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Government o the Future Centre

Building a Better Futurein an Age o Transormation

College o Europe Student Case Studies: Final Report 2010


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01 About the Government o the Future Centre

02 College o Europe Student Case Studies

04 Foreword by Meglena Kuneva

05 Foreword by Proessor Jrg Monar

06 Foreword by Antoine Brugidou

07 Foreword by Paul Hoheinz

08 Case Study I: Barcelona: Public Health

10 Case Study II: Paris: Matching Jobs and Skills

12 Case Study III: Dublin: Sustainable Society

14 Case Study IV: Oslo: Citizen/State Relations

16 Acknowledgements

17 About Us

The opinions expressed in the case studies are those o the

individual student teams, and do not necessarily reect the views

o Accenture, the College o Europe, the Lisbon Council, the High-Level

Public Service Network or any o their associates.

Table of Contents


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The 21st century is a time o unprecedentedchallenge and great opportunity. The Governmento the Future Centre strives to shape a highperorming and innovative public sector, enablingthe delivery o sustainable, modern and quality

public services. It provides a unique and multi-stakeholder platorm or constructive dialogue,exchange o best practices and ormulation oinnovative solutions. This network o rontlinepractitioners, change agents and thought leadersis complemented by ground-breaking research andanalyses in an eort to shape and inorm policydevelopments and the government o the uture a transormation in the way governments do business.Founded in 2009 as a world-class research centreand practitioner-driven community, the Government

o the Future Centre is dedicated to providingpragmatic and actionable solutions designed tohelp government agencies and other public-serviceorganisations improve the social, economic andhealth outcomes o the people they serve throughdelivery o increased and improved public services.It is a new kind o ideas and solutions hub thatrecognises the interdisciplinary nature o statetransormation and public-sector modernisation.

Its three ounding partners Accenture,the College o Europe and the Lisbon Council bring a broad range o experiences and knowledge,backed by strong research capabilities, to thisast-growing public service community.

The partnership will develop insights acrossdisciplines (such as health, education, etc.)as well as crosscutting, horizontal themes (such asoperational innovation, government 2.0, etc.) thatorm an integral part o the modernisation agendaor most governments today. The objective isto continually reresh this knowledge througha network o leaders and experts, contributingexpertise and guidance to the debates andensuring broad dissemination or the ideasdeveloped in these ora.

The Government of the Future CentreA world-class research centre and practitioner-driven communitydedicated to providing pragmatic and actionable solutions to governmentagencies and raising the quality and availability o services or citizens


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Chair:Meglena KunevaFormer Commissioner or Consumer Aairs,European Commission

Members:Elsio Borges MaiaPresident, Agency or Public Services Reorm, Portugal

Antoine Brugidou

Global Managing Director, Management Consulting,Health and Public Service, AccenturePaul HofheinzPresident, Te Lisbon CouncilGert-Jan KoopmanDirector, Economic Service and Structural Reorms,DG Economic and Financial Aairs, European CommissionTimo LaitinenDirector General, State reasury, FinlandFrank LeymanChairman, International Council or I in Government

Administrations (ICA) Manager o International Relations,Federal Public Service or Inormation and Communicationsechnology (FEDIC), Belgium

Beate LohmannDirector General, Federal Ministry o the Interior,Germany

Jacqueline MinorDirector, Consumer Aairs, DG Health and Consumers,European Commission

Jrg Monar

Proessor and Director, European Politicaland Administrative Studies, College o EuropeFernando de Pablo MartnGeneral Director, Promotion o e-Government,

Ministry o the President, Spain

Xavier Prats-MonnDirector, Employment, Lisbon Strategy, International

Aairs, DG Employment and Social Aairs,European Commission

Jamie SheaDirector, Policy Planning in the Private Ofce,Secretary General, NAO

High-Level Public Service Network

In 2009-2010, twenty students rom the Collegeo Europe were competitively selected to take partin a pilot project on state transormation. They weredivided into our teams o ve students. Workingtogether with Accenture, the sta and aculty o

the College o Europe and the Lisbon Council, eachteam was asked to evaluate the challenges o a stateagency Hospital Clinic in Barcelona; Ple emploiin Paris; Dublin City Council and Altinn, Norwayscutting-edge web portal, run by the BrnnysundRegister Centre in Oslo. Each team visitedthe agency they were evaluating twice to learnabout the particular challenges the agency aced.

