empowering citizens to transform european public … · 2018-11-28 · d6.1 – initial market,...

D6.1 – Initial Market, Innovation and Applicability Analysis Version 1.0 – Final Date: 31.03.2017

Project Title: CITADEL Contract No. GA 726755

www.citadel-h2020.eu

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Empowering Citizens to Transform European Public Administrations

Deliverable D6.1

Initial Market, Innovation and Applicability Analysis

Editor(s): Domenico Rotondi, Diomede Illuzzi, Antonio Pio Lorusso

Responsible Partner: FINCONS SpA

Status-Version: Final – v1.0

Date: 31/03/2017

Distribution level (CO, PU): Public




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Project Number: GA 726755

Project Title: CITADEL

Title of Deliverable: Initial Market, Innovation and Applicability Analysis

Due Date of Delivery to the EC: 31/03/2017

Workpackage responsible for the Deliverable:

WP6 - Sustainability and Exploitation

Editor(s): Domenico Rotondi, Diomede Illuzzi, Antonio Pio Lorusso (FINCONS SpA)

Contributor(s):

Leire Orue-Echevarria (TECNALIA), Antonio Campese (IP), Bianca Bronzino (REGIONE PUGLIA), Steven Van de Walle (KUL), Pieter Vermeyen (STAD ANTWERPEN), Peter Mechant (IMEC), Zane Zeibote(LU), Pieter Gryffroy (time.lex), Inese Viktorija Grospine (VARAM), Gonzalo Llamosas Garcia (UC), Rosalie Brasz (ICTU)

Reviewer(s): Peter Mechant, Jonas Breuer (IMEC)

Approved by: All partners

Recommended/mandatory readers:

WP4, WP7

Abstract: This document will report the surveys and analysis about solutions, trends, and initiatives in the fields relevant for CITADEL. The report will update future trends and competence analysis for the first six months of the project

Keyword List: Market analysis, exploitation, SWOT analysis

Disclaimer This document reflects only the author’s views and neither Agency nor the Commission are responsible for any use that may be made of the information contained therein

Licensing information: This work is licensed under Creative Commons Attribution-ShareAlike 3.0 Unported (CC BY-SA 3.0) http://creativecommons.org/licenses/by-sa/3.0/

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Document Description

Document Revision History

Version Date Modifications Introduced

Modification Reason Modified by

v0.1 20/10/2016 ToC proposal FINCONS

v0.2 09/02/2017 First draft version ALL

V0.3 08/03/2017 Comments and suggestions received by consortium partners

ALL

V0.4 13/03/2017 Document reviewed and ready for the internal review process

FINCONS

V0.5 17/03/2017 Internal review imec

V0.6 20/03/2017 Further elaboration after internal review

FINCONS

V0.7 21/03/2017 Consolidated version for approval FINCONS

V1.0 31/03/2017 Version released TECNALIA




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Table of Contents

Table of Contents .......................................................................................................................... 4

List of Figures ................................................................................................................................ 6

List of Tables .................................................................................................................................. 6

Terms and abbreviations ............................................................................................................... 7

Executive Summary ....................................................................................................................... 8

1 Introduction .......................................................................................................................... 9

2 Market Analysis ................................................................................................................... 10

2.1 CITADEL offering .......................................................................................................... 10

2.2 Key results and associated business models ............................................................... 11

2.3 Market Analysis ........................................................................................................... 15

2.3.1 Introduction......................................................................................................... 15

2.3.2 Main Topics Guiding the Market Analysis ........................................................... 16

2.3.3 e-Government and the EU .................................................................................. 18

2.3.3.1 Digital Agenda for Europe 2010 - 2015 ........................................................... 18

2.3.3.2 eGovernment Action plan 2011-2015 ............................................................. 21

2.3.3.3 Interoperability programmes and initiatives .................................................. 22

2.3.3.4 A new plan: Digital Single Market Strategy for Europe ................................... 24

2.3.4 Commercial Market Analysis ............................................................................... 26

2.3.4.1 Sentiment Analysis .......................................................................................... 26

2.3.4.2 Co-creation tools ............................................................................................. 28

2.3.5 Citizen e-participation in public services ............................................................. 29

2.4 SWOT Analysis ............................................................................................................. 30

2.4.1 Advantages – Strengths ....................................................................................... 30

2.4.2 Disadvantages and Risks/Weaknesses and Threats ............................................ 33

2.4.3 Future challenges/Opportunities ........................................................................ 34

3 Software Licensing .............................................................................................................. 36

3.1 Why going open source ............................................................................................... 36

4 Individual Exploitation Strategies ........................................................................................ 39

4.1 Industrial partners ....................................................................................................... 39

4.1.1 FINCONS SpA ....................................................................................................... 39

4.1.1.1 Role and Contribution to the project .............................................................. 39

4.1.1.2 Expected outcomes and integration into the business ................................... 39

4.1.1.3 Potential exploitation risks .............................................................................. 40

4.1.1.4 Commitment for the future ............................................................................ 40




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4.1.2 Time.lex ............................................................................................................... 41


4.1.2.2 Expected outcomes ......................................................................................... 42



4.2 Academic partners ...................................................................................................... 42

4.2.1 Universidad De Cantabria .................................................................................... 42





4.2.2 Katholieke Universiteit Leuven ........................................................................... 43





4.2.3 Latvijas Universitate ............................................................................................ 44





4.3 Research centres ......................................................................................................... 44

4.3.1 Fundacion Tecnalia Research & Innovation ........................................................ 44





4.3.2 iMEC (iMEC) ......................................................................................................... 46





4.4 Public Administrations ................................................................................................ 47

4.4.1 Regione Puglia & InnovaPuglia ............................................................................ 47







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4.4.2 Stad Antwerpen ................................................................................................... 48





4.4.3 Vides Aizardzibas Un Regionalas Attistibas Ministrija......................................... 49





4.4.4 Stichting ICTU ...................................................................................................... 50





5 Conclusions ......................................................................................................................... 53

6 References ........................................................................................................................... 54

List of Figures

FIGURE 1. CITADEL VALUE PROPOSITION ........................................................................................... 10

List of Tables

TABLE 1. INITIAL BUSINESS MODEL OF CITADEL ECOSYSTEM STRUCTURED ACCORDING TO OSTERWALDER

CANVAS ................................................................................................................................. 11 TABLE 2. CITADEL OPEN SOURCE STRATEGY ....................................................................................... 37




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Terms and abbreviations

DoA

Description of Action

DSM Digital Single Market

EC European Commission

EU European Union

ICT Information and Communication Technologies

KR Key Result

PA Public Administration

PA Public Administration

TRL Technology Readiness Level




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Executive Summary

European PAs are called to implement eGovernment and digital government policies with the aim of introducing efficiencies, reducing administrative burdens on citizens and businesses, stimulating economic growth and fostering public participation in democratic public life.

The development of new cross-border services for mobile citizens and businesses that offer new services across a single market (fuelled by a proactive, open and conscious cooperation between Public Administrations and citizens) is expected to be favoured by the exchange of best practices between national, regional and local authorities in Member States. Despite developments and progress in Europe over the past 15 years or so, there is still a ‘gap’ to be bridged in order to meet European Union targets for the uptake of digital government services.

Much remains to be done, such as the strengthening of security and trust, promotion of interoperability for cross-border services, encouraging citizens to engage with governments through digital channels, exploiting open data in this context, and ensuring effective use of new technologies (such as mobile technologies, cloud computing, crowdsourcing, …).

The improvement of the quality of public services is furthermore an essential condition to promote a ‘democratic participation’, to streamline internal PA processes, cutting management costs and foster the development of new services leveraging ‘data sharing’ and ‘Open Data’. Particular attention will thus be paid to studying the above-mentioned topics.

The present deliverable focuses on a market analysis, starting with an overview of the state of the art of the use of operational ICT technologies and solutions in the provision of government services to European Union Member States citizens.

Best practices, initiatives/projects and (if existing) products (commercial/Open Source) that EU Member States are implementing are shortly described and analysed here in order to highlight the ‘gap’ in the current availability of eGovernment services. This serves to define the positioning of CITADEL and the innovation that it has to bring to the market accordingly. This will, in turn, inform the implementation of CITADEL services to become effective and beneficial ensuring their applicability and marketability.




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1 Introduction

The main purpose of this document is to analyse solutions, trends, and initiatives in the fields relevant for CITADEL, in order to understand the market context and define accordingly the business strategy to pursue for achieving sustainable outcomes.

It provides the analysis of digital services for European PAs that, in the prosecution of the project activities, will be used as input for and complemented by D6.6 “Initial Business Models and Business Plan”. The two documents will be both updated and merged at a later stage of the project, into D6.2 “Intermediate Market, Innovation and Applicability Analysis and Business model and business plan”, which will be further updated with the delivery of D6.3 “Final Market, Innovation and Applicability Analysis and Business model and business plan” - at project conclusion.

The main objective of this process is the definition of a ‘roadmap’ that is a viability analysis to determine an industrialization strategy, in other words a business model and a business plan, that directly translate into specific future actions.

This document is structured as follows. Section 2 provides an overview of initiatives launched at EU level towards the digitalization of the PAs services, listing, in this respect, relevant research projects and commercial solutions available. Based on this, it provides a SWOT analysis of the CITADEL business idea. Section 3 reports on the licensing solution for the CITADEL software and the reasons for its selection. Section 4 outlines the preliminary exploitation plans of the CITADEL partners. Section 5 concludes this deliverable.




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2 Market Analysis

2.1 CITADEL offering

The approach followed to design CITADEL’s value proposition is based on the approach defined by Osterwalder and Pigneur in their book “Value proposition design” [1]. Value proposition is defined as the combination of products and services that create value for a particular customer segment. The left side of their canvas focuses on “the combination of products and services”, while the right side focuses on “creating value for a particular customer segment”. In the case of CITADEL, the customer segment is the Public Sector (Public Administrations) and their IT departments / subcontractors.

Explaining each building block more in detail, on the right side of the canvas we see Customer Jobs, meaning what customers intend to achieve by buying the particular product. Gains addresses the question of what are the benefits that customers want (e.g. social gains, cost savings, etc.). Pains is related to what is preventing the customers from getting their jobs done. On the left side of the canvas, Products and Services provides an answer for what we are offering to the customer that is interested in buying it. Gain Creators try to explain how the product in question creates customer gains and how they will produce the results that the customer wants. Finally, Pain Reliever focuses on how products alleviate customer pains.

How these questions are answered is depicted in Figure 1.

Figure 1. CITADEL Value Proposition

Next, we describe the initial version of the business model for the CITADEL ecosystem as a whole. This is based on the Business Model Canvas by Osterwalder [2], and includes as initial value proposition the one reported in our DoA. This business model will be adapted, advanced, and improved in the course of the project and reported in subsequent deliverables. In addition to the Business Model Canvas building blocks, we have made a distinction between key activities focusing on exploitation and those focused on sustainability. Furthermore, we have added two more fields of analysis; the expected time to market and the type of the result and overall TRL when the project ends.




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Table 1. Initial Business Model of CITADEL Ecosystem structured according to Osterwalder Canvas

Value Proposition To provide an open and scalable solution based on innovative ICTs that allows to understand, transform and improve the Public Sector by proposing recommendations with the objective of enhancing PAs policies and processes with a view to deliver more effective, more inclusive, personalized and higher quality public services across Europe.

Customer segments ICT PA service providers, PAs (local, regional and national) End users of CITADEL: citizens and businesses

Distribution channels

Through OSS communities and commercial tools, consultancy services. Preconfigured images for instantiation and experimentation for academia with the open version of the CITADEL solution on virtualization platforms (such as VMW, Virtualbox or Linux Containers) or services (such as Amazon EC2 and Openstack).

Customer relationship

Consultancy, turn-key development and OSS communities.

Revenues Freemium model for the overall CITADEL ecosystem, IPR Revenues (for knowledge transfer) and Consultancy.

Key Resources Sales and promotion team, technical team to support technical issues, IT infrastructure (e.g. virtualized, cloud infrastructure).

Key activities (sustainability)

Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the ecosystem, integration with the PAs systems, new APIs, and so on.

Key activities (exploitation)

Services and applications development and deployment, Users’ validation

Partners and alliances

OSS communities, partners’ commercial networks and PAs

Cost structure Personnel, experimentation and deployments, licenses (if any needed), equipment, travels and marketing activities

Expected time-to-market

2-3 years after the end of the project

Type and TRL Software tools / TRL5 Guidelines and methodology / TRL 7

2.2 Key results and associated business models

In this section, initial thoughts about the foreseen project outputs as well as their corresponding business models are presented following the same Osterwalder Business Model Canvas used for the ecosystem, which is extended here to include an indication of cross-dependencies among Key Results, because this element has a relevant impact on the business model definition (a given Key result may result not cost-effective per se, but fundamental for enabling another one, and therefore considered valuable). These results and their associated business models will evolve as the CITADEL value chain is being developed further over time.




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KR1: CITADEL Recommendations and guidelines to transform PAs.

