A thank you and a return to service

After a short sabbatical from public service, I’m delighted to announce I’m returning to the Australian Public Service, where I intend to do my part in the extraordinary and once-in-a-generation reform agenda currently under way 😊

I have had wonderful opportunities over the past 23 years to work with and in the public sector, but it was 15 years ago that I really committed my professional life and career to public sector reform. I’ve since built up a broad and deep understanding of good public administration, while also acting as an enthusiastic pathfinder to shape modern, innovative and evidence-based approaches with adaptive operating models for more humane and participatory public policy, services and governance.

As part of this journey, and for those who want to understand my move to AWS, I decided to take a “public sector sabbatical” at the beginning of last year. I had three goals:

  1. to immerse myself in the challenges and opportunities of AI for government;
  2. to see whether it was possible to systemically help the tech sector be more mission-oriented and cognisant of the unique context of public service; and
  3. to explore ways to close the gap between policy design and delivery.

I was extremely lucky to be offered a role in a special team at Amazon Web Services (AWS) where I have not only been encouraged, but supported to explore these wicked problems, while also being able to share and learn along the way. It was great to work for a large tech company that is genuinely committed to helping their clients to grow and succeed, including the necessary internal capability and confidence in modern tech, mindsets and design/delivery methods. I also got to work with some extraordinary colleagues and a wonderfully visionary boss 😊 A huge thank you to Bruce Haefele, Amity Durham, Jithma Beneragama, Tim Bradley and Jodi Philips in the AWS Strategic Development team, along with all the other wonderful people I got to collaborate with. If you’re looking for AWS folk who really understand both gov and tech, Bruce and the team are great 😊 Thanks for the opportunity!

So I’m delighted to say I was able to do some great work on a whole range of projects while also making progress on all three of my professional goals:

  1. Trustworthy AI in government – I wrote a paper on building trustworthy AI systems in government, with a special focus on ADM (Automated Decision Making), with a wonderful range of reviewers and contributors with expertise on AI, public administration, privacy/law, ethical IT, social policy and more. It’s called the “A Trust Framework for Government Use of Artificial Intelligence and Automated Decision Making” and was followed by a range of talks, blogs and other thought leadership, which goes to the heart of ensuring any AI system isn’t just designed ethically, but it operated, continuously improved and monitored for real and unintended impacts. I also got to work with the wonderful AI expert, Natacha Fort, to create a comprehensive range of AI usage patterns, which really help to understand the different ways AI can be used, and their different risk and mitigation strategies for government.
  2. Mission/policy-oriented tech and delivery – After starting at AWS I learned about the Well-Architected Framework, which is the technical assurance mechanism adopted for all AWS systems globally. So we formed a diverse and international team to design an expansion pack, a “lens” with best practices and recommendations to ensure the special context and requirements of government – including the policy intention – are all included in the design, delivery and operating models for public sector systems/services. This provides a useful means for tech/IT teams to reach across the aisle to policy/business/regulatory teams and help close the gap between policy design and delivery. You can find the Gov Lens for the AWS Well-Architected and the Gov Lens is also available in the Well-Architected Tool for those wanting to use it for early definition/requirements gathering or to assure new systems.
  3. Adaptive policy management – My final goal was to explore and hopefully help establish a more adaptive, end-to-end and humane approach to policy design, decision making, delivery and continuous improvement. This journey led to an extraordinary collaboration with Prof Anna Zhu, an incredible researcher and lecturer at RMIT, which provided a platform for many areas of collaboration and progress. Anna and I brought together a diverse and wonderful group of research organisations, NGOs, government departments and companies that work with government, to submit an ARC Linkage Grant which was funded last month. The research project is called “The Intended and Unintended Impact of Policy for Adaptive Policy Management” and has two parts: 1) hypothesis-led research into how possible it is to monitor for and understand the patterns of human impact from policy changes using existing and cross sector data, with a reasonably high scientific and statistical confidence; and 2) to use the insights and learning from part one to inform a test-driven human impact measurement framework, a new adaptive policy cycle and operating model, and a range of policy infrastructure prototypes and demonstrators to enable end-to-end adaptive policy management. This collaboration has led to work through the year to explore the problems, opportunities and better/worse futures for policy management. I’ve written about some of our findings on the case for more adaptive policy management, and the case for shared and end-to-end policy infrastructure, and you can see sessions with Prof Catherine Althaus here and with Thea Snow here. Catherine, Thea, Suhit Anantula and I are trying to distill some of the work into a book over the coming year or so which will provide new policy frameworks and guidance for the whole sector 😊

My last reflection, is that I went to AWS because I wanted to continue working on public sector reform, even if from a position outside of service for a short spell, and I wanted to work specifically for an organisation that was aligned with my goal. AWS has, at its heart, a “customer obsession” which enables the company to systemically want to help clients to succeed and be highly capable, which is not always the case. So while some people were confused with my choice of sabbatical, hopefully the above helps to provide some context 😊

Now to the next chapter!

I’m very excited and humbled to announce I’ll soon be the Chief Data Officer in the Data and Economic Analysis Centre (DEAC) at the Department of Home Affairs. From all I can see, DEAC is one of the top data capabilities in the APS, and the portfolio does challenging and important work so I hope to bring my passions for great CCX service delivery (Client and Citizen/resident/refugee/migrant Experience), for humane and trustworthy end-to-end policy design and delivery, and of course, for data and evidence-driven decision making and continuous improvement, to the table. Perhaps we could also be a global exemplar for policy infrastructure 😉 I am delighted to be reporting to Deputy Secretary Sophie Sharpe, and to be in a position to contribute to the APS Reform in a department that is extremely committed to the agenda. I also look forward to rejoining the APS, especially with the benefits, lessons and experience from my time in the New Zealand, NSW and Canadian Governments.

Coming back to the APS feels like I’m coming home. It is all the more exciting for the once-in-a-generation changes happening at all levels to become a better public sector for everyone, and I intend to do my part to help.

The case for shared & end-to-end policy infrastructure

This post was written to follow The case for adaptive and end-to-end policy management, which explored the challenges and opportunities for reforming how we design, delivery, manage and continuously improve policies. This article explores the idea of “policy infrastructure” and why a rethink is needed to enable end-to-end policy management with impact monitoring and policy intent optimisation 🙂 I want to quickly acknowledge all the people who are contributing to this work, especially the folk involved in the Intended and Unintended Impact of Social Policy research project which is worth keeping an eye on 🙂

What is Policy Infrastructure? 

‘Policy infrastructure’ isn’t a term that’s often used in government, and yet we use and rely upon policy infrastructure every day. Policy infrastructure includes the data, tools and platforms that help us to analyse, design, model, implement, iterate, monitor and report on policies and policy interventions, throughout the entire policy lifecycle. Policy infrastructure necessarily includes an enormous range of software, data and platforms, because any one tool that tries to do it all never works 🙂 

Policy infrastructure is used to support both the design and development of new policies, as well as the delivery, ongoing management and evaluation of policy interventions. If we are to include all types of policies (constitution, legislation, regulation, Government objectives, operational requirements, department rules, whole of government requirements, etc), then there is a large and complex canvas of goals, success metrics, rules, requirements, eligibility criteria, formulae and requirements that need to be reflected in the policy infrastructure, relied upon by many. In the age of digitally-enabled governments, the scope of policy infrastructure also includes digital policy delivery and policy as code.

Unfortunately, there is currently no consistent or end-to-end approach to policy infrastructure – policy is created, implemented, measured, and amended by different actors, often working in isolation from each other. This inconsistency means there is no visibility of the whole policy journey by anyone involved, and a significant air gap between how policy is represented in modeling tools, and how policy is represented in the real world systems of service delivery government departments or regulated entities. This also creates a significant gap between the predicted impact policies are expected to have, and the broader impacts they have in reality. No modeling is perfect, and unexpected conflicts or variables will emerge as policy is implemented in the real world, in real time. For instance, social security and taxation legislation is extensively modeled in some policy agencies for the purpose of reform and budget analysis, but the same legislation is implemented separately (and sometimes differently) in delivery departments, where new variables exist such as system constraints, integration with other policy domains, operational rules and, of course, the intersection of cross-jurisdictional policies. Without access to the insights of the people tasked to deliver policy, policy makers and legislative/regulatory drafters may be unaware of the risks or conflicts, and unable to build in mitigations. In any case, when unintended conflicts or impacts inevitably emerge, there are limited ways to influence or iterate policy design.

Policy impact and outcomes are often not consistently measured or monitored across interventions. For instance, policy or evaluation teams might use administrative data to analyse policy impacts at a point in time, but delivery teams tend to monitor for system performance and customer experience. Imagine if all our services also enabled real time measurement of policy outcomes and broader quality of life or environmental impacts? It is possible to have a policy intervention like a public service or grant program might be considered successful in delivery (efficient, good user feedback, etc) that is simultaneously having an inverse policy impact, or creating unintended harms. So measuring and monitoring for both policy and human impact is a critical next step to build into policy infrastructure.

There is also no easy or accessible way to test your implementation against the authoritative policy or policies. No reference implementation of policy. No test suite (for example, a person/family with these characteristics should get these services, or a business with those characteristics has those obligations, etc).

The final challenge in this space is the lack of shared or common policy infrastructure, because it exacerbates interpretation confusion and mutual incomprehension between policy design and policy delivery. The diagram below presents a high level view of the current state challenge of fragmented policy infrastructure, and contrasts it with the idea of shared policy infrastructure.


CC-BY: Pia Andrews, 2023

All actors involved in a given policy domain (including all relevant policy interventions) would ideally have access to the same shared policy infrastructure, the same digital representation of policy (“policy twins”), the same modeling and monitoring tools, feedback loops and perhaps even a shared “policy backlog”. Perhaps policy infrastructure could be shared across policy domains, or even open to the public, to facilitate transparency, alternative modeling, and testing policy options or proposed reforms in a wide variety of contexts to help identify potential or unintended consequences, and to maximise intended policy outcomes.

Policy Twins

Although not all policies are legislation or regulation, almost all government services and programs draw upon some legislation/regulation combined with myriad operational policies. The many and varied interpretations of these building blocks of public administration can make it hard to understand which rules are authoritative and which are operational. If we had reference implementations of policy as code (imagine we had api.legislation.gov.au), then we could remove the interpretation gap and have a better chance at identifying and remediating unintended policy issues as they arise.

A Policy Twin is simply the policy equivalent of a “Digital Twin”. Digital Twins provide a digital representation of spatial information like buildings, roads, water and gas pipes, which is used to model town planning, environmental impacts or other spatially driven analyses. A Policy Twin could be as simple as a digital representation of a policy, but could include legislation as code, relevant data (admin data, policy measures, lead and tail indicators, etc), modeling tools, impact monitoring and more. All the things you have seen emerge in the “Digital Twin” space, are possible with Policy Twins, and in fact some Digital Twins have already started including policy as code, such as the inclusion of resource management regulations in the Wellington City Council digital twin to model and display the impacts of changes to the building code. Here is a great article about how to turn building regulations into a Policy Twin. Inspiring stuff! 

The “Rules as Code” movement to has been growing over the past decade, including the use of policy as code to enable test-driven legislative and regulatory reform. Please see more on “Rules as Code” and the “Better Rules” approach to drafting in this explainer deck

Recently in Australia there was a VERY exciting announcement from GovCMS where they are now offering a “Rules as Code” enterprise capability to all GovCMS customers, providing greater ease of creating policy twins 🙂

Engaging with community infrastructure

Many communities run their own data, analysis and modeling infrastructure. Whether a not for profit NGO, an Indigenous/First Nations community or a town, the insights and intelligence that could help shape and inform policy options and change are worth understanding and building into a policy infrastructure model that is capable of respectfully interacting with such systems. This makes it necessary to consider federated architectural design, and ways of sharing insights and patterns across systems without sharing raw data. The progress made in verifiable claims/credentials, as well as in confidentialised computing provide some excellent opportunities for communities and governments to co-create meaningful and empowering policy twins. It also makes sense for government policy infrastructure to be available to communities for them to model, explore and test policy reform options.

Reverse engineering a future state policy journey

Proposals for reforming how policy is done are often, understandably, met with concerns at whether change would “slow things down”, but if we had a more end to end approach with policies designed for easy implementation, then the total time to realise policy intent could be dramatically shorter, even if it means a little more time up front. So a useful tactic might be to consider the whole “policy journey map”, like we do with user journey mapping.

