index findings

Leading by example

Six characteristics of future-ready governments at the national level

Putting it into practice

A policy practitioner’s guide on next practice to develop the six characteristics

Conclusion

Transforming government through a new model

3

4

6

7

8

12

15

16

28

Foreword

‘Digital at Depth’ is part of Accenture’s ongoing thought leadership series—Delivering Public Service for the Future. For this report, we’ve drawn on our most recent global Public Services Pulse Survey, which charts the changing needs of digital natives to identify what makes for a high-quality user experience and, in turn, what would improve citizens’ perception of government. We’ve also developed insights from our Digital Density Index —a joint report with Oxford Economics studying the link between increased use of digital technologies and greater productivity (published earlier this year).

The recently elected government, bolstered by a stronger mandate, has a unified vision for how it plans to sustain strong economic performance while accelerating reform of public services towards higher productivity. Looking beyond the era of austerity, policymakers have an opportunity to build an inclusive and collaborative platform for transformation that harnesses the power of digital.

Accenture’s recent work on Digital Government highlights how public service leaders regard digitalisation largely as a tool for achieving more with less. But we’ve now reached a defining moment. Governments have an opportunity to initiate deep transformation in public services through digital technologies. It’s what we call ‘Digital at Depth’.

Digitalisation is key to balancing fiscal responsibility with delivery of best-in-class public services. Accenture research indicates advanced economies could raise GDP 1.8% by 2020 through increased use of digital technologies. This will also help win the trust of citizens. In our 2015 citizen survey, 62% of the UK electorate said satisfaction with government would improve if it embraced digital.

Commercial organisations are using digital to transform their business and operating models. Companies like Amazon and Google, along with startups like Airbnb, have challenged the status quo, empowering entrepreneurs to be successful despite opposition from entrenched lobbies. Now it’s time for public service leaders to do the same—becoming disrupters, rather than being disrupted.

Leading governments are constantly looking to experiment with new service models, with design-led approaches for engaging citizens. The emergence of innovation labs across Europe (such as MindLab in Denmark, Experio in Sweden, or Nesta’s Innovation Growth Lab) are testament to this shift. The UK Government has also embraced this trend by launching digital organisations (e.g. the Policy Lab).

This report—‘Digital at Depth’—is a ‘How To’ guide, with specific policy recommendations to point policymakers towards public service transformation through digital. It’s been designed to help policymakers drive growth and build a platform for future prosperity.

Bernard Le Masson Global Managing Director Public Service Accenture Strategy

Seán Shine Managing Director Health and Public Service EALA Accenture

achieve more through innovations in production, they’ll enable new insight-driven decision-making and seamless collaboration with colleagues and partners across digital platforms.

From a joint 2015 Digital Density study with Oxford Economics, where countries were scored out of 100 across four different dimensions for their adoption of digital technologies, we forecast that the UK could add US$57 billion to GDP in 2020 by achieving a 10 point increase in the digitalisation of services3. The research demonstrates a definite impact on economic growth and competitiveness from, for example, expansion of internet coverage; adoption of the internet of things; and improvements in mobile engagement with citizens.

Our research reveals six characteristics that distinguish digital leaders in public services. These provide pointers to best-practice digitalisation at all levels of government:

1. Engaged citizenry

Mobile and social technologies are used to build ongoing dialogue with constituents who are now constantly on the move. With citizens providing real-time feedback through active conversations, governments can receive much more useful insight on the quality of services. They can then adapt accordingly. Estonia leads in this area, offering online voting through its e-Estonia platform, live broadcasts of cabinet meetings and access to draft legislation, with an option for citizens to

54

Executive summary

Recognising the potential of ‘digital at depth’ and how to achieve itPolicymakers agree that digital technologies are integral to a modern public service. Digitalisation has already delivered significant savings, in addition to giving citizens simpler, faster and more convenient ways of connecting with government. Its potential, however, has yet to be fully exploited at depth. Attitudes towards digital within government remain focused on making services more efficient. While this is an important goal, it misses a significant opportunity to completely redesign service delivery by putting the user at its heart.

In the 2015 Accenture Digital Government Pulse Survey, 61% of British citizens lacked confidence that government could deliver public services effectively in the next five years1

This report examines how digital technologies—already commonplace across most other areas of citizens’ lives—are poised to transform how we engage with government. It does this through close examination of global best-practice.

It’s time to develop the ‘startup’ brand of government

According to the OECD, simply keeping British living standards stable through to 2030 means increasing productivity growth by 0.4% annually2. With budgets under pressure, digital technologies will be key to this objective. As well as empowering the workforce to

3. Government as disruptor

The role of disruptor stems from instigating digital transformation and promoting specific innovations, rather than waiting for the right conditions to arrive. By actively piloting new initiatives, launching new technologies and investing in risk capital, governments can accelerate innovation and growth. For this to be effective, leaders must build a stronger risk-appetite—just as Singapore is doing in its drive to become the world’s first Smart Nation7.

4. Entrepreneurial and performance-driven workforce

Newly digitalised businesses need digitally savvy governments that can meet their needs. On the opportunity side, legislators need to create the right conditions for growth and innovation by micro-multinationals. And government needs to develop a more entrepreneurial and performance-driven workforce, one that’s empowered and incentivised to improve service outcomes for the people they serve. Denmark’s ‘free municipalities’ initiative is a case in point—giving local authorities flexibility to deviate from existing legislation, provided they demonstrate how they will provide better services8.

We need public administrators who can manage complexities posed by the digital world

5. Open and insight-driven services

Big data and analytics tools, along with the Internet of Things, herald a data revolution that governments can utilise to respond faster to emerging issues. Already, the British Transport Police is moving from crime response to crime prevention through statistical analysis, implementing patrol routes based on analytics results. Also the West Midlands Police Force is using social media data to solve crime, for example by posting CCTV footage of offenders committing crimes and asking the public to identify them9.

6. Resilient mission-critical infrastructure

Key government services need to remain ‘always-on’, responsive and resistant to hostile online attacks. Norway is a leader in this field, with its Altinn programme offering secure access to business finance information and a simple way to complete statutory reporting10. Individual privacy and trust must also be top-of-mind, as exponential growth in the use of open technologies demands increased vigilance around the security of personal data.

A government that instils these six characteristics—enabled by digital at depth—will leave a lasting legacy

comment4. Digital transformation is also affecting how political parties operate (e.g. Spain’s Podemos party using Reddit to have live conversations with the electorate5).

