Proposal
New Zealand Data Futures Partnership
April 2015
Why we need
something
1
2
Exponential growth: it’s not just a government
challenge or a government opportunity
We heard different perspectives from different sectors
NOW
5
Value
through
collaboration
Data held
by govt
“Prototype, iterate, learn.”
6
“The mokopuna are at the centre — we need an
intergenerational view.”
Public &
private
“We need a different way of working to make impact —
it’s not more regulation, it’s not a traditional council.”
Citizen
“Not talking to but working with people.”
Open
AND
Greater sharing
Enhanced trust
AND
Intervention
Self organising
AND
Private value
Public value
What the system hungers for
that it doesn’t have now
1
An inclusive public conversation
2
A system wide view
3
Deep dives on real problems
4
A New Zealand ethical focus
5
A champion for innovation
6
Collaboration and co-design
7
The problems and challenges
The future state
No single entity has responsibility to address system problems
1. There is increasing new data, new
technologies and practices with new
impacts on people, the economy and the
environment.
2. The data-use ecosystem is emerging
and evolving rapidly. Our knowledge and
understanding of the future is limited.
3. There are many players and partnerships.
It is not easy for people to navigate the
system or have a system wide view.
4. Problems and concerns are interconnected
and interventions have implications for
other parts of the system.
5. It is fragmented and siloed. The real value
is where problems, sectors and data meet.
Fragmented Evolving
Dynamic Multiple players
Siloed
A data-use ecosystem
Data users
Māori
TIME
The current data-use ecosystem
Innovator
“We need to have the courage to go against
the grain.”
Protect
trust, control, value and inclusion
4
Resolve polarities
AND
“Increase the transparency.”
(Break the one way mirror and work together)
Data
held by
non-govt
Value
3
“We want to create value for NZ.”
DATA
Value
To support the four principles:
To create value for New Zealand through the right people working together — in an
inclusive, systemic and ‘can-do’ way — transforming our data-use ecosystem.
Sharing the data
Leverage the data
Unlock the data value
Data access
Data use
Future value creation
Barriers leading to
limited access
Barriers leading
to limited use
Data holders focus
on ownership rights
Social licence is
unclear
Data holders focus
on supply costs
Data quality and
standards are patchy
Users face a fragmented
and opaque ‘data-use
ecosystem’
Insufficient capability
and skills
Adapting and growing data environment with complex interdependencies.
Value
for NZ
Risk of lost opportunities
to create value
Unclear how to deal
with increasing data
and data re-use
Technological future
is unknown
Latent innovation
potential
1.The focus is on maximising value for NZ.
2.A system that enables value creation, high
trust, high inclusion and more control.
3.An enabling system where iteration,
learning and feedback loops are built in.
4.An intentional system where the holistic
view is facilitated and understood.
Intentional
Open
Iterative
Self-aware
Holistic view
Enabling
What it does
A champion, advisor, facilitator and trouble-shooter that creates collective
impact and shapes the data-use ecosystem for New Zealand.
An effective collective mechanism for cross-sectoral co-design
Inclusiv
ec
o
Facilitating an
inclusive social
license
Championing
data-use
innovation
ations
ers
nv
Conn
ec
t
s
lyst
a
t
innovat
Ca foster
ion
&
Functions
Championing data-use innovation
•
Promote a data innovation culture in New Zealand
•
Champion for ‘can-do’, supporting innovation
(e.g. oversees catalyst projects)
•
•
Value
Enable a hub for learning from the innovative use of data
and re-use across sectors (single loop learning)
What kind of collective impact
will we see?
Commitment to New
Zealand’s data future
•
We have a collective and responsive New
Zealand understanding of what kind of datause ecosystem we want to support. We are
collectively committed to developing the
data-use system for New Zealand.
•
We understand the barriers and enablers
in the data-use ecosystem so that we
can determine effective interventions
— to strengthen social license, grow
capability and support enabling behaviours,
infrastructure and policy.
Bring people together to share experiences, solve like
problems, foster innovation and connect the current effort
Data-driven
innovation for
NZ good
•
Holisti
cs
y
Trust
Fixin
gi
•
Providing
advice with a
system-wide
approach and
future focus
Trouble-shooter
to solve systemic
problems
iew
mv
ste
together
es
u
ss
•
Inclusion
Control
Facilitating an inclusive social license
•
Value
Inclusion
Trust
Control
NZ should use data to
drive economic and
social value and create
a competitive advantage
All parts of NZ society
should have the
opportunity to benefit
from data use
Data management
in NZ should build
trust and confidence
in our institutions
Individuals should have
greater control over the
use of data about them
Collective Impact
Provide a mechanism to lead and facilitate an inclusive,
positive and productive conversations and deliberation
with all parts of New Zealand society
Bring stakeholders together and organise co-design
around the use and re-use of data in New Zealand
Facilitate good practice for ethical and value driven use
of data and facilitate the ethical conversation
Providing advice with a system-wide approach and
future-proof focus
•
•
•
Guiding NZ Data Futures Forum principles
Represent and empower New Zealanders, taking into
consideration varying interests and potential risks
•
•
New Zealanders have trust in the system;
are empowered, engaged and involved.