What if we were to design a better, faster and end to end “policy journey map” to identify the necessary ingredients for modern, shared policy infrastructure? Below is an attempt intended to stimulate discussion and collaboration, as this is an emerging area that needs collective exploration with cross-disciplinary participation. 

Imagine for instance, being able to rapidly develop new legislation/regulation with reference implementations circulated for consultation and testing prior to being enacted by parliament (with the usual democratic rigour) and then available as code that same moment for rapid & consistent implementation by all the relevant policy consumers. It is possible, but only through transforming the policy/service continuum. When we make the rules of government authoritatively consumable by software, we dramatically improve the speed & consistency of delivery, with better policy outcomes and compliance.

Below is a high level “policy user journey” contrasting the current state approach to a more streamlined, test-driven and multi-disciplinary approach, which would dramatically reduce the time to impact.

CC-BY: Pia Andrews, 2023

With the high level journey map above, we can then explore and propose the shared and common policy infrastructure we need to support the journey end to end, as per below.


CC-BY: Pia Andrews, 2023

The very early-thinking, draft model above includes the following elements, aligned to the broad temporal phases of policy delivery:

To support test-driven policy ideation (pink):

  • Public engagement tools to explore, co-design & test policy options, both initially (new policies) & ongoing (continuous improvement to policies and policy interventions).
  • Linked and integrated admin data for research, policy modelling & patterns monitoring, best hosted by an independent, highly trusted entity, like the ABS.
  • Case law and gazettes as a utility to use for analysis and to test new ideas.
  • Publicly available modeling tools for testing and exploring policy change.

To support test-driven policy options design, development & drafting (purple):

  • Consistently applied Human Impact Measurement Framework used across government, including for new policy proposals and for monitoring.
  • Public repository to share policy tools, government models, measurement frameworks, synthetic population data, etc.

To support the Parliamentary processes, publishing and visibility (aqua):

  • A linked data representation of the administrative orders to automate reporting, accountability, auditing, security, access & to streamline MOGs.
  • Publicly available Policy as code (intended outcomes, legislation, models, defined target group) available at api.legislation.gov.au
  • Policy catalogue where all operational and Government policies can be discovered, along with measures and transparent reporting of progress. 

To support policy intervention design & implementation (delivery) (green):

  • A “Citizen’s ledger” to record all decisions with traceable explanations, for auditing & citizen access
  • Policy test suite to validate legality of system outputs in gov services & regulated entities.

To support policy compliance, iteration & improvement over time (yellow):

  • Open Feedback loops for public and staff about policies & services, to drive continuous improvement and to identify and mitigate harm.
  • Continuous monitoring of policy & human impacts, including dark patterns & quality of life indicators, alongside usual systems monitoring, to ensure adverse impacts are identified early and often.
  • Escalation and policy iteration mechanisms to ensure issues detected are acted upon at portfolio and whole of gov levels.

A shift to “CI/CD Policy”?

It’s clear when you start trying to imagine a more collaborative, adaptive, humane, iterative and test driven approach to policy management, that a lot of the techniques and methods from product management, CI/CD (Continuous Integration / Continuous Development) pipelines, service design and agile become useful. So why not reuse some of the infrastructure, tools, methods and platforms that we have adopted in service reforms over the last decade to help modernise policy delivery?

We could have CI/CD policy pipelines, policy feedback loops, product management for policy, policy monitoring and measurement tools, policy escalation frameworks, policy test suites, policy twins, and public policy engagement/codesign platforms. Perhaps each policy would have a policy manager who owns the end to end outcome realisation (rather than the current baton passing from design to delivery teams), and perhaps each policy intervention could have its own “policy product owner” who owns the delivery of that intervention, but works in concert with other interventions to the policy manager to make sure interventions are effective, complementary and continuously adapting to change and impact? We don’t need to start from scratch here, but we do need to design a good policy journey, so that we can meaningfully leverage what is available, but also identify where there are gaps to fill. 

What do you think?

What do you see as the opportunities and challenges for policy infrastructure? What would your ideal policy journey map look like? Which portfolios would have the right mandate and systemic motivations to run which parts of the concept model above (note, not which department is best functionally/capabilities placed, but which department is best aligned/motivated 🙂)? What other tools, data and platforms would you include? Do you have any examples to share? 

Please share your thoughts and any examples and let’s all take a strategic and proactive approach to modernising our policy infrastructure, so we can be more adaptive and effective in delivering policy and public outcomes.

The case for adaptive and end-to-end policy management

TL;DR: Better policy design and evaluation won’t save us 🙂

The APS Reform agenda provides a rare window of opportunity to address structural and systemic issues in the APS, so why not explore how might we transform the way policy is designed, delivered and managed end to end?

Why should we reform how we do policy? Simple. Because the gap between policy design and delivery has become the biggest barrier to delivering good public services and policy outcomes, and is a challenge most public servants experience daily, directly or indirectly. This gap wasn’t always the case, with policy design and delivery separated as part of the New Public Management reforms in the 90s. When you also consider the accelerating rate of change, increasing cadence of emergencies, and the massive speed and scale of new technologies, you could argue that end-to-end policy reform is our most urgent problem to solve.

Policy teams globally have been exploring new design methods like human-centred design, test-driven iteration (agile), and multi-disciplinary teams that get policy end users in the room (eg, NSW Policy Lab). There has also been an increased focus on improving policy evaluation across the world (eg, the Australian Centre for Evaluation). In both cases, I’m delighted to see innovative approaches being normalised across the policy profession, but it has become obvious that improving design and/or evaluation is still far from sufficient to drive better (or more humane) policy outcomes in an ever changing world. It is not only the current systemic inability to detect and respond to unintended consequences that emerge, but the lack of policy agility that perpetuates issues even long after they might be identified. 

Below I outline four current challenges for policy management and a couple of potential solutions, as something of a discussion starter 🙂

Current policy problems

Problem 1) The separation of (and mutual incomprehension between) policy design, delivery and the public

The lack of multi-disciplinary policy design, combined with a set-and-forget approach to policy, combined with delivery teams being left to interpret policy instructions without support, combined with a gap and interpretation inconsistency between policy modeling systems and policy delivery systems, all combined with a lack of feedback loops into improving policy over time, has led to a series of black holes throughout the process. Tweaking the process as it currently stands will not fix the black holes. We need a more holistic model for policy design, delivery and management.

A cartoon of a policy team celebrating because they completed their policy, and handed over the policy instructions to a picture of a black hole, all the while wondering what it would be like to see it through. The policy instructions are caught by an implementation team who know the policy design team have moved on, so do their best to interpret and implement their understanding. The impacts of the delivery are lost in a black hole as well, where the people affected by the policy can have their lives literally ruined, and eventually an evaluation team asks “why didn’t they just evaluate earlier?”.

CC-BY: Pia Andrews, 2023

There is also a significant gap with the public. From the start, there is usually a lack of diversity in expertise and experience in shaping a policy, and once an intervention is decided and rolled out, the people affected by policies have limited means to give feedback. Engaging the public early and often, and then providing clear feedback loops would help policies be better designed and improved over time.

Problem 2) The lack of real time monitoring of intended AND unintended impacts

The laudable efforts to improve policy evaluation are great, but formal evaluations usually have two limitations that could be better addressed with other mechanisms. Firstly, formal evaluations often tend to be positivist, in that they look for “has this initiative delivered what it said it would”, and aren’t often driven or set up to explore and understand unintended impacts, such as human or environmental patterns that emerged as a result of a new policy interacting in a complex domain.

Secondly, formal evaluations are usually a point in time assessment, rather than real time monitoring of policy impacts. Evaluation teams are not connected to the day to day delivery of policy interventions, creating a timeliness challenge in mitigating issues that are identified. Evolving and improving policy evaluation methods will create greater understanding, but perhaps too little, too late for those affected in between. Real time monitoring of intended and unintended impacts would nicely complement formal evaluation methods, while also providing a timely trigger if anything trended in the wrong direction.

Problem 3) A systemic inability to iterate policy in response to impact, feedback or change

Policies are often designed by a policy team, and then handed over to implementation, so that policy team can move on to the next policy priority, creating a systemic inability to iterate policies as the real impacts are felt in delivery. It doesn’t matter how collaborative or inclusive you are in designing a policy, there will always be perpetual change in the environment, and unintended impacts to mitigate. We need to take the lessons from the creation of “Continuous Integration and Continuous Delivery” (CI/CD) pipelines in service delivery, to create a “CI/CD Policy” approach which would manage policy design and delivery as part of the one continuum, drawing upon continuous feedback loops, monitoring and measurement of policy and human impacts to inform and iterate policies and the respective interventions. This would not only help policies to maximise the realisation of policy intent in a rapidly changing world, but would also provide the means to proactively identify and manage policy impacts (positive and negative) as they emerge.

Problem 4) Inconsistency in policy literacy and practice across the sector

Last, but not least, is the inconsistent definition, context and practice of “policy” across the sector, creating confusion and real issues of authority, decision making and accountability. Unfortunately today, many of the “policy guides” currently available limit themselves to Government Policy development, which has led to the common but dangerous assumption that Government Policies are the highest authority, and that the peak of good public service is to simply advise the Government.

To my mind, there are three highest level and fundamental categories of “policy”:

  1. Foundational Policies: the constitution, legislation and regulations which provide the context, framing and highest legal authorities and accountabilities of a department;
  2. Government Policies: the directions of the Government of the day via the respective Ministers, which is subject to foundational policy limitations; and
  3. Operational Policies: which covers all the operational, whole-of-government, department-defined rules and delegated policies, which are subject to both the government and foundational policy directions, but are the authorititative domain of Secretaries.

The diagram below provides a useful reference on the hierarchy of authority of different policy types, as well as a guide to decision making involved in each. This should help public servants realise that different actors are needed for change to different policy types, and that even Ministerial directions are constrained by the Foundational Policies above. It also should provide public servants more understanding as to what decision making is actually within their delegated authority, such as operational policies. 

This diagram shows 5 types of policies, starting at the highest authority with the Constitution, which is only changed by the people (public) via referenda, then Legislation (inc regulations) which is changed by the Parliament via Bills/Acts, followed by Gov Policy (Big P) which is changed by the Government via Ministerial directives, then Operational policies followed by the Department Secretary via departmental approvals, and finally internal operational decision making (implementation, program planning, delivery, etc) which is determined by department executives via internal delegations and processes.

CC-BY: Pia Andrews, 2023

Potential solutions

Solution #1: Adaptive policy management

So what might adaptive policy management look like? Well, let’s start with what the characteristics for delivering great policy and human outcomes might look like, and then we can reverse engineer an ideal policy operating model we could work towards.

FromTo
Narrowly informed, largely driven by generalist policy professionals, with occasional expertise or end user input.Multidisciplinary and diverse expertise and experience informing the whole process, including early testing of several interventions with representatives of those affected.
Static policies are defined, the policy team moves on, policy change is slow and difficult, often principles-based and subject to varied interpretation in delivery.Dynamic policies, with policy expertise present in policy interventions end to end (leg, services, reg, programs, grants, etc) with continuous, evidence-based policy iteration.
Reactive to issues, as they are identified. Constantly looking backwards, mitigating symptoms, without time to look forwards or address causes.Responsive to change as it happens, monitoring for impact (intended and unintended) and constantly adaptive to change in a forward looking way.
Assumptions driven, policy interventions are based on past or current assumptions, without testing, exploring or co-designing a range of approaches.Test driven, a diverse range of potential policy interventions are explored, with a range of stakeholders, with feasible options tested prior to finalising policy options or ratifications.
Culturally exclusive, policies are developed without culturally diverse experience or expertise. Culturally inclusive, policies are developed in a culturally inclusive way, embracing diverse knowledge systems and methods.
Split policy infrastructure, where policy design and modeling happen in one place, but policy delivery happens in a different place, leading to inconsistencies in implementation assumptions, and the inability for policy owners to monitor the reality of policy implementation. Modeling is often limited in scope and domain, so policy conflicts are only identified in delivery, too late to inform design.Shared policy infrastructure, common and shared digital policy models are used for both modeling/design and delivery, such that there is no gap between the two. Policy owners can have higher confidence in the likely impacts of change, whilst also keeping a finger on the pulse of actual policy impacts. Policy intent and impact are monitored alongside performance and CX measures, and feedback loops loop back to policy.
Policy realisation is slow, as the whole lifecycle requires policy options, legislation/regulation, operational policy development, with several opportunities for misinterpretation. Policy intent can take years to even start to be realised.Policy realisation is fast, policies are developed in a faster way with reference implementations resulting from rapid and test driven drafting of human and machine readable policy. This results in better rules & dramatically speeds up implementation.
Community engagement, engaging the public in research or testing ideas is currently ad hoc and inconsistent.Community empowerment, could refer to both the ability for communities to generate new policy ideas with government, but also that public sectors attempt to devolve more decision making on policy or investment to communities.

