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.
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