As they pursued this project, the students werecoached by a team o top transormation managersat Accenture as well as by the High-Level PublicService Network, a Government o the FutureCentre-based community committed to developing

and implementing solutions to state transormationchallenges. Members o the High-Level PublicService Network met with the students in Brusselsin March 2010, and later evaluated the case studies,awarding prizes to the best o them. The casestudies were presented to a top level VIP audiencein Brussels in June 2010 at the rst annualGovernment of the Future Summit.

College of Europe Student Case Studiesomorrows Leaders Evaluate odays Challenges


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Europe is at a crossroads. The proound economic crisisthat we are living through serves as a welcome, andindeed long overdue, invitation to policy makers andgovernment leaders to refect on the role o the state a state that has perhaps overstretched itsel in its eort

to meet rising expectations and demands, a state thatmust transorm itsel to t the ramework conditionso the 21st century. Against this backdrop, we urgentlyneed a Europe-wide debate on better governance anddemocratic empowerment, as well as more citizen-centric and consumer-oriented public services.

As a ormer European commissioner or consumeraairs, I had the privilege to experience rsthand thetransormative power that users and consumers yield,be it in the orm o providing valuable input andeedback on products and services, or helping to drive

orward innovation and quality. Above all, however,user-centric public services are an important sign orespect or citizens, who are o course not only theultimate users but also the nancial backbone othe state apparatus. This realisation calls or a numbero actions, rst and oremost perhaps a greaterunderstanding o perormance within the public sectorbut also o the long-term sustainability o the systemitsel. What are needed are comparative benchmarks ogood governance or specic sectors be it in the areao health and education, or transport and eldercare.Such a Europe-wide comparative benchmark

would go a long way to paving the way orany uture deliberation on the EUs internalmarket, which continues to beunnecessarily ragmentedand incomplete.

It is my hope that in my capacity as Chair o theHigh-Level Public Service Network, the key advisorybody o the Government o the Future Centre, I will beable to acilitate a ruitul, orward-looking and solution-oriented dialogue on the uture o the state, on better

governance and more democracy. Along with myellow network members, I am excited about workingwith College o Europe students, who in many wayspresent the next generation o leaders leaderswho will ace unprecedented challenges butalso incredible opportunities to improve thelives o citizens by providing more andbetter public services.

Forewordby Meglena Kuneva

Chair, High-Level Public Service Network, Government o the Future CentreFormer Commissioner or Consumer Aairs, European Commission

As a ormer Europeancommissioner or consumer aairs,

I had the privilege to experience

frsthand the transormative powerthat users and consumers yield.


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The massive expansion o public services in Europeduring the last century has made many citizensin Europe take their existence or granted.Public services are expected to be as readily and in many cases as plentiully available as the

water which fows i one opens a tap. This is bothunsustainable and degrading: Unsustainable becauseunder the impact o mounting public debts, therecent nancial crisis and ageing populations, publicservices will inevitably become the object o hardpolitical choices. And degrading because it hasturned what should be a noble unction servingthe public good and citizens in need into acommodity which is routinely consumed ratherthan properly valued, with a corresponding decreasein the sel-esteem and motivation o many othe millions o people providing these services.

The response to the challenge o making publicservices both more sustainable and more valuedmust be reorm and innovation not only to makepublic services more ecient in the use o scarcerpublic unds, but also to enable them to be moreresponsive to the rapidly evolving needs o citizens.

There is a risk that public service reorm is seenprimarily as an exercise in downsizing. Rather thanindiscriminatingly cutting services to t them intoa tighter budgetary ramework which could bedisproportionally destructive the objective should

be to provide better targeted services in innovativeways and with more ecient means. Investing inthe development o leadership skills capable onavigating this key transition is vital or the utureo European societies.