Perhaps policy making could be more of a team sport:

All teams involved in policy work together to co-design the policy intent, instructions, success criteria and to pre-test some interventions. The all teams work together to design, delivery and continuously improve all policy interventions, using shared policy tools, data, systems and methods, with impact monitored (intended and unintended) and evaluations triggered as required.

CC-BY: Pia Andrews, 2023

Below is a high level potential approach to the policy lifecycle, where policies are designed and delivered collaboratively, with shared policy infrastructure, and real impacts monitored,  escalated and fed into policy improvements over time, with formal evaluations able to be triggered when things go terribly wrong, not years later. Policy makers could, for instance, establish a theory of change between the vision / outcomes and the actions being taken, to ensure the indicators and measures are connected to and represented in delivery from the start. If all policies required a purpose statement, it would help implementers to ensure the delivery was aligned to the purpose and intent of the policies.

A diagram of a policy journey, from defining purpose, then outreach, definition of success, optioins, trials to decision point, followed by establishment of interventions, then a cycle of test/design-deliver-management, which continues till close or policy change.

CC-BY: Pia Andrews, 2023

In this model, there is only two phases in the policy lifecycle:

  • Policy purpose and authority – collaboratively developing the overarching policy purpose/intent, definition of success, and exploring options with a wide range of stakeholders, experts and those affected by the policy, including options testing, with clear definition of the measurable change(s) that should result, and the problem or opportunity the policy is trying to address. This all leads to a decision point, which varies according to the policy type above.
  • Policy interventions design & delivery – this includes the end to end co-design and management of all related policy interventions, including the program(s), services, grants, rules/legislation/regulation, or operational policy development. Policy interventions are continuously monitored individually and at a portfolio level for intended and unintended impacts, constantly improved and iterated based on feedback loops, and improvements are fed where relevant back into iterating overarching policies based on evidence and expertise.

Any form of policy could follow this model. Whether Constitutional reform, legislation/regulation reform, advice/options to Government, whole of government policies or operational policies, the intended outcome can be better realised through being a little more test-driven, participatory, multidisciplinary, iterative and through managing the whole policy lifecycle as an end to end approach with real time and continuous improvements to interventions (like services, regulations, etc), while also continuously monitoring for policy impact that can feed into policy improvements.

Proposals for reforming how policy is done are often – understandably – met with concerns at “slowing things down”. But if you look at the full journey of policy today, policy intent realisation is already quite slow. If we had a more end to end and test driven approach, we’d get better policies designed that are easier and faster to implement, which would dramatically shorten the time to realise policy intent, even if it means a little more time up front. 

Solution #2: A focus and expansion of policy professionalism in the APS

We need to not only teach what all types of “good” public policy looks like, but create a culture of continuous learning and improvement for policy professionals. Perhaps we could start by complementing the excellent digital, data, HR and strategy professions coordinated by the APSC, with a “Policy Profession”? 🙂 

But we also need to teach public service craft to all public servants, including what a healthy, politically neutral and evidence-based approach to public administration looks like, and why we aren’t achieving it as a norm across the sector. For instance, we need to have clear and consistent guidance on how to engage with Ministerial offices appropriately, so that everyone can maintain the integrity, dignity and trustworthiness expected of our public institutions. We also need clear guidance on how to promote an open APS that engages appropriately and regularly with the community, something which will hopefully be addressed in the APS Reform Agenda proposed Charter of Partnerships and Engagement.

All public servants should be confident to maintain real and long term stewardship of public good, above and beyond day to day pressures or policy objectives, and also be knowledgeable of their foundational policy accountabilities, which are found in the constitution and relevant legislation and regulations. For instance, I have been surprised and somewhat horrified to hear people talk about how AI is a problem in government because it isn’t regulated, seemingly unaware that all government systems, regardless of the technology, are subject to Administrative Law, the Privacy Act, PGPA and many other foundational policies (leg/reg). We have many checks and balances we can use to ensure good governance, we just need to be aware of and apply them more consistently across the whole sector. For example, here is a paper where I documented the “special context of government” and then applied that special context to the use of AI in government. It resulted in a holistic approach that is complementary to the concept and practice of responsible government. When everyone has a shared and common understanding of the special context and responsibilities of the public service, we have a good chance to get shared and high integrity approaches to everything we design, deliver and administer in the public sector.

Solution #3: Shared and end to end “Policy Infrastructure”

Given how long this post has become, I’ll share more on this concept in a subsequent post, but here’s a teaser 😉 Basically, whilst difference teams have different tools, including distinct and separate interpretations of policy, then we’ll continue to see an interpretation gap, and a lack of end to end policy visibility, which impedes end to end policy management.

CC-BY: Pia Andrews, 2023

The model above includes the following elements, aligned to the broad temporal phases of policy delivery:
·        To support test-driven policy ideation and announcements (pink):
o   Public engagement tools to explore, co-design & test policy options, both initially (new policies) & ongoing (continuous improvement to policies and policy interventions).
o   Linked and integrated admin data for research, policy modelling & patterns monitoring, best hosted by an independent, highly trusted entity, like the ABS.
o   Case law and gazettes as a utility to use for analysis and to test new ideas.
o   Publicly available modeling tools for testing and exploring policy change.
·        To support test-driven policy design, development & drafting (purple):
o   Consistently applied Human Impact Measurement Framework used across government, including for new policy proposals and for monitoring.
o   Public repository to share policy tools, government models, measurement frameworks, synthetic population data, etc.
·        To support the Parliamentary publishing and visibility (aqua):
o   A linked data representation of the administrative orders to automate reporting, accountability, auditing, security, access & to streamline MOGs.
o   Publicly available Policy as code (intended outcomes, legislation, models, defined target group) available at api.legislation.gov.au
o   Policy catalogue where all operational and Government policies can be discovered, along with measures and transparent reporting of progress. 
·        To support policy implementation (green):
o   A “Citizen’s ledger” to record all decisions with traceable explanations, for auditing & citizen access
o   Policy test suite to validate legality of system outputs in gov services & regulated entities.
·        To support policy compliance, iteration & improvement over time (yellow):
o   Open Feedback loops for public and staff about policies & services, to drive continuous improvement and to identify and mitigate harm.
o   Continuous monitoring of policy & human impacts, including dark patterns & quality of life indicators, alongside usual systems monitoring, to ensure adverse impacts are identified early and often.
o   Escalation and policy iteration mechanisms to ensure issues detected are acted upon at portfolio and whole of gov levels.

What do you think? 

What are the challenges you see, and what do you think needs to be done to improve policy management end to end? How might the APS Reform agenda help drive change, and how can we all do our part to improve things? How could we better deliver policy outcomes, and better public and community outcomes? How can we close the gap between policy and delivery? Would love to hear your thoughts and examples!

I want to acknowledge all the people who are contributing to this work, especially the folk involved in the Intended and Unintended Impact of Social Policy research project which is worth keeping an eye on!

Building agile and adaptive public institutions: insights and observations

Last week, I had the delightful opportunity to host some discussion tables at the 9th Annual FSTGov Government Summit in Canberra. It was an event designed just for public servants, to explore challenges and opportunities for reform and how to better serve the public. I hosted four groups in discussions about “how to build agile and adaptive public institutions”, which included 40 public servants from around 30 departments and agencies. The challenges, insights and highlights are captured below, for broader sharing and learning 🙂

What does agile and adaptive mean?

Challenge: The groups reflected that agile and adaptive still sound a bit buzzwordy, so we explored and documented roughly what they could and should mean in the context of public institutions. 

Insights: Several participants talked about the use of Agile in their orgs (usually in the IT departments) as a development methodology, which helped others to understand that context. When we discussed how to build agile and adaptive public institutions more broadly, we identified a few useful characteristics, which made it more broadly practical:

  • Evidence-based and purpose-led at every step – too many people think agile just means fast and iterative, but you can’t iterative towards a destination that is undefined, and if you aren’t using evidence, testing and experimentation to validate and invalidate along the way, then you end up building a lot of unnecessary or even counterproductive things.
  • Actively monitored and measured – we discussed how you can’t adapt to change if you don’t have the means and mechanisms to detect change in the first place. Active monitoring is already usually done for system performance (uptime, downtime, latency, etc) and for CX (user satisfaction, etc), but if we don’t also actively monitor for measurable policy impacts and for unintended quality of life impacts, then how can you adapt the policy interventions (which includes services) to ensure policy intent is being met in a humane way? In other words, how can you do no harm if you are unable to detect it? Active monitoring is critical to being adaptive, and to prioritising decision making about investment and efforts (including in the backlog).
  • Operationally enabled for continuous change – it’s not enough to just detect change. You need to be able to respond in a timely manner. This is the heart of being both agile and adaptive. If you have a hard and unmovable plan for what you are doing, then you systemically remove the ability to naturally change or adapt according to the results of user testing, to new evidence  or to new extrinsic pressures. This means change only tends to happen under the pressures of urgency, which leads to a lot of short term and techno-centric prioritisation, rather than policy or user-centric prioritisation. Modern organisations needs to be operationally enabled for continuous and evidence based change. This includes delegating actual decision making as far down as possible, so that the people closest to impact and expertise are able to respond quickly to change, with oversight but also trust from their managers, a serious culture change for many teams. 
  • Active feedback loops – Monitoring gives you quantitative data, but feedback gives you qualitative data, which can be key to identifying when things are not going well where the monitored measures might be missing something. Open and continuous mechanisms for feedback from end users AND from staff are key to keeping a finger on the pulse, to be adaptive to early indicators of problems before they snowball.
  • Staff capacity: necessary to experiment, innovate and think – most public servants are working 100% on the most urgent thing, with no time to stop, think, plan or try something new. Under such conditions, it is little surprising that public institutions are generally slow to detect and respond to change and challenging for individuals to innovate. All public servants, at all levels, could choose to free up 5% or 10% capacity to experiment, innovate and even just to think and plan. For those horrified at the idea who are looking at the exponentially growing backlogs of work, I would suggest that throwing more resources at doing the same thing (a linear response) will only continue to fail at addressing the backlog, because we need exponential solutions to exponential problems. A little time to innovation, to re-engineer, to address causal issues and to work smarter, would create the conditions for more agility and adaptation at a grassroots level. The best way to scale is to support all public servants at all levels to improve their impactfulness, which can’t be done without a little capacity.
  • Operational transparency – when you have easy to access visibility of your work program (what is currently being worked on, what’s done, what’s on the roadmap, etc) as well as in showing the outputs of your work (eg, sprint/code/policy reviews, showcases, blogs, research papers, etc), the you achieve two things that helps with institutional agility and adaptability. Firstly, you create an environment where anyone can offer peer review, expertise, experience and serendipitous networks of similarly motivated collaborators, providing the ability to deliver the best possible outcomes. This leads to the building of confidence in what you are doing, which speeds up delivery and adoption because we all work essentially at the speed of trust.
  • Financial agility – all tables spoke about the challenges of “waterfall” budgeting and having to define every cent and deliverable years in advance of starting the work (through business cases, NPPs and the like). But even the Finance people in the discussion talked about wanting to shift to outcomes-based budgeting, and encouraging smaller investments in delivering an MVP rather than high risk big-bang launches of new systems at the end of the program plan. There is certainly opportunities to do small things within the cadence of budget planning that can help bring financial agility. For instance, choosing the use outcomes or epics as milestones in delivery roadmaps (rather than functionality or platform based milestones) which ensures you deliver something that works with flexibility on how to get there. We discussed sprints-based procurement, which I first saw at Dept Finance (APS), but none of the APS knew about it, so I dobbed in the incredible Sharyn Clarkson, from whom I learned about it 🙂

“We already have adopted agile in IT, what’s next?”

Challenge: We discussed how agile adoption in IT has helped, but not solved the big challenges facing service and policy delivery in government. When IT/dev teams adopt agile methods, they are usually still in the position of receiving “business requirements” from other parts of the department who are themselves disengaged from the process of designing or delivering the service/system. We identified the fact that many departments have maintained the issues of functionally segmentation structures, with multiple “product owners” emerging (eg, a business PO and a tech PO), which defeats the purpose and undermines the benefits of product management as a methodology. We also discussed how product management, where it has been adopted, still usually relates to managing platforms rather than services, so decision making, prioritisation and risk is analysed at a platform level, not at the service level, leading to cannablistic resourcing behaviours across “product teams” that are actually part of the same service. 

