Every day, government and public service managers face the challenge of delivering more and better services despite limited budgets. If you were in their position, what would be your spending priorities? Through Spending Public Money—an online experience developed by the Accenture Institute for Health & Public Service Value—you have an opportunity to think about your answers to that question. If you don't often think about public spending, you aren't alone. A key finding from the Accenture Global Cities Forum is how little individuals understand about their role as taxpayers—and about how public money is spent. We designed Spending Public Money to learn more about how individuals link public expenditure to choices that can affect their quality of life. As part of the online experience, we give you a limited amount of public money to allocate toward improvements in learning and education, public safety and/or ease of transport. If you decide to spend more in some areas, you may have to make tough tradeoffs in others—just as government and public service managers must. Once you have completed Spending Public Money, your results will be submitted to the institute, where researchers will assemble and analyze everyone's input. In the meantime, you can see how people in your country—and others around the world—chose to spend "their" public funds. You also can make comments about your choices. Please take just a few moments now to share your perspective via Spending Public Money. Invite others to try Spending Public Money, too. To share with colleagues, use the “E-mail to a Colleague” feature at the top of this page or the "Share this with others" feature on the website after you participate. To learn more about the Accenture Institute for Health & Public Service Value, please contact us. View all Institute for Health & Public Service Value research. To receive Accenture’s latest insights directly, sign up for My Outlook, Accenture’s bi-weekly newsletter that is personalized based on your business and industry interests. |