The document discusses Accenture's City Innovation Summit in Barcelona which focused on defining high performance for cities. It outlines five challenges facing 21st century cities: digital transformation, talent mobility, engaged citizens, resource stress, and constrained public funds. Accenture proposes five outcomes for high performing cities: economic prosperity, quality public services, sustainability, financial management, and stakeholder perception. Examples are given of cities achieving different outcomes through various initiatives.

1. Barcelona City
Innovation
Summit 2014
Defining High Performance for
a City and Establishing a High
Performing Operating Model

2. 2
Day one of the City Innovation Summit focused on
economy and performance and brought together
speakers from city governments, independent charities
and professional bodies from more than 40 countries
across 4 continents.
Barcelona’s City Innovation Summit highlighted the
importance of driving cities to manage 21st century
challenges through digital innovation, public-private
collaboration, stakeholder co-design and co-creation
and changing attitudes towards budgeting and
economic management.
Focusing on these challenges, Accenture’s Simon
Giles talked about the competencies and capabilities
that will help enable government reform in the digital
age, and asked what lessons government can learn
from the private sector about high performance and
delivering public service for the future.

3. 3
City Challenges in the 21st Century
As urbanisation predictions become a reality, five global macro-trends present a range of challenges for cities:
Digital Transformation:
Increasing expectations of citizen
digitals combined with a data
explosion is pushing the Internet
of Things (IoT) agenda forward.
Implications for cities include:
• Rise of digital government
• Digital-physical blur
• Security and data privacy concerns
Mobility of Talent:
With increasingly mobile workforces,
cities need to offer a compelling lifestyle
proposition to attract and retain talent.
Implications for cities include:
• Rising lifestyle expectations
• Identification of future skills gaps
• Cities competing to attract best talent
Emerging “pro-sumers”:
Citizens increasingly have a voice through
digital channels and are demanding more
active participation. Implications for
citizens include:
• Sharing economy
• Increased transparency and
accountability from public services
• Increased political engagement
Resource stress:
As cities become more populous they
face chronic resource stress and a need
to reduce emissions. Implications for
cities include:
• Increasing importance of resilience
• Focus on the circular economy
• Cleantech as an industry
Constrained public purse:
City governments need to do more with
less and find new ways to deliver public
services for the future. Implications for
cities include:
• Achieving operational efficiencies
• Fundamental review of operating
models and structures
• Exploring new public – private
partnerships tnerships
1 2 3
4 5

4. 4
Defining a high performing city
Accenture has identified five
core outcomes that cities
should focus on to achieve
high performance and increase
city value: driving economic
prosperity, high quality public
services, social and environmental
sustainability, strong financial
management and governance, and
positive stakeholder perception.
High standard of living and ease of
doing business are the most important
to achieve high performance within
economic prosperity.
Innovative service delivery models are
the greatest catalyst to improve the
quality of public service delivery in
the future.
High standard of living
Ease of doing business
International Connectivity
Other
42%
42%
13%
3%
23%
16%
55%
6%
Digital transformation
Public service skills for
the future
Innovative service
delivery models
Other
Economic Prosperity
Positive Stakeholder
Perception
High Quality Public Services
Strong Financial Management
& Governance
Social & Environmental
Sustainability
Human-
Centered
Design
An interactive pulse survey was conducted focusing on the target outcomes
outlined above. We asked one question per outcome to gather insights into
where city officials are currently focussing their efforts, and identify any
challenges they are facing.

5. 5
Within social and environmental
sustainability, social inclusiveness
and green growth are currently more
undervalued than urban resilience
and require more attention from city
administrations.
Integrated governance structures
are seen to be the most challenging
area when trying to achieve
strong financial management and
governance.
Sixty nine percent of citizens do not
feel they have sufficient involvement
in decision making processes that
impact their city.
15%
19%
67%
0%
Integrated governance
structures
Other
37%
37%
20%
6%
Social inclusiveness
Urban resilience
Green growth
Other
31%
69%
Yes
No

