Citizen 20/20
The quality of government services will determine where citizens live
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Table of contents
Outlook
The future is now
Demographic changes: Young and old, side by side
Social connectivity: The always-connected citizen
Citizen mobility: Free to move
Shared connections
Power shift
What’s at stake
The granular view
Citizens as problem solvers
From wearables to embeddables
Government as concierge
The dangers of data
Agency integration
Tell me once
The citizen locker
Sharing securely
Open government data
Hacking for citizen services
New public-private partnerships
The sharing economy
Prepare for what’s next
Start like a startup
Bureaucrats need not apply
References
Outlook
The future is now
When the film Minority Report debuted in 2002, it dazzled audiences with its view of the technologies
of the future. More than a decade later, it’s clear the noir sci-fi film got a lot right: Multi-touch 3D screens,
retina scanners, movement-sensing interfaces, facial recognition technology, and self-driving vehicles all
exist. The film’s view of government and society was far darker. But even there, we find life imitating art:
Crime-prediction software, mass-scale monitoring of citizens’ activities, and government overreach into
privacy are all here now.
Futurists predict a tomorrow less dystopian than the setting of the film, instead believing our deeply
connected digital world creates a tremendous opportunity for governments to transform how we live and
work. But deep pitfalls lie ahead: widespread disruption, the temptation to overreach, security breaches of
massive data stores, and a loss of citizen trust.
Flying high
No area is off-limits when it comes to using
information traditionally held by governments.
Flightradar24 glided into the aviation market
as a price comparison website. The founders
shifted their focus to flight tracking in 2006.
And by 2015, Flightradar24 had more than
one million daily users.
The company shares air-traffic data
with consumers, journalists, and
international government agencies
(Bryan & Maushagen, 2015).
With the rise of e-government, citizens already have more civic power and government access than
ever before. But many government entities are still mired in bureaucracy that makes it hard to innovate.
Governments will have to work hard to deliver the services that constituents need and want, or ineffective
agencies could be sidelined by private companies that deliver faster and better.
What will it mean to be a citizen in the future? And what will governing agencies—city, state, federal, and
even international—look like? The landscape is being shaped by demographic changes, social connectivity,
and citizen mobility, three forces that have the power to connect citizens and governments in ways we’re
only now imagining.
Demographic
changes: Young and
old, side by side
In the coming years, population
growth, aging, and urbanization
will drive enormous change around
the world. Governments will have
to cater to a more diverse citizenry,
including everyone from millennials
to centenarians, poor to affluent, and
rural to urban. Here are three trends
to watch:
More people will live on the planet
Over the last century, population has more than doubled. Global population is projected to grow 18 percent
to 8.5 billion by 2030 and to 9.7 billion by 2050 (United Nations, 2015). Population in developing countries
will grow six times faster than in developed nations, reaching 7.1 billion by 2030 (Berger, 2015).
Figure 1: A whole new world
Explosive population trends
Percentage of 10 to 24-year-olds in population
10% to 19%
20% to 29%
1980
30% to 39%
2015
2050
Source: Berger, 2015
The proportion of old to young will change
Birth rates in developed economies are falling, while seniors are living longer.
This “gray bubble” will require a larger investment in care and services—and will
have to be supported by a smaller income tax base of young people. To address
this problem, China recently changed its one-child policy to allow families in
urban areas to have two children, while Denmark launched an advertising
campaign pushing couples to make “have a baby” date nights. Meanwhile, the
young will soon outnumber the old in developing economies.
Figure 2: Age breakdown of world population
1950–2050*
% ages
0–14
% ages
15–59
% ages
60 and older
1950
35%
58%
8%
1970
38%
55%
8%
1990
33%
58%
9%
2010
27%
62%
11%
2030
23%
61%
17%
2050
20%
58%
22%
* Figures may not add up to 100% due to rounding.
Source: Pew Research Center, 2015
People will move to megacities
The pace of urbanization, as well as the movement of large masses of people
from rural areas and agrarian lifestyles, will continue to accelerate. By 2030,
60 percent of people will live in cities of more than 10 million (Berger, 2015),
and the world’s 600 fastest-growing cities will account for 60 percent of global
economic growth. (Dobbs, Smit, Remes, & Many, 2011)
Figure 4: Global relocation
Net immigration and emigration by continent by 2030
+18 million
+22 million
-24 million
+3 million
-10 million
-9 million
Source: Berger, 2015
Figure 3: Population predictions
Figure 5: Aging across the globe
Urban residents
Median age by country by 2030
50
World population will
live in cities in 2030
60%
Source: Berger, 2015
Global
33.1
Japan
51.1
Germany
48.6
South Korea
47.5
China
43.2
U.S.
41
India
31.2
Kenya
21.6
Nigeria
15.2
100
Source: United Nations Economic & Social Affairs, 2015
Against this backdrop, delivering the right services to the right people at the right time will become more difficult than
ever. What will be the sustainability limits for feeding and providing energy, water, and waste management for so many
citizens? These are the obvious challenges, but the subtle challenges are equally important. The world’s governments will
serve five generations at once. They will have to cope with two-speed economies, as megacities fueled by the housing
and construction industries outpace the rest of the country in economic growth. A more crowded and urban world could
crunch resources to the point of collapse. New technologies that drive investment in alternative-energy production,
zero‑waste programs, and increased-yield agricultural research can’t come soon enough.
Five Generations to Serve
There are strong ideological differences that separate generations living within cities. Each generation’s ideals influence how they view family, career, community,
and government. City leadership seeking citizen support will have to acknowledge and address the differences between generations served by the same resources.