72% of 18-24 year-olds want the opportunity to regularly vote via digital and social media channels on key issues debated in Parliament6

2. Collaborative service ecosystem

The state of government finances, the ageing population, and the health of the national economy, mean policymakers can’t be expected to solve all public sector challenges on their own. Governments that establish a collaborative service ecosystem will enable multiple participants, including the private and third sectors, to achieve shared goals by pooling resources. Public-private partnerships have had a mixed history, but now they need to be optimised in the face of public debt and pressures on services. The Government Digital Service (GDS) has made progress in establishing ‘digital by default’. Now it needs support in its drive to establish ‘Government as a Platform’ for citizens and businesses.

Though policymakers are beginning to recognise the need for digitalisation, many are still looking for ‘How-To’ guidance. Through detailed examination of global leaders, this study has identified clear next steps for each of these six key characteristics.

In our latest work on Digital Government as part of the Delivering Public Service for the Future series, we’ve endeavoured to give ‘Digital’ a common currency and to measure the degree of digitalisation for public service organisations across Strategy, Services and the Enterprise. We’re now looking to expand this analysis to the area of employment and public safety. The results will be released later this summer

76

Global trends re-shaping public services

Digital is the new cornerstone to business

Effects of an ageing demographic, declining productivity and resource constraints1. By 2050, the number of adults over 60 will have doubled11

The global population is ageing. As we near 2050, for the first time in history, adults over 60 are likely to outnumber children. As a result, dependency ratios are increasing worldwide, meaning fewer citizens are contributing to growth, especially in OECD countries. A smaller working population is likely to lead to reduced GDP, lower national income, and more strain on pension budgets.

Flat-lining labour participation rates across the developed world compound this demographic challenge. Unfortunately, policymakers have few measures to address this issue without veering into heated political debates (e.g. on immigration) and fundamentally changing the whole fabric of society.

2. In many developed economies, average productivity growth has dropped below 1% pa over the past decade12

Slowing productivity growth is a real concern for policymakers. The inefficient matching of jobs to skills has been identified as a key contributing factor, with market rigidities and stagnated innovation preventing the labour market from functioning productively.

In 2014, Accenture worked together with the Confederation of British Industry (CBI) to map out key growth and employment trends, with a major focus on the digital economy, as part of a survey of business leaders16.

The UK has the largest digital economy in the G20, with UK consumers spending more per annum online (£1,175 per head in 2013) than other developed economies

Many advanced nations continue to struggle with the shackles of the financial crisis. But the UK leads the pack in terms of recovery. One of the key elements to our economic success has been the adoption of digital technologies in business. However, more needs to be done to ensure the UK continues to prosper in the digital economy. Only 14% of UK SMEs are selling online—in countries like Norway, it’s more than double that figure.

Businesses are seeing digital differently

93% of UK businesses say they need digital skills

Executives are more likely to expect digital technologies to help deliver growth-oriented benefits—such as creating new revenue opportunities and supporting better customer engagement—than efficiency. Unlike the public sector, where officials often still view digitalisation as a pathway to cost-effective services, the business world has recognised that digital technologies are integral to growth. 46% of executives that have invested in digital skills stated they were doing so in order to develop new revenue streams; 38% were doing so to win new business.

As we prepare for the digital economy of the future, the labour market urgently needs fresh skills and innovation. Otherwise, the state will be left providing more benefits for the unskilled, which will further erode its finances.

3. Between 2010-2020, the required adjustment in structural primary balance in G20 high-income countries is 9.6% of GDP13

For many developed nations, the prevailing policy environment makes it unacceptable to increase public spending in response to global challenges. Still in recovery from the crisis of 2008, most leaders’ primary concern is fiscal stability.

The sizes of many budget deficits suggest limited to zero mandate for significantly increased spending on public service programmes. Administrators must somehow successfully address major global issues (i.e. ageing populations and slowing productivity growth), while cutting budgets. It’s an enormous challenge.

Policymakers need to act to remove obstacles to progress

51% of global executives say security concerns have hampered their uptake of digital technologies

Though digital is becoming central to the future of business, the pace of adoption has been slowed by various concerns. Security stands out. Public service leaders can aid adoption through offering tools and online platforms where security and data privacy is guaranteed. Governments could also invest in data security development (as the Israeli government is doing in it’s work with universities to create cybersecurity research parks). 41% of executives in our survey also said they faced problems keeping pace with digital advancements—so a better supply of information to businesses is needed.

Today, digital is integral to business success

Executives in the more profitable organisations demonstrated a higher level of digitalisation

Across all categories in our survey, the firms with the highest profitability outperformed lower profitability firms in terms of digitalisation. 15% more of the higher profitability firms used digital to pursue new revenue opportunities and 16% more used digital to increase customer engagement. In contrast, 64% of executives with less competitive businesses did not have a single budget holder for digital technology implementation (compared to 43% of high profitability firms) and 51% hadn’t even started to think about a digital transformation. With digital technology

ImplicationsThe confluence of these three factors—1/less people available to work, 2/output per worker in decline, and 3/lack of demand-side stimulus measures available to government—make traditional approaches for improving growth and competitiveness ineffective14. In this study, we focus on the role of government and the portfolio of measures available to policymakers for jumpstarting growth by boosting productivity, entrepreneurship and innovation.

This Government has already set out responsible economic objectives based on the long-term sustainability of services. However, it must also consider remedying the serious issues of productivity downturns and impending mass-retirement. By moving all transactional services to digital channels, for example, it could save approximately £1.7-1.8 billion a year15, while enhancing flexibility for more users. Greater digital inclusion would also provide extra impetus to the digital economy.

advancing at an accelerated rate, the firms that thrive will be those that are supported by their governments to adopt digital technology at depth.

Figure 1: Global trends re-shaping public service

1. ChangingDemographic

Growth andCompetitiveness

2. ProductivityDrains

3. Resource Limits

98

Digital natives are demanding next-gen servicesInnovation in the private sector has led to the development of digital businesses—and fuelled citizen expectations for government service delivery. These expectations can help set the direction of public service transformation. Between December 2014 and January 2015, Accenture carried out a Digital Government Pulse survey, canvassing 6,624 citizens who completed our online survey across seven countries (USA, UK, France, Germany, UAE, Singapore and Australia) to assess citizen expectations in the digital age17.

Security and privacyThough constituents have become more digitally savvy, they are not always aware of the implications of putting personal information

online. This is one area where government needs to take a protective and educative role.

As new technologies adopt an ‘open’ paradigm, policymakers must be proactive in legislating to protect individual privacy and secure personal information.

How do you want your level of digital interaction with government to change in the coming year? What is important to creating a positive experience when using digital services from government?