Value Proposition Provide a set of guidelines for deriving recommendations to re-define public policies, processes and services to be adapted to citizens´ and organizations’ (users and non-users) expectations.


Distribution channels Through OSS communities and commercial tools (for the high-level recommendations), consultancy services.

Customer relationship Consultancy, and OSS communities.

Revenues Freemium model for the tool and Consultancy to detail more the recommendations

Key Resources Sales and promotion team, technical team to support technical issues, infrastructure.

Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the recommendations

Key activities (exploitation) Services and applications development and deployment, Users’ validation

Partners and alliances OSS communities, partners’ commercial networks and PAs

Cost structure Personnel, licenses (if any needed for the rules engine), marketing activities

Expected time-to-market 2-3 years after the end of the project for the software tool At the end of the project for the guidelines

Type and TRL Software tool / TRL5 Guidelines / TRL7

Depends on other CITADEL KRs?

Although there might be a set of generic recommendations ‘stored’ in the recommendations database, the specific set of recommendations for a certain PA can only be derived if the context is known. Thus, KR1 depends on KR2 CITADEL Information monitoring service.

KR2: CITADEL Information monitoring service

Value Proposition To provide means to monitor and analyse all available citizens´ (user and non-users) data (e.g. feedback, open data, demographic statistics, preferences and so on) with the objective to extract and analyse relevant information required for the formulation of the recommendations.


Distribution channels Through OSS communities and commercial tools, consultancy services.

Customer relationship Consultancy, and OSS communities.

Revenues Freemium model


Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private




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Sector) to develop further the service and to make it more accurate.




Expected time-to-market 2-3 years after the end of the project

Type and TRL TRL5


No. This KR can be stand-alone

KR3: CITADEL methodology for the co-creation of services.

Value Proposition Provide a guide and support PAs in the co-creation process

Customer segments PAs (local, regional and national)

Distribution channels Through the CITADEL website.

Customer relationship Consultancy, turn-key development, and OSS communities.

Revenues Consultancy.

Key Resources Sales and promotion team, consultants

Key activities (sustainability) Consultancy

Key activities (exploitation) Consultancy

Partners and alliances partners’ commercial networks and PAs

Cost structure Personnel, and marketing activities

Expected time-to-market At the end of the project

Type and TRL TRL7


No. This result is stand-alone

KR4: CITADEL Co-creation collaborative tool that allows the PA, Private Sector and citizens to co-create new public services at a conceptual level.

Value Proposition To provide a tool to implement, customize and adapt the generic CITADEL co-creation methodology to the context of the PA at conceptual level.




Revenues Freemium model and Consultancy.


Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the tool with new functionalities.






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Type and TRL TRL5


Although this result can be sold as a stand-alone tool, its added value is the customization of the generic co-creation methodology (KR3) taking as input the context of the PA and the engagement of citizens.

KR5: CITADEL Discovery service

Value Proposition To provide means to allow the discovery of digital public services based on the citizen’s profile and the result of semantic analysis of the data such as preferences, utilization, opinions and so on.






Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the tool.





Type and TRL TRL5



KR6: CITADEL Assessment services

Value Proposition Provide means to evaluate the services that citizens use in order to provide useful information with the main goal of improving them




Revenues Freemium and Consultancy.





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Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the evaluation mechanisms and data.





Type and TRL TRL5


Although this result could be exploited as stand-alone, it has much more value when commercialized together with KR2.

KR7: CITADEL Security toolkit: A set of assets integrated in CITADEL:

Dedicated asset for the integration of privacy regulations

Implementation of cloud- and device-based personal data privacy features

Privacy-by-Default features

Value Proposition Provide means to comply with privacy regulations


Distribution channels Integrated in the CITADEL ecosystem and other KRs.




Key activities (sustainability) Services and applications development and deployment, Consultancy and support, Users’ engagement (PAs, Private Sector) to develop further the privacy and security-associated features.





Type and TRL TRL5



2.3 Market Analysis

2.3.1 Introduction

The modernisation of Public Administrations is one of the priorities of the Europe 2020 strategy for economic growth. Public Administrations are policy makers, implementers, service providers, regulators but at same time investors and procurers. Thus, their role in improving




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the competitiveness of the general business environment and creating a climate conducive to investment by the private sector as well as growth for the purpose of job creation, is crucial. More specifically, a well-functioning administration facilitates investments by increasing stability, predictability and transparency and by reducing running costs for businesses through the streamlining of procedures and elimination of red tape. It also improves the business Entry and Exit1 conditions though the establishment of a simple and stable regulatory framework or through the adoption of transparent and fast insolvency procedures.

Therefore, many efforts have been and will be spent in order to improve efficiency in PA and to improve, thus, the framework conditions for business investments.

The political guidelines indicate in a clear way the value of “digital technologies and online services” covering the public sector.

In order to promote the use of PA online services, there is a clear need on the one hand to streamline the regulatory environment in which citizens and public servants operate, and, on the other hand, to enrich the available software products and tools supporting the PA processes.

2.3.2 Main Topics Guiding the Market Analysis

In this section, some of the main solutions from commerce, research projects or Open Source (generally technologies and solutions potentially helpful to improve public services and stimulate democratic participation) are introduced, with the focus on following two topics:

1. Digital technologies and online services: as said before, political guidelines encourage the use of ‘digital’ in the public sector, contributing to European competitiveness and helping also European companies to grow globally. The collection of this bundle of solutions is known as eGovernment. As defined by the European Parliament, eGovernment refers to “efforts by public authorities to use information and communication technologies (ICTs) to improve public services and increase a democratic contribution. eGovernment aims to improve government efficiency through the reduced cost of electronic information management and communications, the reorganisation of government agencies and the reduction of administrative isolated silos of information. Even more importantly, it can reduce administrative burdens on citizens and businesses by making their interactions with public authorities faster, more convenient and less costly” [3]. Digital public services could potentially have a significant impact to reduce administrative burden, to increase efficiency and improve the quality of the services. The ‘digital by default’ strategy could result in around €10 billion of annual savings [3] at EU28 level. For instance, applying the "once-only" principle in the EU (i.e., supplying information only once to a PA and then PAs offices take action to internally share this data) would generate a potential annual net saving at the EU28 level of around €5 billion per year by 2017 [3]. A crucial factor to give impetus to Europe's competitiveness is the range of actions that governments can operate in order to improve the framework conditions for business investment, for instance through eProcurement. Indeed, streamlining the regulatory environment in which companies operate translates into combating corruption, encouraging the Tenderers to bidding and fostering transparency, competitiveness, quality of services.

1 by applying the Rokkan model [47] to PA services, their performance can be assessed by how many

leave (Exit) and by how many enter (Entry), or conversely, do not enter




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The official numbers show the size of public expenditures on works, goods, and services (representing more than 19 % of EU GDP) making the public procurement a critical area to focus on a single market integration, an important driver of both Member States' and businesses' competitiveness, and a critical level to help achieve economic recovery and the creation of jobs. Public procurement is also directly linked to many key policy challenges the EU is facing: growth and jobs, fiscal discipline, modernisation of public administration, trust of citizens in public authorities, innovation, and green and inclusive growth. Full “end-to-end e-procurement” can generate savings between 5 to 20%. Given the size of the total procurement market in the EU, each 5% saved could return around €100 billion to the public purse [4]. In addition to the above, opening-up public sector information in electronic format is also a powerful way to foster growth; it is expected to bring gains of around €40 billion a year [5]. The adoption of procedural streamlining via “Points of Single Contact (PSC)” could generate up to 0.15% of GDP in the medium run (5-year horizon) and up to 0.21% of GDP in the long run with benefits for an overall ‘simplification’ of information management, savings for public administration and more coherent approach in providing information and e-services to businesses [6]. Transparent, fair and competitive procurement markets across the Single Market create new business opportunities for European enterprises and contribute directly to economic growth and the creation of jobs. It is true that some actions towards a single European procurement market have been taken for decades [7], but there are still significant inefficiencies in public procurement across Member States that limit cross-border expansion or growth in the domestic market.

2. Data exploitation: public administrations can themselves contribute to strengthen the framework conditions for business investments by opening up their data so that third parties (private companies or citizens) can build new and value-added services (leveraging on Open Data / Linked Open Data). More recently, open data and collaboration with third parties are offering governments opportunities to gain new insights into issues highlighting in a clearer way the need of new services. Open Data has evolved to a much-discussed notion, in politics, business, and beyond. Among the leading arguments of its advocates is the potential, in terms of public and economic value: “The Commission has launched an Open Data Strategy, expected to deliver a €40 billion boost to the EU's economy each year” (European Commission, 2011, [8]); “enormous potential to create more accountable, efficient, responsive, and effective governments and businesses” (G8, 2013, p. 1 [9]). The Open Knowledge International [10] identified the foundational principles of accessibility, reusability, and the absence of technological restrictions as inherent to open information, and these core principles have been present in every definition and discussion of open data since. Linked data represents a method for structured data publishing in a way that data can be linked and be more useful to a collection of inter-related data. Additional, Linked Open Data is the concept of data sources that are opened and published and the relationships between data sets are described, identified and opened. The underlying technological core idea of Linked Data is to use HTTP URI’s not only to identify documents on the web, but as well to convert these data in order to describe and identify real-world objects on the web. Data on these objects are represented by means of the Resource Description Framework (RDF). When a web client invokes one of these URI’s, the associated Web server provides an RDF / XML or RDF description of




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this object. These descriptions may contain links to entities described by other data sources ( [11] [12]).

In addition, the opportunities that eGovernment provides for citizens to dialogue with public authorities (to suggest, comment on and influence policies and policy agendas) can increase transparency and foster greater participation in democratic public life. Therefore, the promotion of new digital channels including ‘social media for social good’ or ‘crowdfunding mobile applications’ based on collaborative thinking from people with different background could be the basis and a permanent element of a new and modern way of public resources management.

Nevertheless, today most digital services are still confined within national borders and many online procedures are still expensive or in worst case not accessible. Due to the growing mobility of EU citizens and businesses, there is an increasing need to overcome the remaining obstacles to the “Digital Single Market” by providing seamless digital public services across borders. The diffusion of technologies is rising the expectations of citizens and businesses for user-friendly services, greater transparency and participation in policy- and decision making.

There is also a great potential in moving towards open and modular digital public services that can be re-used by different administrations, but potentially also by third parties, to provide personalised, user-friendly and innovative electronic public services [13]. The provisions on democratic principles recognise that institutions shall maintain an open, transparent and regular dialogue with stakeholders [14]. Digital technologies offer opportunities for citizens to dialogue with public authorities and decision makers [3]. The OECD2 also recognises a move towards ‘collaborative and participatory governance [13].

The challenge is in the use of digital technologies as integrated part of governments’ modernisation strategies, which means that interoperability, standardisation as well as the sharing and re-use of key technological enablers can facilitate these efforts. The main actors of the initiative would be the Public Administrations in Europe at all levels.

2.3.3 e-Government and the EU

This section introduces and discusses recent key activities in and by the European Union. Currently the support of the European Union focuses on the Digital Agenda for Europe, an eGovernment Action plan, an interoperability programme, and the Horizon 2020 research programme. In addition, an eCommission programme applying eGovernment principles to the European Commission and support for eGovernment projects through the European structural and investment funds also contribute to eGovernment implementation in the EU.

2.3.3.1 Digital Agenda for Europe 2010 - 2015

The Digital Agenda for Europe, that is EU's digital policy for the 2010-15 period, contains a number of actions related to eGovernment, including creating and deploying digital services in key areas of public interest, supporting seamless cross-border eGovernment services in the single market, making eGovernment services fully interoperable, with points of single contact functioning as eGovernment centres and exploring efficiency gains from moving public services into the Cloud.