Insights: Ensuring each “product” being managed is at the service level to provide a more realistic and impactful way to priotise, manage risk, maximse intended policy impact and to actively manage the end user experience. Funding a diverse product team, with the design, dev, ops, business and policy expertise all represented (even if only part time, such as 3 hours a week for a policy person) dramatically helps to ensure the benefits, cadences and agility of a proper, agile, test driven and continuously improved product management approach. Explicitly adopting an MVP deployment strategy is also necessary for product management to work, otherwise the team is still driven to build and deploy everything all at once, which never works.

How do we balance risk and agility?

Challenge: Some of the group discussions reflected on what real risk is and isn’t, and we determined that the public sector reputation of being risk averse, has created a mythology that taking no action avoids risk, when the reality is that a culture of taking no action actually creates risk in a world that is continuously and unexpectedly changing around us.

Insights: Analysis of the risk of non-action should always be included in risk assessments, as well as risk to the public and those affected by the proposal. The SES reforms underway could include KPIs for executives to ensure that personal risk is well aligned to the portfolio and policy objectives, as well as aligned to the impact on the public, so that we avoid a situation where personal risk aversion can create risk for the public institutions and/or communities we serve. Risk needs to be assessed in the context of stewardship, looking at long term and short term implications, to ensure a balanced approach, that should also then be prioritised based on measurable policy and public impact.

These are just a few of the insights and observations from our discussion, what are your thoughts? How can you contribute to creating a more agile and adaptive organisation where you work? 🙂

Exploring and advising public sector reform across the ANZO region

TL;DR – I’ve taken on a new role, and this blog post explains why and how I came to the decision I did 🙂 Please scroll to the bottom or see my LinkedIn page if you just want to jump to the job.

If you’re reading this blog, you probably already know that I am passionate about and professionally committed to genuine and systemic reform/renewal of the public sector. I have spent the last decade in public service, and a decade before that in the tech sector, mostly focused on how to create better government services and policies, with digital/data transformation often providing a useful means for much needed reform.

I have written extensively about the many barriers facing systemic reform of the public sector, including on my blog. I know most public servants want change, but at this exact point in time there is a pressing need to:

  • create greater “demand” for genuine public sector renewal – demand is needed to prioritise investment in systemic reform, otherwise real transformation efforts become the can that continues to get kicked down the road, 
  • explore and invest in creating a more trustworthy public sector in a time of rapidly declining public trust, and 
  • explore what “good” could look like – especially in a world of rolling, continuous emergencies, where people understandably expect more of gov than ever before.

So when I left Service Canada, I realised I most want to focus on three key areas to address these pressing needs, to hopefully help make a real difference:

  1. A Transformed Public Sector: although we see a lot of effort around “service transformation”, there are still very few transformation programs that actually change the system. There are still significant barriers to create a genuinely adaptive, agile, human-centred, test driven and humane public sector, because it requires transformation of structures, budgetary approaches, program/project/product management, public engagement and culture across the sector, especially if we are to close the widening gap between policy and delivery. There is only rarely a planned or co-created future state being worked towards that would result in better, more equitable and more inclusive services and policies for all, and I suggest if you don’t have a clear and distinct future state, then you likely aren’t transforming but rather doing an iteration or digitisation of the current state. For example, RPA is usually used for just automating the status quo, and rarely a tool that enables process, policy, service or system redesign.
    Practically, I’d like to help shape future oriented, human-centred and adaptive policies, services, strategies and programs with governments.
  2. A Trustworthy Public Sector: public trust and confidence in public institutions is paramount to a stable and equitable society, but trust is in decline and communities are being gamed like never before. It is critical that public institutions take some time now to stop asking for trust (the “social licence” route), and to start focusing on how to be considered trustworthy. I think “trustworthy government” requires public participation as an important starting point but government systems and services also need to be reliable, traceable to their legal authority, testable against the law (regulation and legislation), audited in real time, easily understood by and appealable by citizens, and monitored for accountability. I’d basically like to see a modern implementation of Administrative Law coupled with a culture of openness, accountability and participatory governance with peer review, operational transparency and public participation. Finally, to be considered trustworthy, we need to collectively support the existential renewal of the sector, to support and demand a public service that is a long term steward for public good, not just a tool of the government of the day.
    Practically, I’ll be continuing to work on Legislation/Regulation as Code, explainable and high veracity systems, auditable and appealable systems, and of course, participatory governance/democracy initiatives. Imagine if we had a publicly available community repository of legislation as code to build upon and test against 🙂 What does a blend of participatory and representative democracy look like, that gets the best of both?
  3. An Augmented Public Sector: finally, I want to explore and support the timely concept of augmentation (rather than automation) in our public sector, whether it be service augmentation (“Alexa, I’ve lost my job, help me get support”), workforce augmentation (Hey Google, show me the human impact of this policy change across NSW”), or human augmentation (“I want to be the world’s best rock climber, so I might add a few more limbs for the Auglympics next year”). Augmentation to me is where a system purposefully supports humans and machines/tech to each do what they do best, without compromising our human values or the ethical and humane obligations we each have to each other. Too often I see “efficiency” projects that simply speed up or automate the status quo, or remove staff from a process, but we need to have better processes, more inclusive services, and more humane experiences with the public sector. There is no point speeding up the journey off a cliff 🙂 Rampant automation often undermines or misses the opportunity for better, more equitable, more ethical or more humane services and policies, so exploring and demonstrating the opportunities for service and workforce augmentation would be quite timely. Exploring and growing the understanding of human augmentation is also important as we will need to collectively deal with the potential implications for social cohesion when body hacking becomes more mainstream, given the human form is considered everything from sacred to irrelevant, depending on your culture and personal comfort or beliefs.
    Practically, this means exploring and demonstrating AI/AR/VR for the use cases above and getting away from pure automation uses of AI. Ideally in collaboration with others who are committed to more humane futures.

So, having decided these are the three areas I’d like to focus on, I had to consider where could I work to explore them? Where could possibly provide the breadth of opportunities to explore, build, influence, strategise and collaborate on public sector transformation? Sadly, many departments are pushed to stay within their wheelhouse and have become highly reactive to politics, and it is hard to drive a 5 or 10 year cross portfolio and systemic transformation agenda (let alone a 50 year vision!) within the constraints of an election cycle. Ideally, we need public institutions that are stable, operationally independent and confident stewards for long term public good, but this is a chicken and egg issue.

So I decided to work from the outside for a little while. A public service sabbatical of sorts, where I can contribute my expertise in the public domain, explore and demonstrate what “good” could look like, help build the demand and ambition for change (with executives, politics and the public), participate in community initiatives and grow my own experience. I plan to return to the sector to help drive systemic change when demand supports it 🙂

I’m pleased to say that after months of considering some very interesting and exciting options across different sectors, I was approached for a role as a Strategic Advisor with AWS, working with a small team called Strategic Development that works with the public sector across Australia, New Zealand and Oceania. Our focus is on supporting public institutions to dream big and explore new horizons, to achieve long term policy outcomes and sustainable public good, and to develop genuinely transformative plans with practical roadmaps to get there. As a team of accomplished public servants, we all understand the domain and want to help support and champion the sector and all public servants 🙂 I think I can both contribute a lot and learn a lot from this role, and it gives me a strong basis to drive my three objectives.

I will continue to work in the open, not just because it is my preference, but for peer review, collaboration and so you can all help me to keep it real and stay on track with the mission 🙂 Thanks to all those who advised me on this decision, and I hope to join a number of government advisory groups and boards where I can usefully contribute.

Please get in touch with me on piagov [at] amazon.com if you’d like to chat about any of the above! 🙂 I’m looking forward to collaborating on ambitious and transformative initiatives that create more mission oriented, values driven, humane and participatory public sectors across the region 🙂

In other news, my family had to return to Australia. Sick family + NZ travel policies at the time = having to move country again, but luckily the family member has recovered and we are now only a flight away from family 🙂 We decided if we were in Aus that we wanted to live somewhere glorious so we moved to Broome (WA), which has been just wonderful. I’ll be traveling for events and conferences, but am always available online and I’m looking forward to reconnecting with the Australian tech/data and public sectors after the last few years in NZ with the Canadian Government.

Personal thoughts for the Digital Strategy for Aotearoa New Zealand

On the 6th October, a public consultation about a Digital Strategy for Aotearoa New Zealand opened for feedback and participation. Contributions close 10th November, and I thought I’d share a few thoughts, and encourage you all to contribute 🙂 I also wrote a paper on two major issues I see facing us here, Service Delivery and Public Trust in New Zealand Aotearoa: a Discussion Paper which might be of interest, I hope these thoughts are helpful and I want to thank DIA and MBIE for engaging so openly on this topic. It provides a good opportunity to create a genuinely bold and visionary approach that serves us well into the future 🙂

The discussion paper paints a vision of Aotearoa New Zealand being a world leading digital nation built on trust, known for the ethical deployment of new technologies, and it defines success as predominantly: 

  • Higher productivity
  • Lower emissions
  • Everyone flourishes

The rest of the paper however, seems to focus almost mostly on the productivity goal, for example, talking about trust as “We have the right foundations to sell our products and services to the world with confidence, while all New Zealanders embrace the digital future because they feel safe and secure”. “Embracing the digital future” ignores that we are in a digital present, and ignores also the current stress, fears and uncertainty that many feel, as they are actively gamed online today. Ethical deployment of tech also needs defining, because what you can’t describe, measure or monitor for will not lead to an ethical outcome. For instance, to my mind, ethical means all decisions or actions taken are traceable back to a legal authority, are explainable, and are easily appealable by the people affected, and independently auditable. Ethical means a program, policy, service, etc demonstrably and measurable contributes to wellbeing, and does no harm. Define it how you wish, but defining it is critical to assuring it 🙂

This paper seems very focused on “digital” as just the adopting of technologies, but doesn’t really address what is needed to live well in a digital age. I would hope the draft digital strategy that is developed as a result of this engagement addresses the fact that to be meaningful, a digital strategy for Aotearoa New Zealand needs to address the paradigm shifts, future state, and the necessary systemic and structural changes needed to live well and thrive in a digital age. 

General comments

  • The Strategy provides no real vision for a better or different future state, no real mission beyond more use of tech, just a series of tactics clustered into the three themes. I would suggest it is important to use the opportunity to co-create a shared vision of “good” in collaboration with the public to have a future state to work towards. Otherwise, any and all efforts will simply extend the current status quo system, which will at best provide symptomatic relief, without addressing any causal issues or the potential of new opportunities. Driving faster in the same direction will not get you anywhere better than the current trajectory, and COVID has shown us irrefutably that our current direction is not sustainable, equitable or inclusive.
  • The themes are ok, but the goals seem very specific to, or intended to only enable, economic outcomes. It implies that to “flourish and prosper” are assumed to be purely financial, whereas I would hope that trust, inclusion and prospering are considered within the broader Wellness framework: economic, social, human and environmental. Why doesn’t trust talk about how to ensure critical sectors for social cohesion and democratic stability are made more trustworthy (like the public sector, research sector, and the 4th estate)? Why doesn’t inclusion talk about how to ensure people can participate in policy development, participatory democracy and shared governance arrangements? Where are the supports for self-sovereign systems, like an Iwi as an IdP? Why does growth not talk about cultural growth, digital taonga, etc? My suggestions for the theme goals:
    • Mahi Tika (Trust): All New Zealanders are supported by a trustworthy and accountable public service, which provides transparent oversight and appealability for all decisions and actions. People can see and trust their information is being protected and used appropriately, across all sectors in New Zealand, and have help available to navigate truth and authenticity online.
    • Mahi Tahi (Inclusion):  all New Zealanders have the tools, skills and nous to work, play and participate in society with confidence, with equitable access to inclusively developed public infrastructure, policies and services.
    • Mahi Ake (Growth): All New Zealanders have the right digital infrastructure, foundations and skills to build globally competitive new services, products and value in every sector.   
  • The Digital Strategy for Aotearoa is written like just a response to changing technologies, rather than a response to changing paradigms. Technological changes are only a part of being in the 21st century, and it is in the reimagining of our society, economy and sectors that we have a chance to truly become a digital nation. Otherwise we’ll continue to be an industrial nation with some shiny new toys.
  • A transformed public sector that provides trustworthy, reliable and extendable digital public infrastructure, inclusive and highly integrated public services, and a modern approach to regulation and compliance including regulation/legislation as code, and participatory governance where the public can play a part in defining the policies and services they need.
  • A national measurement framework that values and prioritises quality of life outcomes. Such a measurement framework would influence funding, grants, taxation and investment across all sectors, which would in turn influence the use of and outcomes from all technologies deployed, especially artificial intelligence.  
  • Where is the wellness framework in this Strategy? Why not set some targets from here https://www.stats.govt.nz/information-releases/wellbeing-statistics-2018 like “80% people trust the Parliament and Media”
  • Government systems that need to be governed under Te Tiriti need to stay within jurisdiction of Te Tiriti, therefore onshore.
  • The Digital Strategy of UAE was based on the OECD Digital Government Policy Framework, I suggest this be considered as part of this strategy https://u.ae/en/about-the-uae/digital-uae/uae-national-digital-government-strategy 