Simpler, faster, cheaperTo ensure effective communication with digital natives, Government must provide simpler, faster, cheaper access to

services. Citizens demand more mobile applications, simpler websites and greater engagement through social media. Accustomed to high-quality, private services as consumers, they don’t want to be held up by a bureaucratic maze when dealing with government services. Public services need to be transforming at depth to meet these constituent needs.

Robust security infrastructure also needs to be deployed to combat the increasing incidence of hostile attacks on both private and public data.

Citizens across most countries agreed that awareness of digital services from government, as well as more confidence in the protection of their personal information, would drive improved satisfaction. Over 15% of citizens cited these as the most important improvements government could make.

A third or more of citizens indicate they’re being prevented from increasing their use of digital government services by a lack of awareness of what’s available, along with service fragmentation.

95% of UK citizens want their digital interaction with government to either remain the same or increase

UK citizens are more concerned about privacy and security than any other nation. 91% believe that the assurance of both is vital to ensuring a positive experience of digital public services

Figure 2: Pulse Survey Insight—A significant proportion of citizens want to increase their digital interaction with government, including over a quarter of respondents in the UK

Figure 3: Pulse Survey insight—Citizens cited assurance of privacy and security, ability to get their questions answered definitively and personalising information as the three most important factors contributing to a positive experience of government

76%

23%

1%

40%

57%

3%

27%

68%

4%

46%

52%

2%

27%

69%

4%

40%

57%

2%

33%

53%

14%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Increase Stay the same Decrease

Perc

enta

ge o

f Pop

ulat

ion

UAE France UK Germany Australia Singapore US

UAE

France

UK

Germany

Australia

Singapore

US

74%

61%

71%

77%

62%

66%

79%

85%

63%

78%

90%

67%

81%

94%

77%

55%

75%

91%

68%

82%

95%

75%

57%

67%

89%

59%

78%

91%

77%

63%

79%

89%

72%

84%

95%

78%

54%

75%

88%

59%

78%

37%

79%

58%

68%

89%

59%

69%

91%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Be able to seethe status ofmy request or

activity

Able to gofrom a digital

to a non-digital

interaction

Only have toprovide

informationonce

Assurance ofprivacy and

security

Onlineinteractionssimilar to

non-digitalinteractions

Informationorganized bymy need or

issue

Ability to getmy questions

answereddefinitively

Perc

enta

ge o

f Po

pula

tion

UAE

France

UK

Germany

Australia

Singapore

US

1110

Quality servicesCitizens’ regard for the incumbent administration will be influenced by the quality of digital services it provides.

Rather than simply offering apps, this means ensuring that the customer journey and overall experience is truly positive. Digital natives don’t want to fill out extensive tax forms on their mobile devices, or trawl through multi-layered websites to book an appointment. They expect to receive a level of service

Digital engagementCitizens expect information to be personalised to their needs, not organised according to rigid departmental and

agency structures. ‘Word of mouth’ doesn’t just influence buying decisions in the private sector—it’s also relevant to the world of public service. Citizens want opportunities to drive deeper engagement with government—on policy and programme design, and on the performance of elected officials. They also want to connect with other citizens through online forums and interest groups.

Are your quality expectations for government digital services higher, the same or lower than your expectations for commercial digital services?

Which of the following would change positively if government improved digital services?

that’s equal to—or better than—what they’re already receiving commercially. That means having to provide their personal information just once, having their questions answered quickly and satisfactorily, and being able to monitor the live status of all their requests.

Citizens from most of the countries surveyed say inaccurate search functionality, poor website organisation and lack of clear answers to their questions are the top three obstacles to a positive perception of quality digital public services.

Real pioneers in digital engagement aren’t simply making themselves omnipresent on social media. Instead, they’re bringing citizens closer to the political process and rethinking what political participation means in the digital era.

In the UK, the impact of improving the digital service offer is clear. 68% of citizens would be more willing to engage with government if they improved the digital services on offer and 69% would see the government as more forward-looking. These figures are even higher for those in the 18-44 demographic.

83% of UK citizens expect government digital services to be as good as or better than the digital services of commercial organisations

62% of UK citizens state that their overall satisfaction with government would increase if it improved digital services

Figure 4: Pulse Survey insight—Across all countries, the majority of citizens expect the quality of digital services from government to meet or exceed the quality of commercial digital services

Figure 5: Pulse Survey insight—Improved digital services would positively impact citizens’ views of government across multiple dimensions

50%

36%

14%

38%

51%

12%

23%

60%

17%

34%

50%

16%

28%

59%

13%

49%

45%

6%

19%

54%

27%

0%

10%

20%

30%

40%

50%

60%

70%

Higher The same Lower

Perc

enta

ge o

f Pop

ulat

ion

UAE France UK Germany Australia Singapore US

UAE

France

UK

Germany

Australia

Singapore

US

94% 95%93% 94%

92%

68%

74%

61%

66%

75%

64%

69%

58%

62%

68%65%

72%

62%

70%

76%

65%

70%

57%

64%67%

84%86%

80%84% 84%

70%73%

62%

72% 72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

My belief thatgovernment is

e�cent and e�ective

My belief thatgovernment is

forward looking

My confidence andtrust in government

My overallsatisfaction with

government

My willingness toengage withgovernment

Perc

enta

ge o

f Pop

ulat

ion

UAE France UK Germany Australia Singapore US

UAE

France

UK

Germany

Australia

Singapore

US

MakingMarkets

This is the recognition that existing markets are becoming increasingly digitally facilitated, as well as capturing that new markets are being created through digital means.

Running Enterprises

Running enterprises relates to the extent to which firms are embracing digital technologies and activities to carry out business functions such as supply chain, strategy, talent, procurement and research and development.

SourcingInputs

This is the extent to which the factors of production are sourced and used with digital technology. The second part of sourcing inputs is to capture the degree to which digital changes the lifecycle of sourcing these factors for the business.

Fostering Enablers

The impact of digital is in part enabled by the institutional andsocio-economic environment.

13

Why digital?

Making markets

To provide the best chance of private sector success, the basic infrastructure has to be high quality, with increased broadband speeds and mobile coverage. Alongside these more tangible requirements, markets can be made by developing stronger multi-stakeholder partnerships. Well-regulated crowd-funding, with platforms provided by government, could encourage development of new markets and industries.

Sourcing inputs

The UK faired lowest in this category, implying that this provides the greatest potential for improving digital density. The Internet of Things and Big Data analytics are the next major leap for technology and have the potential to slash the costs of production, while improving quality and overall productivity.