While some large-scale pilot projects are still on-going, here the seven eGovernment-related projects that have received support since 2008 are reported and briefly described:

2 https://www.oecd.org

https://www.oecd.org/




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STORK (Secure Identity Across Borders Linked, [15]) and its successor STORK 2.0 aimed at creating a single European identification and authentication area by interconnecting systems for electronic identification of persons and legal entities. The aim of the project is to define a European eID Interoperability platform allowing citizens and legal entities to establish new relations just by introducing their national eID;

SPOCS (Simple Procedures Online for Cross-border Services, [16] ) with the scope of set up single contact points at Member State level to support contacts between enterprises and authorities and online completion of procedures. SPOCS (2009-2012) takes origin from the need of businesses seeking to expand into other countries and complying with all the regulations they need to follow, as applying for licenses, permits and completing other administrative procedures in another country can be very complicated. SPOCS is a large-scale pilot project launched by the European Commission in May 2009 that aims to overcome these obstacles. The aim of SPOCS is, then, to develop an interoperability layer to foster the services economy in Europe by facilitating the Service Providers to apply via the Points of Single Contact for businesses the EU Member States have set up. Therefore, the aim of the pilot is to show that the building blocks developed within SPOCS composing this interoperability layer indeed do function in a real-life environment;

PEPPOL (Pan-European Public Procurement Online, [17]) to make it easier for companies to bid on public sector contracts throughout the EU. PEPPOL service providers offer Access Point services to buyers and suppliers enabling access to the PEPPOL network. PEPPOL focuses on the critical e-Procurement components to solve interoperability issues in Europe offering then: Business Interoperability Specifications for eCatalogues, eOrdering, eInvoicing, eAttestation (VCD) and eSignature validation, network specifications for open and secure documents exchange, network governance through the PEPPOL Transport Infrastructure Agreements. In other words, to ensure interoperability, buyers and suppliers must exchange PEPPOL compliant documents such as eCatalogues, eOrders, eDespatch advices and eInvoices, within the PEPPOL network through respective Access Points (gateways);

epSOS (European Patients Smart Open Services, [18]) was designed to create cross-border interoperability between ‘health-record’ systems to help citizens needing medical assistance in another Member State. epSOS (July 2008- June 2014) attempts to offer seamless healthcare to European citizens. Key goals are then to improve the quality and safety of healthcare for citizens when travelling to another European country. Moreover, it concentrates on developing a practical eHealth framework and ICT infrastructure that enables secure access to patient health information among different European healthcare systems;

e-CODEX (e-Justice Communication via Online Data Exchange, [19]) aims to improve cross-border access to the judicial system of other Member States by establishing an interoperability layer for eJustice communication;

eSens (Electronic Simple European Networked Services, [20]) will improve technical solutions for cross-border eGovernment services such as setting up a business or using electronic procurement, legal or health services. The aim of e-SENS (Apr 2013- Mar 2016) is to facilitate the deployment of cross-border digital public services through generic and re-usable technical components, based on the building blocks of the Large Scale Pilots. The consolidated technical solutions, with a strong focus on eID, eDocuments, eDelivery, Semantics and eSignatures, aim to provide the foundation for a platform of “core services” for the eGovernment cross-border digital infrastructure

http://www.peppol.eu/peppol_elements/ecatalogue

http://www.peppol.eu/peppol_elements/eordering

http://www.peppol.eu/peppol_elements/einvoicing

http://www.peppol.eu/peppol_elements/virtual-company-dossier

http://www.peppol.eu/peppol_elements/esignature

http://www.peppol.eu/peppol_elements/-transport-infrastructure

http://www.peppol.eu/peppol_elements/-transport-infrastructure/governance

http://www.epsos.eu/faq-glossary/glossary.html?tx_a21glossary%5Buid%5D=852&tx_a21glossary%5Bback%5D=3&cHash=99dccf6d23




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foreseen in the regulation for implementing the Connecting Europe Facility (CEF). These solutions are implemented in pilot production environments where actual transactions among public administrative bodies, or between them and European citizens and businesses, can take place. This is expected to unlock the potential of cross-border services and strengthen the functioning of the Digital Single Market in Europe.

Beside these projects, it is worth to mention other research projects, implemented in the frame of FP7 and H2020 programmes, because they are part of the knowledge background on the top of which the CITADEL partners will conceive the CITADEL services:

COCOPS (FP7) [21]: The COCOPS project (Coordinating for Cohesion in the Public Sector of the Future) sought to comparatively and quantitatively assess the impact of New Public Management-style reforms in European countries, drawing on a team of European public administration scholars from 11 universities in 10 countries. It analysed the impact of reforms in public management and public services that address citizens’ service needs and social cohesion in Europe. Evaluating the extent and consequences of NPM’s alleged fragmenting tendencies and the resulting need for coordination is a key part of assessing these impacts. In eight related international research projects, COCOPS mapped and analysed innovative mechanisms in the public sector to improve social and policy coordination, especially when the public sector is facing the public crisis. The research contributed to our understanding of the impact of NPM by integrating sectoral and national analyses and to the development of future public sector reform strategies by drawing lessons from past experience, exploring trends and studying emerging public sector coordination practices.

CRIPO (COST) [22]: The main objective of this action was to increase knowledge about current trends in public sector organization in Europe from a European perspective, in an international context, in order to deepen theoretical rigour and optimize methodologies. It observed trends changing the structuring and functioning of the public sector. In particular specialization within large bureaucracies resulting in the establishment of autonomous “agencies”, urging stricter coordination of policy sectors and governmental levels, and new ways of contract-based result control. Although governments are adapting to these trends at an increasing pace, there remains lack of scientific proof of the beneficial effects of these trends for the performance of the public sector. Most research efforts suffered from a lack of internationally comparative data, longitudinal data, and ill-concerted research methods. This Action resolved these drawbacks by bringing together scholars on a European platform for comparative and longitudinal research, leading to empirical, theoretical and methodological advancements in the field.

LIPSE (FP7) [23]: The LIPSE project (Learning from Innovation in Public Sector Environments) identified drivers and barriers to successful social innovation in the public sector in 11 EU countries and 7 policy sectors. Through studying social innovation and co-creation practices and processes in 11 European countries and 7 policy sectors, LIPSE created and disseminated essential knowledge about public innovation, around several building blocks of social innovation in the public sector: Innovation environments, innovation inputs, innovation tools and processes, innovation outcomes and feedback loops and innovative systems. The project first map institutional environments to study the role of social capital, innovation champions and leadership, using survey research and social network analysis. The project then looked at citizens' inputs into public innovation processes through




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participation, complaints and co-creation. It also looked at the use of risk management in innovation processes. A work package on innovation diffusion and adoption assessed what factors contribute to the successful up scaling of ICT-driven social innovations. The project also developed a comprehensive set of public sector social innovation indicators and explored future trends.

SMARTiP – FP7 [24]: SMARTiP (Smart metropolitan areas realised through innovation & people) took the experience developed by a wide range of existing user-driven, open innovation initiatives in Europe, particularly those developed through Living Labs, and applied this experience to the challenge of transforming public services by empowering ‘smart citizens’ who are able to use and co-produce innovative Internet-enabled services within emerging ‘smart’ cities. The aim was to enable to adoption of open platforms for the co-production of citizen-centric Internet-enabled services in five test-bed sites, Manchester, Gent, Cologne, Bologna and Oulu. The objective was to enhance the ability of the cities to grow and sustain a ‘smart city’ ecosystem which can support new opportunities emerging for a dynamic co-production process resulting in more inclusive, higher quality and efficient public services which can then be made replicable and scalable for cross-border deployment on a larger scale. The project focussed on a series of pilot projects, covering three thematic areas:

smart engagement

smart environments

smart mobility

2.3.3.2 eGovernment Action plan 2011-2015

In 2010, the European Commission adopted its European eGovernment Action Plan for the 2011-15 period [25] contributing to achieve two important targets of the Digital Agenda in Europe:

a. 80% of businesses and 50% of citizens make use of eGovernment services; b. a number of key new cross-border services be offered online by 2015.

Beyond the ‘numbers’, some tangible priorities appear to be the effective target.

The Action plan 2011 - 2015 [25] is aimed at ‘empowering’ citizens and business; promoting mobility in the single market; making public administrations more efficient and effective; and aiding in the establishment of 'key enablers' for eGovernment services such as eIdentifiers and eSignatures, reducing the administrative burdens in each country and, in the longer term, across borders and at EU level.

In the same direction of the measures covered by these directives, the European Parliament supported the targets for increased use of eGovernment services calling for a coherent EU legal framework for eAuthentication, eIdentification and eSignatures [3]. The importance of digital training; the need for increased use of electronic submissions for public procurement; and development of electronic invoices so that these become the dominant form of invoice in the EU by 2020, have been stressed at the same time.

In conjunction with this eGovernment Action Plan, the Commission proposed a European Interoperability Strategy and a European Interoperability Framework [26]. The Strategy provides guidance regarding cooperation between European public authorities in relation to delivering services across borders and sectors. It focuses on three 'clusters' dealing respectively with trusted information exchange (including eIDs and eSignatures), interoperability architecture and the assessment of the implications for ICT of new EU




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legislation. While promoting awareness and sharing of best practices, the Strategy is continually updated to take into account new developments and project progress. On the other hand, the Framework is an approach agreed with stakeholders that specifies common elements for interoperability and provides guidance to European public administrations in terms of stakeholder expectations, an interoperability model (including service components), and interoperability agreements [26].

2.3.3.3 Interoperability programmes and initiatives

For more than 20 years, the EU has been supporting a series of programmes promoting interoperability for European eGovernment Services.

For the 2010-15 period, a dedicated programme on Interoperability Solutions for European Public Administrations (ISA [26]) managed by the ISA unit of DG Informatics of the European Commission, has launched a number of initiatives; just to mention a few:

ePrior (an IT system for procurement and e-invoicing documents),

IMI (an internal market information system)

MT@EC (a machine translation system for the EU institutions and Member States),

The ISA programme supports the development of digital solutions that enable public administrations, businesses and citizens in Europe to benefit from interoperable cross-border and cross-sector public services.

A proposal for a continuation of this programme (ISA2) has recently been considered by Parliament and Council (see the section on 'Recent and ongoing legislative initiatives' below) and in place since 2016 with the well-known objective of putting in place the necessary instruments to boost interoperability, that means the definition of a revised European Interoperability Framework (EIF), a revised European Interoperability Strategy (EIS), the European Interoperability Architecture (EIRA), the European Interoperability Cartography (EIC) [26].

In Europe, several various frameworks have emerged to safeguard interoperability in the deployment of e-government services, both at national and at European level [27]. Methodologies for linking government data as such are not new: many guidelines considering applications, methodology, coverage and quality exist [28]. In particular, the Interoperability Solutions for Public Administrations (ISA) Programme, now in its second chapter, promotes semantic interoperability among the European Union Member States.

ISA2 [26] aims to ensure 1) that interoperability activities are coordinated at European level, 2) operating and developing solutions for the public administrations that citizens feel as needed, and 3) putting in place mechanisms to improve (cross-border and national) interoperability. For this, ISA2 proposes a revised European Interoperability Framework (EIF); a revised European Interoperability Strategy (EIS); an architecture, the European Interoperability Reference Architecture (EIRA); and a Cartography of solutions, the European Interoperability Cartography (EIC). Moreover, ISA2 is supported by a set of tools. Interesting for CITADEL are the following:

Joinup [29]: the Joinup platform aims to facilitate the sharing and reuse of IT solutions developed for Public Administrations. Current adopters of Joinup include Australia and talks are currently being held with the Agency for a Digital Italy (AGID). The catalogue of the offered tools focus mostly on interoperability-compliant solutions, ranging from knowledge management tools to GIS or email.




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The Joinup repository collects (as of January 2017) 1128 tools. Contributions, in the form of a community, e-Library Item, Project, Interoperability are encouraged. However, for this to occur, several eligibility criteria must be met, namely, language, license, quality and conformance to ADMS-AP and relevance.

Semantic standards, including

o Core vocabularies [30], which are simplified, re-usable and extensible data models that capture the fundamental characteristics of an entity in a context-neutral fashion. There are actually four offered vocabularies: 1) Core Person, 2) Registered organisation, 3) core location, and 4) Public service

o Asset Description Metadata Schema (ADMS, [31]): a specification originally designed to describe semantic interoperability solutions (previously referred to as semantic assets). This application profile of ADMS aims to extend the use of ADMS for the description of other types of interoperability solutions, meaning solutions covering the political, legal, organisational and technical interoperability layers defined by the European Interoperability Framework.

o DCAT Application Profile for data portals in Europe [32], which provides a common specification for describing public sector datasets in Europe to enable the exchange of descriptions of datasets among data portals.

Also the member states are carrying out interoperability initiatives. An example worth mentioning in this regard is the Italian Digital Ecosystem for APIs - IDEA [33], which is the prototype of a warehouse of API, with an interface made available to all public authorities and companies, in order to encourage the architectural evolution of eGovernment services in compliance with the Digital Single Market objectives. The initiative facilitates the spread and use of components (through these API) for the creation of digital services based on a new model of interaction between the actors involved, at various levels, in the service provision chain. The platform offering includes the following main elements:

Catalogue of service modules (API) provided by multiple parties, both public and private, that can be used by other members of the ecosystem to be integrated into new or existing application solutions;

many "social" collaboration features, such as reviews, comments, ratings, through which participants can interact with each other;

direct channels where you can bring together demand and offer service modules;

repository of use cases implemented with the service modules part of the ecosystem, successful examples of their use, reviews qualified by authoritative persons, expert discussions on the main issues of digital innovation;

support to some simple operational processes to be followed in a homogeneous manner by all the participants, in order to build up new digital services within the platform and participate to the co-creation process in other applications;

set of documents that describe the operational guidelines, the overall architecture and technology and application standards to be adopted in order to publish the service modules.




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2.3.3.4 A new plan: Digital Single Market Strategy for Europe

It is evident how the European Commission has long recognised the importance of eGovernment services as a means for public sector modernisation by continuously launching eGovernment Action Plans.

The experiences gathered through the eGovernment Action Plan 2010 – 2015 and the Digital Single Market (DSM) Strategy for Europe [34], have served as input to shape up the eGovernment Action Plan 2016 – 2020 [13], published on April 2016, which establishes that “by 2020, public administrations and public institutions in the European Union should be open, efficient and inclusive, providing borderless, personalised, user-friendly, end-to-end digital public services to all citizens and businesses in the EU. Innovative approaches are used to design and deliver better services in line with the needs and demands of citizens and businesses. Public administrations use the opportunities offered by the new digital environment to facilitate their interactions with stakeholders and with each other”.