Generation
(Years born)
Traditionalist/Silent
Generation
(1925–1945)
Baby Boomer
(1946–1964)
(Meet the generations)
Gen X
(1965–1980)
(Meet the generations)
Gen Y/Millennial
(1981–2000) (Spengler, 2014)
Gen Z
(2001–present)
(Altitude, 2015)
(Levit, 2015)
Technology
Dictates documents
Email only in the office
Library instead of Web
Limited phone use
Documents prepared by
associates
Email primarily in the office
Uses Web to “Google™”
Creates own documents
Uses mobile & laptop
Uses Web to research,
review, etc.
24x7 use of mobile/
email
Creates own documents
Creates databases
Uses Web to research and
network
24x7 use of email/
IM/text
“Digital” is the norm
Uses social networks to
communicate and research
24x7 use of WhatsApp,
Instagram, etc.
No email
Career goals
Lifetime career with one
company
A perfect career
A transferable career
with a variety of skills and
experiences
Several parallel careers
TBD
Work environment
Office only
Office only (long hours)
Office or home
(flexible schedule)
Office or home
(flexible schedule)
TBD
Motivators
Self-worth
Salary
Security
Personal relationships
TBD
Style
Formal
High-end business casual
Low-end business casual
Whatever feels comfortable
TBD
Relationship with
government
Patriotic
Team player
Sacrifice for the greater good
Free-spirited
Can distrust government
Untrusting of government
Activists
Interaction with government
through apps
TBD
Social connectivity:
The always-connected
citizen
As global demographics shift,
hyper‑growth in mobile, advanced
analytics & data science, and cloud
technologies will drive innovation,
connecting citizens in new ways
and fundamentally changing how
governments operate:
• Mobile device penetration
• Social media
• The Internet of Things
• Advanced analytics & data science
Mobile device penetration
Mobile device penetration has skyrocketed globally, even in developing nations. In 2014, there were 105 mobile
subscriptions for every 100 people worldwide (World Bank Group, 2015). Phone ownership is nearly ubiquitous
in the United States, while smartphone ownership is at 64 percent (Smith, 2015). To put this into perspective,
it took 75 years for 100 million people to use the landline telephone, while the Candy Crush Saga game
reached the same milestone in less than two years (Gould, 2015). Smartphones and cameras will help citizens
become better watchdogs of their governments. In some areas, such as mobile payments, devices have even
enabled developing countries to leap ahead of the rest of the world.
Figure 6: Always on the go
Figure 7: Mobile traffic growth
From adoption to saturation
In exabytes
2014
2019
ADOPTION IS FASTER AND FASTER
100%
80
NO PHONE
60
MOBILE
PHONE
LANDLINE ONLY
40
SMART
PHONE
20
0
1900
1920
1940
1960
1980
2000
2011
Source: MIT Technology Review, 2012
Figure 8: Mobile payments popular in Africa
50
100
KENYA
UGANDA
SOUTH AFRICA
SENEGAL
NIGERIA
GHANA
MEDIAN IN REMAINING
COUNTRIES
% of cell phone owners who regularly make or receive payments on their phones
Source: Pew Research Center, 2014
30 exabytes
292 exabytes
Source: Cisco, 2015
Social media
Social media will enable citizens to be fully active participants who share
thoughts, build niche communities, interact with government leaders, mobilize
around political causes, and hold governments accountable. Ninety percent
of U.S. young adults ages 18 to 29 use social media today, compared with
35 percent of adults 65 and older (Perrin, 2015). And they do so increasingly
to engage in civic activities. During the 2012 presidential election in the
United States, people used social media channels to encourage peers to vote
and to support specific candidates (Rainie, 2012).
Figure 9: The age of staying social
Figure 10: Social networking in Brazil
Social media use by age group
Millions
90%
18–29 year olds
120
90.0%
100
85.0%
80
35%
60
40
65+ year olds
80.0%
88.3
97.8
104.2
110
75.0%
20
Social media usage among 65+ year olds
2%
11%
35%
2005
2010
2015
0
SOCIAL
NETWORK
USERS
Source: Perrin, 2015
70.0%
2014
2015
2016
2017
% OF
INTERNET
USERS
Source: eMarketer, April 2013
The Internet of Things
The Internet of Things will enable new breakthroughs that make cities smarter
and more livable. Imagine pollution sensors that communicate air quality
conditions directly to citizens. Roadside sensors, pollution sensors, wearable
monitors, security devices, and other touchpoints will provide “computing
everywhere” to power all of our infrastructure systems. In San Francisco, smart
parking meters already set pricing based on parking congestion, while in
Singapore intelligent transportation with congestion pricing prevents the city
center from becoming gridlocked.
Figure 11: It’s all connected
Figure 12: Conversations among computers
Doubling the Internet of Things
Mapping the Internet of Things
Kitchen appliances
Exercise machines
4.9
Billion
6.3
Billion
6.8
Billion
2015
Billion
7.2
7.6
Billion
2016
Warehouse robots
Thermostat
Sprinkler systems
Shipping containers
20.8
Billion
Source: Gartner, 2015
Grocery store registers
Parking meters
Automatic vacuum cleaners
DVR televisions
Electrical grids
Automobiles
In-flight systems
Warehouse robot
Security cameras
Medical plants
2020
Thermostats
Automated factories
Passports
Figure 13: Information inundation
A massive influx of data collection & storage
2.5
BILLION
Gigabytes
New data created every day
44
TRILLION
Gigabytes
Data created by 2020
Source: Price, 2015, and IDC, 2014
Advanced analytics & data science
Big Data analytics has the power to turn government into a concierge that
anticipates the information or services citizens will seek and provides it at just
the right time. The challenge lies in harnessing the complete picture of business,
machine, and human data that people create as they navigate the digital world.