Running enterprises

Compared to its peer group in our study, the UK has a higher than average R&D spend, but a lower than average level of business innovation. And UK businesses are lagging on adoption of digital technologies. To foster take-up, policymakers should be bolder with R&D investment, directing funds towards innovation and growth of small- and medium-sized enterprises.

Fostering enablers

The UK performs well as a digital enabler and leads the field in facilitating business development. Government can consolidate this leadership by recalibrating the regulatory agenda for the digital age. Despite significant investment into entrepreneurship, many startups remain burdened by regulatory boundaries that hinder their ability to expand.

These recommendations are purely illustrative and highlight how the UK can improve its digital density at a macro-economic level by improving broadband coverage, enhancing digital investments, and creating a regulatory environment conducive to digital entrepreneurship. Within all of that, the role of government is key—both as a catalyst for digitalisation, and as an in-depth adopter of digitalisation to transform the way it works.

In the following section we’ve highlighted the six characteristics of future-ready government. Leaders that are determined to develop exemplary public services will adopt these six characteristics as essential guidelines for their digital journeys.

How can the UK increase its digital density by 10 points and what is the Government’s role?

Digitalisation has become integral to growth and productivity

New research from Accenture provides clear empirical evidence of the impact on growth of adopting digital technologies. In a joint study with Oxford Economics, Accenture has confirmed the link between uptake of digital technologies and increased productivity, as well as quantifying the resulting impact.

Increased penetration of digital technologies could drive US$1.36 trillion in additional output in the world’s top 10 economies in 2020

Uplift in 2020 GDP under a ten point Digital Density improvement scenario USD billion, 2014 prices

Figure 6: Impact of a 10-point boost in digital density to GDP levels in 2020

A 10-point increase in digital density in the UK—US$57 billion increase in GDP in 2020

Demonstrated by Figure 6, economies across the world could gain significantly from increasing their digital density over the next five years. Alongside the US$57 billion increase in GDP for the UK, the rate of GDP growth will also permanently increase by 0.32%. It’s also forecast that the direct impact of any digital adoption is unlikely to be fully felt until six years after it has been initiated.

This means the full economic gain from digitalisation will be greater than suggested by these figures for 2020. For the UK, this presents an opportunity that cannot be

ignored.

Pursuing the adoption of digital technologies will not be difficult

The Digital Density analysis is based around a scorecard of what truly matters to economic productivity. A higher score represents a broad adoption of digital technologies, as well as the presence of

the infrastructure and skillsets needed to facilitate their use. Results were based on over 50 indicators drawn from four different areas of economic activity; Making markets; Running enterprises; Sourcing inputs; and Fostering enablers.

$9

$10

$11

$17

$28

$31

$31

$38

$101

$41

$97

$57

$57

$75

$114

$418

$365

$0 $50 $100 $150 $200 $250 $300 $350 $400 $450

United States

China

Japan

Germany

FranceUnited KingdomBrazil

Italy

India

Canada

Spain

Australia

South Korea

Netherlands

Sweden

Belgium

Austria

$9

$10

$11

$17

$28

$31

$31

$38

$101

$41

$97

$57

$57

$75

$114

$418

$365

$0 $50 $100 $150 $200 $250 $300 $350 $400 $450

United States

China

Japan

Germany

France

UK

Brazil

Italy

India

Canada

Spain

Australia

South Korea

Netherlands

Sweden

Belgium

Austria

12

15

Leading by example

Six characteristics of future-ready government focused on rebuilding accountability and promoting growth and competitiveness

Investing in digital tools will be a necessary policy for the future, but on its own, insufficient as a driver of change. The impact of digital transformation on growth depends on how bold the vision of a central, regional or local government truly is—and how committed it is to seeing it through.

Accenture identified the six characteristics shown below after extensive global analysis and working with leading governments to harvest examples of best practice in implementing digital transformation:

Of all citizens surveyed, a significant majority believed that their confidence and trust in government would increase if it improved its digital services

Engaged citizenry Building a political culture where citizens are motivated and engaged with their representatives and co-design public policies

Government as a disruptor Establishing a bold, risk-taking culture of disrupting current infrastructures and processes for a step change in public services

Open & insight-driven services Creating an ‘open-paradigm’ of government and leveraging Big Data to catalyse new digital economies, developing an intelligence-driven response capability

Entrepreneurial &performance-driven workforce

Setting the right incentives and conditions for entrepreneurs to thrive and for the Public Service workforce to be digitally-savvyand productive

Collaborative service ecosystem Collaborating in new innovative ways with the private and third sector and experimenting with new models of public service delivery

Resilient mission-critical infrastructure Designing services that are ‘always on’ and robust to facilitate fast-paced technological change, as well as being highly secure, so citizens are assured of their personal data

Figure 7: Six characteristics of future-ready government

14

Next practice towards an engaged citizenry:

1. Establish an omni-channel dialogue—policymakers should offer as many ways as possible for constituents to join in the electoral and executive process. The end-goal should be omni-channel voting, not just in elections, but as a way of expressing opinions on a range of public issues. They should also be enabled to provide feedback on the performance of elected officials and suggest innovative solutions for solving major societal issues.

2. Co-create new policies/programmes with citizens—constituent involvement in politics should not begin and end at the ballot box. Future-ready governments enable citizens to submit ideas and provide creative input into the design of policies and programmes, opening up the ‘legislative design space’. Leaders should also enable citizens to share ideas for new methods of delivering services, as well as mobilising citizen-groups and digital communities around key issues (e.g. healthy ageing, digital literacy) and becoming a partner to government in the service ecosystem.

3. Promote participatory budgeting—there’s no more powerful driver for rebuilding accountability than giving citizens the power to shape their own future. Participatory budgeting was first introduced in the Brazilian city of Porto Alegre in 1989, where up to 50,000 people take part in the participatory process each year to decide on how as much as 20% of the city’s annual capital budget should be spent. Since then, more than 1,500 other cities have spearheaded

participatory budgets18. By digitalising the debate over budgeting, public leaders can give people a say within their communities, their cities and ultimately at the state level.

There’s a 20% gap between participation rates of young and old voters in France, Germany and the UK19

1716

Putting it into practiceA policy practitioner’s guide—with global case studies and next practice—to developing the six characteristics of future-ready government

An engaged citizenry is not a characteristic that can simply be assessed by government popularity.

‘Engaged’ citizens are actively involved in the political process of their own volition. In a nation with an engaged citizenry, government and citizens communicate and collaborate to fulfil common interests. They constantly assess and improve the political system together. By involving citizens in the political and executive process, leaders better understand how to meet their needs.