What would reaching this vision mean for us as New Zealanders? – Feedback

  • New Zealanders have better access to, and use, public services when and where we need them, with well supported online and offline choices so we are never left behind;
  • Small and medium sized enterprises (or SMEs) are increasingly able to grasp digital innovation opportunities and create growth and jobs;
  • A public sector that is digitally innovative, and provides reliable digital public infrastructure to democratise the creation of new value in the digital economy;
  • New Zealanders are safe, secure and confident in a digitally enabled world, can trust that their private information is safe and are able to view and appeal decisions when mistakes are made;
  • We would see ourselves as leading the world in the creation and adoption of responsible digital practices, across all sectors.
  • Policies are developed in the open, with public participation, which are monitored publicly and when policy objectives are compromised due to unexpected change or contradictory policies, it can be dealt with holistically. Policy reform will be holistic, easy and fast to implement, and result in less unintended consequences.
  • Compliance with government regulations will be much cheaper, faster, and more automatable for all sectors, through the provision of digital rules for public consumption and reuse. 
  • All government reporting and other obligations will be designed as digital first to reduce impost, improve compliance, and improve monitoring of policy objectives and real world impact.
  • All industries will be able to leverage technology and in particular, Artificial Intelligence, to augment the workforce, getting the best that people and machines can bring to the table, without losing the benefits of both. An augmented work force is far more innovative, sustainable, resilient and productive than an automated work force, because the former can adapt over time, whereas the latter is stuck in time.

Big issues – feedback

  • Public trust and confidence in the public sector and in the government – need to establish more trustworthy practices, processes, oversight and systems in the public sector, which must be perceived as independent of politics.
  • Deep fakes will dramatically heighten the misinformation wars, and will contribute heavily to ransomware and other attacks. Imagine being bribed about a damaging video that was generated by deep fake technology.
  • A lack of systemic measures will drive non-systemic outcomes
  • It is the processes followed in government that slows things down and makes it less responsive in a time of crisis. The fact that emergency powers had to be so leaned on shows that there is an opportunity to streamline and improve government processes. A review should be done into the entire policy lifecycle, and how it could be streamlined to improve policy agility.
  • Why does the paper say “susceptible to future of work”, paint an alternative.
  • The future of work is something people are scared of, so this area needs leadership on alternatives. An augmented workforce vision would provide a better balance than an automated one, but people are presuming the value of machines is only in automation, which is setting them up to be less adaptive, resilient or innovative into the future.
  • Promoting investment in IT R&D, including how to engage with the computer science and academic community around leading edge research. Perhaps make IT R&D tax deductible?

Measuring success – feedback

Whatever measures are created (there should be clear measures for all three themes) must be applied to all initiatives. If a department is funded to do something in the trust theme, then they must be accountable for demonstrating how that initiative contributes to the trust measures, as well as being accountable for how that initiative contributes to Wellbeing measures. Otherwise we’ll continue to see a lack of systemic pressure to drive the intended outcomes.

  • The ICT sector doubles its economic contribution to GDP by 2030 – (please include the number) 
  • All significant government services are designed inclusively, and have omni-channel options (online, phone and in person options) to ensure New Zealanders are fully supported
  • New Zealanders increasingly feel safe online (target)
  • More secondary school students are taking technology standards (or, just make it part of the core curriculum so you get 100% coverage?)
  • The numbers of tech-related graduates increases (and number of multidisciplinary, why not have tech literacy in most degrees?)
  • Our small businesses are more digitally capable (as measured by the SME Digital Index).
  • Government entities are more digitally capable (as measured by the same SME Digital Index)
  • New Zealand will boast 100,000 highly skilled IT and digital professionals across the economy by 2030 including to double the capacity within government to ensure enough internal expertise to deliver, to innovation, and to engage expertly with the broader tech sector.
  • Wellbeing target measures to improve quality of life for all people.

Opportunities for Māori – feedback

  1. Shared governance – rather than just building Te Ao Māori into frameworks, why won’t government agencies actually share governance with Māori?
  2. Government could provide support for self-sovereign systems for Māori to manage digital taonga, in line with Te Tiriti
  3. Government could provide interoperability with Māori self-sovereign systems where appropriate, including for identity solutions
  4. Government could ensure all services and policies are co-governed with Māori
  5. Government should use Te Tiriti as a framework for the digital strategy, and ensure all “digital whenua” is co-governed

Components that underpin our digital environment – feedback

I suggest adding the following, which are critical components for a digitally inclusive, equitable and consistent ecosystem.

  • Digital and Service Standards – to ensure consistency of high quality, inclusively designed and well supported public services.
  • Trust infrastructure – the records keeping, public access, traceability back to law, independent oversight and participatory governance to ensure auditability, appealable and trustworthy systems.
  • Digital government should include a digital public infrastructure, a digital twin of government, including legislation/regulation as code, all of government modelling, measurement and monitoring, the structures, functions, authorities and policies of government available as code, and reusable government as a platform components that the broader economy and society can rely upon and build upon.
  • Public reporting – all government reporting will be done publicly, including compliance to the algorithmic charter, digital service standard reports, policy and service measurements, and other areas of compliance and oversight, unless there is a national security consideration

Opportunities to improve trust – feedback

  • The opening paragraph paints a rosy picture that does not align to the Wellbeing Measures, which say the Media is trued by less than 50% of the population, and the Parliament only slightly more. There is more trust for the people, health system and courts than for the media and parliament. In fact, declining trust has had real world implications, from vulnerability and social exclusion to vaccinations and public compliance. So surely improving that trust is key to a functional and cohesive democracy? Growing trust in both the public sector and 4th estate should be a key focus of this strategy.
  • The issues with social media are named, and yet the Strategy doesn’t address the problem with any tactics. What are the “trust settings” mentioned?
    1. The embedding of ethics into technology sounds good, but if the government funding, budgets, business cases, grants, taxation and full financial management system doesn’t have “ethical” measures or requirements, let alone Wellbeing or human measures of success, then “cheapest” will continue to be considered proxy for “value for money”. Where are the digital rules to be able to get consistency of implementation and monitoring for how rules are being applied for adverse patterns, etc? Rather than seeking social licence, why not build a social contract, and build more trustworthy systems that protect privacy and dignity while also providing better services, through techniques such as verifiable claims, confidentialised computing, and user consent driven federated approaches to data, including integration with self-sovereign data sources from community-led data initiatives.
    2. Where is the strategy, guidance and approach for full stack security for NZ? How is national connectivity assured and monitored? Where is the all of system monitoring and patterns analysis? How are service analytics being used as a first line of defence?
    3. What “work is underway” across government to help people understand what can and can’t be trusted? This seems key but no details are present.
    4. Customer centric services would great but digital government is more than digital services. What is the strategy and investment approach for digital public infrastructure, how is policy being made more agile and real time, how is government monitoring itself for human measures of success for all policies and services, where are the digital regulations and digital legislation, and where are the reusable government systems or service components to make it easy for everyone else to build upon government as a platform? 

Inclusion section – feedback

  • It isn’t just about tools, services and skills. It needs to include participatory approaches to designing, delivering and managing public policies and services. This means the public sector should implement the new Public Service Act requirements to engage New Zealanders in the processes around design and delivery of the services and policies that impact upon and support them.
  • Anyone and everyone, given the wrong set of circumstances, will need or will want to choose supported services (phone, in person, through a trusted NGO, etc) if they are struggling with great complexity or some form of vulnerability. For instance, a person who recently had an accident might prefer to deal with a person because they are worried they might get their online applications wrong. Or a person who is escaping a domestic violence situation might be more comfortable getting services through CAB or a refuge than coming directly to government in the first instance. The notion that only people with a disability need support is both patronising to people with a disability, and missing the critical aspect of choice, preference or different types of service for different points in time. Inclusive services means designing government services that give people a choice, and provide the wrap around support for anyone if they need or choose it, as well as providing support through third parties.

To address social exclusion, I suggest you adopt all the recommendations from the Citizen Advice Bureau recent submission here https://www.cab.org.nz/assets/Documents/Face-to-Face-with-Digital-Exclusion-/FINAL-CABNZ-collated-submission-to-Petitions-Committee.pdf.

Growth section – feedback

There needs to be strategic investment in computer science as an area of hypothesis led research, looking at national issues. The regular use of computer science as just a means to commercialise something misses the critical need for research into bleeding edge and emergent opportunities/challenges as a critical pipeline for innovation across all sectors. Such research and input is also critical to inform government policies, services, infrastructure and regulation in an evidence based and non commercially motivated way.

Trust, truth & authenticity (in Aotearoa NZ)

Background: When I got back to Aotearoa, having worked in NSW and Canadian Governments in the interim, I thought it might be helpful to share some insights and comparison of the service delivery models of Service NSW, Service Canada and the New Zealand Government. My goal was to share what truly integrated services can look like 🙂 The paper ended up also going into proposing a “Service Aotearoa” model, and inevitably touched upon challenges around public trust and the trustworthiness of public services and public institutions. This first paper is available here for folk interested and was framed around two problem areas, namely that fractured, inconsistent and confusing service delivery is ineffective at meeting and adapting to the diverse needs of New Zealanders; and trust and truth needed to make successful policy and operate services effectively.

When the NZ Government Justice Committee Inquiry into the 2020 General Election and Referendum was calling for submissions, I thought the issues of trust and trustworthiness might be helpful to contribute, especially with the rise and weaponisation of deep fakes, which will very likely affect coming elections globally. Of course, public trust is directly impacted by the public’s experience with the public sector, which is heavily influenced by their experience with services, so the Service Aotearoa model mode it into that paper 🙂

The full paper I submitted to the Justice Committee is available here, and key excerpts are copied below for convenience. I’ve included the introduction, problem statements, and final word on why these problems are urgent to consider. Some proposed solutions and the service delivery models analysis is in the appendix of the paper 🙂

Introduction

This submission was prepared by Pia Andrews on one of the themes of the 2020 Election Inquiry, namely:

Theme 2.  The integrity and security of our electoral system in light of emerging challenges, with a particular focus on technology and social media.

From the terms of reference for the Inquiry into the 2020 General Election and Referendum

The submission touches upon topics beyond this theme, and beyond the 4 themes outlined for the 2020 Election Inquiry. It addresses the impact of new technologies such as “deepfakes” and increasingly self referential social media echo chambers of misinformation, and goes further to address the key challenges of trust, truth and authenticity in the 21st century, and subsequent impact on electoral integrity. 

The New Zealand General Election is a core tenet for representative democracy with free and fair elections that have the trust and respect of the community. This supports a civil society where the Government may exercise power with the explicit consent and social contract with the electorate. The public sector in New Zealand has a special role in providing a social, regulatory and financial platform upon which the community and individuals should be able to economically, socially, culturally and environmentally thrive. However, the increasing gap between the needs of New Zealanders in a digitally enabled, globalised and artificial intelligence world, and the inability of the public sector to proactively identify, respond to and holistically meet those evolving needs, creates a negative impact on public trust and confidence that can quickly extend to declining trust in public and democratic institutions. 

The public sector delivery of an effective response to COVID, in partnership with the team of five million New Zealanders, initially drove public trust in some parts of the community to record levels. This trust enabled one of the world’s most effective responses, but is already declining. For trust is to be sustained and channelled into adapting to an increasingly uncertain post COVID world, there needs to be a conscious effort to address and prioritise public trust and confidence in public institutions. 

If one part of the public sector is considered untrustworthy by the communities served, then we all are at risk of the serious implications of reduced public confidence and trust across the board. Reduced public confidence in the public sector leads to people simply not trusting, engaging with or respecting as legitimate the services, policies, laws or democratic outcomes administered by the public sector.

