Share of innovative companies among the services...21 Figure18: Share of companies engaged in innovation in the manufacturing industry...
Another problem is the low rate of the use of preventive health services: this is clearly shown by that in only a little more than a quarter of the adult population participated in a chest examination in 2012.
%and the Czech republic (7. 5%).The proportion of the resources devoted to state curative-preventive services to the GDP fluctuated around 3%in recent years. 1. 1. 2. Sustainability The preservation of the health of the society
while the added value 13 produced by the industry is produced higher that by the services in the northwestern counties (Fejér, Komárom-Esztergom,
Of particular interest is that the resource demand per researcher of the highly innovative infocommuncation services,
Share of innovative companies among the services Source: Eurostat, CIS, 2010 data Of the manufacturing industry sectors, pharmaceuticals achieved the best results,
%The share of ICT services was 5. 9, %while that of the agriculture was only 1. 2%.The rates within the manufacturing industry are shown in the figure below:
and the utilisation rate of preventive health care services is low. However, the level of health care expenditure is average compared to countries in the region.
while the added value produced by the industry is higher that that produced by the services in the northwestern counties (Fejér, Komárom-Esztergom,
In the case of the ICT services the resource demand per researcher is just over the national average.
ehealth The ICT solutions can help improve the health care services and reduce their costs, as well as contribute to solving the major challenge for European health care systems, namely the problem of"ageing Europe".
and services produced elsewhere, they do need not to build an entire industry. To move up in the value chain
Research and innovation environment, organisations, infrastructure and services: R&d knowledge centres have developed with concentrated R&d capacities in some places.
organisations, infrastructure and services: The socioeconomic recovery of R&d expenditures is low. Despite the sporadically focused R&d capabilities, the research capacities and performances are fragmented fundamentally and not sufficiently focused.
, ordering services, use of infrastructure etc.).) 32 The relations between the stakeholders of the R&d value chain are weak
Research and innovation environment, organisations, infrastructure and services: Harmonised operation of STI diplomacy. The instruments prioritised by the EU((public) procurement supporting innovation (Pcp and PPI), smart specialization, etc.
tech-shops) and the spreading of incubator services. Closer cooperation develops between the academic and the corporate sectors.
Brain drain and migration of young workforce with higher level education. 34 Research and innovation environment, organisations, infrastructure and services:
thus the industry loses its potential development (especially in the automotive and the pharmaceutical industries and the services).
ICT (infocommunication technologies) & Services infocommunication technologies in support of the sectoral priorities, infocommunication technologies and services Infocommunication technologies extensively encompass
system cloud computing intelligent transport development of mobile applications, location-based services 3d GIS bioinformatics Internet of things 3d printing future internet 5g technologies remote
In addition to infocommunication technologies, services mostly using ICT tools without which the given complex (sectoral) RDI process could not be implemented constitute the other side of technological horizontal priority.
viable environment ICT (infocommunication technologies) & Services Healthy society and wellbeing biomedical research clinical research diagnostics, theranostics production of medical instruments and devices medical biotechnology, systems
, viable environment Horizontal elements H2020 Priority ICT ICT and services 66 4. 5. Relationship with the Smart Specialisation Strategies of the Visegrád Countries and the Danube Region
Health in Slovenia and Romania, Health Technologies and Services in Estonia are included as key priorities. 25 http://www. Visegrádgroup. eu/67 One of the main objectives of the Europe2020 Strategy of the European union
Romania and Croatia is directions of specialization like cloud-based services or ICT security. The mining and raw material industry offer an opportunity for international cooperation with Bosnia and herzegovina
seeks tenders for innovative products and services which are not available based on a commercial basis
, by means of the accessible services of business incubators funded by the state in a structure compliant with the market, supported venture capital constructions and guarantee funds,
the services provided by trading houses, who can help in identifying the export markets and market access.
and labour market and the knowledge and technology transfer services (particularly in smart specialisation). Improving the quality, efficiency and openness of tertiary and equivalent education with a view to increasing participation and attainment levels, in particular to disadvantaged groups ERDF,
and the associated research services, can be used by anyone, ranging from private individuals through private entrepreneurs to SMES.
where new technologies, products and services can be developed. The"pilot"would be created by opening an existing laboratory or research infrastructure.
In addition, external partners, in particular micro-,small-and medium-sized enterprises can use their research and development services.
