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INNOVATING
IN A NEW ERA:
EXPLORING THE ROLE OF CHIEF
ADMINISTRATIVE OFFICER
July 2021
2
The global health pandemic prompted
radical changes in how state governments
operate and deliver services. In the face of
prolonged shutdowns, states were forced to
accelerate digital transformation initiatives.
Along the way, they proved what is possible
at speed and scale—and the Chief
Administrative Officer (CAO) has been at
the core of this fast-paced innovation.
In November 2020, Accenture and
the National Association of State Chief
Administrators (NASCA) surveyed CAOs
in 32 states. We sought to understand how
they innovated in response to the COVID-19
pandemic and how they plan to continue
forging sustainable change within their states.
Copyright © 2021 Accenture. All rights reserved.
Will change last? Yes
3
90% of CAOs agree: Due to the COVID-19
pandemic, state government strategy and
operations will look very different going forward.
More than half of CAOs believe the pandemic has
had a positive impact on the public’s trust in state
government services.
50%
AGREE
41%
STRONGLY
AGREE
3%
NEUTRAL
6%
DISAGREE
38%
NEUTRAL
53%
POSITIVE
6%
NEGATIVE
3%
VERY POSITIVE
Copyright © 2021 Accenture. All rights reserved.
CAO: at the core of innovation
4
81%
72%
CAOs whose office has a
role in initiating and driving
innovative practices across
state government during
the pandemic
CAOs who were called upon
to be innovative in an area
outside their typical domain
when the pandemic struck
during the pandemic
Assessing preparedness
Formal and informal responsibility
CAOs were highly involved in innovation—including
stepping up when asked to help in new areas.
CAOs were more prepared for disruption than they thought. The COVID-19 pandemic has
shifted their opinions about their organizations’ readiness. COVID-19 likely changed your
opinion about your organization’s preparedness for disruption? Please complete the two
statements below:
0%
Very high High Moderate Low Very low
25%
19%
40%
50%
31% 31%
3% 0% 0%
I used to think (prior to COVID-19) that our preparedness for disruption was…
Now (during COVID-19) I believe that our preparedness for disruption is…
Copyright © 2021 Accenture. All rights reserved.
Enduring opportunity
Focus of innovation in 2020
PPE
PROCURE
MEDICAL
HEALTH
CARE
TESTING
WORK
EMERGENCY
SUPPLIES
EMPLOYEE
VET
PUBLIC
BUILD
HOTELS
SUPPORT
DATA
SERVER
SYSTEM
HOSPITALS
FACILITIES
HARVEST
FOOD
CARE
MASS
DISTRIBUTE
PRE
SCHOOLS
REMOTE
RACISM
MASKS
STATE
LAB
FIELD
BUILD
SPEED
TOWNS
STAFF ROOMS
NEEDS
DEAL
5
Copyright © 2021 Accenture. All rights reserved.
Enduring opportunity
Looking ahead
Piloting more information
CAOs led or participated in more pilot programs
as a result of the pandemic.
Almost half of CAOs expect to keep the new responsibilities
they took on during the pandemic for the long run.
CAOs participated
in nearly
7x
as many pilot
project in 2020 as
they did in 2019.
35%
NO
48%
YES
18%
NOT SURE
6
Copyright © 2021 Accenture. All rights reserved.
Hungry for innovation
7
Greater appetite for risk
We are more tolerant to risk than
we were before COVID-19
50%
13%
28%
60%
Thinking about the time before and after COVID-19, when piloting projects and innovations, how has your organization’s
tolerance to risk changed? Are you more or less likely to launch a project that might be risky?
Our risk tolerance
has not changed
We are less tolerant to risk than
we were before COVID-19
Copyright © 2021 Accenture. All rights reserved.
A focus on people
8
Human capital remains a major focus of innovation
Top focus of innovation over past 6 months
01 Human capital/remote work (95.2%)
02 IT (88.2%)
03 Procurement (53.6%)
04 Elevated digital delivery (50%)
05 Real estate (46.4%)
Opportunities to innovate over the next 6 months
01 Human capital/remote work (85.7%)
02 IT (58.5%)
03 Real estate (57.1%)
04 Elevated digital delivery (50%)
05 Facilities management (50%)
Copyright © 2021 Accenture. All rights reserved.
Accelerating innovation
9
Data-driven decisions
The COVID-19 pandemic enabled CAOs to accelerate their efforts to implement real-time dashboards and drive decisions with data.
Please consider innovation and transformation efforts related to how your organization uses and interacts with data. As a result of
COVID-19, have you been able to accelerate any efforts in this domain?