For this reason, the recommendations identified in this paper, whilst relevant to electoral integrity, go well beyond the mandate of the Electoral Commission. In the author’s view, even a strong Electoral Commission will not be able to maintain public trust or confidence in the New Zealand electoral system if trust in the broader public sector continues to decline.

My thanks to Thomas Andrews, Sean Audain, Brenda Wallace, Hamish Fraser, James Ting-Edwards and others who helped edit and peer review this submission. I hope it provides useful context, ideas and discussion points to help with future elections, but also to contribute in some small way to reforming the New Zealand Central Government public sector for the benefit of the people and communities of New Zealand Aotearoa.

The problem areas: an overview

The paper focuses on two key problem areas, both of which apply to the electoral integrity theme above and to the public sector more broadly: 

  1. Problem 1: Authenticity and truth – people tend to believe what they see and are grappling with the way computers can convey misleading information. Deep fake technology can automate the creation of believable videos of anyone saying anything – no matter how offensive or outrageous. We are about to enter a very dark age where individuals, governments and communities are increasingly and proactively “gamed” or “played” en masse for profit, crime, sabotage or even just for fun. Beyond the authenticity of information, facts, fiction and fakes coexist online, and citizens are increasingly struggling to navigate truth. On one hand, one person’s truth is another’s lie, but there are possibly some better ways to help support citizens and communities to navigate truth in the 21st century, and to help populate the public domain with robust and trustworthy data and facts, where and when they exist. 
  2. Problem 2: Trust in public institutions – Governments and public sectors the world over are facing an impending trust and confidence crisis, and must carefully and collaboratively engage on the question of what structures, processes, oversight and forms of transparency and public scrutiny would be considered trustworthy by the public today. Otherwise, public institutions will lose trust, as will the democratic outcomes, social and economic services, policies and laws that they uphold.

The recommendations in this submission aim to help create a sustainable pathway and meaningful progress on these two problem areas in the short to medium future, in advance of and in preparation for the next general election. The New Zealand public service is far from alone in emerging from the COVID-19 crisis into a world that has experienced profound changes. Internationally, these changes have led to a clear divergence in strategy between:

  1. governments who desire a “return to a pre COVID normal”; versus
  2. governments for whom “return to normal” is considered infeasible, undesirable or unwise, and seek instead to transform themselves in response to new economic, social and climate realities. 

Governments in the latter category are prioritising major policy, structural and service delivery reform to ensure greater policy agility and improved quality of life outcomes. This crisis is a key motivator for writing this discussion paper to encourage the New Zealand Government and public sector to discuss immediate and systemic reforms and consciously decide whether New Zealand intends to “return to normal” or genuinely “build back better”. 

Key recommendations in this submission fall under two high level proposals, both of which would include a range of initiatives:

  • Proposal 1: That the New Zealand Government establishes a Taskforce to understand what New Zealanders need to better navigate truth and authenticity and explore the potential role(s) of the public sector, fourth estate and other sectors in supporting this, now and into the future.
  • Proposal 2: That the New Zealand Government establishes a program [which includes building trustworthy governance, decision making and infrastructure, as well as building trustworthy public services] to improve and safeguard the trust of New Zealanders in public institutions, including the critical establishment of participatory and trustworthy governance that improves quality of life for New Zealanders.

Please see the problem areas and respective proposals outlined below. 

Problem 1: the general public has decreasing means of effectively navigating truth and authenticity online

A key problem facing democracy and electoral integrity internationally is the growing reach and sophistication of misinformation and deepfake technologies in a context of declining trust in information institutions (such as news media, science, academia and public sectors). These concepts are not simply headline-grabbing or political soundbites imported from other jurisdictions. They are serious and growing challenges to truth, and are increasingly being used for gaming public opinion by foreign and domestic actors (human and machine), with very few mechanisms to effectively counter or mitigate the effects thereof. We can consider misinformation and the dissemination thereof, as two problems:

“At a US Senate intelligence committee hearing in May last year, the Republican senator Marco Rubio warned that deepfakes would be used in “the next wave of attacks against America and western democracies”. Rubio imagined a scenario in which a provocative clip could go viral on the eve of an election, before analysts were able to determine it was a fake.

“Democracies appear to be gravely threatened by the speed at which disinformation can be created and spread via social media, where the incentive to share the most sensationalist content outweighs the incentive to perform the tiresome work of verification” (Parkin, 2019).

Parkin, S. The Rise of Deepfake the the Threat to Democracy, (2019), The Guardian

The New Zealand Law Society commissioned a report into deepfakes in 2019 (Distorting Reality: Deepfakes and the Rise of Deception), which has a range of recommendations worth considering but it also makes the point that the main threat is from international and machine/AI sources, so domestic laws will not provide much protection.

The issues of truth and trust are integral to the relationship between government and citizens, and as seen from developments in other democracies, and the threats from digital deep fakes, social media misinformation campaigns and similar technologies has become a realised and growing danger. In the past we have relied upon independent media institutions and broadcasting controls to identify and mitigate these risks but with the disruption and bypassing of these channels through self-reinforcing social media echo chambers online, combined with exponential growth in misinformation, it is clear that the implications for future elections, public messaging, public policy and social cohesion are potentially dire. The question for government is what role, if any, should the public sector or the judiciary play in trying to support citizens to navigate these treacherous waters? 

It is critical to start this work as soon as possible, so that New Zealand is in a position to have a well supported general public (or at least means to support the general public) prior to the next election, which will likely be rife with deep fakes that will create chaos for public dialogue, civility and perceived electoral integrity. Such misinformation also creates profound security threats, and whilst our intelligence agencies have traditionally provided a degree of protection against such threats, the highly permeable, borderless and individual worlds created by social media suggest that partnership with more community based methods will be required to ensure the sector can continue to meet the challenge of higher order threats to New Zealand’s security.

Problem 2: Proactively building public trust in public institutions is important to social, economic and democratic stability in New Zealand

Public sectors globally are struggling to shift from simply seeking permission (or social licence), to actually operating in a more trustworthy way. This means reimagining public institutions and governance in the digital age to take into account the impact, opportunities and challenges of the internet, of increasingly empowered individuals and communities, of economic and cultural globalisation, and of greater public expectations for effective and human centred public services. In an era also characterised by increasing change and rolling emergencies (pandemics, environmental, terrorism, regional instability, cyber threats, etc), it is critical and urgent to improve and stabilise trust in public institutions, and establish participatory, trustworthy and beneficial (to society) governance that people can rely upon with confidence. This includes necessarily reimagining and transforming the public sector to be holistic, proactive, collaborative and citizen-centric. To enable this stability and advancement, the public must be able to trust in a public sector that conducts itself on a reliable, referenceable and transparent foundation of truth and trustworthy accountability. 

Operating in a trustworthy way means first acknowledging that the public needs to be confident in public servants’ decisions and actions to be able to trust the outcomes of our efforts. To operate in a trustworthy way, the public should be engaged up front in co-designing what “good” would look like, which would necessarily involve public visibility to the accountability, transparency and oversight mechanisms of governance. This includes ease of appealability and auditability of government policies, services, regulations and programs, and parity across the system. One department operating in a way that erodes public trust has a net trust deficit impact on all public institutions, so certain norms must prevail across the sector. For instance, taxation rules are quite easy to find and apply, and yet entitlement and eligibility of social services are hard to determine and are kept more obscure. Another example is how some statistics are readily available to the public, but the respective success metrics and reporting of individual programs and policies is far harder to find. 

Public institutions exist to support public good and quality of life, so there should never be a stronger imperative than ensuring and promoting that New Zealanders get the support and services they are eligible for and entitled to. Yet, we often see short term pressures (like reduced or reprioritised budgets, failing IT systems or the latest Ministerial priority) drive a lot of reactive behaviours and short term planning in the public sector. It is critical that the public sector always take the long view and plan resources accordingly. It is important that the public sector equally serve the Government of the day, the Parliament and the People, in a balanced, independent and sustainable way that maintains the trust of them all.

The concept of public infrastructure as it relates to public health, public education and public transport is fairly well understood, but where is the public digital infrastructure that our communities and various sectors should be able to rely upon and trust? For instance, where is the publicly available reference implementation of machine readable legislation and regulation for ease of service delivery, compliance and public scrutiny? Or the list of all public services with the respective eligibility and calculation information? Or the proactive and public modelling tools to understand the impact of change or emergencies? Where is the publicly accessible record of key decisions and actions taken, with traceability to their legal or policy authority? There is so much confidence the public sector could inspire by simply working more in the light, and less in darkness. To be fair, much of the opaqueness of governance is simply a matter of habit and inherited practices, but the lack of genuine systemic transformation has led us to a point where the New Zealand public sector is, as a whole, several steps behind the society and economy it purports to serve.

Public sector services must also be considered trustworthy, as citizens want to feel supported, empowered, respected and confident in the public sector to help them when they need it. Reform of public sector services is a critical part of ensuring and growing public trust in public institutions. Modern government is complex in any dimension, be it scale, number of services or processes followed. As the public sector seeks to embrace tools like AI to deliver outcomes and greater value to taxpayers, it is important to understand how these technologies interact with NZ laws and institutions. In this respect, New Zealand would be better served by an informed democracy than it would be by just a data driven governance. In aiming for an informed and participatory democracy, the explainability and transparency of a decision is a key building block. 

Explainability and transparency of AI and data analytics components is vital to understanding issues of bias, exception and application within these decision making processes and are critical to upholding the principles of Administrative Law in an increasingly technologically powered public sector. In short the advice and actions of the public service derived from digital tools must be able to be seen and explained. Capturing and assuring the explainability of a decision or action taken by the public service is critical for the ability to audit, appeal, and maintain both the reality and perception of integrity of our public institutions. It is also critical for ensuring the actions and decisions are lawful, permitted, correctly executed and properly recorded for posterity. It is also important to ensure and regularly test the end-to-end explainability and capture of decisions and information for the work done in the public sector, especially where it relates to anything that directly impacts people — like social services, taxation, justice, regulation, or penalties. Moves like the Algorithm Charter from StatsNZ are only a first step to addressing these issues.

To be a trusted advisor for an informed democracy, the public sector has ALWAYS required to explain administrative decision-making. It also means a high requirement on public servants to differentiate fact from fiction. Administrative Law principles require that decision-makers only make decisions within their delegated power, take into account relevant evidence, and provide their decision together with reasons and authority for the decision and avenue for appeal. The public sector is uniquely experienced and obligated in this respect. The public service challenge is to mobilise this experience and ensure the principle and practice of Administrative Law is upheld in an increasingly complex technologically and data-driven public sector.

As we plan for the potential impacts enter the age of Artificial Intelligence, public sectors should also be actively planning what an augmented society and public sector looks like, one that embeds values, trust and accountability at the heart of what we do, whilst using machines to support better responsiveness, modelling, service delivery and to maintain diligent and proactive protection of the people, whānau and communities we serve. There is a serious opportunity to combine modern tools with participatory governance to reimagine and humanise government policies and services. As it stands, the incremental and iterative implementations of new technologies, including most AI projects, are likely to deliver more inhuman and mechanised public services. New Zealand risks missing the opportunity to design a modern public service that gets the best of humans and machines working together for the best public and community outcomes. The worst possible outcome is to be continually playing catch-up against the rapidly evolving misinformation technologies that already exist and which have already been deployed against the general population.

There has been recent precedent on the legitimacy of automated decision making and auditability in the Australian courts. In late 2018 the landmark court case of (Joe Pintarich v Deputy Commissioner of Taxation) ruled that an automated piece of correspondence was not considered a ‘decision’ because there was no mental process accompanying it. This creates a question of legitimacy for all machine-generated decisions in Australia as was stated in substantial detail by the dissenting judge. But it should also be a major driver for agencies to invest in and mandate explainability for all significant decision-making, recorded for posterity, so that decisions can be trusted. 

The important work to transform the public sector to operate in a more trustworthy way would result in open, engaged, auditable and fair government for the digital age, with high quality and trusted services that provide a dignified experience for New Zealanders and a genuine increase in public trust and confidence in public institutions. This would position government sectors, services, policies and capabilities as trusted and adaptive foundations of New Zealand’s future.