Figure 14: Reaching the cloud
Cloud-based applications’ impact on government agencies
• Efficiency in obtaining building permits
and scheduling inspections
INCREASED
• Ability to scale
DECREASED
• Wait times in processing, reviewing, approving,
and reporting family services case files
• Implementation costs
Source: Forbes Insights, 2015
The cloud
The cloud will provide a shared, flexible, agile infrastructure that makes all of
these technological advances affordable for budget-constrained governments.
These changes raise the question of data ownership. Even if governments
can avoid overreach or misuse of information, simply managing the massive
amount of sensitive data that citizens will generate in the future is a weighty and
time‑consuming responsibility on a scale that most government agencies have
never had to consider until now.
Citizen mobility: Free to
move
In the future, the mission of governments will
be the same as always: to improve quality of life,
drive economic growth, and create sustainable
communities. But citizens will apply different
criteria when they evaluate their governments.
People will expect more convenience,
transparency, and efficiency.
Why does it matter? Citizen mobility.
For generations, people with the means to relocate
have done it for a better life—whether in search of
lower tax rates, better school systems, lower crime
rates, or healthier environments. But the future
will bring mobility on an unprecedented scale. The
ability to work remotely and the rise of professional
freelancers mean that dissatisfied citizens can
move to a different city, state, country, or even
continent to find a way of life that suits them.
“Governments that serve people must understand their
needs, respond with speed, and deliver services that are
tailored to them. Otherwise, people and businesses have
a choice. They’re going to relocate.”
– Suparno Banerjee, global leader for Hewlett Packard Enterprise’s Future Cities initiative
Government leaders have to take action if they want to be trusted service
providers in the future. They must adopt a citizen-driven mind-set and reinvent
the way they operate to deliver consumer-grade service and positive citizen
interactions.
“Citizens will expect from the government the same kind of response that they
get from the private sector,” says Sumi Smith, acting chief information officer of
Caltrans, California’s Department of Transportation. “They’ll want government
services to have 24x7 availability, a rapid turnaround, immediate response,
confirmation of receipt of their information, multichannel availability, and security
of their private information.”
That might sound like a tall order, but the stability of societies will depend on the
government’s ability to adapt to these changing demands.
“Politics as we know it is starting to change quite radically.
‘The rich are getting richer,’ he says. The poor are
getting poorer, and the poor perceive the government
as in cahoots with the rich. If governments aren’t careful,
then we will have revolutions around the world. Where
financial wealth was the obvious marker to highlight the
divide, access to digital services will increasingly be a
wealth indicator.”
– Ade McCormack, futurist, digital strategist, and author of Beyond Nine to Five: Your Career
Guide for the Digital Age
Shared connections
Power shift
In the future, citizens will be hyperconnected. They will use digital technology
to communicate not only with each other, but also with public agencies. “Citizen
sensors” will help governments provide for the public good. For example:
•In Malaga, Spain, people act as sensors through a mobile app called Malaga
CitySense that lets people report real-time data about everything from
humidity to job postings, as well as general data about the city (Fiware, 2014).
•The U.S. Environmental Protection Agency is working with citizens who own
consumer-grade air quality monitors to get hyperlocal air readings and detect
pollutants (Khan, 2015).
•In Boston, Massachusetts, the mayor’s office has released an app that uses
GPS and smartphone accelerometers to identify potholes. Citizen sensors
offer governments a way to get more data without adding more resources.
Government agencies are taking note (New, 2015).
That level of connectedness gives a lot of insight to governments that know
how to analyze the data that’s available. It also puts more democratic power in
the hands of citizens. They use the power of social platforms such as Twitter
and Facebook to organize protests and generate signatures for petitions. They
record police officers using excessive force, providing critical evidence that can
swing public opinion and legal outcomes.
“It is in our true nature to be social, to be mobile, to make
our own decisions, and to be creative, and as we move
out of the industrial economy, we’re seeing mankind
return to its true nature. The power shift from employer
to employee is also going to happen from government
to citizen.”
– Ade McCormack, futurist, digital strategist, and author of Beyond Nine to Five: Your Career
Guide for the Digital Age
What’s at stake
While we are seeing the rise of a mobile class
of professionals who move out of choice, there
are still millions of people who move for survival.
Europe is experiencing the worst refugee crisis
since World War II. Millions of people have fled the
war-torn countries of Syria, Iraq, and Afghanistan.
Their struggle to find safe haven in the European
Union has tested the immigration policies of many
countries and put extraordinary pressures on the
national and municipal governments of the countries
these refugees hope to call home. This situation is
raising important questions that some agencies are
unprepared to answer: How will they enable and
monitor their new citizens’ progress? How can they
adjust and scale up the services they deliver to meet
the needs of this new population?
HPE’s Banerjee says citizens of tomorrow—whether
they move for a better school district or to flee
dangerous conflict—will be looking for many of the
same things today’s citizens want: employment,
opportunities for economic growth, education,
healthcare, and transportation. They will also want
their governments to understand them as individuals
in a way that today’s governments seldom attempt.
Brochure
The granular view
How do you make services more effective in the
21st century? You analyze lots of data to learn
what citizens need, and you open up channels of
communication to enable citizens to speak up.
Governments today already have the ability to
collect large amounts of data on citizens—including
where they go, what they do, and what they enjoy.
The problem, according to Banerjee, is that simple
data collection is not enough. Governments need to
synthesize and derive insight from that data.