Utilized AI to aid decision making
Utilized robotic process automation
Put in place strong KPIs
Data standards across agencies
Enhancements of analytics systems
Data system modernization
Data sharing agreements
Using data to drive decisions
Development of real time dashboards 72%
66%
50%
47%
35%
31%
25%
16%
6%
Copyright © 2021 Accenture. All rights reserved.
Accelerating innovation
10
Digitization of services
The pandemic enhanced CAOs focus on automation and eliminating paper-based processes.
What innovation and transformation efforts related to digital government have you been able to accelerate as a result of COVID-19?
Utilized AI to aid decision making
Utilized robotic process automation
Engaging citizens in the development of new programs
Using user design and focus groups
Redesigning service delivery spaces
Creating contactless end to end government services
Digitizing citizen services
Eliminating or reducing paper based processes
Enhancing services with automation and digitization 78%
75%
62%
60%
40%
22%
19%
16%
6%
Copyright © 2021 Accenture. All rights reserved.
Innovation drivers
11
CAOs pointed to speed and a common goal as top drivers of innovation
What enabled innovation during the COVID-19 response
Dedicated funding
Changed procurement process
Citizen demand
Rule flexibility
Common goal
Need for fast response 97%
90%
69%
53%
47%
41%
Copyright © 2021 Accenture. All rights reserved.
CHANGE
EMPLOYEES
BUDGET
RESISTANCE
PROCESS
RISK
OFFICE
AVAILABILITY
PPE
GOVT.
TARGETS
POLICY
FINANCES
UNION
AGILE
IMPACTS
LEADERSHIP
SUPPORT
PRODUCTS
POLITICAL
CIVIL
TIGHT
RELUCTANT
SUPPLY
LEGISLATIVE
URGENCY
COVID
TEAMS
SILO
TECH
SLOW
LAWS
RULES
SLOW
LOSING
Innovation obstacles
12
CAOs also cited top innovation roadblocks—
including risk aversion, budget constraints and
lack of legislative and leadership support.
Copyright © 2021 Accenture. All rights reserved.
Unlocking future innovation
13
The need for leadership
When we asked what’s needed to sustain changes and
innovation, more than 90% cited leadership support.
What is needed to sustain these changes and innovations?
Workforce structure,
classification and
union rules
Legislative support Changes in state
operating model
Conditioned funding Leadership support
31%
44% 44%
65%
94%
97%
Felt that the changes
were not temporary
and would need to
be sustained.
Copyright © 2021 Accenture. All rights reserved.
The importance of investment
14
CAOs also anticipate budget shifts to drive change in the future.
As you look to the next five years and reflect on the challenges and opportunities on the horizon for state government operations,
what do you consider to be the three biggest drivers of change (for good or bad)?
The need for resilience in the
face of increasing pace or
disasters
Ability to work across
organizational boundaries,
including public partnerships
Long term structural economic
shifts
Availability and use of data
analytics
Short/mid term budget and
finance shifts
22% 25%
28% 31%
66%
Copyright © 2021 Accenture. All rights reserved.
15
As state governments pivoted to meet the
challenges of the COVID-19 pandemic,
CAOs were at the core of their innovative
responses. Given their operational expertise and
willingness to “pitch in,” CAOs played—and will
continue to play—a key role in driving lasting
change. Many believe their organizations have
now experienced the benefits of taking bold steps
and accepting greater risk to implement new
ways of working and delivering services.
Accenture and NASCA look forward to
exploring and supporting CAOs in bringing
even greater innovation to state government
strategies and operations.
Copyright © 2021 Accenture. All rights reserved.
Things to consider:
16
Expect the Role
of the CAO to be
expanded as a
driver of innovation.
01
Keep human capital
a major focus of
future innovations.
02
Incorporate more
efforts to implement
real-time dashboards
and drive decisions
with data.
03
Focus on automation
and eliminating
paper-based
processes.
04
Gain Leadership and
budgets support as
critical elements to
drive the future.
05
Copyright © 2021 Accenture. All rights reserved.
ABOUT NASCA
Founded in 1976, the National Association of State Chief Administrators (NASCA), is a nonprofit,
501(c)3 association representing state chief administrators—public officials in charge of departments
that provide support services to other state agencies. NASCA provides a forum to exchange
information and learn new ideas from each other and private partners. NASCA’s mission is to help
state chief administrators and their teams strategically transform state government operations through
the power of shared knowledge and thought leadership. For more information, visit www.nasca.org.
ABOUT ACCENTURE
Accenture is a global professional services company with leading capabilities in digital, cloud and
security. Combining unmatched experience and specialized skills across more than 40 industries, we
offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the
world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000
people deliver on the promise of technology and human ingenuity every day, serving clients in more
than 120 countries. We embrace the power of change to create value and shared success for our
clients, people, shareholders, partners and communities. Visit us at www.accenture.com.