The competitive public service innovation trainingproject, whose results are presented in thispublication, constitutes such an investment.Thanks to the generous support o Accenture andthe Lisbon Council, 20 selected students were given

the opportunity to work in multinational groups ove on our concrete public service reorm projectsin our dierent European countries. They had tocomplete their projects under huge time pressureon top o the very demanding study assignmentso the College, had to ace service providers andbeneciaries instead o proessors and books andhad to cope with all the cultural, administrative andlinguistic diversity challenges such a truly cross-border project entails.

The College o Europe, which has been preparing

young Europeans or leadership unctions since1949, is grateul or this unique opportunity.We think the project results which are presentedin the ollowing pages perectly t the EuropeanPolitical and Administrative Studies Programmesdeclared mission to contribute to good governancethrough its teaching. This has been an investmentin the uture o good governance in Europe and we are proud o the work o our students.

Foreword

by Proessor Jrg MonarDirector o European Political and Administrative Studies, College o Europe


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I am delighted that Accenture is partnering with theCollege o Europe and the Lisbon Council to establishthe Government o the Future Centre and honouredthat we have had the opportunity to work withtomorrows leaders the students rom the College o

Europe to undertake a series o state transormationcase studies in relation to our European public serviceorganisations, and to benet rom the studentsenthusiasm and resh ideas. I would like to congratulatethe students or their tremendous eorts and creativity,which they have provided on top o their already verydemanding course work and studies at the College.

The establishment o the Government o the FutureCentre, and the state transormation case studieswhich the students have undertaken, is very timely.As the eurozone slowly recovers rom the economic

crisis, many governments nd themselves aced withsimilar challenges in its atermath a mountain opublic debt, rising unemployment, signicant strainon social and human services and rising citizenexpectations. While governments ace an uphill tasko repairing their economies, the crisis also presentsa unique opportunity to transorm and modernisepublic service organisations and deliver high-qualitypublic services, the goal o course being to improvethe social, economic and health outcomes o thepeople they serve.

Our endeavour with the student casestudies is to start exploring some othese challenges be it innovationsin job-creation as part o sustainablecities, matching skills and jobs aspart o a virtual labour market,

understanding the challenges to Europeshealthcare systems or looking at how to transormthe relationship between citizens and the state.As many o these challenges and opportunitiesare shared across Europe, the aim o the Government

o the Future Centre is to build Centres o Excellencein particular domains such as improving healthcare,boosting employment and better connectingcitizens and government. These activities willbe supported by a network o thought leadersand leading practitioners, who will sharetheir practical insights and best practices.

Forewordby Antoine Brugidou

Global Managing Director, Management Consulting,Health and Public Service, Accenture


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The Chinese word or crisis is composed o twocharacters: one means problem and the othersometimes means opportunity.

Thats the spirit I see fowing through these our

excellent case studies. Europe and the world are indeed at a crisis point: one where the handyshibboleths o yesterday cease to provide readyanswers or tomorrow. But this moment isalso raught with possibility unlike any other.People are living longer, healthier lives, the resulto vast improvements in public health on a globalscale (even i the improvements have urther togo still). Our social systems, despite some evidentshortcomings, are more deeply developed than everbeore. And technology has brought us all muchcloser together. Indeed, we now have a unique

chance o managing the world in a much smarter,better way, drawing on the deep social andtechnological advances o recent years, and movingmore quickly to integrate much o what we alreadyknow into our daily lives.

But who will perorm this most urgent task?We will, we say. But so will the leaders o tomorrow,and it is to them that we turned or inspiration inthis groundbreaking study on the challenges andopportunities o state transormation. We wanted toknow, what do young, intelligent, vibrant minds see

when conronted with the challenges we ace?What solutions are obvious to them that might notbe so obvious to us? And how can we work withthem acilitating an inter-generational exchange oknowledge and experience in ways that will helpbring prosperity closer to a wider, broader rangeo people, and set the platorm or a better, morecitizen-centric world o tomorrow.