Here’s an example of how the granular view of a
citizen group can open up new opportunities that
benefit citizens and governments alike. Auckland
Transport is responsible for a regional transportation
infrastructure that includes roads, trains, buses,
and ferries in the metropolitan area of Auckland,
New Zealand. The agency plans to use transit
system data, social data, and mobile phone traffic
to make the case for a new service for certain
segments of commuters (HP [now Hewlett Packard
Enterprise], 2014).
Advanced analytics & data science and
food safety
Food-related illnesses affect tens of millions
of people and kill thousands every year. But
as governments tap into the power of sensors
and advanced analytics & data science to
track produce and ingredients—and follow
social media complaints about feeling ill after
going to a particular restaurant or eating a
certain brand from a grocery store—they will
identify and eliminate dangerous products to
prevent illness and death.
“People want to know where their food is
coming from, who’s the farmer, and how it was
grown,” says Robert Schmidt, chief information
officer of the California Department of Food
and Agriculture. “I can envision the day that
we can track, down to the harvest, who picked
that particular tomato and who are all the
folks who touched that tomato until the time
it made it to the market. If there is a problem,
we want to be able to trace it back.”
Data analysis revealed that elderly citizens were riding the bus between 2:30 and 4 p.m. daily, timing
their trips to avoid rush-hour traffic. Many would go to the same places—a medical center for health
appointments or a mall for socializing and shopping. Based on the usage and apparent needs of its
passengers, the bureau created point-to-point service routes tailored to the elderly population.
Auckland Transport plans to use the data it collects to further optimize traffic flow, eliminate inefficiencies,
and generate new revenue streams, all while increasing customer satisfaction.
“They don’t have to take the usual bus and stop
at 15 places to get where they want to go. Instead, they
can fill a bus while reducing traffic congestion. This is
how a better understanding of a subgroup of citizens
can drive dynamic services.”
– Suparno Banerjee, HPE Future Cities Initiative
Citizens as problem solvers
Citizens everywhere already are talking about governments and services on social media. They complain
on Facebook about a miserably long wait on an agency’s help line, or they Tweet to organize protests of
police brutality. In the future, savvy governments will create ways for citizens to communicate directly to
a single point of contact within the government. They’ll also create an infrastructure to respond to those
communications quickly, before problems escalate beyond their control.
For example, at the California Department of Food and Agriculture, an iPhone® app called “Report a Pest”
enables citizens to snap a photo of a bug, which then is submitted to inspectors and entomologists for
identification. If it’s a critical insect—say, an invasive species that requires an immediate response—the
agency can contact the citizen and investigate further.
“Apps that engage constituents and involve them in solving
government problems are key.”
– Rob Schmidt, CIO, CA Department of Food and Agriculture
Earthquake alert
On August 24, 2014, a magnitude 6.0
earthquake struck the San Francisco Bay Area
at 3:20 a.m. No doubt the U.S. Geological
Survey knew immediately—but so did
Jawbone, the manufacturer of the popular
UP fitness bracelet. Users wear the device,
in part, to track their sleep patterns, and
Jawbone data showed 93 percent of users
within 15 miles of the epicenter woke up at
3:20 a.m. when the earthquake struck. The
company also could see that the farther from
the epicenter a user was located, the less
likely they were to awaken.
In the future, health officials could take
advantage of such data not only during a
disaster but also in the aftermath. Victims
most affected by a traumatic earthquake
might begin exhibiting signs of depression
that the device would pick up—sleeping
during the day, for example—giving health
officials the opportunity to proactively reach
citizens with mental health services.
From wearables to embeddables
Some citizen-to-government communication will happen in the background, via wearable devices and
ubiquitous sensors.
•Transportation agencies will use real-time data from cars and smartphones to trigger a network of smart
traffic signals that reroute traffic away from accidents.
•Citizens will use wearables or embeddables as live health monitors capable of sending stats to doctors or
calling 911 if necessary—particularly useful in areas with aging population. Sensors placed within cities will
detect the sound of shots fired and immediately aim public cameras toward the origin of the gunfire, using
facial recognition technology to identify suspects only seconds later.
•Predictive policing software may even prevent crime before it happens, allocating law enforcement
resources to the parts of a city that need them most. In the UK, enterprise software developed at Cardiff
University can take advantage of the country’s massive closed-circuit television camera network to analyze
the behavior of people in crowds and detect physical fights.
•Citizens could become part of an early warning system during natural disasters, such as reporting
dangerously flooded roads or helping to record the epicenter of an earthquake.
It’s not a big jump from wearing sensors to actually having them implanted in our bodies.
“I think we will be wearing our identity or having our
identity embedded in us. If you have a library card,
health information, travel information, money, and even a
prison record on one chip, that’s convenient. And if it
means putting a microchip under the skin behind my ear
for more convenience, that’s not such a big sacrifice as it
might have seemed 20 years ago.”
– Ade McCormack, futurist, digital strategist, and author of Beyond Nine to Five: Your Career
Guide for the Digital Age
Government as concierge
If you’re an optimist about the role of government,
imagining the results of a hyperconnected citizenry
is an exciting exercise. As long as government is
responsive, greater citizen involvement could help
reduce some of the problems that plague modern
society: poverty, disenfranchisement, and even crime.
Governments could reshape their cities, states, and
countries into places that make them healthier,
happier, safer, and more productive.
“If the government knows everything about me in the
way that Google does, then the government can become
my concierge,” McCormack says. “The government is in a
position to recommend what I do on Saturday, because it
knows me better than I do. It can say, ‘I think you should
go to the theater,’ or ‘Looking at your analytics, maybe a
run may be more appropriate.’”
A proactive government with transparent practices can
earn the trust of its constituents and be regarded as an
enabling force rather than an adversary. But there are
many reasons to be worried about a government that
has too much access.