Copyright © 2021 Accenture. All rights reserved.
Accenture and its logo are registered trademarks of Accenture.
Copyright © 2021 NASCA. All Rights Reserved.
AUTHORS
Kelly Rogers
Senior Manager,
Public Service, Accenture
kelly.j.rogers@accenture.com
Bill Kilmartin
Senior Advisor,
Public Service, Accenture
Jenny Brodie
State and Local Government
Research Lead, Accenture
jennifer.brodie@accenture.com
Pam Goins
Executive Director, National
Association of State Chief
Administrators (NASCA)
Jamie Rodgers
Deputy Director, National
Association of State Chief
Administrators (NASCA)

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Innovating in a New Era: The Role of the CAO

  • 1. INNOVATING IN A NEW ERA: EXPLORING THE ROLE OF CHIEF ADMINISTRATIVE OFFICER July 2021
  • 2. 2 The global health pandemic prompted radical changes in how state governments operate and deliver services. In the face of prolonged shutdowns, states were forced to accelerate digital transformation initiatives. Along the way, they proved what is possible at speed and scale—and the Chief Administrative Officer (CAO) has been at the core of this fast-paced innovation. In November 2020, Accenture and the National Association of State Chief Administrators (NASCA) surveyed CAOs in 32 states. We sought to understand how they innovated in response to the COVID-19 pandemic and how they plan to continue forging sustainable change within their states. Copyright © 2021 Accenture. All rights reserved.
  • 3. Will change last? Yes 3 90% of CAOs agree: Due to the COVID-19 pandemic, state government strategy and operations will look very different going forward. More than half of CAOs believe the pandemic has had a positive impact on the public’s trust in state government services. 50% AGREE 41% STRONGLY AGREE 3% NEUTRAL 6% DISAGREE 38% NEUTRAL 53% POSITIVE 6% NEGATIVE 3% VERY POSITIVE Copyright © 2021 Accenture. All rights reserved.
  • 4. CAO: at the core of innovation 4 81% 72% CAOs whose office has a role in initiating and driving innovative practices across state government during the pandemic CAOs who were called upon to be innovative in an area outside their typical domain when the pandemic struck during the pandemic Assessing preparedness Formal and informal responsibility CAOs were highly involved in innovation—including stepping up when asked to help in new areas. CAOs were more prepared for disruption than they thought. The COVID-19 pandemic has shifted their opinions about their organizations’ readiness. COVID-19 likely changed your opinion about your organization’s preparedness for disruption? Please complete the two statements below: 0% Very high High Moderate Low Very low 25% 19% 40% 50% 31% 31% 3% 0% 0% I used to think (prior to COVID-19) that our preparedness for disruption was… Now (during COVID-19) I believe that our preparedness for disruption is… Copyright © 2021 Accenture. All rights reserved.
  • 5. Enduring opportunity Focus of innovation in 2020 PPE PROCURE MEDICAL HEALTH CARE TESTING WORK EMERGENCY SUPPLIES EMPLOYEE VET PUBLIC BUILD HOTELS SUPPORT DATA SERVER SYSTEM HOSPITALS FACILITIES HARVEST FOOD CARE MASS DISTRIBUTE PRE SCHOOLS REMOTE RACISM MASKS STATE LAB FIELD BUILD SPEED TOWNS STAFF ROOMS NEEDS DEAL 5 Copyright © 2021 Accenture. All rights reserved.
  • 6. Enduring opportunity Looking ahead Piloting more information CAOs led or participated in more pilot programs as a result of the pandemic. Almost half of CAOs expect to keep the new responsibilities they took on during the pandemic for the long run. CAOs participated in nearly 7x as many pilot project in 2020 as they did in 2019. 35% NO 48% YES 18% NOT SURE 6 Copyright © 2021 Accenture. All rights reserved.
  • 7. Hungry for innovation 7 Greater appetite for risk We are more tolerant to risk than we were before COVID-19 50% 13% 28% 60% Thinking about the time before and after COVID-19, when piloting projects and innovations, how has your organization’s tolerance to risk changed? Are you more or less likely to launch a project that might be risky? Our risk tolerance has not changed We are less tolerant to risk than we were before COVID-19 Copyright © 2021 Accenture. All rights reserved.
  • 8. A focus on people 8 Human capital remains a major focus of innovation Top focus of innovation over past 6 months 01 Human capital/remote work (95.2%) 02 IT (88.2%) 03 Procurement (53.6%) 04 Elevated digital delivery (50%) 05 Real estate (46.4%) Opportunities to innovate over the next 6 months 01 Human capital/remote work (85.7%) 02 IT (58.5%) 03 Real estate (57.1%) 04 Elevated digital delivery (50%) 05 Facilities management (50%) Copyright © 2021 Accenture. All rights reserved.