The answers the students came up with are inspiring better skills and jobs matching, more integratedhealthcare, improved communication betweencitizen and state and a hub to promote andencourage green businesses. It has been a privilege

to work on this project over the course o the lastyear, and I cannot thank the students o the Collegeo Europe enough or sharing so much time andwisdom with us. It can be a better world, but itis up to us to build it. Thats the message theyare sending; and its the message I want to leavewith you as well.

Forewordby Paul Hoheinz

President, Te Lisbon Council


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Europes healthcare systems are acing a crisis.The 65+ population ratio in Europe is predicted torise by more than 50% by 2050. The prevalenceo chronic diseases (such as cardiovascular, chronicobstructive pulmonary disease and diabetes) is

also on the increase: they are the most requentcause o death and/or disability worldwide.Europes health systems thereore need to treatpatients who live or longer and whose diseasesare long term. This will place a tremendouseconomic burden on governments, privateemployers and individual consumers. Healthcareproessionals will also constantly be overstretched.

A broad consensus o opinion has ormed arounddealing with this challenge through a so-calledIntegrated Care model. Under the scenario,

healthcare providers ocus more on patientsneeds than on the resolution o one particulardisease, i.e., they move away rom episodictreatment towards a longer-term approach.Inormation and Communications Technologies(ICT) is recognised as a major enabler to practicingIntegrated Care eectively.

Europe has seen large amounts o researchlaunched to develop and test ICT-enabledIntegrated Care models. The EU has been animportant source o unding. The research has

provided evidence that Integrated Care improvesclinical outcomes and cuts costs. Despite this,it seems to be dicult to deploy pilot projectswith a proven track record o success at a morewidespread level: across health authorities,regions, countries and across borders.

Client:Barcelona Hospital ClinicObjective:owards more integrated, long-term health care:

Could NEXES be a model or Europe?Team:Ccile Nourigat (France)Nicholas Sandars (United Kingdom)

Joo Alves Soares da Silva (Portugal)Alban van der Straten Waillet (Belgium)Rikke Wetendor Nrgaard (Denmark)

Case study

Dealing with tomorrows challenges

for Europes healthcare systems


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In this study, we identiy the key actors constrainingthe wider deployment o successul Integrated Careprojects and make recommendations or overcomingthem. The critical constraint is the large number odierent ways in which healthcare is delivered across

Europe (ragmentation). The other challengesidentied are the inability or technical systemsand standard medical procedures to interact witheach other across internal and external borders(interoperability); lack o clarity over who pays orwhat and how (nancial); which legal provisionswould apply to healthcare administered acrossdierent jurisdictions (legal); and a large range ochallenges relating to organisational change andchange management (organisational).

In our report, we use Nexes a Barcelona-based

project to manage chronic disease using ICT-enabledIntegrated Care methods as a case study toillustrate these challenges and an example oan approach to overcoming them. We ound theNexes system to be more advanced than comparableprojects, as individual parts o the integrated modelhad already been successully tested at pilot level.Nexes also places strong emphasis on the principlesand objectives o integrated care, but uses adeliberate light touch on processes or achievingthem. This makes it particularly appropriate or usein Europes ragmented healthcare systems.

The report recommends approaches toresolving each o the ve areas o constraint:ragmentation, interoperability, nancial, legaland organisational. We highlight the timeramewhich combinations o actors within healthcare

systems would need to collaborate to achievesuccess. On interoperability, technical constraintscan be reduced by the widespread use omodular, open ICT systems and increased eortsin agreeing European-wide standardised medicaldenitions (semantics). Legally, medium- tolong-term legislative action is needed to ensurethe roles and responsibilities o healthcareproessionals are re-dened (particularly ornurses), and that patients medical data isuniormly protected. Financially, we recommendnew business models, such as the oundation o

innovative R&D businesses within healthcarestructures. Organisationally, we suggest aninsistence on agreeing changes by involvingactors rom across the healthcare disciplinesand making use o champions to implementchange at local levels.