The dangers of data
The negative implications of this future are
easy to imagine—and they are chilling. A
government with countless petabytes of citizen
data will have the ability to use that data for
purposes that violate the public trust. It could
spy on political activists, adversaries, or even
allies. If agencies fail to secure citizen data,
it could be stolen by—or sold to—states or
groups that will exploit it for financial or political
gain. We don’t even have to imagine it: In 2015,
the U.S. Office of Personnel Management
disclosed a massive hack in which extensive
personal information of nearly 22 million people
was stolen in a breach that could compromise
national security.
The same surveillance cameras that deter and
catch criminals could be used to spy on citizens
who have not broken the law.
“A lot of us take the view that if I’ve done
nothing wrong, I’ve got nothing to hide,”
McCormack says. “But that relies on a
well‑intentioned government.”
Another question is that of ownership. Does data belong to the citizen or to
the government that collected it? The implications of data ownership go far
beyond what most of us have considered. For example, if a state food and
agriculture agency has data about a farmer’s property, there may be proprietary
information about the types of crops she’s growing, or the type of fertilizer or
amount of pesticide she uses, Schmidt says. “Who owns that information? And
if the government has a copy of that information, how do we secure the data?
What if that information got out?”
In the digital economy, personal data might even become a type of currency.
Citizens who retain ownership of their data might be able to monetize it
themselves.
“We are all individuals with unique profiles that could be valuable and
marketable,” McCormack says. “If I represent people of my age in Western
Europe perfectly, my data will be valuable to both government and enterprises.”
The hope, of course, is that government organizations will develop policies toward
data ownership that say, “We’re here to help,” instead of “We call the shots.”
The Nudge Unit
Will a text message sent at the right time improve high school
dropout rates? Will a change in tone in a reminder letter increase
on-time tax payments? These are the types of revelations that the
UK’s “Nudge Unit” looks for every day.
The Behavioural Insights Team, also known as the Nudge Unit,
follows an approach popularized by Richard Thaler and Cass
Sunstein’s 2008 book Nudge to apply behavioral psychology to
public policy. This social-purpose company spun out from the
UK government aims to identify small changes that can help
people make better choices for themselves and society. Since
2010, the team has conducted more than one hundred trials—in
the UK, Mexico, and Singapore, and through the World Bank—to
evaluate how small changes can lead to big improvements. For
example, not including a photo of people on an online signup
form led to a big increase in the number of citizens who registered
as organ donors in the UK (Behavioural Insights Team, 2015).
Agency integration
Tell me once
Imagine that the next time you have
to deal with a government agency,
you don’t have to fill out any forms,
because you filled out the necessary
information for another agency three
years ago when you moved to the area.
Today this level of agency integration
is almost unthinkable. Most people
live under municipal, state or
provincial, and national governments
simultaneously, and at each level,
citizens have to deal with multiple
agencies for taxes, healthcare,
employment, sanitation, and law
enforcement, to name a few. In most
governments, disparate agency
systems cannot talk to each other at
all. Even within a single agency, data
is woefully siloed.
Figure 15: Lower costs with technology
The price of communication
80 kr
IN PERSON
40 kr
TELEPHONE
3 kr
SELF-SERVICE
Source: Norwegian Ministries, 2012
This fragmentation leads to frustrating interactions in which citizens have to supply the same information on
multiple forms and phone calls. It also wastes valuable resources. As government agencies begin to collect
more data, citizens will have to provide that information over and over again—unless agencies find ways to
share a single source of citizen data.
In Belgium, the region of Flanders has created an interagency data-sharing enterprise software platform
that eliminates friction between departments—and makes life easier for citizens. Citizens log on to the
government website using their government-issued ID, which is linked to their individual profiles. The
platform knows the history of their services and delivers relevant information to citizens without requiring
a manual search. Every government interaction—from purchasing bus passes to applying for college
grants—takes less time. The government serves 42 million data items every year and has saved more than
€100 million in administrative costs since the launch of the initiative.
Another example is gov.uk in the United Kingdom, which brings together nearly 1,900 websites into a single
portal. It gives citizens easy access to multiple government services, such as job search, vehicle tax renewal,
voter registration, tax credit calculation, and more. The site has been hailed as a success for citizen access
and transparency, logging more than 2 billion site visits in its first three years of operation. Consolidating
services has not only saved citizens time and effort—it has also saved the government money.
D5: Inter-governmental collaboration
among leading digital governments
In 2014, the governments of the UK, South
Korea, Israel, New Zealand, and Estonia
formed “The Digital 5,” or D5. Their goal is
to collaborate on ways to use technology
to improve the lives of citizens. Their first
summit focused on three themes: teaching
children to code, facilitating open bidding
on government IT contracts, and expanding
connectivity throughout their countries. The
group will meet annually to showcase their
digital accomplishments, and they plan to add
more member countries in the future (Cabinet
Office, Efficiency and Reform Group and
Government Digital Service, 2014)
“Why would we duplicate effort and expense, by having numerous different ways for citizens to make
payments to government online?” says John Manzoni, chief executive of UK’s Civil Service. “Why have
departments developing their own systems when, by working to a common goal, we could have one?”
Interagency cooperation isn’t important just for the sake of convenience—it can dramatically improve
outcomes for citizens in all areas of life. For example, if a government is trying to determine why children
are doing poorly in school, it can examine data on curriculum, nutrition and health, home dynamics,
demographics, and other indicators that could uncover causes and possible solutions. But this data likely
resides in multiple systems, so agencies with integrated systems are better positioned to solve complex
problems that have many causes.