Any micro-,small-and medium-sized enterprise can apply to use RDI services; it is the aim that this opportunity will be available to the broadest possible target group.
in order to obtain various RDI services (order of R&d, measurements, support for the development and market introduction of a new prototype, ensuring technical/engineering background) from the open laboratories The resources necessary for the expansion
products or services without a reference to have tested themselves and even win, thereby ensuring the continuity of the innovation chain;
products and services that provide a modern solution to the problems of public institutions. In the course of the four-stage Pcp process (design contest feasibility study prototyping precommercial deployment testing
Developing financial instruments and services; its budget: EUR 44.1 M (60%funding intensity. The operational programme is restricted in territory
when procuring services. Particularly for DSI this could include valuing the network effect and digital engagement of users provided by procured services. 3. Increase the potential value of DSI (for instance,
making available distributed architectures, common frameworks, open standards and through supporting Innovation Spaces). Overall, there is a need for a public,
which services are designed explicitly to tackle societal challenges such as climate change and unemployment. This research project has identified,
the existing commercial services built on top of this lower technical layer continues for the most part to empower existing‘top-down'centralised and established organisations in the corporate and government sector.
and possibly game-changing innovative services aimed at tackling large-scale societal challenges. Online innovation developed specifically to effect major positive social change remains, arguably, in its infancy
with relatively few services reaching global scale. There are a few impressive success stories in obtaining a global reach,
Yet services that exist to help communities collaborate on problems that may not fit in traditional institutional
in social innovation activity and new services that generate social value, but much of this potential has not yet being realised.
The goal is to enable more of these smaller innovative services to sprout and flourish and effectively help to solve global scale societal problems.
This includes the types of technologies underpinning DSI services. These combine novel technology trends such as open data, open hardware, open networks, and open knowledge;
In particular, we examine how some of these digital services can take advantage of the network effect of the Internet
This network effect applies in a straightforward manner for some services such as social networking sites like Facebook,
but it may not apply easily to some other services such as edemocracy platforms, caring networks and local currencies.
Yet on the level of services, the emerging cloud model of some services (proprietary social networks, big data providers, implementations of the Internet of things
while Apple, Amazon and Microsoft control the mobile market and cloud-based services platforms). Apple has started a market that was entirely new;
monopolistic behaviour and aggressive IP litigation rather than providing actual innovative services. Thus, there is a danger that once users are locked in'to various monopolies,
the level of innovation in these services will decrease. Furthermore, most users have accepted giving away their personal data in exchange for free services.
Yet this bargain not only undermines privacy and weakens data protection but also commodifies knowledge, identity and personal data.
in order to expand into other data-driven services in order to increase their value, profit and marketability. For example, the company is now pushing into smart watches, smart cars, smart thermostats, smart clothes and smart cities.
so that there is space for DSI alongside commercial services in the Cloud. In the long-term, if only a few non-European commercial bodies control all data-driven services,
this threatens the ability of the European innovation system to compete This European infrastructure would enable a whole new round of innovation that may not even be possible within current business models,
SOCIETY COLLABORATION DISTRIBUTED BIG BROTHER Commercial services, Entertainment (eg. IPTV) DRM-heavy apolitical INDIVIDUALISM BUSINESS COMPETITION CENTRALLY CONTROLLED Open
and create new services. Competition based on open standards, protocols and formats are essential to deploy interoperability between data, devices, services and networks.
This vision requires more investment in fundamental research to promote net-neutrality, strong encryption, banning of trivial patents, open standards and free software together with the multi-stakeholder governance model.
Across the world the burgeoning field of collaborative consumption is using digital platforms to change how people share resources and exchange goods and services,
In East Africa the development of M-PESA (a mobile financial payment system born out of social innovation) has become an avenue for nine million people to gain access to secured financial exchange services.
and a strict regulatory framework. 26 Growing a Digital Social Innovation Ecosystem for Europe Other interesting initiatives such as Goteo are building services around the idea of the Commons,
Goteo is a social network for crowdfunding and distributed collaboration (services, infrastructure, micro tasks and other resources) for encouraging the independent development of creative initiatives that contribute to the common good, free knowledge and open code.
Projects and areas of work like Safecast or open source Geiger, the Smart Citizen Kit and open wearables are showing interesting potential in combining innovative technology trends to generate unexpected services.
One interesting example of an Urban Lab is the Barcelona Urban Lab. It was created to facilitate the use of urban space as a laboratory available to companies that need to test their products and services in a real environment.
These pilot products and services have to respond to an unmet municipal need, thus improving public service design and delivery.