Download the ull report athttp://www.lisboncouncil.net/governmentouture/casestudy/barcelona

Europes healthcare systems are acinga crisis. The 65+ population ratio in Europe

is predicted to rise by more than 50% by 2050.
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Ple emploi, the French public employment agency,was created on 19 December 2008, ollowing themerger o ANPE (Agence nationale pour lemploi) andthe network o ASSEDICs (Associations pour lemploidans lindustrie et le commerce), ormerly the

employment intermediary and unemployment benetsprovider, respectively. Today, Ple emploi employs48,000 people and one o its main missions is toestablish contacts between job seekers and enterpriseson the French labour market in order to ensure thelling o the greatest possible number o vacancies.

Ple emploi is aced with multiple challenges, suchas a rising unemployment rate due to the economiccrisis and internal transormation challenges linkedwith the merger. According to recent Eurostatstatistics, the unemployment rate in France has

grown constantly since June 2008, reaching 10.1%in March 2010. In addition to this, Ple emploi needsto tackle the mismatch between the number oregistered job seekers and collected job oers.

Client:Ple emploi, the public employment agencyo FranceObjective:

o recommend a growth strategyTeam:Karolina Krzystek (Poland)Riccardo Mezzasalma (Italian)

Anne-Sophie Michel (French)Roxanne Rua (French)Hanna Svae (Danish)

Case study

Matching skills and jobs

The comparative study o the variousmeasures developed by European public

employment agencies has convinced uso the crucial role that the EU has to play

in disseminating knowledge and encouragingthe exchange o best practices.


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As o May 2010, the number o job oers madeavailable on Ple emplois website amounted to lessthan 10% o registered job seekers. It is thereorecrucial or Ple emploi to increase the services oeredto client enterprises in order to: 1) collect more

vacancies and thus help rebalance the gap betweenoer and demand on the French labour market, and2) help companies nd job seekers in sectors wheremany vacancies remain structurally unlled.

Our research concentrated on Ple emplois serviceoer to small- and medium-sized enterprises, whichhave more limited human resource capabilities thanlarger rms and thus require a more targeted serviceoer. The study is intended to contribute todesigning a strategy that would allow Ple emploito expand its existing service oer and to create

a whole range o innovative services to betteranswer the expectations o its client enterprises.

To achieve this goal, we rst conducted a thoroughstudy o the range o services currently oeredby Ple emploi and analysed the needs andexpectations o client enterprises. Following thisrst phase, where we mainly ocused on Pleemploi, we broadened the scope o analysisto examine the services oered by other publicemployment agencies in Europe and by privateagencies in France. The rst conclusions drawn rom

this benchmarking exercise were tested by means ointerviews conducted with a range o stakeholders.

On the basis o our ndings, we recommend thatPle emploi establishes an integrated approachtowards the needs o client enterprises and developsits service oer throughout the whole humanresource management cycle, including in thepre-recruitment and post-recruitment phases.Depending on the volume o resources available,we propose two alternative approachesto implement those recommendations.

The rst approach aims at urther developingsome o Ple emplois recent initiatives and atcomplementing them by a number o measureswhich would ensure the continuous improvementand deepening o Ple emplois current service oer.

While job seekers would remain the primary clients,this approach would allow Ple emplois serviceoer to better suit the needs o its client enterprises,among others through the development o post-recruitment ollow-up services, the simplicationo administrative procedures or the employment oshort-term contract workers, and the enhancemento sectoral and regional cooperation betweenenterprises, proessional organisations andlabour-market institutions in order to promotesustainable employability.

The second implementation scenario is basedon a comprehensive reorm strategy aimed atdeepening as well as widening Ple emplois serviceoer to enterprises. Ple emploi could developa whole range o innovative services covering theentirety o the human resource management cycleby creating an online idea bank on healthy workingenvironments, oering an index to assess employeesability to perorm their duties, developinga scheduling tool or temporary work servicesand providing enterprises in diculty withspecialised personal consultants.

Finally, the comparative study o the variousmeasures developed by European publicemployment agencies in order to improve theirservice oer to enterprises has convinced us o thecrucial role that the EU has to play in disseminatingknowledge and in encouraging the exchange o bestpractices among those agencies.