Figure 16: Cross-agency integration
Maximum Data Sharing between Agencies (MAGDA) impact across government
8 YEARS
of steady growth
200+
Satisfied government customers
100M €
Savings in
admin burden
42+ million
Data items
served yearly
The citizen locker
Before long, “tell me once” initiatives like the
one in Belgium will be the norm—especially
when it comes to paying taxes. Countries with
uncomplicated tax codes could easily track citizens’
financial data. At the end of the year, residents
would receive a tax bill instead of having to figure
out how much they owe the government. It’s a
simple concept that requires collaboration between
local and federal tax boards. Governments already
have income details, including salary, interest
payments, and brokerage transactions. They
just need to pull it all together in the form of a
federated government identity that provides a
single view of citizens and the services they use.
Financial data and other identifying information could
be held in a “citizen locker” or virtual folder, which
would be a secure, cloud-based, historical collection
of personal data that each citizen can access.
“The Prime Minister of India has announced there
will be a single window for every government
service,” explains Chandrakant Patel, HPE Fellow
and Chief Engineer. “Every citizen will have a
locker, and the citizen will own that information.”
Beyond tax details, the citizen locker could contain your passport, driver’s
license, library card, vehicle registrations, and more. By centralizing and
analyzing this data, agencies could notify citizens when they are eligible or due
for services.
•“Your license expires in two months—click here to renew.”
•“You’re becoming eligible for Medicaid soon—click here to apply.”
•“Your daughter is now 10 days old—click here to start investing in the
state‑run college savings program.”
•“Looking for a new job? You’re eligible to collect unemployment benefits in
the meantime. Click here to apply.”
Those IT software examples would be relatively simple to implement. At the
other end of the spectrum, agency integration could someday lead to a global,
issue-based agency that would address planetary concerns like climate change.
McCormack imagines people could say, “Let’s have one global view, so we can
cooperate on climate change to ensure that humanity is not just a temporary
experiment that nature has deemed a failure.”
Figure 17: Where information lives
Look inside a virtual citizen locker
YOUTH
Govt. Concierge
Vaccines
Enrollment in schools
TEEN
Driver’s license
College/trade school
SINGLE/DINK
Student loans
Graduate school
Commuting
Paying taxes
FAMILY
Getting married
Buying a home
Buying a car
Having children
CAREER
Losing a job
Starting a company
RETIREMENT
Funding retirement
Downsized living (selling house,
cars, etc.)
Health
Education
Transportation
Healthcare
Taxes
Employment
Identity
Citizen lockers will hold individual citizens’ information. Those citizens will interact with government agencies
via a single point of contact, the government concierge.
Sharing securely
Open government
data
When citizens are connected to
government and agencies are sharing
information, groundbreaking models
for government services can emerge.
For starters, Norway and the UK have
cut costs by providing citizens with
a single point of access to hundreds
of government services. But the most
promising developments hinge on
opening government data to citizens
and the private sector, so it can be
freely used, reused, and redistributed
by anyone.
According to the Open Government Data project, there are three compelling reasons for governments to
open up their data sets:
1. Increase transparency for citizens.
2. Release social and commercial value to drive innovative services.
3. Enable participatory governance models so that citizens are directly informed and actively involved in
decision-making (Welcome to Open Government Data, n.d.).
Figure 18: Open government data
Varying degrees of availability
MY DATA
Individual genome
Health-care
records
PERSONAL
Income
tax
returns
Property records
Employee performance reviews
CORPORATE
BIG DATA
Financial reports
(public companies)
OPEN DATA
PROPRIETARY DATA
Census data
GOVERNMENT
Data Source
MY DATA
Military plans
PROPRIETARY DATA
More Closed
BIG DATA
Accessibility
OPEN DATA
More Open
In a world where agencies are territorial about their data, openness won’t be a welcomed change. But it’s
already in practice on a small scale, and experts predict that open data will eventually be the default unless
there’s a legal reason to keep data locked down. (Individual healthcare records would always remain private,
for example.)
Today we see two basic examples of open data in action with Google Earth and Weather.com. Google Earth
taps into government satellite data to track the removal of landmines, protect endangered species, raise
awareness of climate change, enforce property taxes on swimming pools, and coordinate disaster relief
response. Weather.com relies on data from the U.S. National Oceanic and Atmospheric Administration to
deliver weather news to citizens.
Security vs. privacy
High-profile data breaches in the last couple
of years have put security challenges in
the public spotlight. While the Internet of
Things promises opportunities, the threat
landscape will grow exponentially, according to
Hewlett Packard Labs.
Who will own the massive amounts of citizen
data that governments collect? What will
citizens authorize governments to do with
their data? Will agencies bother to ask first?
Can citizens opt out of sharing some or all of
their data?
Even if governments can fight the temptation
toward abuse of information, managing
sensitive or private citizen data is a weighty
and time-consuming responsibility on a scale
that most government agencies have never
had to consider until now.
When governments fail to protect data—as
we saw in the 2015 hack of the U.S. Office
of Personnel Management, in which nearly
22 million personnel records were stolen—
the consequences can become a matter of
national security.
Security leaders within government IT
organizations may be extremely hesitant to
share their data, and most agencies lack a
clear vision around who will own citizen data
and how it will be used.
“The ability to both secure and properly share
data will make complex demands on security
innovation,” according to Hewlett Packard Labs.
When public agencies and private enterprises team up to use enterprise software and open government
data, the possibilities for innovation are limitless. The private sector could use information on metered
parking in metro areas to develop new systems that reduce traffic and parking congestion while maximizing
revenue—and then sell those systems to municipal governments. Cities could partner with a vehicle
company to launch a fleet of driverless cars for ride sharing, providing a higher class of public transportation
that results in fewer idle cars needing parking spaces in overcrowded cities.