There is room for an ethical conversation.
•
Stronger connections, collaboration
and co-design support an innovation
culture where data is open by default
and leveraged for value creation.
Take a holistic system view, use integrating system
thinking
Enable a system-wide learning process (double loop
learning and learning how to learn)
Multiple data-use
projects support trust
and create value
Enable a deep dive about big issues to make sense
of the evolving ecosystem and guide activity
Trouble-shooter to solve systemic problems
•
System wide participation
Provide a system trouble shooter to resolve and
breakdown barriers to innovation
Influence and collaborate with other bodies to tackle
emerging data-use issues with system-wide implications
•
Data-users learn from and leverage
others experiences.
•
We can collectively and intentionally achieve
effective interventions that support the flow of
data, and trusted data-driven value; creating
an enabling data-use ecosystem.
An effective collective mechanism for cross-sectoral co-design. A long-term commitment from people across sectors to a common agenda for solving specific problems.
How it
might work
Must-haves
To have enduring impact for all New Zealanders we need an approach that brings
together the right people to co-design effective solutions with New Zealanders.
A NZ Data Futures Partnership
Critical design features for an effective body:
Open
Independent
Cross-sectoral
Data-driven innovation for NZ good
Real
impact
Adaptive
and agile
What kind of intentional collective body?
A whole
system view
1
Top down mandate
The mandate for existence comes from a higher authority
Regulate
Report and advise
Telling
Low
Score against
the must-haves
Influential group,
enlisted by a government
and supported by NZers
A self-regulating body
e.g. New Zealand Register
of Acupunturists
Collective
responsibility
3
3
Bottom up mandate
Modus Operandi
Recommended option
Influential group
NGO
Articulation
of problems
Social trust
Ethnic
Academic
communities Expertise
Research
(e.g. Māori)
Manaakitanga
Everyone gives and receives value
2
A formal investigatory body
Most effective at deep-dives, investigating
and advising on particular issues and
challenges set by government.
Although not designed to be fully inclusive or to support
innovation, this kind of body can be set up to be
somewhat inclusive and agile. However it would need
to win trust from stakeholders, especially if it is thought
to run top down processes. It would have some ability to
trouble-shoot through influence and engagement.
Medium
Score against
the must-haves
Advising
Facilitating
Trouble-shooter
Can it perform the proposed functions?
How 3 might work:
No single stakeholder has control, but stakeholder
involvement drives legitimacy and resourcing and
supports real impact. This body is explicitly designed to
meet the must-haves, and create value for all.
Engage and empower
Self generated
Can it perform the
proposed functions?
Most effective at understanding the system,
engaging with people to find solutions, and
motivating behaviour change.
e.g. NZ Data Futures Forum
Self-regulate
No
Government
Data
standards
Public good
Partnering
Selling
Formal
powers
Effective at providing clarity around the rules,
but not designed to be inclusive or agile, or
to support innovation.
• it is focused on and exercises formal power related
to a particular set of regulatory issues.
2
e.g. Privacy Commissioner
A regulatory body
• its scope, powers and governance all need to be
carefully designed up-front,
e.g. Productivity Commission
A regulatory body set up
by a government
A learning
entity
It is hard for this kind of body to adapt, learn or take
a systemic view - given:
A formal investigatory or
reporting body, set up by a
government
1
Inclusive
Business
Citizens
Entrepreneurship Real needs &
value focus
experiences
High
Score against
the must-haves
Championing
Facilitating
Advising
Trouble-shooter
Can it perform the proposed functions?
Jumpstart a NZ Data Futures Partnership
1. Ministers enlists a small group of influential
conveners. They have influence because of the
support they have from New Zealanders, not
because of authority invested in them by Ministers.
2. They convene a working group(s) that reflects the
mix of interest
3. This working group ‘goes slow to go fast’ - taking
the time to engage widely and inclusively to
develop a meaningful, audacious working goal.
This group then test hypotheses and identifies
priorities/initiatives for change (which support the
principles of value, trust, inclusion and control).
A collective impact approach means different perspectives come to the table to tackle the big problems. Everyone gets and provides value.