Organisations like Mysociety and the Open Knowledge Foundation in the UK have developed services such as Fixmystreet
and the environment in order to create a new generation of products and services, fostering behavioral change.
and sharing economy platforms like Peerby are creating new forms of relationships and services. Inspired by the open-source movement, individuals, self-organising groups
in order to create a new generation of products and services, fostering behavioural change9-for instance, platforms for collaboration to solve environmental issues and incentivise sustainable behavioural changes, such as Safecast and Beaware.
private firms and nonprofit organisations interested in partnering with government to provide better services, bring digital technology to cities,
or partnering with DSI services Delivering services Providing funding for experiments/R&d (particular the case for large Telco organisations) Analysing trends
Possible future services based on OSN include mobile applications that support citizens using public transport by displaying real time information on arrival and departure,
They run multiple self-provisioned, experimental and commercial services and applications. A common entry point allows researchers to select a set of resources,
and then deploy, run, monitor Innovative combinations of network solutions and infrastructures, e g. sensor networks, free interoperable network services, open Wifi, bottom-up-broadband, distributed social networks,
p2p infrastructures OPEN NETWORKS 40 Growing a Digital Social Innovation Ecosystem for Europe and experiment with services and protocols.
It then invited programmers and developers to make apps and web services based on the data,
and to new services So-called Cyber Physical Systems (CPS), which are becoming increasingly important in this context.
Start with live case studies from practitioners-people who run services and who know what the problems/challenges/opportunities are.
and services to be open sourced. This means introducing elements of open innovation into the procurement process,
and services by the EU are achieving their goals and if providers are able to deliver their outcomes.
Open standards are essential to deploy interoperability between data, devices, services and networks. Standards will enable new business models for co-operation between multiple stakeholders such as companies,
so that devices and services produced and delivered by different companies can communicate with one another. The Internet is the best example of the power of interoperability.
the possibility to add (web) content and services themselves, access to devices and modular applications that talk to one another.
and services built on freely acquired data, as long as they respect provisions in the license. Private data should also have its privacy dimension encoded using open standards
and guarantees that users may freely choose between services online. The European parliament adopted amendments to enshrine net neutrality in EU law at the beginning of April 2014.
and pan-European digital services that underwrite robust, equal, society-wide access to connectivity. However, while most resources are going to top-up deployments from Telcos
which a whole new open ecosystem of services and applications could flourish, based on open-source and open-hardware developments.
and run by government to drive innovation in products and services, citizen engagement and policy development, there are vast often highly connected communities of private, academic and civic labs
and services generated, as well as new types of actors such as Fab Labs and makerspaces. LESSON FROM EXISTING INNOVATION POLICY FRAMEWORKS 86 Growing a Digital Social Innovation Ecosystem for Europe RECOMMENDATION FOR EVALUATION Guidelines for assessing the impact of Digital Social Innovation Assessment
for example) when procuring services. Particularly for DSI this could include valuing the network effect and digital engagement of users provided by procured services.
WHAT SHOULD POLICYMAKERS DO? 1. Invest in digital technologies for the social good: Make it easier to create new digital SI through specific regulatory
Interoperable, customised and modular services and applications based on open source, open access and open hardware can then be built on top of a public federated platform in a dynamic and flexible way,
and it would make sure that services deployed answer to concrete unmet local needs and demand.
Proceedings of the ACM Web Science Conference (2013): 139-147.3 Over-the-top is a general term for service providers that develop services that are utilized over a network that is owned by traditional network operators.
NHS Prescription Services: the impact of legacy ICT 1 AUGUST 2013 NHS Business Services Authority The National Audit Office scrutinises public spending for Parliament and is independent of government.
The Comptroller and Auditor General (C&ag), Amyas Morse, is an Officer of the House of commons and leads the NAO,
Contents Summary 4 Part One 6 The National Audit Office's assessment of government's legacy ICT 6 Part Two 8 The NHS Business Services
Authority 8 Prescription Services 8 The service model 11 Part Three 14 Financial and performance analysis 14 Service and system performance 14 Financial
framework 34 Appendix Four 37 National Audit Office reports on government ICT 37 4 Summary NHS Prescription Services:
the impact of legacy ICT Summary 1 The NHS Business Services Authority (the Authority) is an arm's-length body of the Department of health.
NHS Prescription Services is one of the services supplied by the Authority. It calculates how much pharmacists,
NHS Prescription Services: the impact of legacy ICT Summary 5 The newer CIP system, operational since 2007, has improved the speed and cost of processing through the use of modern scanning equipment.
However, the IT staff we spoke to are unaware of the arrangements and accreditations to deal with the risks of cyber threat, fraud and other security threats. 6 Part One NHS Prescription Services:
Extending public services to digital channels as per the'digital by default'strategy as set out in the Government Digital Strategy3 can be constrained by legacy modes of operation-processing jobs as a sequence of batches instead of reacting in real time in a way users of digital services have become accustomed.