From Europe to India to the United States, governments are testing the waters with data they collect
and inviting data scientists and IT software developers to make sense of it. Data.gov is the home of the
U.S. government’s open data, where visitors are invited to conduct research, build apps, and design data
visualizations using nearly 190,000 data sets. In India, the Open Data Government Platform offers transport
timetables, national statistics, government budgets, agricultural data, health performance, and other data
sets, as well as key facts at a glance.
Hacking for citizen services
Government-sponsored hackathons have the potential to kick-start IT software
solutions to longstanding problems.
•Code for America builds open-source technology and organizes a network
of people to improve government services. When 1,300 government leaders,
technologists, and community members gathered in Oakland, California,
in October 2015 for the organization’s annual summit on 21st-century
government, technologies to enable open data were a key theme.
•Apps for Europe promotes open data through a support network that helps
innovators turn data-driven apps into viable businesses.
•The New Zealand government ran three hackathons in late 2015 to uncover
fresh ideas. “There’s a recognition here that innovation is not necessarily
coming from your own government IT staff, but it happens if you make an
ecosystem available and provide an incentive for people to access your data
and do interesting things with it,” says David Eaton, HPE’s chief technologist in
New Zealand.
•The California Department of Food and Agriculture recently held its first
hackathon to tackle persistent problems such as conserving water during a
drought. The agency also has sponsored several multimillion-dollar grants to
the private sector and the University of California system to run tests in which
data from ground-based sensors, weather data, and farmer input go into a
system that advises how much and when to water a crop, as well as how much
fertilizer to apply. Schmidt calls these partnerships the model of the future.
“There’s a recognition here that innovation is not
necessarily coming from your own government IT staff,
but it happens if you make an ecosystem available and
provide an incentive for people to access your data and
do interesting things with it.”
– David Eaton, HPE CTO, New Zealand
New public-private
partnerships
Open data initiatives combined with
the power of advanced analytics &
data science, enterprise software
solutions, and mobile apps will
redefine the public sector ecosystem.
Governments, nongovernmental
organizations, universities,
corporations, and citizens will work
together in new ways to improve
education, healthcare, infrastructure,
and quality of life for all.
“These problems are complex enough
that no single entity has all of the
answers,” Banerjee says. “The creation
of ecosystems where different people
are engaged in coming up with
solutions is going to be important.
Each might have their own point of
view, but they all need to try together.”
Growing the government talent pool
Increasingly, government agencies will find
themselves competing with the private sector
to hire employees with the right technical
skills. In the UK, HPE is partnering with a
local government and a university to feed the
talent pipeline. The university provides tools
for undergraduate and graduate students
to learn data analysis. Then the government
hires these students as summer interns.
Students get practical experience solving
difficult problems, and the government gets
a new pool of people to recruit. In the long
term, the university and the government
are working together to create the next
generation of employees who will be prepared
for jobs in that market.
Public-private partnerships are not new. They have been used in infrastructure for decades to finance toll
roads, bike sharing programs, and transportation in many cities around the world. But digital technology will
allow these partnerships to reach a new level of collaboration and transparency.
Entrepreneur Ben Berkowitz started SeeClickFix in 2008 as a communication platform that enabled citizens
to report nonemergency issues in their neighborhoods—potholes, graffiti, litter, streetlights that need
replacing—directly to local governments. “We started it because of the ‘can’t’ we were experiencing in
New Haven,” Berkowitz says. “When it came to connecting with city hall to solve small problems in the public
space, the problem of how to connect seemed substantially larger than it should have been. We couldn’t find
anything similar, other than FixMyStreet in England. We looked at that idea, and then we thought of how we
could make it global.”
Berkowitz says connecting with government was just the beginning: “At some point, the government started
asking us to build software to manage the data they receive, and that’s when we found that we had a
business model that helped solve more problems.” The company forged a professional relationship with the
local government that helped get residents’ issues resolved more quickly. Two things that were seemingly at
odds with each other—citizens and government—became harmonized.
Partnering to reduce crime
The city of Richmond, California, was once
plagued by one of the highest murder rates
in the country. But that all changed when
a private consultant to the government
established an experimental program
called the Office of Neighborhood Safety to
reduce gun violence. By mining government
and police data, the organization identified
the 50 people most likely to be shot and the
50 people most likely to be shooters. They
then paid those individuals to stay out of
trouble and provided them with mentoring
to ensure they made better choices.
After seven years, 94 percent of participants
were still alive, and 79 percent had not
been arrested or charged with gun-related
offenses during that time. Gun homicides
dropped from 45 per year to fewer than 15
(Murphy, 2015).
Public-private partnerships will require tremendous trust between two sides that operate within different
cultures and need to work harder to understand each other.
Schmidt sees this challenge firsthand in the agriculture industry, where the private sector could have a
massive impact on issues like conservation and public health. “Venture capitalists say, ‘The farmers aren’t
talking to us.’ The coders say, ‘We don’t know who to talk to in the farming community.’ And the farmers say,
‘Well, we don’t know who to talk to over there.’”
The benefits of cross-sector initiatives are undeniable. But for governments that remain squeamish about
open data, two arguments should convince them otherwise: the risks of irrelevance and lost revenue‑collection
opportunities. We see what’s at stake when we consider the rise of the sharing economy.