A government that’s truly engaged with its citizens also creates a live, online dialogue with its constituents. Going beyond allowing citizens to vote digitally, this extends to giving them a voice in the design and delivery of public services—along with the opportunity to comment on the quality of services on offer. Perhaps most important for government is demonstrating how this feedback is used to continuously improve the service experience.

Only by engaging citizens can a government really rebuild accountability

Engaged citizenry

Case Study 1— e-Estonia Estonia is a frontrunner in creating an engaged citizenry. Its e-Estonia programme has digitalised every aspect of government services—from monitoring healthcare to registering new businesses.

In 2005, it introduced i-Votes, allowing citizens to cast votes online for any formal election using their state-issued ID card. In the 2007 parliamentary election, 5.5% of votes were cast online; by 2011, that proportion had risen to 24.3%. i-Votes have saved over 11,000 working days in processing paper votes, as well helping to achieve a 1.5% increase in electoral turnout. Estonia has set up an omni-channel dialogue with

its people where they feel involved in the political process. Citizen involvement goes beyond i-voting to being actively involved in the legislative process, reviewing white papers, listening to parliamentary meetings and submitting ideas online. By giving the electorate many ways of communicating and interacting with the political and executive process, Estonia has set a leading agenda for building an engaged citizenry.

This national leadership has permeated down to municipal levels. In establishing a platform for digital engagement with government and setting a stance as a truly transparent administration, it has allowed city halls to do the same. Tallinn’s city council, for example, now has a similar system to the national cabinet,

where citizens can follow all council sessions online and comment on what was said. Additionally, city legislation and other documents can be reviewed by citizens on the council’s homepage.

Figure 8: Tallinn, Estonia

1918

In the digital world, future-ready governments must embrace a new ‘open paradigm’. By playing the role of market maker, government could enable new digital economies powered by open innovation and Big Data. They could also bring in a host of other influencers, including developers, to shape these data-sets, design relevant applications and propose service improvements. Governments should look to build their service architectures on open-source approaches, creating a bridge across key public services, enabling seamless collaboration between agencies and jurisdictions, and providing a holistic view of citizens. From the citizen’s perspective, access to a range of services—at city, state and national level—should be completely seamless (i.e. it shouldn’t matter which part of government actually delivers the service). As our Digital Government Pulse survey showed, digital natives are looking for simplicity, prompt and effective resolutions, and personalised experiences.

By leveraging Big Data, governments can derive a wealth of new insights on how people use services and/or who is most in need, tailoring and targeting their services and using real-time information to improve organisational efficiency and mission effectiveness.

Open & insight-driven services

Case Study 2— New York CityThe NYC DataBridge is a citywide data-sharing platform that assimilates data feeds from over 50 source systems in around 40 agencies and external organisations21. This data is merged to fit geographical information and is also used for cross-agency analysis. Readily available data and new cross-agency comparisons encourage a deeper performance management culture, not only pushing agencies towards improvement, but also celebrating high-performing agencies.

Over the past four years, by harnessing Big Data, the DataBridge has enabled location of structures at risk of catching fire; accelerated removal of Hurricane Sandy debris; identification of restaurants illegally dumping in sewers; and prevention of illegal cigarette sales.

NYC has also created the ‘Analytics 101’ course for City government employees, providing them with an overview of available data and tools. As employees acquire new digital skills, leaders can set performance management targets aligned to this training and the use of DataBridge tools. The City also shares its data with academic institutions, including Columbia

University. This is another method of building trust and accountability—Columbia can analyse data generated by government sources and the extent to which agencies are managing their responsibilities.

Figure 9: New York City

Next practice towards open and insight driven services:

1. ‘Open up’ public data and systems—we’re not advocating opening up sensitive information, but within a rigorous privacy and security policy, government can develop standard protocols, so data can be discoverable, reliable and interoperable. In New York, this allowed city leadership to get real-time feeds from 40 agencies, facilitated cross-agency collaboration, and improved resource efficiency.

2. Build analytics capability for proactive response—future-ready governments will be enabled by the data revolution and powered by data analytics to become proactive, rather than reactive. Combined with customer segmentation techniques, this will enable better understanding of constituent needs, more targeted and proactive interventions (e.g. tax evasion and social fraud prevention), and more accurate trend forecasting.

3. Revolutionise the back office—to cope with an exponential increase in data, wholesale change is needed in the government back office. Governments must deploy the latest productivity enhancement approaches (including lean, agile processes) and look towards shared cloud-based services. The workforce should be up-skilled to manage new technologies and the demands of digital natives and businesses. As a useful diagnostic for administrators, back-office performance should be benchmarked against best-in-class in the public and private sector.

€330m-€550m generated annually in the new digital economy can be directly attributed to open public data reuse20

2120

Arnaud Mourot, European head of Ashoka—a leading social enterprise—suggests that to solve society’s current problems at the necessary scale and speed, it’s essential to look beyond the traditional roles of the social, private and public sectors in order to co-construct and co-resolve key issues22. Digital natives, after all, expect seamless high-quality services, but they’re agnostic where the provider’s concerned. By working across different participants, the state can become more of a partner or facilitator, rather than sole provider. Future-ready governments will actively seek these partnerships and explore various models with different risk and reward structures.

Extending the idea of a collaborative service ecosystem into the future, we can also think of ‘government as a platform’, an idea promulgated by Tim O’Reilly23. We should think of government providing an open platform that enables innovation by people inside and outside government. By building a system on open-source technologies and service-oriented architectures, specifying common standards for information exchange and allowing its systems to evolve, government can work with various private- and third-sector providers to create innovative solutions that address collective problems at city, state, national, and even international levels.

Collaborative service ecosystem

Next practice towards a collaborative service ecosystem:

1. Promote data sharing whilst ensuring security—digital leaders should establish effective and safe ecosystems for data-sharing. Standardised exchange protocols would form part of the foundation for deep collaboration between sectors. But governments will also need to conduct proactive analysis of security threats and set up strong identity management systems with ‘single sign-on’ capabilities. These should allow users to be authenticated and authorised to access services, based on their personalised profile.

2. Scale innovation through market-making—lack of scale and limited knowledge of funding avenues constitute significant barriers for innovation-minded entrepreneurs and SMEs. But by playing the role of market- or bridge-maker, government can connect these players with suppliers, customers and potential investors. A study of young entrepreneurs in the G20 showed that 5% of them will go on to create over 50% of new jobs24—provided government creates the right regulatory environment.

3. Create networked innovation hubs—a collaborative ecosystem isn’t just a digital platform that can be accessed online by everyone involved. It should also involve building physical working spaces and innovation centres where actors can collaborate to create new products and services. Innovation hubs are office spaces where entrepreneurs and other self-employed workers can connect and offer tools and know-how that entrepreneurs are unlikely to have themselves, so that they’re given the tools to build businesses, share ideas and monetise them.