Prescription Services: the impact of legacy ICT Part One 7 Subsequently the Cabinet Office issued further advice6 providing more detail on the approach to handling legacy ICT. 1. 4 We examined how the public sector manages its legacy
The prescription processing service operated by the NHS Business Services Authority using the 6 year old Capacity Improvement Programme system
A full description of the enterprise analysis framework we applied during our fieldwork can be found in Appendix Three. 8 Part Two NHS Prescription Services:
the impact of legacy ICT Part Two The NHS Business Services Authority 2. 1 The NHS Business Services Authority (the Authority) is an arm's-length body of the Department of health.
Prescription Services 2. 2 NHS Prescription Services, which is one of the services supplied by the Authority,
calculates the remuneration and reimbursement due to pharmacists, GPS and appliance contractors for medicines and medical devices dispensed to patients from NHS prescription forms.
While information services form a significant part of the role of the Authority, they are beyond the scope of this report.
NHS Prescription Services: the impact of legacy ICT Part Two 9 Prescription pricing ICT 2. 4 The Authority currently uses two ICT systems to process prescriptions:
The Authority's aim is to transfer all remaining prescription services to the CIP system
and local pharmaceutical services (Figure 1). The business rules for these customer groups have not yet been added to the CIP system.
000 prescription items per month in 2011-12 NOTE 1.'Other'includes prescriptions provided by private practices, out-of-hours prescriptions and local pharmaceutical services,
National Audit Office analysis 23%21%21%35%Jersey Guernsey Isle of man Other 10 Part Two NHS Prescription Services:
The ownership of EPS transferred from NHS Connecting to Health to the NHS Commissioning Board on 1 april 2013.2.10 Our focus in this report is the impact of the legacy ICT system on the delivery of Prescription Services.
NHS Prescription Services: the impact of legacy ICT Part Two 11 The service model 2. 11 Figure 2 shows the components of the prescription pricing service
Responsibility for remuneration policy in relation to dispensing contractor services and the EPS service was transferred to the NHS Commissioning Board from 1 april 2013.
Services NHS Prescription Services calculates how much its customers should be paid as reimbursement and remuneration for medicines and medical devices dispensed to patients from NHS prescription forms.
and the general public (see paragraph 2. 3). 12 Part Two NHS Prescription Services: the impact of legacy ICT Figure 2 Prescription pricing service model NOTE 1. Information services are beyond the scope of this report.
Source: National Audit Office analysis Processes In 2011-12 over 960 million prescription items were processed
NHS Prescription Services: the impact of legacy ICT Part Two 13 2. 12 Figure 3 shows that where the legacy system requires manual input of line items and application of the rules,
) Source NAO analysis of prescription pricing processes 14 Part Three NHS Prescription Services: the impact of legacy ICT Part Three Financial and performance analysis 3. 1 In this part of the report, we analyse the investment the NHS Business Services Authority (the Authority) has made in the Capacity Improvement
Programme (CIP) and the legacy system, the cost of running the prescription pricing service and the performance achieved. 3. 2 For this review,
NHS Prescription Services: the impact of legacy ICT Part Three 15 Figure 4 Volume and breakdown of prescription line items The number of line items processed by NHS Prescription Services has grown by an average of 5 per cent a year
since 2009-10 NOTES 1. The difference between the two CIP processes is explained in Figure 3. 2. The actual number of prescriptions processed through EPS were:
16 Part Three NHS Prescription Services: the impact of legacy ICT Figure 5 Performance against accuracy target The legacy system consistently met the accuracy target in 2011-12.
NHS Prescription Services: the impact of legacy ICT Part Three 17 Financial analysis Expenditure on the prescription pricing service 3. 6 The Authority spent £40. 7 million on operating the NHS prescription
services in 2011-12, equivalent to £42. 18 per 1, 000 prescription line items processed. 9 Of this,
This would reduce the expenditure in 2011-12 to £38. 1 million or £39. 48 per 1, 000 prescription line items processed. 18 Part Three NHS Prescription Services:
based on headcount, from a NHS Prescription Services: the impact of legacy ICT Part Three 19 central ICT contract
and the cost of internal staff supporting the ICT system. 20 Part Four NHS Prescription Services:
and the scores we have allocated the NHS Business Services Authority (the Authority) as part of our assessment.