The current eGovernment Action Plan is contributing even more to the realisation of the Digital Single Market through efforts to modernise public administration, to achieve cross-border interoperability and to facilitate easy interaction with citizens, with focus on three policy objectives:

1. Modernising public administration by using key digital enablers 2. Enabling cross-border mobility with digital public services 3. Facilitating digital interaction between administrations and citizens/businesses

In order to deliver real impact, all actions to be launched should respect the following seven underlying principles as expressed in [13]:

1. digital-by-default: actions should privilege online delivery of services while enabling other channels for those who are disconnected by choice or necessity;

2. cross-border by default: actions should not create new barriers to the internal market; 3. once-only principle: actions should require citizen/business data/information only if

not yet in possession of an administration 4. inclusive by default: actions should enable all citizens and businesses to interact with

public administrations; 5. no legacy principle: no infrastructures or applications older than 15 years should be

kept; 6. privacy & data protection: all digital public services must be designed with full respect

for the protection of personal data as a fundamental right. 7. open & transparency by default: actions should be open for reuse or transparency.

As stated by the Action Plan, citizens have become more and more digital, and they expect to be provided with more efficient and effective digital public services. Openness is nowadays also very important. Citizens wish to understand how the digital public services work and seek greater transparency. In this respect, citizens expect to be empowered by the public administrations to participate in the co-creation and decision-making of (new or updated) digital public services.

Much of the responsibility for implementing eGovernment practices is a job and an obligation of EU Member States. Moreover, there are some other new cultural aspects that are necessary to take into account to have a complete vision of the matter.




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In this new framework of services, Governments are strongly recommended to pay more attention to security and trust. They need to incentivize the interoperability to support the single market but keeping in mind that everyone has to feel comfortable in accessing and use. Governments are then called to develop electronic means for citizens to participate in public life without excluding those who do not have the means, abilities or education to do so. Today they have new big opportunities to exploit data, to collaborate more with businesses and citizens in developing enhanced services, and to make effective use of new technologies such as cloud computing.

Under the principles listed above, several initiatives launched in the previous eGovernment plan continue to be relevant in the current eGovernment plan such as eID, eSignature, now ensured as part of Connecting Europe Facility (CEF), the EU Open Data Portal [35], which will feed into the European Open Data Portal [36], or the share and reuse operational building blocks such as Digital Service Infrastructures (DSIs), part of the European Interoperability Framework [26]. In conjunction to these, new initiatives relevant for CITADEL have been launched such as the European Cloud Initiative [37], which can provide public administrations access to unprecedented data and computing power to deliver better services at all levels (from local to national to EU level) and build the Government as a Service (GaaS) ecosystem.

While most Member States are implementing or planning to implement ambitious reforms aiming at modernising public administrations and the business environment, much remains to be done. In actual facts, data show that, on average, government effectiveness has not improved across the EU over the past seven years. According to the World Bank Governance Indicators, fifteen Member States' ranking fell in 2014 compared to 2009, while fifteen Member States achieved an index reading below the EU average [38].

Administrative reform measures undertaken in recent years in Member States cover a variety of areas. In Bulgaria, Croatia, Hungary, Italy, Romania and Slovakia new strategies to modernise national public administrations are either being drafted or have been launched. In Spain, the 2013 law on transparency, public access to information and good governance at central government level became operational since December 2014.

France and Germany have recently adopted better regulation work programmes, in Italy a Simplification Agenda has been adopted and in Portugal and some other Member States inventories of the most burdensome regulations are being made in an effort to reduce these burdens. The main measures to reduce administrative burden include the introduction of the ‘only-once principle’ and ‘easy submitting principles’ pursued by a number of Member States. Poland, Spain and Italy are implementing the common-commencement date principle where new regulations will enter into force only twice a year to increase regulatory predictability. Also, new initiatives to strengthen and promote digitisation of the public sector have also been launched in a number of Member States during the year such as Finland, Bulgaria, Germany and Poland [38].

Concerning the daily running and opening of businesses, Czech Republic and Denmark have reduced the minimum capital requirement to start a business, Greece lowered registration costs, Lithuania and the UK made tax registration faster while Malta and Spain introduced electronic systems which link government agencies, thereby simplifying procedures. In 2014 it took, on average, 3.5 days at a cost of EUR 313 to set up a private limited company in the EU (the SBA targets are 3 days and EUR 100) [38].

Since 2008, the Latvian government has introduced a number of important measures to reform the public administration and to reduce the administrative burden for businesses. Since




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2011 registering a company requires only 2 days and since 2014 it costs only EUR 34,5 i.e. nine times lower than the EU average; the number of tax payments per year stayed at 7 in Latvia while the EU average improved to 11.7 in 2015 from 12.5 in 2014; opening of the pilot ‘Unified customer service centres’ in 2014; reducing the administrative burden in the construction process in 2013; and improving the e-services in different public authorities every year; the functionality of the electronic declaration system was improved by introducing a warning system and a tax payments debt calculator [39, 40].

Thus, some efforts are being spent by Member States to implement or at least plan ambitious reforms, and at same time National Administrations are starting to face the challenges to meet the needs of the business community enhancing their capacities, improving the commitment to implement agreed policies and adopting a culture of continued improvement.

The truth is that, to make the Single Market a reality, there is a need for governments joining together contributions from various sectors in an interoperable and secure manner. Administrative cooperation is considered as a matter of common interest, while the Charter of Fundamental Rights foresees the right to good administration and the protection of personal data.

2.3.4 Commercial Market Analysis

The following sections present a brief commercial market analysis that will be updated in subsequent versions of the business and exploitation plan. At this stage, the project partners have focused mostly on sentiment analysis, related to CITADEL information monitoring service (KR2) and CITADEL evaluation service (KR6), and on co-creation tools and services, related to CITADEL co-creation methodology (KR3) and Co-creation collaborative tool (KR4).

2.3.4.1 Sentiment Analysis

The Facebook and Twitter profiles of the PAs, where users can complain about or congratulate the PA for the provision of a certain service, are living examples of data sources that the CITADEL Information Monitoring and Assessment Services may use for the execution of their tasks. The preliminary design of these CITADEL services, in fact, is based on the application of Sentiment Analysis techniques to similar information flows. Sentiment Analysis is part of Natural language processing (NLP) or the use of algorithms and mathematical models to understand or interpret natural language (produced by people). There are several tools (open and commercial) that can perform these activities as seen in WP4. Next, we present tools that could potentially compete with CITADEL in this respect.

While the tools, which were assessed for this analysis, can be used as input for the CITADEL KR2 and KR6, both KR2 and KR6 will offer added-value and advanced functionalities than the ones previously presented. KR2 and KR6 will combine sentiment analysis with data coming from open data portals to provide the PAs with a more detailed and rich information.

Product Cloud Natural Language API

Company Google

Company Size Large

Offering (as per the website description)

Google Cloud Natural Language API offers machine learning models in the form of a REST API. With it, information about people, places and events can be extracted from news, articles or blog posts. It aims to provide ‘sentiment’ analysis about a certain product on the internet and social media. This API integrates a translation API, that is, programmatic interface




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for translating an arbitrary string into any supported language by Google.

Website https://cloud.google.com/natural-language/docs/sentiment-tutorial

Pricing model Tiered 0 - 5K units/month 5K+ - 1M units/month 1M+ - 5M units/month 5M+ - 20M units/month

Other remarks To use this API the component must be deployed on Google EC2.

Relevant CITADEL Key Result

KR2, KR6

Product Semantria

Company Lexalytics

Company Size Large


Lexalytics provides, Semantria, a SaaS –based text and sentiment analysis software for social media monitoring, reputation management, and entity-level text and sentiment analysis via a REST API using NLP techniques. The Semantria API categorizes, extracts, and analyzes text with the aim of analyzing users’ emotion, and categorizing it based on users’ own defined criteria. Lexalytics Semantria support over twenty languages and the main target markets are hospitality (e.g. hotels, airlines) and pharma. Additional to the SDK, it offers dedicated plug-ins for Mac and Excel.

Website https://www.lexalytics.com/semantria

Pricing model Tiered

Other remarks The other relevant offering by Semantria is the on-premise Salience, available for Windows and Linux, which is also customizable.


KR2, KR6

Product Natural Language Processing APIs and Python NLTK

Company text-processing.com

Company Size N/A - Django open source project


text-processing.com API is a JSON over HTTP web service for text mining and natural language processing. As of March 2017, this API is free and open for public use without authentication, but as remarked on the website, this situation can change in the future. It offers libraries for java, ruby, python, php, and objective-c for sentiment analysis, entity recognition and stemming. Languages supported: Dutch, English and French.

Website For non-commercial purposes: http://text-processing.com/docs/index.html Mashape Text Processing API (For commercial purposes): https://market.mashape.com/japerk/text-processing

Pricing model The public API is for non-commercial purposes, and each method is throttled to 1000 calls per day per IP.

Other remarks If higher limits are required or if the solution it is aimed for commercial purposes, the product recommended to use is the

https://www.lexalytics.com/semantria

http://text-processing.com/docs/index.html

http://text-processing.com/docs/index.html

https://market.mashape.com/japerk/text-processing




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Mashape Text-Processing API. Mashape Text Processing follows a tiered-based model: Pro (45,000 queries / month, 0€), Ultra, Mega.


KR2, KR6

Product NLP Sentiment Stanford

Company Stanford University

Company Size N/A


Written in Java integrated into Stanford CoreNLP, NLP Sentinment by Stanford builds up a representation of whole sentences based on the sentence structure, rather than giving positive points for positive words and negative points for negative words and then summing up these points. It computes the sentiment based on how words compose the meaning of longer phrases. It supports 6 languages

Website http://nlp.stanford.edu/sentiment/code.html

Pricing model Free

Other remarks GNU GPL v3+


KR2, KR6

2.3.4.2 Co-creation tools

In the case of co-creation, several tools are also available to the topic. Most of these tools are related, however, to the open innovation paradigm. While the underlying principles of CITADEL co-creation methodology and tool are those of open innovation, the added value of KR3 and KR4 lie on the possibility of customizing the methodology due to the context and situation of the public administration and service. Some of the tools relevant to idea generation, idea valuation and idea sharing are listed next:

Product Innocentive

Company Innocentive

Company Size Large


Innocentive is a SaaS-based platform whose aim is to support focused programs in companies, with the goal of engaging all stakeholders (e.g. employees, partners, customers and so on) in the production of new ideas to find novel solutions to their problems.

Website https://www.innocentive.com/

Pricing model Innocentive is a proprietary tool supported by consultancy services.

Other remarks Focused on crowdsourcing problem solving means


KR3, KR4

Product Owela

Company VTT

Company Size Research Center (Large)


An innovation platform designed by the Finnish research center VTT. It is mostly designed as a co-design space from the first ideas until the final product testing or only in selected phases of the innovation process and focused on commercial products based on the consumer

http://nlp.stanford.edu/sentiment/code.html

https://www.innocentive.com/




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needs rather than to citizens and public administrations.

Website http://owela.fi/esittely

Pricing model N/A

Other remarks


KR3, KR4

In addition to the tools analysed beforehand, the EU WeLive project [41] is creating also an open innovation-based framework for the co-creation of public services based on open data and open services [42]. In WeLive, ideas can be ranked, managed and be implemented through the visual controller. The WeLive co-creation process is, in principle, not based on any methodology and cannot be contextualised to the needs of the PA but rather it is more of a ‘proactive’ co-design of services, initiated majorly by the citizens and shared then with the PA.

Successful eGovernment solutions delivered to the markets, furthermore, have to be taken into account for the refinement of the CITADEL offering and monitored in order to ensure that CITADEL solution has a different positioning or some competitive advantages if compared with them. In this respect, we can mention Canopy Digital Connect [43], a cloud-based Software-as-a-Service (SaaS) messaging solution that lets government departments seamlessly share data. This solution is declared to let multiple government departments share information consistently, without errors, reducing the potential for fraud to occur. In addition, the system can simplify government interaction for citizens, who, for example, would no longer need to supply the same data to multiple agencies.

2.3.5 Citizen e-participation in public services

Citizens around the world are still experiencing a range of difficulties associated with a lack of government transparency, high level of information asymmetry and the need to protect their private information that has increased substantially with the advent of digital technologies as well as the rise of big data science. In this context, one of the biggest challenges for governments is to engage and facilitate citizens’ participation in the decision-making process. Citizens need to have additional information and more and easily accessible channels to use their own voice to express disappointment, satisfaction or any suggestion that allows to improve that public activity or service in which citizens take part. The idea behind citizen voice is based on the Hirschman’s Voice: Exit, Entry and Loyalty model; where citizens’ voice can be used to improve service delivery in the medium to longer term, if government is receptive of this voice.