The Proposals

The proposals in full are in the full paper I submitted to the Justice Committee is, available here. Below is the high level overview of proposals to the problem statements above:

Proposal 1: establish a Taskforce or programme to understand needs and develop strategies for supporting New Zealanders to navigate truth and authenticity online, ahead of the next election

Below are some specific recommendations a Taskforce could consider for the next election and beyond::

  • It would clearly be impossible to provide a service to verify the authenticity of all information on the internet for citizens. The scale of new content being generated, by humans and increasingly by bots and software, is impossible to manage through traditional escalation and review methods. But there are some types of information that could be made available in a more verifiable way, for example official or political content. The Electoral Commission could provide a realtime electoral, political and public sector messages/information validation service. Citizens could use such a service to check the authenticity/source of political and official messages about the next election and to distinguish deep fakes from authentic official materials. This can be complemented with public awareness campaigns.
  • Provide education services, directly and in partnership with trusted community entities and organisations, with a campaign to raise public awareness about misinformation, deep fakes and the increasing likelihood of being actively gamed by domestic and international actors, especially around election time. f 
  • The Electoral Commission could engage with, and support, trusted and community initiatives that identify and mitigate misinformation, such as the recent efforts by Tohatoha and other organisations in New Zealand. Ideally this would be done in collaboration with the Fourth Estate to help rapidly debunk emergent misinformation campaigns quickly for and to the general public.
  • The New Zealand Government could consider all information for which the public sector is authoritative, to be mandated as being publicly available for reuse, for validation and to help contribute facts and data to the public domain.
  • It is worth noting the New Zealand Police and intelligence agencies already monitor for and engage with the community around misinformation, as it is directly linked to security threats and radicalisation efforts. Some of the intelligence from these operations could potentially feed into broader public engagement efforts early, as they are likely in a position to identify early patterns of misinformation. The Taskforce could work with the NZ Police and intelligence agencies to consider the flow of information and early patterns and indicators of misinformation and better leverage these systems and operations for broader public engagement and support services.
  • The people of New Zealand have a broad range of independent organisations they trust and engage with every day. If the New Zealand Government collaborated with and shared information, patterns, and insights to entities and organisations that the public trust, including Iwis, public libraries, and Citizen Advice Bureaus, it would help them support their communities navigate truth and authenticity. Such information services would need to be constrained to factual information because if such a pipeline of information was set up and used in any way for political or ideologically motivated information sharing, then those organisations would disengage entirely.

Proposal 2: A programme of public sector reforms to improve and safeguard the trust of New Zealanders in public institutions

In order to grow and sustain public trust, the public sector needs to be more accessible, transparent, responsive to and engaged with the people and whānau served. Generating trust is difficult and complex due to collective experiences, and the personal nature of relationships that trust is built from. Trust in the public sector could be dramatically improved in two key ways, both of which apply to the Electoral Commission, but must also apply across all portfolios:

2.1 – Establish and implement dramatically more trustworthy and participatory practices and governance of public institutions, public policies and public services, that takes into account and plans for modern and emerging technologies, increasing change of community needs and the environment in which we live, and the need to partner with people and communities in shaping policies and services.

2.2 Dramatically improve the quality, availability and delivery of public services to the people and communities of New Zealand, to better serve people and ensure they get the help they need and are entitled to.

Last word: What changed? Why is this urgent now?

Public sectors around the world are facing increasing challenges as the speed, scale and complexity of modern life grows exponentially. The 21st century is known as the anthropocene – as large, complex and globalised systems enmesh our societies on a scale unseen in previous history. The 20th century saw a global population rise from 1.6 billion to 6 billion, two world wars that spurred the creation of global power and economic structures as well as enduring global divisions, and the number of nations rose from 77 to almost 200. The twentieth century also saw the emergence of a global middle class, an enormous increase in living standards and the emergence of the internet and digital technologies. These global megatrends have changed the experience, connectivity, access to knowledge, and empowerment of individual people everywhere. As humanity has bound itself together in integrated global systems this has also integrated the shocks and stresses experienced by those systems into global experiences such as climate change, COVID19 and fundamental restructurings of the global economy. The public sector must continue to serve in this evolving, integrated context leading to new challenges for democracies worldwide.

The public sector has an important role in a society like New Zealand Aotearoa not only to a) serve democracy, but also to b) support a high quality of life for New Zealand, and c) maintain economic and social balance through various types of direct and indirect regulation, services, and public infrastructure. It  is therefore critical that we take a moment to consider the role(s) of the public sector in the 21st century, and whether there are any new areas of need that the public service could play a unique role in supporting or regulating.

“Traditional” approaches to policy, service delivery and regulation were designed in an analog and industrial age and are increasingly slow and ineffective, with increasingly hard to predict outcomes and unintended consequences given the dramatic increase of complexity and interdependency today. The functional separation between policy and implementation over recent decades further compounded these issues, and created unnecessarily siloed operations with limitations on end to end visibility of policy delivery. Most public sectors are now simply unable to meet the changing needs of the people and communities we serve at the speed of change with any level of certainty or agility. Decades of austerity, hollowing out expertise, fragmentation of interdependent functions that are forced to compete, outsourcing and the inevitable growing existential crisis have all left public sectors less prepared than ever, at a time when people most need us. Public sectors have become too reactive, constantly pivoting all efforts to the latest emergency, media release or Ministerial whim, whilst not investing in baseline systems/capabilities, transformation, programs or new services that are needed to be proactive and resilient. 

Policy and delivery folk should be hand in hand throughout the entire process and the baton passing between functionally segmented teams must end.

COVID has been a dramatic reminder of the broad ineffectiveness of government systems to respond to rapidly changing needs, in three (3) distinct ways. We saw:

  1. the heavy use of emergency powers relied upon to get anything of substance done, demonstrating key systemic barriers, but rather than changing the problematic business as usual processes, many are reverting to usual practice as soon as practical. 
  2. superhuman efforts that barely scratched the surface of the problems. The usual resourcing response to pressure it to just increase resources rather than to change how we respond to the problem, but there are not exponential resources available, so ironically, 
  3. inequities have been compounded by governments pressing on the same old levers with the same old processes without being able to measure, monitor and iterative or pivot in real time in response to the impacts of change.

With COVID driving an unprecedented amount of change in public sectors globally, it makes sense to consider machinery of government assumptions and what “good” looks like in the 21st century. 

In late 2020, there was a major UNDP summit called NextGenGov, where all attendees reflected the same sentiment that public sectors need significant reform to be effective and responsive to rolling emergencies moving forward. Dr Sania Nishtar (Special Assistant to the Prime Minister of Pakistan on Poverty Alleviation and Social Protection) put it best:

it is neither feasible nor desirable to return to pre-COVID status quo’. 

Something to reflect on, for all of us. It is a final and timely reminder that if we are to transform our public sectors to be trustworthy and fit for purpose in the 21st century, then we need to take just a little time to collaboratively design what “good” would look like for New Zealand Aotearoa, and by extension what is required from the public sector to support that vision. Otherwise we run the risk of continuously just playing whack-a-mole with emerging problems and reinventing the past with shiny new things.

Reflections on public sector transformation and COVID

Public sectors around the world are facing unprecedented challenges as the speed, scale and complexity of modern life grows exponentially. The 21st century is a large, complex, globalised and digital age unlike anything in the history of humans, but our systems of governance were largely forged in the industrial age. The 20th century alone saw enough change to merit a rethink: global population rose from 1.6 billion to 6 billion, two world wars spurred the creation of global economic and power structures, the number of nations rose from 77 to almost 200, and of course we entered the age of electronics and the internet, changing forever the experience, connectivity, access to knowledge, and increased individual empowerment of people everywhere. Between Climate Change, COVID-19, and globalism, nations worldwide are also now preparing for the likelihood of rolling emergencies, whether health, environmental, economic or social.

“Traditional” approaches to policy, service delivery and regulation are too slow, increasingly ineffective and result in increasingly hard to predict outcomes, making most public sectors and governments increasingly unable to meet the changing needs of the communities we serve.

Decades of austerity, hollowing out expertise, fragmentation of interdependent functions that are forced to compete, outsourcing and the inevitable ensuing existential crises have all left public sectors less prepared than ever, at a the time when people most need us. Trust is declining and yet public sectors often feel unable to be authoritative sources of facts or information, independent of political or ideological influence, which exacerbates the trust and confidence deficit. Public sectors have become too reactive, too “business” focused, constantly pivoting all efforts on the latest emergency, cost efficiency, media release or whim of the Minister, whilst not investing in baseline systems, transformation, programs or services that are needed to be proactive and resilient. A values-based public sector that is engaged with, responsive to and serving the needs of (1) the Government, (2) the Parliament AND (3) the people – a difficult balancing act to be sure! – is critical, both to maintaining the trust of all three masters, and to being genuinely effective over time 🙂

Whether it is regulation, services or financial management, public sectors everywhere also need to embrace change as the new norm, which means our systems, processes and structures need to be engaged in continuously measuring, monitoring and responding to change, throughout the entire policy-delivery lifecycle. This means policy and delivery folk should be hand in hand throughout the entire process, so the baton passing between functionally segmented teams can end.

Faux transformation

Sadly today, most “transformation programs” appear to fall into one of three types:

  • Iteration or automation – iterative improvements, automation or new tech just thrown at existing processes and services, which doesn’t address the actual needs, systemic problems, or the gaping policy-delivery continuum chasm that has widened significantly in recent decades; or
  • Efficiency restructures – well marketed austerity measures to reduce the cost of government without actually improving the performance, policy outcomes or impact of government; or
  • Experimentation at the periphery – real transformation skills or units that are kept at the fringe and unable to drive or affect systemic change across any given public sector.

Most “transformation programs” I see are simply not particularly transformative, particularly when you scratch the surface to find how they would change things in future. If you answer is “we’ll have a new system” or “an x% improvement”, then it probably isn’t transformation, it is probably an iteration. Transformation should result in exponential solutions to exponential problems and a test driven and high confidence policy-delivery continuum that takes days not months for implementation, with the effects of new policies clearly seen through consistently measured, monitored and continuously improved delivery. You should have a clear and clearly understood future state in mind to transformation towards, otherwise it is certainly iteration on the status quo.

There are good exceptions to this normative pattern. Estonia, Taiwan, South Korea, Canada and several nations across South East Asia have and are investing in genuine and systemic transformation programs, often focused on improving the citizen experience as well as the quality of life of their citizens and communities. My favourite quote from 2020 was from Dr Sania Nishtar (Special Assistant to the Prime Minister of Pakistan on Poverty Alleviation and Social Protection) when she said ‘it is neither feasible nor desirable to return to the pre-COVID status’. It was part of a major UNDP summit on NextGenGov, where all attendees reflected the same sentiment that COVID exposed significant gaps in our public sectors, and we all need significant reform to be effective and responsive to rolling emergencies moving forward.

So what does good transformation look like?

I would categorise true transformation efforts in three types, with all three needed:

  1. Policy and service transformation means addressing and reimagining the policy-delivery continuum in the 21st century, and bringing policy and implementation people together in the same process and indeed, the same (virtual) room. This would mean new policies are better informed, able to be tested from inception through to implementation, are able to be immediately or at least swiftly implemented upon enactment in Parliament and are then continuously measured, monitored and iterated in accordance with the intended policy outcome. The exact same infrastructure used for delivery should be used for policy, and vice versa, to ensure there is no gap between, and to ensure policy outcomes are best realised whilst also responding to ongoing change. After all, when policy outcomes are not realized, regardless of whose fault it     was, it is everyone’s failure. This kind of transformation is possible within any one department or agency, but ideally needs leadership across all of government to ensure consistency of policy impact and benefits realisation.
  2. Organizational transformation would mean getting back to basics and having a clear vision of the purpose and intended impact of the department as a whole, with clear overarching measurement of those goals, and clear line of sight for how all programs contribute to those goals, and with all staff clear in how their work supports the goals. This type of transformation requires structural cultural transformation that builds on the shared values and goals of the department, but gains a consistency of behaviours that are constructive and empathetic. This kind of transformation is entirely possible within the domain of any one department or agency, if the leadership support and participate in it.
  3. Systemic transformation means the addressing and reimagining of the public sector as a whole, including its role in society, the structures, incentive systems, assurance processes, budget management, 21st century levers (like open government), staff support and relationship to other sectors. It also means having a clear vision for what it means to be a proud, empowered and skilled public servant today, which necessarily includes system and design thinking, participatory governance skills and digital literacy (not just skills). This can’t be done in any one department and requires all of public sector investment, coordination and cross government mandate. This level of transformation has started to happen in some countries but it is early days and needs prioritization if public sectors are to truly and systemically transform. Such transformation efforts often focus on structure, but need to include scope for transformation of policy, services, workforce, funding and more across government.