The OECD estimates that the value of internet transactions doubles every 12-18 months25

Case Study 3— The City of London Procurement and Purchase-to-Pay ProgrammeIn 2011, the City of London adopted a transformative approach to procurement by designing a digital marketplace and collaborating across an ecosystem of partners and suppliers26. Prior to this, the Council used an outdated service favouring established businesses and was inefficient on resource-spend. SMEs found it extremely hard to compete because the City Council did not have capacity to analyse the myriad of individual offerings. The new system has centralised the procurement of 18 departments and made the City one of the best local authorities to do business with—especially for SMEs.

The project led to the creation of multiple e-procurement tools: e-marketplace, e-invoicing and an online ‘city buyer’ portal. This has opened up a procurement ecosystem, which has encouraged projects and proposals from the private sector for innovative solutions. Selection is based on meritocracy and efficiency, rather than prior work or company size. The unified platforms have helped the City to exploit the latest procurement techniques, such as category and demand management, as well as negotiate better with suppliers. Because they are wholly inclusive across departments, they’ve allowed SMEs to provide solutions for the Borough as a whole, rather than segmenting services based on departmental divisions.

Overall, the new system allows private service-providers to compete on a level platform from which the Council can reliably select the best candidate. Digitalisation of procurement methods has allowed the City to make substantial savings—by mid-2014, the Borough had realised £21.8 million in savings and was commended at the Public Procurement Awards.

Figure 10: London

2322

Governments are currently viewed as late adopters of innovations that have been tried and tested in the commercial world. Because most pursue a facilitator-type role, they’re viewed as neither especially creative, nor pioneering. Yet Mariana Mazzucato, author of The Entrepreneurial State27 convincingly argues that game-changing innovations in the private sector—from the iPhone to the green revolution in biotech—have only come about after the state has made the initial, high-risk investments. Future-ready governments must ramp up their risk-taking appetite, especially on the digital agenda (e.g. wearables, Internet of Things), to create the next generation of game-changing public goods and services.

For real impact, this risk-taking appetite should be coupled with bolder and more sustained investment in public service transformation. With the public sector accounting for nearly half of GDP in most of OECD countries, government has a critical role to play as economic orchestrator and catalyst for the digitalisation of public services, as well as the broader digital economy.

The Infocomm Development Authority of Singapore has invested US$500m into small- and medium-sized enterprises’ innovation through information and communication technologies28

Government as a disruptor

Next practice towards government as a disrupter:

1. Develop a bold digital strategy—as in Singapore where leaders have a clear vision for the IDA, government leaders should develop an ambitious digital strategy, based on design principles like Digital by Default, Tell us Once, Openness, Agility, and Omni-channel Customer Experience. All relevant agencies should sign up to the overarching strategy and service outcomes targets. The strategy should be continually refreshed to keep in tune with the latest technologies.

2. Create a lean, agile and adaptive operating model—leading governments will have to be much more disruptive in designing their future operating structures, processes and workforce. We envision a much leaner (in terms of physical presence) central government, working across a diverse set of private, third-sector and community actors. The policymaking process could be digitalised (as it has been through e-legislation in Estonia), enhancing its agility and adaptability to new societal challenges. Public service workers will need digital skills for collecting and analysing complex data with intelligence-based tools.

3. Buy innovation within public services—public procurement is a key area where government can pull levers to unlock productivity, streamline public spend, and shape economic activity. The state can play a true orchestration role using its own economic weight (e.g. across the EU, public procurement accounts for nearly 16% of GDP29). Future-ready governments can plant seeds by introducing innovation requirements in pre-qualification criteria, lowering the barriers for SMEs and creating an Amazon.com approach to buying (integrating vendors, consolidating supply chains, creating a digital platform).

A future-ready government will drive innovation, rather than responding to it

Case Study 4—Infocomm Development Authority (IDA) of SingaporeSingapore’s vision is to become the world’s first Smart Nation by bringing disruptive technologies into the public service30. The Infocomm Development Authority (IDA), Singapore’s dedicated digital authority, is pursuing various avenues to set a digital agenda for the commercial sector to follow.

A Smart Nation Platform provides access to all public agencies, allowing all actors to connect and share information, and the government to dictate where they communicate and innovate. It is also redesigning the national web infrastructure to allow different actors to connect and understand one another, with the government heavily involved. The IDA is now running trials in the Jurong Lake District to assess the use of new technologies in public services by partnering with over 20 companies and using 1,000 active data-sensors.

The IDA hasn’t simply enhanced Singapore’s prowess as a digital nation. It has also reached out to the poorest communities, by launching an Internet of Things initiative—IoT@Home— that connects poor households to the internet by offering easy-to-use tablets, smart devices and wearable technologies. Overall, the IDA is making significant changes to internet provision in a bid to bring all citizens into the digital present.

Figure 11: Singapore

2524

In this dynamic, borderless digital world, governments need to support citizens continuously, and ensure the security of all services. Because they’re continuously interacting on digital platforms, digital natives and firms expect an ‘always on’ IT infrastructure. Downtime for a government service could heavily impact productivity, resulting in citizen dissatisfaction and even leading to legal non-compliance measures. With government handling increasing amounts of sensitive personal data (from health records to tax payments), it’s vital for customer information to be handled securely and transparently.

However, it’s important that privacy and security should not be used as a scapegoat for inaction. Citizens in our survey also say their concerns about the security of digital public services are the same as their concerns with commercial organisations. The reality is that citizens now share much more information with their banks, retailers and even their taxi services, so the focus should be on creating the equivalent trusted environment for public services.

Only 12% of European web-users feel completely safe making online transactions31

Resilient mission-critical infrastructure

Next practice towards resilient mission-critical infrastructure:

1. Introduce stringent security and privacy policies—government legislation should be reviewed to ensure cyber security and data privacy laws are up-to-date. They need to ensure that the transparent and secure handling of citizens’ data is at the heart of all operations across all departments. Absolute clarity on ownership and accessibility of specific data is essential. Leaders should collaborate across borders to agree on a joint approach to security legislation.

2. Identify and proactively address threats and vulnerabilities—threats are emerging from new sources that are harder to locate. Security services must widen their searches to ensure they can accurately detect emerging threats in cyberspace. As vital industries become increasingly digitalised, new vulnerabilities are appearing all the time. With essential private businesses, including water and energy suppliers, now visible and accessible online, government must implement a robust infrastructure with fail-safe measures to keep mission-critical services ‘always on’.