Download the ull report athttp://www.lisboncouncil.net/governmentouture/casestudy/poleemploi
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Client:Dublin City CouncilObjective:Stimulate green business in the local economy

and brand Dublin as a magnet or innovativeenvironmental businesses worldwideTeam:

Max Bentinck (Netherlands)Aislinn Lucheroni (Ireland/Italy)Barbara Simonic (Slovenia)

Aleksandra omczak (Poland)Cecilia Zappal (Italy)

Case study

Sustainable cities:

Creating the growth and jobs of tomorrow


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Dublin City Council is the largest administrative localauthority in Ireland. It plays an important rolenationally, as Dublin is Irelands economic engine.

In the context o the economic crisis, Dublin City

Council wants to stimulate the greening o theIrish economy on a local level and within itscompetences. Key government policy documentshave identied the so-called green economy as away or Ireland to recover growth ollowing a majoreconomic recession a strategy that has also beenollowed worldwide and on the EU level. In thatcontext, Dublin City Council asked us to look intointernational best practices in the area o osteringgreen entrepreneurship. The recent developmento the green business phenomenon requires newpatterns o thinking and working and Dublin City

Council would also like to oster creativityand innovation.

In particular, Dublin City Council asked us to ocuson the idea o hubs, which it believes has strongpotential or supporting green entrepreneurship.Hubs have already been successully establishedin many cities across the world and in Europe,including in Amsterdam, Brussels and London.They provide a physical working space orentrepreneurs and are characterized by a strongcommunity and networking dimension, as well

as by a high degree o fexibility in terms o entrycriteria and the use o oce space.

This study analyses the local, national and Europeancontext, benchmarks European best practices relatedto hubs and looks at similar Dublin-basedinitiatives. The report concludes that Dublin CityCouncil could oster green business development

on a local level through acilitating the establishmento a green hub. The report recommends that thishub should have a clear green ocus which is specicenough to oster green business in particular andwide enough to allow a necessary variety o projectsor innovative synergies to take place. The reportrecommends that, in order to leverage the economicpotential, business components o the hub shouldbe given particular emphasis. The report identiesoptions or nancing and management structureso a possible hub. Although there are numerousadvantages o a purely entrepreneur-driven working

hub, government support could be helpul giventhe crisis context.

Growth rom economic crisis requires new wayso thinking. The report explores hubs as a wayor Dublin to unleash the kind o innovationthat lays the oundation or a lasting recovery.

Download the ull report athttp://www.lisboncouncil.net/governmentouture/casestudy/dublin

This hub should have a clear green ocuswhich is specifc enough to oster green

business in particular and wide enoughto allow a necessary variety o projects

or innovative synergies to take place.
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Client:Brnnysund Register Centre (BRC), operatoro Altinn, Norways cutting-edge web portalObjective:

Could Altinn serve as a platorm or improvinge-government throughout Europe?Team:Kristo Claesen (Belgium)David Kaverud (Sweden)

Jasmijn Lodder (Netherlands)Roxane Schwandt (Luxembourg)Veronica Vecchio (Italy)

Public administrations in the 21st century haveincreasingly turned to the Internet in eortsto manage their relations with the privatesector and reduce administrative burdens.However, e-governance in Europe still aces

considerable challenges. Ater signicant investmentsin appropriate technological inrastructures, the ocushas gradually shited towards use-centred solutions,creating a single point o access or both businessesand public authorities.

Our client, the Brnnysund Register Centre (BRC),operates Altinn, a Norwegian web portal thatholds one o the best track records in Europe orimproving communication and reducing bureaucracyor businesses and government. Altinn is unique inthat it oers a one-stop-shop solution, assembling

all orms and documents needed or electronicdialogue, and that it is based on extensive back-oce cooperation between dierent governmentagencies. This makes Altinn technologicallyand organizationally innovative: a best practiceor public administrations across Europe.

Case study

Bringing citizens closer to the state:

e-government and e-governance
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Our task was to investigate whether the Altinnsolution could also serve e-governance objectivesoutside o Norway. For this, we researchedpossibilities in dierent European Union MemberStates, as well as on the EU-level itsel.