Figure 19: The future of government interaction
A model for the future
Govt. Concierge
Education
Healthcare
Taxes
Transportation
Employment
Identity
Currently, citizens in much of the world interact with government agencies on a one-to-one basis. The
agencies do not share information, requiring citizens to maintain individual records with each of them. In
the future, citizens will interact with all government agencies via a government concierge. Agencies will also
continuously talk to each other, eliminating the need for individual citizen records within each agency.
The sharing
economy
In the sharing economy, consumers
use digital technology to circumvent
established systems in favor of
peer‑to-peer transactions. They rent
instead of buy, sharing everything
from rides and houses to media,
money, and food. Besides being
efficient and convenient, services of
the sharing economy build trust and a
sense of community in a way that few
enterprises can replicate.
Figure 20: More likely to “share”
Adoption and expansion of the sharing economy
44%
OF U.S. ADULTS ARE FAMILIAR WITH THE SHARING
ECONOMY
25%
OF U.S. ADULTS HAVE MADE A SHARING
ECONOMY TRANSACTION
64%
OF CONSUMERS SAY PEER REGULATION IS MORE
IMPORTANT THAN GOVERNMENT REGULATION WITHIN
THE SHARING ECONOMY
Source: PricewaterhouseCoopers, LLC, 2015
Sharing the road
San Francisco, California, has been a
battleground between taxis and ride-sharing
programs since Uber rolled onto the scene
in 2012. Three years later, it seems that
Uber—and others like it—can share the road
with taxis.
The San Francisco Municipal Transportation
Authority says the number of taxi permit
applications in 2015 was higher than in
2010—two years before Uber pulled up to the
curb (Wells, 2015).
Governments that fail to keep pace with these new business models will end up fighting private innovation
with outdated regulations—or missing out on the revenue they could be generating if sensible regulations
existed. For example, when well-known startups Uber and Airbnb move into new municipalities, they disrupt
the local market because government regulations don’t address the crowd-sourced model—and taxation of
local businesses and individuals is tied to those regulations.
In Europe, the intracontinental ride-sharing service BlaBlaCar transports more than 2 million passengers
each month (Divac, 2015)—more than the entire Eurostar rail system. Meanwhile, Eurostar has been sold
almost entirely to private ownership by the government agencies that once operated it and generated
revenue from it. That means the revenue that was once generated by a government-operated transport
system is now going directly to private companies.
A wait-and-see approach is understandable, though
risky. “Governments need to hear all sides of the
story. Sometimes you need to see some destruction
happening before you can understand impacts.
Each city is going to be different.”
– Jeremiah Owyang, Founder, Crowd Companies
Prepare for what’s next
Start like a startup
Governments face a number of
challenges as they strive to become
what citizens need them to be, but
experts caution against slapping a
new interface on an existing process
and expecting citizens to be satisfied.
Above all, governments must become
citizen-driven.
“When you’ve built your infrastructure
around systems of record, and now
you’re trying to develop systems
of engagement to take the citizen
on a journey through their day,
week, or life, you haven’t just got
a user‑interface issue—you’ve
got a process management issue,”
McCormack says. “The pipes that run
behind the apps, the data processing,
and the data management need a
major upheaval.”
But major upheavals are costly and risky, so McCormack advocates for governments to borrow best
practices from the private sector as they move forward. In some cases, there will be no precedents, so
governments will have to create a lean startup form of government that puts the citizen first and run it
alongside the current system. Then, as different components and services are completed, governments can
migrate them one by one. “You have to start small and scale in accordance with the demands of the market,”
he says.
You also have to deal with the reality of politics. Elected officials hesitate to undertake infrastructure
upgrades that might require unpopular budget cuts or tax hikes—and that might not be fruitful until the
next leader is in office to reap the accolades. It’s the rare president, prime minister, mayor, or city council
member who wants to make their successor look like a hero.
Bureaucrats need not
apply
A Boston Consulting Group 2014 survey of
37 online government services in 12 countries
revealed that people like the direction
governments are heading but want them to
do more—especially in the areas of health,
education, social welfare, and immigration
(Carrasco & Goss, 2014).
In the end, no matter how many processes
governments need to reengineer or how
many systems they need to recode from the
ground up, the most important and most
difficult change will be mental. It will require
government workers who are deeply in touch
with their mission and with the people they
want to serve, represent, and uplift.
“Governments have to move their mind-set,”
McCormack says. “They have to go from
managing uprisings to meeting the needs of
citizens in order to keep the society flourishing
and economically vibrant.”
Prepare for tomorrow today
1. D
evelop a clear services strategy with
incremental implementation. Plan for
the digital services that your agency
will provide and how it might partner
with other agencies to do so. Look for
opportunities to lay out a long-term,
transformational road map with an eye
toward smaller, easily achievable and
marketable early wins.
2. T
ake a “digital first” approach focused
on outcomes. Anytime you develop a
new service, develop it digitally. This
approach can help generate best
practices that will guide you when you’re
ready to digitize existing services. But
also look for incremental changes to
existing systems and processes that
will streamline operations and enable
government workers to focus on analyzing
and improving services—not the rote,
repetitive tasks that should be automated.
3. B
ecome citizen-driven and data-driven.
The change from government-driven to
citizen-driven is a cultural shift. Redefine
the government’s mission, at both the top
level and the agency level, to address the
growing power of citizens and the need to
serve them better. Give the government
tools at every level to ensure transparency
and continuous improvement.
4. Share data but provide governance.
Citizens operating outside the
government may have a unique
perspective, so partner with them. Open
up data to citizens, so they can use
it to create new services that further
the government’s mission. Share data
with other agencies to increase overall
government efficiency.
Read more perspectives from Enterprise 20|20
Follow the conversation at:
•HPE Business Insights
•HPE Matter
•HPE Enterprise Forward
•hpe.com
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