3. Engineer to be a non-stop government—government CIOs and IT leaders need to manage risk across the public enterprise by understanding which services are mission-critical and prioritising resilience. Once an organisation has the technical solutions in place (highly-skilled personnel, applications and infrastructure designed to detect early warning signs, etc.), the most effective response is coordination among peers. This approach has been adopted by the financial services community as a response to repeated patterns of attacks—the victims share architecture recommendations, IP reputation scoring, and provide for continuity in relationships with law enforcement.

Cybersecurity was cited as the number one priority for 2014 in a US national survey, and security is one of the key goals on the digital agenda for Europe 202032

Case Study 5—Altinn, the Norwegian online portalAltinn, created in 2002 and updated as part of the Altinn 2 programme in 2010, is a 24/7 online portal that has significantly eased the burden of public reporting for businesses, citizens and administrators. The portal started out as a bottom-up, experimental initiative with limited funds.

Now nearly half a million businesses do their statutory reporting through the portal and over 700 different public forms are available. Just three years after the introduction of online tax forms, 85% of

businesses used Altinn to complete their tax reports, reflecting a strong user-focused design and trust and assurance features built into the system. Businesses can deal with all financial reporting through a single entry-point rather than dealing with numerous agencies. The portal also gives businesses a better overview of their financial and regulatory information.

Altinn is designed for resilience, with a strong security infrastructure, providing restricted access to and treatment of data based on user-privileges. The robustness and productivity improvements provided

by the portal have encouraged other users to join. It has evolved into a mission-critical service for several user groups: businesses access information on financial regulation and submit tax information directly from their own systems; administrators engage in interdepartmental cooperation to reduce business burdens; and public authorities use it as a toolbox to produce their own forms and offer innovative services to businesses and the public.

Figure 12: Norway

Next practice towards an entrepreneurial and performance-driven workforce:

1. ‘Govern through’ principle—tight at the centre, loose at the front—Francis Maude, former UK paymaster general and minister for Cabinet Office, spearheaded this approach arguing that all discretionary public spend (e.g. spend on real estate, outsourcing) should be centrally controlled, whilst enabling a diversity of different models (e.g. PPPs, Mutuals, JVs)33 to loosen the Government’s grip on service provision, and allow for innovation in service delivery.

2. Enable digital entrepreneurs—digital leaders within the public service can actively seek out digital disruptors and help catalyse innovation. They should identify industries with potential for transformation and high growth and support them with an enabling regulatory framework. Working with these constituents will create an entrepreneurial mind-set within the public service, resulting in workers who are empowered to take risks and continuously innovate.

3. Develop strong digital competencies—digital champions in government who are empowered to bring real change will ensure a transition from in-between government culture into one built on digital foundations. In Germany, Italy, Belgium and Sweden, over 40% of the government workforce are soon due for

retirement34. This creates an opportunity to refresh the current workforce with new talent, especially from other sectors. This should be combined with an immersive programme to develop technological and managerial competencies amongst top-cadre officials, enabling them to drive digital transformation within their agencies.

2726

Future-ready governments will seize the opportunity to drive the deep transformation of their workforce that digital natives and micro-multinationals demand. Tomorrow’s workforce needs to be highly responsive and supportive: a true public partner.

As well as up-skilling public workers in technical, managerial and digital skills, governments should rethink their career models, offering incentives and fast-track growth for high-performers, whilst empowering them to experiment (fail fast) and take decisions that achieve the best outcomes.

Entrepreneurial and performance- driven public workforce

Case Study 6—Denmark’s ‘Free Municipalities’ Since 2011, the Danish Government has empowered public service workers through its ‘Free Municipalities’ programme, granting special ‘free’ status to nine of the country’s 98 municipalities. As such, a municipality can apply to the Ministry of the Interior for exemption from a particular rule or piece of legislation. The local authority can then

experiment with other innovative ways of solving a particular challenge. Exemptions can be applied across all key policy areas. Through this programme, public workers have been empowered to develop better solutions to public service challenges.

The fact that any municipality can apply for this free status generates healthy competition among local authorities. This is creating a market-style environment where efficient solutions are promoted.

It’s a good example of state government working closely with city halls and effective digital governance across all levels of administration.

Figure 13: Denmark

Conclusion

Public service leaders seeking to establish themselves as frontrunners in this field should leave behind the idea that they merely set favourable conditions in which private innovators can operate. Digitalisation, as we’ve seen in our six case studies, can lead to exemplary public service provision. But only if it’s directly endorsed and driven by government. In Estonia, New York City, London, Singapore, Denmark and Norway, governments have actively taken the initiative to make use of new technologies themselves. This is the future for delivering public services.

This study is not intended simply as a review or assessment. Rather, it’s designed to encourage leaders to come together and collaborate to inspire many future innovations in the digital space. The case studies we’ve provided are intended as a starting-point for ‘reformers’ within government. National legislators should work with both international peers and public service workers at all tiers of government in order to transform their state.

The six characteristics highlighted in this report—Engaged Citizenry, Government as a Disruptor, Collaborative Service Ecosystems, Entrepreneurial & Performance-driven Workforce, Open & Insight-driven Services, and Resilient Mission-Critical Infrastructure—present leading lights to facilitate this change in government attitude. Through the design of these characteristics, leaders will create a modern public service that is fit for the future.

29

1. Accenture Public Services Pulse Survey on ‘Digital Government’, January 2015

2. Nesta report, 2015 political parties, 2014, http://www.nesta.org.uk/news/2015-predictions/democracy-makes-itself-home-online

3. Silver Tsunami term coined to describe global challenge of an aging population. Discussed at length in ‘The Seven Myths of Population Aging: How Companies and Governments Can Turn the “Silver Economy” into an Advantage’, Accenture PoV, 2012, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Seven-Myths-of-Aging-Final.pdf

4. ”Delivering Public Service for the Future in the New Digital Reality”’, Accenture Analysis, 2014

5. ‘Tax revenues fall in OECD countries’, OECD, 2010, http://www.oecd.org/newsroom/taxrevenuesfallinoecdcountries.htm

6. ‘Big Data and the Third Industrial Revolution’, Jeremy Rifkin, 2014, http://www.thethirdindustrialrevolution.com/

7. ‘World Health Day, Are you ready? What you need to know about aging.’, WHO, 2012, http://www.salute.gov.it/imgs/C_17_pubblicazioni_1726_ulterioriallegati_ulterioreallegato_0_al-leg.pdf

8. Accenture Citizen Survey, November 2013

9. ‘Public Expenditure after the Global Financial Crisis’, World Bank, 2010, http://siteresources.worldbank.org/EXTPREMNET/Resources/C11TDAT_193-206.pdf

10. Conference Board 2014 Productivity Brief – Key Findings, 2014, https://www.conference-board.org/pdf_free/economics/TED3.pdf

11. Accenture Achieving Digital Excellence report, 2013, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Achieving-Digital-Excellence-in-Public-Service-US.pdf

12. Accenture Achieving Digital Excellence report, 2013

13. Jean-Claude Juncker, “Opening Statement in the European Parliament Plenary Session,” 15 July 2014, President of the European Commission, Strasbourg, 15 July 2014: Reuters, “EU Mulls Tapping Unused Rescue Funds to Boost Investment,” Reuters, 20 September 2014.