E-Government services have a great potential to bring a more digital, efficient, effective and good value framework that affects positively the citizen perception of authority in public administration. Significant efforts have been currently made to provide user-friendly public services and thereby reduce the administrative burden of earlier times. Since the introduction of e-Government concepts, public institutions have developed and progressed in a diverse manner towards a participatory government that seeks to realize greater transparency and involvement ‘E-Democracy’ [44]. Despite progress in adopting technological resources in the public sector, today, the ongoing participation of citizens is lower than expected. Citizens continue to be frustrated by confusing websites and find it better to speak with multiple parties before their questions will be answered and solved using e-government applications. For instance, in 2013 the OECD revealed that less than 10% of citizens had taken part in an online consultation or voting for civic or political issues ( [45]).




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Along with advances in e-Government and ICT diffusion spreading across the public services, as part of the EC Digital Single Market Strategy for Europe, there are concrete actions to enhance the involvement of citizens in public initiatives. The promotion of citizen participation in undertaking public service innovation has taken ideas and suggestions by similar process outside the public sphere. In the private sector, there is a rich history of companies partnering with customers where they play a key role in contributing with improving and adding new features onto existing and new products or services. For instance, companies such as Lego, BMW and Ducati used for its own productive process the help of users and customers [46]. Involving citizens in problem-solving should not be different than involving customers in products.

The idea of co-creation in public service innovation is still emerging and has massive potential in the future. Recently some international institutions such as the OECD and the European Commission have stressed the importance of using the consumer participation in the private sector as a reference model for public and local services. The EU Horizon2020 Research programme has promoted projects focused on participatory processes in co-creation activities within public services. For instance, the H2020 Enlarge [47] is a project that aims at exploring existing models of participatory governance in the field of sustainable energy by drawing together theoretical knowledge and on-the-ground real cases and experiences. Another H2020 project focusing on co-creation using an innovative approach is H2020 Expand [48]. In this case, the co-creation process involves national level members but also other type of stakeholders. The project aims to develop a Stakeholder Involvement Platform (SIP) to anticipate the needs of different stakeholder groups as well as facilitating a dialogue between this kind of participant and the Europe Strategic Research and Innovation Agenda (SRIA).

Other projects which present approaches based on e-participation and e-government are:

H2020 Step [49]: Societal and political engagement of young people in environment issue.

H2020 Clarity [50]: Champion e-government applications to increase trust, accountability and transparency in public services.

2.4 SWOT Analysis

2.4.1 Advantages – Strengths

…alignment with EU DSM strategy…

The CITADEL initiative moves in the same direction of the Europe 2020 goal of making the EU a smart and sustainable economy, acting in concert with the guidelines of DSM strategy.

EU policies and programmes represent a relevant asset for CITADEL and then a big chance to leverage on a current ‘heritage’ and improve or give more visibility to the future results.

CITADEL will output four concrete demonstrators/use cases that will make the implementation and advantages of the developed CITADEL services more tangible and concrete for interested parties. Moreover, these four concrete demonstrators/use cases cover a wide or broad approach, including PAs at the three levels: local level (City of Antwerpen), regional level (Regione Puglia) and national level (Ministry of Environmental Protection and Regional Development of Latvia and Stichting ICTU), as well as within departments in these PAs. Another criterion to select these cases ensured the inclusion of a broad range of cultural differences and legislation systems of Southern Europe (Italy), North / Central Europe (Belgium, The Netherlands) and Eastern Europe (Latvia).




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… Alignment with the eGovernment Action Plan 2016 – 2020 …

Of the three policy priorities expressed in the eGovernment Action Plan 2016 – 2020, CITADEL is compliant with the first one (‘modernise public administrations by using key digital enablers’) and the third one (‘facilitate digital interaction between administrations and citizens / business for high quality public services’).

The ‘modernisation’ of public administrations will be achieved through several ways. PAs will be able to integrate into their own ICT platforms the CITADEL tools that will allow them to understand why a certain service is used or not, and what is the evaluation by the citizens that use it. This information can then be derived into a set of recommendations that the PA can put in place. This will help them to launch co-creation initiatives along with the citizens, fostering the citizens’ participation and improving the interaction (digital and not) between administrations and PAs.

…cost savings…

The adoption of ICT workflows, tools and technologies, that is widely fostered by CITADEL approach allows a faster and more efficient processing of data within public administrations mainly resulting into significant cost savings, or in the development of new kinds of services at the same cost.

Just to mention some ‘key facts’ or expected benefits deriving from an efficient use of ICT in PAs, in 2012, the European Commission estimated that all EU public administrations using e-procurement procedures could save at least €100 billion per year and that e-government could reduce costs by 15 to 20% [51]. With a seamless electronic tax system, the Austrian tax authority is estimated to have saved €2 per transaction over the cost of conventional processing.

Cost savings are increased by 'digital by default' strategy, strongly recommended by the CITADEL approach. The vast majority of transactions will be handled electronically. Only a minority of citizens will still need to communicate with government via more costly channels, such as through mailed paper forms, face-to-face interaction in an office or over the telephone. For instance, in its Government Digital Strategy, the UK estimates that about 18% of its population will need help through an 'assisted digital service' where intermediaries act as an interface between the citizen and the digital service; moving a variety of services to digital channels is expected save the government £1.7 to £1.8 billion annually [52] The European Commission estimates that at the EU level, a 'digital by default' strategy could save between €6.5 and €10 billion annually [53]. In the same way, the opportunity to reduce administrative burdens translates into a reduction of the costs that citizens and businesses bear to comply with information and registration requirements established by government regulation. Through faster and less expensive channels usable for citizens to fulfil their obligations, such as applying for permits or paying taxes will be possible to reduce time and effort because of the convenience and rapidity of online provision of information, the integration of ICT tools and processes, and the repurposing of information supplied by citizens and businesses. In that regard, in a 2012 Eurobarometer survey, more than two thirds of respondents had appreciated the introduction of an option for their company to complete government forms over the internet. Although not necessarily just because of online services, four out of 10 survey respondents said they had noted a reduction in the time and effort needed by their company to complete government forms, and one in four said that government services had responded faster [53].




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The amounts saved through a reduced administrative burden can be very significant. Another two impressive examples are the SIMPLEX3 programme for administrative simplification and eGovernment in Portugal (estimated to have generated €56.1 million in savings for citizens and businesses) and eProcurement initiatives in Lithuania (expected to save businesses at least €1.2 billion over five years) [54].

…improve data quality, integrity and reuse…

'Once only' registration of data (businesses and citizens are required to supply common information only once) seems to be one of the most promising strategy that CITADEL is interested to follow in order to promote data integrity and reuse.

In this way, the information previously supplied is reused for other applications, reducing the amount of work that the citizen has to do. For example, a person's address data entered as part of a driving licence application could be used for a social security assistance. When a citizen logs in to a public website, the information provided or the navigation facilities can be personalised according to its profile, last actions or preferences, permitting to save time and effort. The European Commission estimates that currently in less than half the cases (48%), PAs re-use information they already have about citizens or companies. Of course, public authorities need to take the right actions to protect personal data appropriately and to ensure a secure data sharing between different agencies, departments or levels of government in a secure fashion. However, implementation of this approach at the EU level, with appropriate data protection, is expected to save around €5 billion per year by 2017 [55].

As well as the ‘once-only’ strategy, the ‘whole-of-government' approach (as a possible complement) will be analysed and, if appropriate, implemented to support the use cases that need it. In this approach, different public agencies work across their portfolio boundaries to create an integrated response to programme management and service delivery. For example, a citizen reporting a death may need to contact a wide variety of different government actors, potentially including the tax authority, the pension department, other social security administrations, the driver licensing agency, the passport office as well as local authorities. Similarly, someone wanting to create a business may have to contact a range of public administrations to get the necessary registrations and permissions. A whole-of-government approach would aim to simplify these processes for end-users by coordinating the needs of the public authorities involved, reducing duplication and integrating ICT-based services.

…administrative processes transparency and vision…

Finally, CITADEL, through eGovernment, can offer advantages by increasing transparency and vision (analysis capabilities). Governments that put large quantities of data online provide citizens and enterprises with the opportunity to analyse that data, to ensure that government actions are well aligned with society's goals and expectations. So, by opening up channels for citizens to develop new services as well as to suggest, comment on and influence policy development, governments can encourage greater citizen participation in government. eGovernment services could also be considered a way of reducing corruption through eliminating intermediaries between the citizen and the actual service provided and contributing to reduce the carbon footprint of government, as well as travel or paper-based processes.

3 http://www.eesc.europa.eu/?i=portal.en.single-market-presentations.3656

http://www.eesc.europa.eu/?i=portal.en.single-market-presentations.3656




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2.4.2 Disadvantages and Risks/Weaknesses and Threats

On the other hand, a number of real (disadvantages) or potential problems (risks) of different nature related to ‘digital government’ solutions have to be briefly considered.

It was considered appropriate to examine and discuss here both weaknesses and threats at the same time, bearing in mind that the set of environment factors (political, economic, sociological, technological, legal) conditions is neither permanent or at least mature enough to allow to make a clear difference.

Above all, providing services that are digital by default may exclude those on the wrong side of the 'digital divide', i.e. those in society who do not have easy access to the internet because of poverty, physical handicaps, age, limited digital literacy or residence in areas such as rural communities with little or no access to broadband connections.

Governments may need to support digital skills training, not only as a way of supporting the job market and helping citizens to improve their job prospects, but also to ensure that all citizens are potential eGovernment services users. Public officials may also need additional training and time to learn new skills so that they can adapt to support electronic service; others may need to be re-assigned to other roles.

Citizens' privacy can be compromised as governments collect and share more data in order to personalise services or support 'once only' data registration. Personal data stored by governments may be exposed to risks of hacker’s attacks. Providing open access to different sets of government-collected data may in some circumstances permit ‘cross-referencing’ from one set to another in a way that allows the identification of individuals, even if the separate datasets have been 'anonymised'. So, the lack of trust in how the government manage their personal data, and fears about inadequate security and privacy safeguards, potentially demoralise citizens from using electronic services. Therefore, before publishing open government data while maintaining security and privacy, it would be highly recommended to investigate and implement actions aimed to raise awareness and understanding of privacy issues at all levels (both PAs and citizens). This kind of operation raises necessarily the costs so the matter is to find the right ‘trade-off’.

Projects to introduce eGovernment services also face risks related to ‘political barriers’. A leadership failure, a limited attitude to invest to develop new services, the negative attitudes of civil servants, organisational inflexibility and difficulties in coordination across jurisdictional, administrative or geographic boundaries, are just some examples of typical potential obstacles. Government's frequently top-down, hierarchical structure can also inhibit communication with citizens and the promotion of new electronic services. While many Member States are currently implementing the ‘once-only’ principle, approaches vary due to regulatory complexity and different ‘ways of thinking’ about organisational reforms and collaboration across different organisational boundaries.

Finally, the legal factors could have a significant bad impact in CITADEL. The project could suffer delays due to the occurrence of one (or more than one) of the below mentioned (not unlikely) events:

Delay in adoption of the European Data Protection Regulation Proposal

Contradictory national laws within EU (e.g. Greek vs. Italian vs. German vs. Spanish laws)

Internal bureaucracy and resulting lack of cooperation between local authorities




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2.4.3 Future challenges/Opportunities

The capability to properly use the modern technological paradigms and exploit a huge value from it represents the biggest opportunity in CITADEL project.

New technologies are changing rapidly and governments must rapidly keep up to date with those changes. Increasingly citizens and businesses are using mobile technology such as smartphones and tablets to interact with digital government. In 2013, more than 300000 French citizens used smartphones to make tax payments via a mobile app [56] While offering new opportunities to look at how technology can offer functionality such as location-related services, mobile computing will require new and on-going investments to exploit mobile applications and to ensure that services are being delivered in an effective manner for all types of devices. Currently only 1 in 4 public service websites in European countries is mobile-friendly.

Another technology with potentially huge impact on eGovernment is cloud computing. Cloud computing is a model for using configurable pools of computer resources (such as networks, servers, storage and applications) that are accessible through the internet. Cloud computing can be used in different configurations (e.g. private, public or hybrid clouds) and in different ways (e.g. with the capability delivered to the customer at the level of infrastructure, platform or software). Cloud computing offers the prospect of reducing the cost of ICTs for public authorities through economies of scale (estimates range widely, from 10-30% according to some sources to as much as 25-50%), while at the same time supporting rapid deployment of new and innovative public services. In 2011, Digital Europe, representing the digital technology industry in Europe, recommended that cloud computing should be a crucial element of the eGovernment Action Plan. The organisation also recommended that Member States' experiences with cloud computing be shared through a portal, and that public-sector cloud computing should be given prominence for funding from the Connecting Europe Facility.

While the potential is great, there are many issues that public authorities wishing to use cloud computing have to face up.