6. 6
Introduction to a High Performing City Model
Accenture’s High Performing Operating Model for a City identifies the
capabilities and competencies needed to achieve high performance
within the changing urban landscape. A High Performing City
Operating Model can help identify which core competencies City Hall
should prioritise to deliver value. The capability map below can help
city governments identify and develop the key skills, processes and
people needed within each operating block.
P
Strategy and Planning -
set by city hall will define public
service delivery in a city
Back Office
Integrated Asset Management
& Operations Centre
Citizen Relationship Management -
manages citizen requests from inception
to completion and outreach comms
Operational Services -
• Day-to-day running of the city
• Operational service centre of the city
• Full lifecycle asset maintenance
Performance
management -
reports on and collates
performance statistics
and drives continuous
improvement within
city administration
and in public
service delivery
Digital enterprise -
services cut across the
city administrations
core operations and
public service delivery

7. In addition, cities can learn from best
practice examples of how cities around
the world are achieving high performance
across a number of competencies:
Amsterdam - Economic prosperity
through digital transformation
and innovation
A digital government in a digital era:
Sparked by the IoT agenda, city
governments traditionally focused on
building physical infrastructure now need
to adapt and focus on building a digital
infrastructure. Rising expectations of
citizens and city stakeholders are driving
governments to re-assess how they
define and measure quality of life within
a city. It is important to understand what
stakeholders value in the information
age, for example high speed wireless
connectivity, accessible high quality
services, smart grids or open data, and
these stakeholders are increasingly
seeing their government’s role as being
responsible for ‘making big data happen’
and delivering results.
New York - Strategy and Planning
Achieving economic growth while
improving quality of life:
New York City’s Economic Development
Corporation (NYCEDC) is the city’s
strategy and planning hub. In New
York it is not enough to only measure
economic growth when determining
high performance, as the city feels that
quality of life must be equally considered,
avoiding the risk of achieving growth
without development. One of NYCEDC’s
outstanding transformational projects,
for both economic development and
quality of life, includes their applied
sciences initiative dedicated to promoting
STEM degrees by developing 300 applied
sciences campuses around the city and
delivering between 33-35 billion dollars
in terms of economic impact.
Paris - Citizen Relationship
Management
Co-creation in policy and public
service design:
The Paris Living Lab tool
is an experimentation policy through
which 125 trials have been rolled out
since 2010. Examples of co-creation/
co-design schemes range from smart
furniture to innovative vegetation
proposals. The Living Labs provide a test
bed for new ideas to be trialled in the real
world, and enabling direct feedback from
citizens. These Living Labs provide a great
example of a win-win for all participants;
the government, business, citizens and
the City of Paris brand.
Copenhagen - Performance
Management
Driving better outcomes through
stakeholder collaboration:
Copenhagen focuses on driving change by
ensuring buy in from all city stakeholders:
citizens, businesses, local SMEs and
digital entrepreneurs, city employees
and research institutions. The city
provides incentives for participation and
articulates how each stakeholder group
will benefit – incentivising these groups
to make each project a reality. A goal
to become carbon neutral by 2025 has
sparked a number of initiatives including
the development of a fleet of H2 and
electric vehicles with the aim to replace
85 percent of carbon fuelled vehicles
by 2020.
Barcelona - Digital Enterprise
Quantifying the benefits from
digital initiatives:
Barcelona, winner of the European Capital
of Innovation prize, sees technology as
a core enabler to 21st century problems
namely ensuring a high standard of
living in the decade of urbanization.
Barcelona focuses on using technology
to track and measure the benefits
realised from each digital initiative such
as the city’s smart irrigation scheme
which has resulted in a 25 percent
decrease in water consumption and
€425 000 (USD 530 700) annual savings
from monitoring only three parks.
7

8. Copyright © 2014 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
Delivering public service for
the future
Now is the time for collaboration and
Accenture will be working with cities to
refine the operating model, determine
best practices within each capability and
develop benchmarks that measure from
basic to sophisticated performance levels.
By testing the capability and operating
model in partnership with city governments
and experts, together we will create a
robust capability toolkit for city officials
and Accenture alike – delivering public
service for the future.
About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with more than
305,000 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.
For more information or to get
involved, please contact
• Steve Hurst
Global Cities Lead
+1 917 567 9311
steven.hurst@accenture.com
• Simon Giles
Global Cities Digital Lead
+44 207 844 8019
smon.w.giles@accenture.com
• Jen Hawes-Hewitt
Global Cities Strategy Lead
+44 792 919 9083
jen.hawes-hewitt@accenture.com
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