14. Accenture Achieving Digital Excellence report, 2013

15. Accenture Achieving Digital Excellence report, 2013

16. Accenture Public Services Pulse Survey on ‘Digital Government’, January 2015

17. ‘Where will the jobs come from?’, Kauffman foundation, 2009, http://www.kauffman.org/~/media/kauffman_org/research %20reports %20and %20covers/2009/11/where_will_the_jobs_come_from.pdf

18. ‘Small and Medium-sized Enterprises: Local Strength, Global Reach’, OECD, 2000, http://www.oecd.org/regional/leed/1918307.pdf

19. ‘The promise of digital entrepreneurs’, Accenture and the G20 Young Entrepreneurs’ Alliance, 2014, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Promise-Digital-Entrepreneurs-Creating-10-Million-Youth-Jobs-G20-Countries.pdf

20. Accenture Citizen Survey, November 2013

21. Accenture Public Services Pulse Survey on ‘Digital Government’, January 2015

22. G20 Comprehensive Growth Strategies: France – https://g20.org/wp-content/uploads/2014/12/g20_comprehensive_growth_strategy_france.pdf Germany – https://g20.org/wp-con-tent/uploads/2014/12/g20_comprehensive_growth_strategy_germany.pdf

23. E-Estonia programme, https://e-estonia.com/

24. Participatory Budgeting Project, http://www.participatorybudgeting.org/about-participatory-budgeting/where-has-it-worked/

25. ‘City of New York: Using Data Analytics to Achieve Greater Efficiency and Cost Savings’, Accenture, 2013, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Data-Analytics-Helps-New-York-City-Boost-Efficiency-Spend-Wisely.pdf

26. “Open Government Data: Towards Empirical Analysis of Open Government Data Initiatives”, Ubaldi, B. OECD Working Papers on Public Governance, No. 22, OECD Publishing, 2013, http://dx.doi.org/10.1787/5k46bj4f03s7-en

27. ‘A Co-Creation Approach to Social and Business Impact’, Arnaud Mourot & Sarah Jefferson, 2014, http://www.philanthropy-impact.org/article/co-creation-approach-social-business-impact

28. ‘E-commerce: impacts and policy challenges’, OECD, 2000, http://www.oecd.org/eco/outlook/2087433.pdf

29. City of London Corporation shortlisted for LGC Awards 2014, News release, http://www.cityoflondon.gov.uk/about-the-city/what-we-do/media-centre/news-releases/2014/Pages/city-of-london-corporation-shortlisted-for-lgc-awards.aspx

30. ‘The Entrepreneurial State’, Mariana Mazzucato, Anthem, 2013

31. Digital Cities: promoting growth, public service productivity and entrepreneurship, Accenture Analysis, 2014

32. ‘The promise of digital entrepreneurs’, Accenture and the G20 Young Entrepreneurs’ Alliance, 2014, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Promise-Digital-Entrepreneurs-Creating-10-Million-Youth-Jobs-G20-Countries.pdf

33. IDA Website, Small & Medium Enterprises, 2014, http://www.ida.gov.sg/Business-Sectors/Small-and-Medium-Enterprises

34. ‘Public procurement in Europe; Cost and effectiveness’, PWC, 2011, http://ec.europa.eu/internal_market/publicprocurement/docs/modernising_rules/cost-effectiveness_en.pdf

35. ‘The rise of cyber-diplomacy: the EU, its strategic partners and cyber-security’, Thomas Renard, European Strategic Partnerships Observatory, 2014, http://fride.org/download/WP7_The_rise_of_cyber_diplomacy.pdf

36. ‘The Government of Norway, Innovative e-government capabilities’, Accenture, 2009, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture_Human_Services_Nor-way_Altinn_eGoverment_Capabilities.pdf

37. ‘Delivering Public Service for the Future, How Europe Can Lead Public-Sector Transformation’, Accenture, 2014, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-How-Europe-Can-Lead-Public-Sector-Transformation.pdf

38. ‘Empowerment, activation and participation: Actively engaging disadvantaged people in improving the quality of their lives’, Accenture, 2009, http://www.accenture.com/sitecollection-documents/pdf/accenture-ipsv-social-security-executive-full.pdf

Footnotes and references

28

3130

Credits Programme Sponsor Bernard Le Masson Global Managing Director Public Service Accenture Strategy

Lead Authors Gaurav Gujral Global Lead Delivering Public Service for the Future Health and Public Service Accenture UK

Matthew Beer Team Associate Delivering Public Service for the Future Health and Public Service Accenture UK

Research Team Lotte Frach Research Manager Accenture Germany

The team would also like to thank Nicolas Monsarrat, Amy Holt, Tom Mclaughlan, Simon Mitchell, Louise Seymour, Pallavi Lal, Giju Matthew, Giacomo Buonpane, Caroline Burger, Joanne Veto for their inputs and support.

Legal Disclaimer

This report has been published for information and illustrative purposes only and is not intended to serve as advice of any nature whatsoever. The information contained and the references made in this report are in good faith. Neither Accenture nor any of its directors, agents or employees give any warranty of accuracy (whether expressed or implied), or accepts any liability as a result of reliance upon the content including (but not limited to) information, advice, statement or opinion contained in this report. This report also contains certain information available in public domain, created and maintained by private and public organizations. Accenture does not control or guarantee the accuracy, relevance, timelines or completeness of such information. This report constitutes a view as on the date of publication and is subject to change. Accenture does not warrant or solicit any kind of act or omission based on this report

Acknowledgements

Copyright © 2015 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Contact Details

Bernard Le Masson Global Managing Director Public Service Accenture Strategy bernard.le.masson@accenture.com

Gaurav Gujral Global Lead Delivering Public Service for the Future Accenture g.gujral@accenture.com

About Accenture

Accenture is a global management consulting, technology services and outsourcing company, with more than 323,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$30.0 billion for the fiscal year ended Aug. 31, 2014. Its home page is www.accenture.com.