Besides the need to guarantee security, protect privacy and ensure interoperability between systems in different Member States (as previously discussed), other issues include specifying legal and procurement terms, mandating technical standards (e.g. to facilitate shifting services from one cloud provider to another) and establishing trust in government services delivered through the cloud. To address some of these issues, the first work programme for the Horizon 2020 research programme includes an activity aimed at boosting public sector productivity and innovation through the use of cloud computing. This activity will define common terms of reference for public procurement of cloud computing services, and will organise joint procurement for public administrations. Increasingly as businesses move their applications to the cloud, governments will follow, but there are a number of challenges to resolve.

Open Data is a movement that fosters data to be (re-)used and redistributed. To make governmental data machine readable can facilitate transparency, accountability and public participation and also support technological innovation and economic growth [57]. The publication of this data in distinct open data portals at national, regional and local level and its analysis and combination by means of the linked open data paradigm can provide PAs with more information with respect to the situation, assessment and evaluation of the public services delivered.

…democratization of public administration…




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An increasing interaction between citizens and governments facilitates citizens’ involvement in a public sector’s program evaluation. This facilitates the detailed assessment of policy decisions related for instance to how politicians are using public resources. This stronger relationship not only allows citizens to enjoy an increased democracy perception, but also makes them part of the public policy creation.




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3 Software Licensing

3.1 Why going open source

CITADEL consortium aims to provide benefit to the European society. Partners are encouraged to use Open Source Software (OSS) in their deliverables and / or to contribute with their deliverables to the Open Source communities. Specific details concerning the OSS use will be thoroughly addressed in subsequent deliverables but the basis is already described in this one.

The CITADEL OSS strategy will be based on three pillars, described below in detail:

1. OSS community code release 2. Commercial licensing in support of OSS business models 3. Sustained maintenance of live instance of CITADEL for enhancement by the OSS

community, after the end of the project

CITADEL code release as OSS Subject to the internal IPR management processes of the participants in CITADEL, the licenses of the baseline components used for the implementation of CITADEL Key Results – all this information is collected in the IPR Registry (D6.6 and subsequent versions) -, a large proportion of the software modules developed in CITADEL will be released as open source, and the business model selected will follow a freemium schema, where certain sophisticated features will not be offered as open source, but will be reserved by CITADEL project partners to add value to their commercial products to be developed based on the CITADEL ecosystem. Reserving these features will not affect the overall functionality of the CITADEL ecosystem as released in open source, and will not preclude development of sophisticated features by the open source community and commercial developers Candidate OSS components include those related to CITADEL Monitoring service, CITADEL Assessment Service, CITADEL Discovery Service, CITADEL Security Toolkit, and CITADEL as a whole, as well as additional components that will emerge in the course of the detailed technical definition and development. The CITADEL co-creation methodology will be released also as open following a Creative Commons licensing on the CITADEL website.

CITADEL has established an open source repository for these components that can be released as OSS using GitHub following the formal release versions aligned with the CITADEL milestones. The JoinUp community [29], project promoted by the European Commission, is also a good alternative that needs to be explored in subsequent deliverables.

The project will seek to approach these communities, whenever possible. The rationale behind any performed actions will be to offer concrete results to communities, since OSS communities are interested in tangible assets more than in ideas or concepts; and to focus on a few effective actions rather than dispersing the effort in many communities with low impact. The key for contributing from a funded action such as CITADEL is the "street credibility" of the consortium as well as a thoughtful strategic plan. It is almost impossible to start submitting code to an already existing OSS project by the end of the funding phase of the proposing project, since both parties have to develop a long-term relationship. Therefore, the submission strategy has to be implemented already in the beginning of the project, or even better, when a project partner has already gained some credibility in different OSS communities.

Following, we describe how CITADEL will approach open source communities to engage users, developers, research communities and universities in activities related to the maintenance and




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extension of the open features of the CITADEL. This approach needs to be aligned with the project’s sustainability strategy and partners’ individual interests and commitments.

Based on the previous argumentations and experiences, the CITADEL Consortium has decided that it is not convenient to create from scratch a new open source community but rather contribute to existing ones. In addition to that, the code will be released to an open repository of GitHub for developers, universities and other research communities to be extended, maintained and improved.

The following table shows the steps that CITADEL will undertake for the successful execution of OS strategy.

Table 2. CITADEL Open Source Strategy

Task Sub-task(s) Remarks

Identify potential areas of contribution – collaboration

- Identify the licenses of the software released in the target communities

- Analyse incompatibilities between these licenses and the ones decided for the CITADEL.

Produced artefacts must be released under an open source license matching the one from the selected community.

Identify OS candidate communities

- Perform several iterations to continuously revise the candidates according to project’s achievements

Potential candidates:

- GitHub

- JoinUp

Define CITADEL components that could be interesting for each OS community

- Investigate the feasibility and sustainability of releasing an individual component of the CITADEL as an isolated OS component.

Consider components that can be released following an open source licensing schema

Release and share components

- Share components than can be used by the selected communities

- Include documentation, demos and tutorials

- Provide some small-to-mid scale samples, in order to advertise the potential of the approach based on concrete examples

- Samples must be accessible to a large community outside and complex enough so that they are challenging to implement using the current best practice

Deploy and use the various components of OS communities in CITADEL

Submit bugs, request for enhancements or propose patches in the OS communities

Get feedback from community

- Utilize easy to use means to first of all operate the tools and secondly

GitHub – Forums – email




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Task Sub-task(s) Remarks

members aggregate evaluation feedback

- Address potential mis-functions to show support and maintenance

Evaluation feedback is more than welcome

Release software artefacts in cycles

Create updated releases to show support and maintenance

Initiate interactions - Join OS communities representatives in conferences

- Raise projects awareness

Define clear benefits to OS contributors (Whether it is technical knowledge or reputation capital)

Ensure their ability to contribute easily with usability being a factor for consideration. Tools such as GitHub assist the ease of contribution

Define clear benefits to OS contributors (Whether it is technical knowledge or reputation capital)

The open source software to be used as baseline in the context of CITADEL will follow a commercially friendly license schema such as MIT, BSD or Apache 2.0. However, the exact license used for the distribution of the software will be dependent on the platforms and technologies that will be adopted and integrated into the CITADEL solution, and collected in the IPR Registry. The end user software distributions may include multiple licenses under end user’s agreement, or the different licensed software components may be released individually, the CITADEL assessment or monitoring service.

Commercial licensing in support of OSS business models The above open source strategy does not apply to the background IP and software that participants are bringing to CITADEL, and the extensions thereof.

To maximize the use of the OSS components of CITADEL even if some isolated modules must remain proprietary and in closed source, CITADEL plans to put a sharp focus on the development of innovative business models that leverage open source output. CITADEL will identify business strategies for the developed software modules that will include: (1) services to support integration of the open source components into 3rd party commercial products; (2) commercial services of support and maintenance of the open source software; (3) extended commercial products and applications with features that are complementary to the open source components.

Sustained maintenance of a live instance of CITADEL in support of enhancement by the OSS community after the project end In addition to the individual components that will be released as OSS, a shared instance of the CITADEL solution will be deployed for public research, with the main purpose of engaging universities, research communities and developers to extend the current CITADEL functionalities. The shared instance of the solution will serve several purposes, including engagement of OSS communities through facilitation development of OSS applications over the shared framework; enhancement of the framework itself by the OSS community, e.g. through replacement of the proprietary engines of CITADEL by OSS engines and components (and integration of new knowledge.




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4 Individual Exploitation Strategies

4.1 Industrial partners

4.1.1 FINCONS SpA

Public Sector is one of the main business areas of FINCONS: the company is active with several PA customers at International (European Commission, United Nations), National (Zecca dello Stato, Infocamere, Poste Italiane) and Regional Level (Canton Ticino, Lombardia Servizi, Kanton Luzern). FINCONS is providing both custom services and proprietary solutions, such as the “Fincons PerformPA”, a software designed to make simple, fast and integrated planning and monitoring processes, assessment and communication of decisions for local governments, based on a modular architecture that facilitates the inclusion of new functionalities.

4.1.1.1 Role and Contribution to the project

FINCONS will be able to contribute to CITADEL project thanks to its technological skills as IT developer and system integrator in the area of Web and Mobile development, and to its market experience with Public Administrations.

Two internal divisions, in fact, will cooperate in order to ensure a successful implementation of the project:

The “Public Administration” Business Unit, responsible of the management of the business developed by FINCONS towards Europe-wide Public Administrations, ranging from International Organizations such as the United Nations and the European Commission, to National and Regional administrations, in a number of initiatives ranging from special projects, consultancy services, and funded research programmers. Main customers are EC.DG.JRC, EDA, EFSA, UN.UPU, UN.WIPO, InfoCamere, Poste Italiane, Canton Ticino.

The “Web Practice” Unit (counting on more than 380 highly specialized professionals), which provides highly specialized expertise in the areas of Web-based solutions: Web portals, Web Collaboration platforms, Service-Oriented Architectures, Web Content Management Systems, while mastering technologies such as Java, MS .NET, Sharepoint, Web and Application Servers (JBoss, Tomcat, GlassFish, Liferay, WebSphere, WebLogic, MS IIS), RDBMS (Oracle, SQL Server, MySQL, DB2), CMS (Drupal, EzPublish, WordPress). The “Special Technologies” group is active, as part of the “Web Practice” Unit, in R&D research in the areas of Future Internet, IOT, Interoperability, IT Security.

Based on this expertise, FINCONS will:

contribute to the design and development of the CITADEL Ecosystem leading the requirements elicitation including Security and Privacy Tools (WP4).

provide IT support to the CITADEL Italian Pilot in the Puglia Region.

act as a WP6 leader and, more concretely, Domenico Rotondi will act as Exploitation Manager.

4.1.1.2 Expected outcomes and integration into the business

CITADEL project will constitute an important opportunity for FINCONS to:

1. improve its current services provided to PAs, thanks to the adoption of most recent ICT solutions experimented within CITADEL;




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2. address new PA needs the piloting experience within CITADEL with Regione Puglia will allow FINCONS to face a new potential customer situation, and provide relevant expertise to address new potential customers;

3. extend and enhance the “Fincons PerformPA” product, by integrating CITADEL technology in it.

More in detail, FINCONS plans the following exploitation activities with CITADEL results:

CITADEL Ecosystem and security toolkit: it will be exploited for the integration technologies and methodologies that are key elements for the development of advanced and evolvable ICT solutions (e.g., based on analytics, semantic reasoning), and for the security-by-design, privacy-by-design and security-by-default and privacy-by default approaches that are relevant for compliance with laws and for creating user-centred solutions

CITADEL co-creation services and tools: this result will be exploited in order to enhance FINSCONS knowledge about PA business processes consulting services.

CITADEL Discovery Service: Service enterprises can use to improve customer’s retention or attract new customers. Additionally, these features can be valuable to customize services based on contextual data (e.g., device, location).

CITADEL Information monitoring service: it addresses the need of enterprises to improve their offering through customer segmentation. Customer segmentation allows to better identify needs of specific groups of customers and, therefore, to fine-tune offering and services. Customer segmentation is specifically relevant for the banks and financial enterprises, where FINCONS is present through its “Financial Services” Business Unit.

It will be evaluated, at project conclusion, if and how any of the above services can be integrated into PerformPA to increase the product offering.

4.1.1.3 Potential exploitation risks

The following factors have been identified as potential risks towards a fruitful exploitation of CITADEL outcomes, and will be monitored, therefore, during the project execution:

Presence on the market of competing and more appealing services similar to those expected from CITADEL

Insufficient understanding of the needs of actors individuated as potential customers of the CITADEL service

Lack of agreement among partners on the operational, business and licensing models, thing that would prevent the fruitful cooperation towards the establishment of a real market for the CITADEL services

Reluctance of the public servants in the adoption of new solutions

4.1.1.4 Commitment for the future

Fincons commits to use internal resources even beyond the project end for the further promotion and development of the key results considered valuable for the enrichment of the value proposition towards Pas and the enhancement of the Fincons products already available on the PA market, like PerformPA.




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4.1.2 Time.lex

Time.lex is a leading boutique law firm specialised in information and technology law in the broadest sense. As such the activities of the firm cover all legal issues encountered in the creation, management and exploitation of information and technology. The CITADEL action presents several (potential) legal challenges, all of which overlap with the firm’s practice.

Relevant topics of expertise that might be affected by the CITADEL action include legal issues/questions in relation to:

protection of personal data;

the sharing of data through the CITADEL platform;

the secondary use of data;

data releases to the public;

co-creation methods;

ICT-enabled Public Private Partnerships;

e-government;

e-privacy;

electronic signatures;

electronic authentication methods;

electronic identity management;

security management;

processing of big data.


Time.lex will acts as a general counsel to the consortium, answering questions ad hoc and providing legal support, insight and reflections during the whole implementation of the action. Such legal questions might relate, amongst others, to the protection of personal data, the profiling of users, the CITADEL ecosystem, the implementation of the use cases, access management, de-identification techniques including anonymization and pseudonymization, big data, secondary use of personal information, legal input for the CITADEL recommendations engine, input for the CITADEL legislation and policies databases, building the legal framework for the business model, etc.

During the action, model terms and conditions, privacy policies, informed consent and other legal documents, procedures and contractual clauses will be created.