As we enter the age of Artificial Intelligence, public sectors should also be planning what an augmented public sector looks like, one that keeps values, trust and accountability at the heart of what we do, whilst using machines to support better responsiveness, modelling, service delivery and to maintain diligent and proactive protection of the people and communities we serve. Most AI projects seem to be about iterative efforts, automation or cost savings, which misses the opportunity to design a modern public service that gets the best of humans and machines working together for the best public outcomes.

COVID-19

COVID has been a dramatic reminder of the ineffectiveness of government systems to respond to changing needs in at least three distinct ways:

  • heavy use of emergency powers have been relied upon to get anything of substance done, demonstrating key systemic barriers, but rather than changing the problematic business as usual processes, many are reverting to usual practice as soon as practical;
  • superhuman efforts have barely scratched the surface of the problems. The usual resourcing response to pressure it to just increase resources rather than to change how we respond to the problem, but there are not exponential resources available, so ironically the
  • inequities have been compounded by governments pressing on the same old levers with the same old processes without being able to measure, monitor and iterative or pivot in real time in response to the impacts of change.

Sadly, the pressure for ‘good news stories’ often drives a self-congratulatory tone and an increase to an already siloed mindset, as public servants struggle to respond to increased and often diametrically opposed expectations and needs from the public and political domains. Many have also mistaken teleworking for transformation, potentially missing a critical opportunity to transform towards a 21st century public sector.

Last word

I’m planning to do a bit more writing about this, so please leave your comments and thoughts below. I’d be keen to hear how you differentiate transformation from iterative efforts, and how to ensure we are doing both. There is, of course, value to be found in some iterative efforts. It is when 100% of our time and effort is focused on iteration that we see public sectors simply revert to playing whack-a-mole against an exponentially growing problem space, hence the need to have SOME proportion of our resource on genuine transformation efforts. Proportional planning is critical so we address both the important and the urgent, not one without the other.

A quick reflection on digital for posterity

On the eve of moving to Ottawa to join the Service Canada team (squee!) I thought it would be helpful to share a few things for posterity. There are three things below:

  • Some observations that might be useful
  • A short overview of the Pia Review: 20 articles about digital public sector reform
  • Additional references I think are outstanding and worth considering in public sector digital/reform programs, especially policy transformation

Some observations

Moving from deficit to aspirational planning

Risk! Risk!! Risk!!! That one word is responsible for an incredible amount of fear, inaction, redirection of investment and counter-productive behaviours, especially by public sectors for whom the stakes for the economy and society are so high. But when you focus all your efforts on mitigating risks, you are trying to drive by only using the rear vision mirror, planning your next step based on the issues you’ve already experienced without looking to where you need to be. It ultimately leads to people driving slower and slower, often grinding to a halt, because any action is considered more risky than inaction. This doesn’t really help our metaphorical driver to pick up the kids from school or get supplies from the store. In any case, inaction bears as many risks as no action in a world that is continually changing. For example, if our metaphorical driver was to stop the car in an intersection they will likely be hit by another vehicle, or eventually starve to death.

Action is necessary. Change is inevitable. So public sectors must balance our time between being responsive (not reactive) to change and risks, and being proactive towards a clear goals or future state.

Of course, risk mitigation is what many in government think they need to most urgently address however, to only engage this is to buy into and perpetuate the myth that the increasing pace of change is itself a bad thing. This is the difference between user polling and user research: users think they need faster horses but actually they need a better way to transport more people over longer distances, which could lead to alternatives from horses. Shifting from a change pessimistic framing to change optimism is critical for public sectors to start to build responsiveness into their policy, program and project management. Until public servants embrace change as normal, natural and part of their work, then fear and fear based behaviours will drive reactivism and sub-optimal outcomes.

The OPSI model for innovation would be a helpful tool to ask senior public servants what proportion of their digital investment is in which box, as this will help identify how aspirational vs reactive, and how top down or bottom up they are, noting that there really should be some investment and tactics in all four quadrants.

Innovation-Facets-Diamond-1024x630My observation of many government digital programs is that teams spend a lot of their time doing top down (directed) work that focuses on areas of certainty, but misses out in building the capacity or vision required for bottom up innovation, or anything that genuinely explores and engages in areas of uncertainty. Central agencies and digital transformation teams are in the important and unique position to independently stand back to see the forest for the trees, and help shape systemic responses to all of system problems. My biggest recommendation would be for the these teams to support public sector partners to embrace change optimism, proactive planning, and responsiveness/resilience into their approaches, so as to be more genuinely strategic and effective in dealing with change, but more importantly, to better plan strategically towards something meaningful for their context.

Repeatability and scale

All digital efforts might be considered through the lens of repeatability and scale.

  • If you are doing something, anything, could you publish it or a version of it for others to learn from or reuse? Can you work in the open for any of your work (not just publish after the fact)? If policy development, new services or even experimental projects could be done openly from the start, they will help drive a race to the top between departments.
  • How would the thing you are considering scale? How would you scale impact without scaling resources? Basically, for anything you, if you’d need to dramatically scale resources to implement, then you are not getting an exponential response to the problem.

Sometimes doing non scalable work is fine to test an idea, but actively trying to differentiate between work that addresses symptomatic relief versus work that addresses causal factors is critical, otherwise you will inevitably find 100% of your work program focused on symptomatic relief.

It is critical to balance programs according to both fast value (short term delivery projects) and long value (multi month/year program delivery), reactive and proactive measures, symptomatic relief and addressing causal factors, & differentiating between program foundations (gov as a platform) and programs themselves. When governments don’t invest in digital foundations, they end up duplicating infrastructure for each and every program, which leads to the reduction of capacity, agility and responsiveness to change.

Digital foundations

Most government digital programs seem to focus on small experiments, which is great for individual initiatives, but may not lay the reusable digital foundations for many programs. I would suggest that in whatever projects the team embark upon, some effort be made to explore and demonstrate what the digital foundations for government should look like. For example:

  • Digital public infrastructure – what are the things government is uniquely responsible for that it should make available as digital public infrastructure for others to build upon, and indeed for itself to consume. Eg, legislation as code, services registers, transactional service APIs, core information and data assets (spatial, research, statistics, budgets, etc), central budget management systems. “Government as a Platform” is a digital and transformation strategy, not just a technology approach.
  • Policy transformation and closing the implementation gap –  many policy teams think the issues of policy intent not being realised is not their problem, so showing the value of multidisciplinary, test-driven and end to end policy design and implementation will dramatically shift digital efforts towards more holistic, sustainable and predictable policy and societal outcomes.
  • Participatory governance – departments need to engage the public in policy, services or program design, so demonstrating the value or participatory governance is key. this is not a nice to have, but rather a necessary part of delivering good services. Here is a recent article with some concepts and methods to consider and the team needs to have capabilities to enable this, that aren’t just communications skills, but rather genuine and subject matter expertise engagement.
  • Life Journey programs – putting digital transformation efforts,, policies, service delivery improvements and indeed any other government work in the context of life journeys helps to make it real, get multiple entities that play a part on that journey naturally involved and invested, and drives horizontal collaboration across and between jurisdictions. New Zealand led the way in this, NSW Government extended the methodology, Estonia has started the journey and they are systemically benefiting.
  • I’ve spoken about designing better futures, and I do believe this is also a digital foundation, as it provides a lens through which to prioritise, implement and realise value from all of the above. Getting public servants to “design the good” from a citizen perspective, a business perspective, an agency perspective, Government perspective and from a society perspective helps flush out assumptions, direction and hypotheses that need testing.

The Pia Review

I recently wrote a series of 20 articles about digital transformation and reform in public sectors. It was something I did for fun, in my own time, as a way of both recording and sharing my lessons learned from 20 years working at the intersection of tech, government and society (half in the private sector, half in the public sector). I called it the Public Sector Pia Review and I’ve been delighted by how it has been received, with a global audience republishing, sharing, commenting, and most important, starting new discussions about the sort of public sector they want and the sort of public servants they want to be. Below is a deck that has an insight from each of the 20 articles, and links throughout.

This is not just meant to be a series about digital, but rather about the matter of public sector reform in the broadest sense, and I hope it is a useful contribution to better public sectors, not just better public services.

The Pia Review – 20 years in 20 slides

There is also a collated version of the articles in two parts. These compilations are linked below for convenience, and all articles are linked in the references below for context.

  • Public-Sector-Pia-Review-Part-1 (6MB PDF) — essays written to provide practical tips, methods, tricks and ideas to help public servants to their best possible work today for the best possible public outcomes; and
  • Reimagining government (will link once published) — essays about possible futures, the big existential, systemic or structural challenges and opportunities as I’ve experienced them, paradigm shifts and the urgent need for everyone to reimagine how they best serve the government, the parliament and the people, today and into the future.

A huge thank you to the Mandarin, specifically Harley Dennett, for the support and encouragement to do this, as well as thanks to all the peer reviewers and contributors, and of course my wonderful husband Thomas who peer reviewed several articles, including the trickier ones!

My digital references and links from 2019

Below are a number of useful references for consideration in any digital government strategy, program or project, including some of mine 🙂

General reading

Life Journeys as a Strategy

Life Journey programs, whilst largely misunderstood and quite new to government, provide a surprisingly effective way to drive cross agency collaboration, holistic service and system design, prioritisation of investment for best outcomes, and a way to really connect policy, services and human outcomes with all involved on the usual service delivery supply chains in public sectors. Please refer to the following references, noting that New Zealand were the first to really explore this space, and are being rapidly followed by other governments around the world. Also please note the important difference between customer journey mapping (common), customer mapping that spans services but is still limited to a single agency/department (also common), and true life journey mapping which necessarily spans agencies, jurisdictions and even sectors (rare) like having a child, end of life, starting school or becoming an adult.

Policy transformation

Data in Government

Designing better futures to transform towards

If you don’t design a future state to work towards, then you end up just designing reactively to current, past or potential issues. This leads to a lack of strategic or cohesive direction in any particular direction, which leads to systemic fragmentation and ultimately system ineffectiveness and cannibalism. A clear direction isn’t just about principles or goals, it needs to be something people can see, connect with, align their work towards to (even if they aren’t in your team), and get enthusiastic about. This is how you create change at scale, when people buy into the agenda, at all levels, and start naturally walking in the same direction regardless of their role. Here are some examples for consideration.

Rules as Code

Please find the relevant Rules as Code links below for easy reference.

Better Rules and RaC examples

Where next: Spring starts when a heartbeat’s pounding…

Today I’m delighted to announce the next big adventure for my little family and I.

For my part, I will be joining the inspirational, aspirational and world leading Service Canada to help drive the Benefits Delivery Modernization program with Benoit Long, Tammy Belanger and their wonderful team, in collaboration with our wonderful colleagues across the Canadian Government! This enormous program aims to dramatically improve the experience of Canadians with a broad range of government services, whilst transforming the organization and helping create the digital foundations for a truly responsive, effective and human-centred public sector 🙂

This is a true digital transformation opportunity which will make a difference in the lives of so many people. It provides a chance to implement and really realise the benefits of human-centred service design, modular architecture (and Government as a Platform), Rules as Code, data analytics, life journey mapping, and all I have been working on for the last 10 years. I am extremely humbled and thankful for the chance to work with and learn from such a forward thinking team, whilst being able to contribute my experience and expertise to such an important and ambitious agenda.

I can’t wait to work with colleagues across ESDC and the broader Government of Canada, as well as from the many innovative provincial governments. I’ve been lucky enough to attend FWD50 in Ottawa for the last 3 years, and I am consistently impressed by the digital and public sector talent in Canada. Of course, because Canada is one of the “Digital Nations“, it also presents a great opportunity to collaborate closely with other leading digital governments, as I also found when working in New Zealand.

We’ll be moving to Ottawa in early March, so we will see everyone in Canada soon, and will be using the next month or so packing up, spending time with Australian friends and family, and learning about our new home 🙂

My husband and little one are looking forward to learning about Canadian and Indigenous cultures, learning French (and hopefully some Indigenous languages too, if appropriate!), introducing more z’s into my English, experiencing the cold (yes, snow is a novelty for Australians) and contributing how we can to the community in Ottawa. Over the coming years we will be exploring Canada and I can’t wait to share the particularly local culinary delight that is a Beavertail (a large, flat, hot doughnut like pastry) with my family!

For those who didn’t pick up the reference, the blog title had dual meaning: we are of course heading to Ottawa in the Spring, having had a last Australian Summer for a while (gah!), and it also was a little call out to one of the great Canadian bands, that I’ve loved for years, the Tragically Hip 🙂