and then a phased roll out, targeting the bulk of the transactions for first migration in 2007.3 3 NHS Prescription Services:
Responsibility for remuneration policy in relation to dispensing contractor services and the EPS service was transferred to the NHS Commissioning Board from 1 april 2013.4.5 The Channel Islands
and automation in the processing of prescriptions by reducing the complexity of the rules used to price drugs. 10 NHS Business Services Authority Business plan 2012/13, available at http://www. nhsbsa. nhs. uk/Documents
/NHSBSAANNUALREPORTS/NHSBSA BUSINESS PLAN -2012-13 -Final. pdf 11 NHS Business Services Authority Strategy 2012-2017, available at http://www. nhsbsa. nhs. uk
/Documents/NHSBSAANNUALREPORTS/Strategy 2012-17. pdf 22 Part Four NHS Prescription Services: the impact of legacy ICT 4. 7 We consider that the paper-based scanning process is a legacy process,
This ensures that the Authority is monitoring its exposure to risks related to technology that is approaching end-of-life in current systems. 3 4 NHS Prescription Services:
the impact of legacy ICT Part Four 23 4. 11 The Authority has adopted an enterprise architecture approach to ensure alignment of IT and business services,
24 Part Four NHS Prescription Services: the impact of legacy ICT 4. 15 Platform support is outsourced to the IT service provider (Capita),
We found that the prescription processing systems met their 99.5 per cent target availability in all but two of the preceding 12 months to January 2013 (Figure 8). 3 3 NHS Prescription Services:
National Audit Office analysis of service delivery reports 4. 19 The arrangements in place to manage the supplier services are adequate, with regular service review meetings taking place between the Authority
The legacy Mcdonnell douglas hardware is supported by Northgate on a'best endeavours'basis. 26 Part Four NHS Prescription Services:
and circulated in a controlled manner. 4 43 4 NHS Prescription Services: the impact of legacy ICT Part Four 27 4. 25 The IT service provider is responsible for the disaster recovery and perimeter security arrangements and for carrying out regular disaster recovery
available at http://www. connectingforhealth. nhs. uk/systemsandservices/infogov (accessed November 2012) 3 4 28 Part Four NHS Prescription Services:
NHS Prescription Services: the impact of legacy ICT Part Five 29 Part Five The lessons learned from the impact of legacy ICT on the Authority's prescriptions service 5. 1 In this final part of the report,
financial and enterprise analysis to draw out the key lessons the NHS Business Services Authority (the Authority) has learned from the impact of legacy ICT on prescription services (Figure 9
demand for NHS Prescription Services is growing and there is pressure to reduce costs and improve the efficiency of the prescription service. 5. 4 The Authority intends to decommission the legacy system.
and the proportion of prescriptions submitted via EPS increases significantly. 30 Part Five NHS Prescription Services:
National Audit Office analysis based on the enterprise analysis framework in Appendix Three NHS Prescription Services:
National Audit Office analysis 32 Appendix One NHS Prescription Services: the impact of legacy ICT Appendix One Timeline History of prescription pricing systems Source:
National Audit Office analysis NHS Prescription Services: the impact of legacy ICT Appendix Two 33 Appendix Two Methodology Our methodology centred on the application of our business analysis toolkit.
and compared with self-assessment 34 Appendix Three NHS Prescription Services: the impact of legacy ICT Appendix Three Enterprise analysis framework Good practice in the management of legacy ICT Strategy and business model Strategy and business model There is a clear strategy in place for the service,
Ongoing costs Costs of the services are understood fully and managed against a budget and prioritised business demands.
NHS Prescription Services: the impact of legacy ICT Appendix Three 35 Decommissioning legacy All legacy systems have been identified and effective transition arrangements,
Management of supplier services Outsourced services are managed actively and regularly market tested to ensure value for money,
and there are agreed solution roadmaps are in place. 36 Appendix Three NHS Prescription Services: the impact of legacy ICT Process Business processes Development or improvement of business processes is hindered not by the capabilities of the legacy system,
National Audit Office enterprise analysis toolkit NHS Prescription Services: the impact of legacy ICT Appendix Four 37 Appendix Four National Audit Office reports on government ICT NOTE 1. For published client reports focused on ICT see next
National Audit Office 38 Appendix Four NHS Prescription Services: the impact of legacy ICT Published client reports, focused on ICT Online services 1 HM Revenue & Customs:
Shared services in the Research Councils, October 2011. Infrastructure 10 Department for Environment, Food and Rural affairs:
The rural broadband programme, July 2013 NHS Prescription Services: the impact of legacy ICT Appendix Four 39 People delivering and operating government ICT 13 Department for Business, Innovation and Skills and Skills Funding Agency:
Improving the delivery of animal health and welfare services through the Business Reform Programme, July 2012.
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