Early examples of this operational legal support include providing a legal analysis of the use cases, providing support in carrying out the privacy impact assessments for the use cases and giving advice on sharing of data within the consortium. By acting as the lawyer to the consortium, time.lex will increase its expertise in the aforementioned fields driven by the legal issues that effectively arise from CITADEL.

Next to the operational legal support, time.lex will perform research on the legal issues currently faced by public administrations that are trying to transform their public services into e-services/cloud-based services. The end result will be a legal vademecum for public administrations in the process of transforming their services, providing possible legal solutions for the main problems identified in the use cases of the CITADEL action. The vademecum will be practice-oriented and easy to use, utilising decision trees, FAQs, model clauses, example scenario’s etc. Time.lex will also publish articles on topics related to the CITADEL action.




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4.1.2.2 Expected outcomes

Time.lex expects that the experience obtained during the implementation of the CITADEL action will firmly position the firm in the lead of related legal services. These services are shown to be an upcoming market in the near future. The exploitation model will to a considerable extent be based on consultancy to existing and potential clients, including national and European or International Public Administrations.

As mentioned earlier, model terms and conditions, privacy policies, informed consent and other legal documents, procedures and contractual clauses will be created throughout the duration of the action. Although these documents will be publicly available, the time.lex team hopes to get a competitive advantage as a specialized and experienced legal service provider. The experience gathered during the implementation of the CITADEL action, especially in relation to the use case scenarios, should enable time.lex to stand out.


Potential exploitation risks for time.lex include:

difficulty in getting the produced articles published in the relevant journals, e.g. due to the interdisciplinary or unique nature of the project;

difficulty in reaching additional clientele, due to a lack of interest by (local) authorities or because of low ICT budgets;

difficulty in providing existing clientele additional services, due to a lack of interest by (local) authorities or because of low ICT budgets;

difficulty in transforming the CITADEL results into ‘added value’ services for potential and existing clients.


Time.lex will write blogs posts and publish articles on -or making reference to- the CITADEL project, thus furthering the project’s impact. CITADEL materials and products can be used in events (presentations, conferences) where appropriate. Additionally time.lex will lend assistance in creating outreach opportunities in Belgium for CITADEL partners.

4.2 Academic partners

4.2.1 Universidad De Cantabria


UC is a leader in research, as demonstrated by several competitive studies analyzing general and specific aspects of research in an international framework. The UC team is closely linked to public sector practice as demonstrated by the participation in European competitive projects such as COCOPS as well as the publication of scientific papers on these issues. Therefore, as far as the scientific aspects are concerned, UC will have a relevant advisory role.


Data collection through CITADEL will be used to produce and publish paper in leading scientific journals on public administration and societal issues. To do so, the UC employs a meta-data analysis focused on a collection of co-creation documents such as reports, scientific papers and book chapters.




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CITADEL reports and recommendations will be used as research and teaching purposes as well as in the frame of the collaboration with other partners and European entities interested in disseminating the results among citizens and students.


Potential exploitation risk for UC include:

Difficulties of getting published results from CITADEL project.

Lack of interest and attention from citizens and other relevant stakeholders.


The increased understanding of public administration issues will enable UC to prosecute the study activity on these topics that is writing papers and obtaining published results.

4.2.2 Katholieke Universiteit Leuven


In addition to its leading position in the PA academic research landscape, the KUL team enjoys very strong links to public sector practice, both through applied research and through training future public managers. KUL will mainly exploit CITADEL outcomes by translating academic findings into accessible and hands-on summaries and workshops.


In particular, the following exploitation activities are planned:

Data gathered through the CITADEL will be exploited to produce and publish scientific papers in leading journals on the diffusion of innovations and public sector readiness for innovation. To do so, KUL will mainly draw from the Information Monitoring services and the Public Administration´ reactions to this information as measured in WP2. All these publications will be made available as open access papers though the relevant repositories.

CITADEL recommendations and papers will be used as teaching material in executive teaching programmes targeting Public Administrations, as well as in in-company training programmes that are regularly organized by KUL. In addition, the recommendations will be actively disseminated though KUL’s long-standing collaboration networks with e.g. the European Public Administration Network (EUPAN), the International Institute of Administrative Sciences, or locally through the Flemish Public Administration Association, and the Steunpunt Bestuurlijke Vernieuwing – an applied public administration research centre working for regional and local government.


Potential exploitation risk for KUL include:

Marginalisation of KUL exploitation role because of the involvement of two other Belgian partners. This does, however, not impact the overall CITADEL exploitation strategy.

Lack of interest on the field due to low ICT take-up by local authorities or low ICT budgets.

Difficulties of getting work published in established journals due to the interdisciplinary nature of the topic.




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KUL commitment includes:

writing papers and policy briefs on the CITADEL project

using CITADEL material in teaching modules targeting government employees

using CITADEL material in presentations at practitioner conferences

creating outreach opportunities for CITADEL partners in Belgium.

4.2.3 Latvijas Universitate


The University of Latvia (LU)being a public higher education and research institution is the academic partner of the project. LU is working on the analysis on citizens’ needs through open interview sessions at the United State and Local Governments’ Client Service Centers, as well as reviewing national and EU policies and related documentation to assess its applicability from the perspective of CITADEL project and its outcomes. The LU is also contributing to the preparation and elaboration of exploitation strategy and plan and tasks of the Advisory Board.


LU expects to contribute to the assessment and improvement of e-government services which will be used for further input during the ‘understand to transform’ phase helping other CITADEL partners to develop a new business mode and/or consultancy services with added-value functionalities. The LU expects outcomes that will have strong societal, scientific and public policy impacts. Also, project outcomes should result in recommendations for policy makers. The CITADEL ecosystem shall help to improved existing public serves and create new citizen oriented public services, as well as promote use of e-services and make people’s attitude towards these services friendlier.


The exploitation risks that LU foresees are mainly related to the interview and research results, which may not suite expectations of other partners and, especially the ICT division, which may reduce efficiency of new and improved tools, which may not be as useful for civil servants as they have expected.


The LU is committed to fulfil required tasks allocated by the CITADEL project and mitigate any risks if such would appear.

4.3 Research centres

4.3.1 Fundacion Tecnalia Research & Innovation


TECNALIA is a non-profit research centre, whose main aim is the transfer of technology to the Basque and Spanish (primarily) industry. In CITADEL, TECNALIA acts an ICT technology provider. The integration of the social-related aspects with the technological aspects will result in the ICT enablers; work led by TECNALIA, and also one of the main contributors.




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The division involved in this project is the ICT division, composed of three different business areas, two of which are involved in the implementation of the ICT Enablers. These business areas include IT Competitiveness and eServices. The first one is involved in the provisioning of the cloud-based ICT CITADEL ecosystem, anonymization and big data analytics. The eServices area is more focused on sentiment analysis, linked and open data analysis. Both teams are working together for the generation of KR1-KR2, KR5-K6, partly in KR7 and the overall integration in KR8


TECNALIA is involved in the implementation of all Key Results. However, at this stage the main focus for exploitation will be on KR1-KR2 and KR5-KR6 plus certain functionalities of KR7 (security, authorization and anonymization) and of course in the overall CITADEL ecosystem, KR8. The business models envisioned for these results are to be followed the freemium business model, where added-value functionalities will be offered under a certain price. At this stage, where the core functionalities of these KR’s are still being elicited, to distinguish which functionalities will be offered for free and which ones under the premium model is early. An alternative business model that will be explored by TECNALIA in these results is the tiered model. In the tier model, a bundle of functionalities is offered following under different prices. The tiers can only be defined, however, once the complete set of functionalities has been implemented, because it is then that the added-value functionalities will be identified.

Furthermore, in the context of WP2 TECNALIA will develop a maturity assessment for eGovernment that even if it in the context of CITADEL it will be used as an input for the ‘understand to transform’ phase, it may be exploited as a separate outcome, with its own business model, mostly based on self-assessment and the derivative consultancy services. The proposed Business Model Canvas for this maturity assessment is envisioned as follows:

Value Proposition Provide an online self-assessment questionnaires-based tool for Public Administrations to analyse the maturity of their eGovernment public service offerings


Distribution channels Through an online questionnaire and ad-hoc consultancy services to improve the maturity

Customer relationship Consultancy and through the online tool

Revenues The tool will be offered for free. For the maturity improvement, consultancy. This can be designed as a traditional process improvement consultancy service.

Key Resources Technical team to support technical issues and improvements, consultants, infrastructure to deploy the online tool.

Key activities (sustainability) Continuous maintenance and improvement of the tool, benchmark analysis, consultancy

Key activities (exploitation) Development and deployment of the tool, accompanied by validation activities

Partners and alliances TECNALIA’s networks

Cost structure Personnel, cloud infrastructure, marketing activities


Type and TRL Software tool / TRL5


No, it can be a stand-alone tool




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The exploitation risks that TECNALIA envisions are as follows:

The results obtained in the context of CITADEL are expected to be in a TRL of 5. TECNALIA considers that a software asset is ready to be exploitable when it reaches TRL7. The transition from TRL5 to TRL7 is usually achieved with internal funding, only obtained via a competition and an ‘elevator pitch’. Since CITADEL Key Results involve several business areas of the ICT division and is related to similar initiatives and projects carried out, the acquisition of internal funding is expected to be almost straightforward.

For the CITADEL ecosystem to be integrated into the PA’s ICT systems and platforms, the resulting CITADEL platform must be open, extendable and modular. The architecture that is being designed in the context of WP4 complies with these requirements, based on a connectors’ approach, where the interfaces for the proprietary ICT systems of the PAs and the CITADEL components are done by means of a dedicated component created ad-hoc.

The maturity of the market is a risk inherent to the CITADEL project as a whole and not only to the results in which TECNALIA is contributing to. Even if the Public Sector is one of the main drivers of innovation, the introduction of new ICT tools, which may change the way civil servants work, can cause certain reluctance from these stakeholders. The analysis on this respect that will be carried out in the context of WP2 will serve CITADEL to offer more centred tools that can be also accepted by the civil servants.

The results attained through CITADEL are too market niche, only useful for public administrations with sophisticated demand. The approach to the public sector, in the event this is proven to be the case as the project evolves will vary, and only certain key results, partly or wholly, will be offered to the relevant public administration. This is one of the main drivers of creating a modular solution where components can be plugged-in and plugged-off depending on the maturity, context or needs of the public administrations where CITADEL will be deployed to.


TECNALIA commits to the further development of the key results where it has participation and transition them from the expected TRL5 to TRL7, which is the readiness level that TECNALIA considers an asset to be ready to be exploited. For this, internal funding will be committed.

Additional joint exploitation ideas are also worth being explored and TECNALIA would be open to join CITADEL project members in a sort of alliance, governed for instance by the DESCA model, where partners access the market in a joint way, complementing experiences and expertise.

4.3.2 iMEC (iMEC)

imec is an international renowned research institute that performs research in different fields of nanoelectronics. Imec is headquartered in Leuven, Belgium, and has offices in the Netherlands, Taiwan, USA, China, India, Nepal and Japan. In 2016 a merger between imec and iMinds took place. iMinds conducted strategic and applied research. iMinds translated digital know-how into real-life products and services together with our research partners.




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imec is involved in the implementation of CITADELs use cases and Key Results. Four imec research groups will participate in the project: (1) imec-MICT; (2) imec-IDLab, (3) imec-SMIT and (4) imec-living.labs (City Of Things-lab).


CITADEL will help imec to advance the knowledge and expertise on large-scale living lab experiments, and will help to fine tune co-creation strategies and tools. We will produce at least 4 peer-reviewed academic articles on public sector co-creation and will apply the knowledge and expertise gained through CITADEL on a methodological level as well as in education activities. On an operational level, CITADEL will fuel one of imec’s key markets (smart cities): by fostering collaboration between citizens and other stakeholders, smart cities hold the promise of tackling societal challenges and creating a spirit of creativity. The CITADEL project will help to extend our expertise in this domain and will provide important input for the ground-breaking City of Things project, aiming to boost smart cities in Flanders, as well as for the development of our state-of-the-art living lab toolbox that consists of scientifically validated R&D methods. Lastly, our exploitation activities of CITADEL results will help imec growth as Flanders’ digital research centre and business incubator.


Similar to the partners time.lex and KUL one of imec's main potential exploitation risks involves lack of interest and attention from citizens and other relevant stakeholders. Moreover, imec's role could be marginalised on a national level given the involvement of the two other Belgian partners. Also, lack of interest by local, regional or national authorities and difficulties to publish in highly-ranked peer-reviewed journals given the applied and interdisciplinary nature CITADELs activities might pose a risk.


imec is committed to fulfil the tasks allocated in the DoA of CITADEL and to support the project in disseminating and communicating the results strategically, publically and scientifically.