  • 9. Accelerating innovation 9 Data-driven decisions The COVID-19 pandemic enabled CAOs to accelerate their efforts to implement real-time dashboards and drive decisions with data. Please consider innovation and transformation efforts related to how your organization uses and interacts with data. As a result of COVID-19, have you been able to accelerate any efforts in this domain? Utilized AI to aid decision making Utilized robotic process automation Put in place strong KPIs Data standards across agencies Enhancements of analytics systems Data system modernization Data sharing agreements Using data to drive decisions Development of real time dashboards 72% 66% 50% 47% 35% 31% 25% 16% 6% Copyright © 2021 Accenture. All rights reserved.
  • 10. Accelerating innovation 10 Digitization of services The pandemic enhanced CAOs focus on automation and eliminating paper-based processes. What innovation and transformation efforts related to digital government have you been able to accelerate as a result of COVID-19? Utilized AI to aid decision making Utilized robotic process automation Engaging citizens in the development of new programs Using user design and focus groups Redesigning service delivery spaces Creating contactless end to end government services Digitizing citizen services Eliminating or reducing paper based processes Enhancing services with automation and digitization 78% 75% 62% 60% 40% 22% 19% 16% 6% Copyright © 2021 Accenture. All rights reserved.
  • 11. Innovation drivers 11 CAOs pointed to speed and a common goal as top drivers of innovation What enabled innovation during the COVID-19 response Dedicated funding Changed procurement process Citizen demand Rule flexibility Common goal Need for fast response 97% 90% 69% 53% 47% 41% Copyright © 2021 Accenture. All rights reserved.
  • 13. Unlocking future innovation 13 The need for leadership When we asked what’s needed to sustain changes and innovation, more than 90% cited leadership support. What is needed to sustain these changes and innovations? Workforce structure, classification and union rules Legislative support Changes in state operating model Conditioned funding Leadership support 31% 44% 44% 65% 94% 97% Felt that the changes were not temporary and would need to be sustained. Copyright © 2021 Accenture. All rights reserved.
  • 14. The importance of investment 14 CAOs also anticipate budget shifts to drive change in the future. As you look to the next five years and reflect on the challenges and opportunities on the horizon for state government operations, what do you consider to be the three biggest drivers of change (for good or bad)? The need for resilience in the face of increasing pace or disasters Ability to work across organizational boundaries, including public partnerships Long term structural economic shifts Availability and use of data analytics Short/mid term budget and finance shifts 22% 25% 28% 31% 66% Copyright © 2021 Accenture. All rights reserved.
  • 15. 15 As state governments pivoted to meet the challenges of the COVID-19 pandemic, CAOs were at the core of their innovative responses. Given their operational expertise and willingness to “pitch in,” CAOs played—and will continue to play—a key role in driving lasting change. Many believe their organizations have now experienced the benefits of taking bold steps and accepting greater risk to implement new ways of working and delivering services. Accenture and NASCA look forward to exploring and supporting CAOs in bringing even greater innovation to state government strategies and operations. Copyright © 2021 Accenture. All rights reserved.
  • 16. Things to consider: 16 Expect the Role of the CAO to be expanded as a driver of innovation. 01 Keep human capital a major focus of future innovations. 02 Incorporate more efforts to implement real-time dashboards and drive decisions with data. 03 Focus on automation and eliminating paper-based processes. 04 Gain Leadership and budgets support as critical elements to drive the future. 05 Copyright © 2021 Accenture. All rights reserved.
  • 17. ABOUT NASCA Founded in 1976, the National Association of State Chief Administrators (NASCA), is a nonprofit, 501(c)3 association representing state chief administrators—public officials in charge of departments that provide support services to other state agencies. NASCA provides a forum to exchange information and learn new ideas from each other and private partners. NASCA’s mission is to help state chief administrators and their teams strategically transform state government operations through the power of shared knowledge and thought leadership. For more information, visit www.nasca.org. ABOUT ACCENTURE Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com. Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture. Copyright © 2021 NASCA. All Rights Reserved. AUTHORS Kelly Rogers Senior Manager, Public Service, Accenture kelly.j.rogers@accenture.com Bill Kilmartin Senior Advisor, Public Service, Accenture Jenny Brodie State and Local Government Research Lead, Accenture jennifer.brodie@accenture.com Pam Goins Executive Director, National Association of State Chief Administrators (NASCA) Jamie Rodgers Deputy Director, National Association of State Chief Administrators (NASCA)