We rst divided the EU Member States intove categories based on a set o e-governancebenchmarks and chose two countries representative or their respective categories or in-depth research. Our recommendationsor these case studies are:

Belgium:Anall-encompassingapproachisnotlikely to be successul. Instead, Altinn could initiallybe applied to the services oered by a particulardepartment. As such, the benefts o the system

will be demonstrated, possibly serving as a stepping-stone or urther development. Interest in Altinnhas been shown and the main ocus shouldthus be on raising awareness o Altinn andgetting the right people to know the system.

Hungary:StartanopendialoguewithHungarianauthorities and stress the advantages o anadvanced e-governance system as well as theorganisational solution o Altinn. Currently, themain barrier to e-governance development is thelack o ICT inrastructure. Nevertheless, businesses

have been prone to use existing services and arethereore likely to welcome an Altinn solution.

Secondly, we ound that the one-stop-shop solutionas well as the inter-agency cooperation o Altinncould be highly benecial in the applicationprocedures or EU unding, especially or SMEs:

EU-level:Createaone-stop-shopsolutionthatguides applicants automatically to the undthey need and standardise the application orms.Create a step-wise screening process modelledon the new European Personnel Selection Ofcesystem, where the system tells applicants at whatpoint which inormation needs to be provided.Altinn will allow or the dierent departmentsinvolvedinEUfundingtoworktogetherunderone portal, thus improving allocation, monitoring,and evaluation. In the European Commission,the Secretariat General, due to its central

position, would be best suited or handling theimplementation. Political support is best achievedby getting an issue champion in the Collegeo Commissioners.

Download the ull report athttp://www.lisboncouncil.net/governmentouture/casestudy/altinn

Ater signifcant investments inappropriate technological inrastructures,

the ocus has gradually shited towards use-

centred solutions, creating a single point oaccess or both businesses and public authorities.
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Acknowledgements:The Government o the Future Centre would like to thank Lars Angell-Jrgensen, Solenne Bastie, Pablo Borrs Justus, Antoine Brugidou,Marian Corcoran, Nicolas Costes, Franois-Xavier Duau, Roy Grnli,Benoit Laurenceau, Nathalie Luypaert, Patrick Oliver, Jean OSullivan,

Albert Sir, Elin Steansdottir, Juan Antonio Tejn Vzquez,Ines Thijs and Laurent Wenric o Accenture; Proessor MicheleChang, Proessor Paul Demaret, Pascal Fendrich, Elisa Molinoand Proessor Jrg Monar o the College o Europe;Paul Hoheinz, Stphanie Lepczynski, Ann Mettlerand Anthony D. Williams o the Lisbon Council; andmost o all the students o European Political andAdministrative Studies at the College o Europe,Charles Darwin promotion (2010).

Photography by Yves Fonck, Bernard Foubert,

Stphanie Parmentier and Caroline Vandenbussche
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About AccentureAccenture is a global managementconsulting, technology services andoutsourcing company. Combiningunparalleled experience,

comprehensive capabilities acrossall industries and business unctions,and extensive research on theworlds most successul companies,Accenture collaborates with clientsto help them become high-perormance businesses andgovernments. With more than181,000 people serving clientsin more than 120 countries, thecompany generated net revenuesofUS$21.58billionforthescalyear

ended 31 August 2009. Its homepage is www.accenture.com.

About the College of EuropeThe College o Europe, oundedin1949andbasedinBruges,BelgiumandNatolin,Poland, was the frst and is one o

the most reputed institutes oEuropean postgraduate studies,which prepares annually upto 400 students rom over50countriestoworkandlive in an international environment.The European Political andAdministrative Studies programmeoers a wide range o courseson the unctioning and policiesoftheEuropeanUnion.Itshomepage is www.coleurope.eu.

About the Lisbon CouncilTheLisbonCouncilisaBrussels-based think tank and policynetwork, committed to makinga positive contribution by engaging

political leaders and the public atlarge in a constructive exchangeabout Europes economicand social uture. IncorporatedinBelgiumasanindependent,non-proft and non-partisanassociation, the Lisbon Councilis among Europes mostauthoritative and thoughtulvoices on economic modernisationand social renewal. Its home pageis www.lisboncouncil.net.
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