4.4 Public Administrations

4.4.1 Regione Puglia & InnovaPuglia


Economic Development and Tourism and Cultural Heritage Departments of Regione Puglia are involved in CITADEL as regional Public Administration (PA) by means of the ICT in-house company InnovaPuglia able to provide technical support in architecture design and data gathering and transfer. CITADEL results will, then, be exploited to improve citizens’ digitalization services experiences, fostering on one side PA capacity building and new procedural approach in providing digital services (e.g. recommendations support system) and on the other side sustaining SMEs business enhancement, sharing the architecture development of new interactive services (e.g. collaborative strategy)


The improvement of local citizens’ digitalization services experiences would increase the citizens’ awareness and knowledge, and a first expected outcome within the KR1 (recommendation) result will be the “reassurance” around sensitive issues, such as trust, security and privacy related to data treatment and the legislative impact.




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A process based on new methodologies for citizens’ involvement and service discovery provided by KR2-KR5 (monitoring-discovery) will be launched, monitored and compared with the Living Labs methodology currently used in Regione Puglia in order to evaluate benefits and progress in the deployment of digital services. A second specific exploitation action will then be addressed with the aim of evaluating the Return Of Investment (ROI) that a better access and use of regional services could generate in terms of increase of users/data numbers (social actors and business players) minimizing costs without reducing quality.

The third main outcome linked to KR4-KR6 (collaborative-assessment) results is mainly related to the technical aspects and their sustainable re-use for future business development in SMEs market. Regional existing or in “launching ramp” digital services can be complemented by sets of different information/data coming from external entities (e.g. real time data, reports of statistical institutes, population density analysis, etc.) with the aim of re-functionalizing/re-defining them (in terms of preferences, behaviour, opinions, etc.) based on the CITADEL architecture approach.


Potential risks in this phase can be categorized as follows:

Infrastructure problems: it’s not possible to gather results for infrastructures problems and some data can be lost.

High costs for exploitation: there should be a balance between costs to create awareness in citizens and real benefits that the methodology could bring.

Lack of understanding or interest: users could be not interested to receive recommendations, to participate in focus groups and so on.

Evolution of analysed services: technology can be subject to innovation; this could affect the domain of CITADEL service and would result in loss of the attractiveness of the CITADEL framework. Nevertheless, data collected in the frame of CITADEL, being resilient to technology evolution, will remain a valuable asset


InnovaPuglia could use results, achievements and methodology of CITADEL project in the planning of other or similar services, creating a basis for future developments.

Regione Puglia could involve other departments or entities to demonstrate the actual reliability of CITADEL ideas. Furthermore, new focus groups can be organized beyond the project lifetime in order to maintain a good level of “technological education” in users.

CITADEL results will be reused as input for the call for innovation proposal that will be issued by Regione Puglia in order to satisfy citizen requirements. Existing catalogue of citizen needs, handled by Regione Puglia, will be increased through the execution of focus groups that will be led following the CITADEL methodology for public consultations in order to better educate citizens in technological interaction.

4.4.2 Stad Antwerpen


Provision of a use case on a local government level

Sharing the existing knowhow within our organization concerning IT & research

Facilitating access to our organization when needed

Stimulating participation within our organization when needed




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Supporting the definition of requirements for all the services to be integrated in the solution by the current knowhow available in our organization


Solution for the use case using the CITADEL platform

Possibility to use the CITADEL platform for similar services


Legal and political environment

IT-environment


Implementing municipal services into the solutions

Learning PAs to use the platform as a way to communicate with the community

Transferring the knowledge and lessons learned to partners interested in the development of user centric services.

4.4.3 Vides Aizardzibas Un Regionalas Attistibas Ministrija

The Ministry of Environmental Protection and Regional Development of the Republic of Latvia (VARAM) is the central executive institution responsible for implementing policy in three areas - environment protection, regional development and information and communication technologies in Latvia. One of the VARAM policy areas is the implementation and coordination of the eGovernance which includes establishment of one-stop principle for provision of state and local government services and implementation of modern and effective information and communication technologies in the public sector.


VARAM will mainly contribute to the CITADEL project by taking part in gathering information about public services, citizens and civil servants, as well as contributing to the definition and execution of two use cases to validate CITADEL eco-system, generate requirements for ICT tools and provide set of guidelines and recommendations. VARAM will ensure the access to the organisations and civil servants to conduct vignette surveys and to State and Municipal Unified Customer Service Centres where non-users of digital services will be surveyed. It will take active part in elaborating the methodology and conducting surveys in Latvia to validate the CITADEL eco-system in national context. VARAM will engage in all necessary steps in collecting and monitoring information and validating the results of the culture, legislative and socio-economic analysis, as well as technical implementation. The contribution will be also made to the study of co-creation and citizens´ participation and the Advisory Board.


VARAM expects to exploit CITADEL results mostly focusing on CITADEL “Discovery Service” and “Understand to transform” outputs to:

1. Transfer the knowledge of Policy makers regarding co-creation of public services. Learning new methods and tools for co-creation of public services will pave a way to designing more citizen oriented public services and improved user experience of existing ones.

2. Provide more targeted and personalized public service experience via National Citizens portal by creating citizen digital profiles and providing public services bundles around those profiles and needs.




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3. Make evidence based decisions on need to adjust Citizens digital platform and offered public services

4. In middle to long term- improved public service efficiency by improved take-up of digital services.

5. Rise the institutions knowledge regarding their progress across various e-government KPI’s to improve and make more specific and evidence based their e-government investment plans. In long term it would have a positive impact on more efficient and effective e-government investment strategies of public institutions.


The potential exploitation risks identified by VARAM are:

1. The technical tools implemented in CITADEL eco-system will not correspond to the changing political and legal environment – the PA organisations will find no use of CITADEL ICT tools and set of guidelines.

2. The social aspects of co-creation and involvement of the citizens in improvement of PA will be difficult to transform into usable ICT services.

3. New solutions and functionalities are being introduced at the national IT systems (e.g. National portal latvija.lv) and the project CITADEL tools will lose their significance within the next few years.

4. Other stakeholders will not be interested in the CITADEL outcomes.


As the OECD has stated that one of the core principles of the open government is participation and active engaging of citizens contributes to the well-targeted use of limited state resources and better public service design and delivery [58], VARAM plans to disseminate the CITADEL results to other PA institutions and organisations and, where possible, to incorporate them into future national strategies and other activities, thus improving the delivery of public services in Latvia.

4.4.4 Stichting ICTU

ICTU’s professional field is the digital government. As a part of government ICTU develops and implements government policies into concrete projects, services and products. ICTU’s work focuses on improving public services with the help of ICT. In doing so ICTU works for all government departments: government, provinces, municipalities, water boards and autonomous administrative authorities. With this perspective ICTU is an ‘ideal’ customer of the CITADEL ecosystem.


The abbreviation CITADEL stands for “Empowering Citizens to TrAnsform European PubLic Administrations”. An ecosystem will be created containing best practices, tools and recommendations. Goal of this CITADEL ecosystem is to allow PAs to shape and co-create more efficient and inclusive public services. To empower citizens and support them in co-creating services together with PAs, of course involvement of those citizens (being end users of Pas’ services) is needed in CITADEL.

In order to achieve this goal the CITADEL ecosystem has to facilitate the process, the ‘how’ on improving services. The CITADEL ecosystem will give PAs information on which type of tooling when to use, how to use it. It may contain tooling and point to alternatives in the market.




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As involvement of users changes over time and differs for each product and organization there is not one perfect way for involving users. There is not one generic blueprint for ‘the perfect service’. Co-creation differs greatly according to the specific situation and phase of development. And there will never be one tool, or even a fairly limited set of specific tools, to improve quality for every government service

So, allowing PAs to shape and co-create more efficient and inclusive public services is not limited to service or tooling. It is about facilitating a process of co-creating. Guiding PAs in doing the right thing at the right moment.

With the ‘Service Design Life-cycle model’ ICTU provides the CITADEL ecosystem with a model to determine when, how to involve users, and by which methods or techniques. Using the ‘Service Design Life-cycle model’ will help PAs determining requirements to improve their services, and facilitate them to be supported by the best practices, tools and recommendations in the CITADEL ecosystem.

By piloting in CITADEL with the use case ‘Life Events’ and the ‘Service Design Life-cycle model’, ICTU aims at improving the Life events public services, gain experience in using the CITADEL ecosystem and the ‘Service Design Life-cycle model’ (by doing so creating a feedback loop to the CITADEL ecosystem), and provide relevant expertise to help other PA’s with improving their public services.


ICTU will exploit CITADEL results mostly focusing on:

KR1: CITADEL recommendations & guidelines to transform public administrations: In general, the exploitation of this outcome will be related to the consultancy activities of ICTU for Public Administrations. CITADEL recommendations and lessons learnt will be actively disseminated within ICTU’s broad network, e.g. Dutch Ministries, Dutch executive bodies (such as the Dutch Tax Office, SVB, DUO), provinces and municipalities. More specific, by piloting the use case life events in the CITADEL project (using the ‘Service Design Life-cycle model’) ICTU will provide policy recommendations to Dutch Public Bodies (also useful on an international level), in agreement to ICTU’s mission, based on the evaluation of current services of the life events website content and API. (See KR6)

KR6: CITADEL assessment services: The use case life events will focus on analysing the evaluation of current services of the life events website content and API by users and stakeholders of these services. The ‘Service Design Life-cycle model’ plays an important role in this evaluation of current services.

KR3: CITADEL tool supported methodology for services co-creating + KR4: CITADEL co-creation collaborative tool: Based on the evaluation and the recommendations (See KR1 and KR6), the mission of ICTU is to translate these recommendations to actual implementations of improved services in the use case. These will be achieved by involving citizens and stakeholders in the co-creation of improved and more efficient services, using the ‘Service Design Life-cycle model’. Furthermore, the exploitation of the CITADEL co-creation services and tools will strengthen ICTU’s knowledge and experience in helping PAs to improve their services in a citizen centric way. And by using the life events contents we expect to generate data and information on the problems citizens encounter when interacting with governments (client intelligence).


The potential exploitation risks identified by ICTU are:




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1. The technical tools implemented in CITADEL eco-system will not correspond to the needs of the PA’s to improve their services– the PA organisations will find no use for CITADEL ICT tools and set of guidelines. (Too much focussed on the ‘what’ instead of the ‘how’)

2. The social aspects of co-creation and involvement of the citizens in improvement of PA will be difficult to transform into usable ICT services.

3. (New) ICT tools are broadly available in the market for PA’s and the project CITADELs tools lose their significance quickly.

4. PA’s will not adapt their data into the CITADEL ecosystem, they will want to keep the data in their own PA environment.


ICTU will disseminate CITADEL results to other Public Administrations were appropriate and, where possible, promote to incorporate them, in order to, in agreement with ICTU’s mission, improve the delivery of public services in the Netherlands. ICTU will exploit the CITADEL results by using the lessons learnt in the areas of the Public Sector ICTU is working in. The answer to the question “How to engage citizens and businesses into the policy making process or the process of service delivery from national institutions?” are also useful for other areas like for example healthcare. Also, the experiences in CITADEL with the platform in different use cases and lessons on how to use it, creates knowledge that can be useful not only for central government, but also for provinces and municipalities.




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5 Conclusions

This document reports an overview and analysis about solutions, trends, and initiatives in the fields relevant for CITADEL, according to the findings collected during the first six months of the project investigating around exiting approaches, trends, products and research projects related to Public Administration services.

This activity has been done with the objective to set-up a “market watch” to keep the project in sync with the outside world. The findings reported in the deliverable have to be considered, therefore, as inputs to be used for orienting the design of CITADEL service, ensuring their differentiation and competitive advantage with respect to the commercial solutions available on the market.

For this reason, the analysis reported into this deliverable starts with an assessment of the CITADEL offering, reporting the characteristics of CITADEL services according to their preliminary, conceptual design shaped in the first months of the project.

Then, the international scenario is explored, to verify that the on-going and planned initiatives, at EU and Member States level, do support the underlining CITADEL principles and the main drivers considered for the definition of its services. In this respect the analysis clearly shows that, as defined by the eGovernment Action Plan 2016 – 2020, the main design drivers of the CITADEL services, such as usability, interoperability, inclusiveness, efficiency, transparency, openness and privacy protection, are well aligned with the underlying principles of the Digital Agenda for Europe, and several EU-funded research projects have been implemented to address them.

Our investigation involved both research projects and commercial solutions available on the market, in order to understand competition and potential overlaps with the CITADEL solution. These elements are useful for the service design as well as the business model definition.

All the elements mentioned above feed the SWOT analysis as presented in chapter 2.4, which reports strengths and weaknesses, as well as opportunities and threats identified so far in the scope of the CITADEL target market, to support the definition of the business strategy.

The document, then, illustrates the Consortium strategy with respect to licensing issues affecting the project outputs, and reports preliminary ideas of the CITADEL partners about the potential exploitation of the project outcomes.

The work performed in this deliverable will be complemented by further analysis carried out in the context of D6.6 “Initial Business Models and Business Plan” – both documents will be updated till to the end of the project, reporting new findings, thoughts and evaluations collected along the way – in order to pursue the overall objective of WP6 to address the future adoption of the solution developed and ensure the sustainability of the project results taking into account the market trends, the business scenarios and the consortium partners’ needs and strategies.




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