Saturday, April 14, 2018
The danger when political parties assimilate the duties of government | Tweet |
While it rarely becomes top of mind for voters, there are times where political parties attempt to take on some of the responsibilities of governments, either because they don’t trust government agencies to perform these duties, or they perceive some form of electoral or financial value in doing so.
A recent case in point is the example of the ACT Liberal party taking on an intermediary role in collecting submissions to a public consultation.
Now I can’t speak for their intentions, and it may seem benign that a political organisation ‘helps out’ by conducting the arduous job of encouraging people to provide their views on a complex governance issue, of collecting and collating these responses and then presenting them to the government of the day for consideration, but I’d like to quickly highlight some of the perils in this approach.
Firstly it is important to recognise that governments and political parties are separate organisations. Political parties are privately owned and run for the benefit of their members, whereas government has a responsibility to the entire community and is, in effect, owned by all citizens. As such their motivations and interests can be extremely different at times, even when politicians from these political parties are elected to parliament and serving as the government of the day.
One of the most striking differences is in their financial motivations. Political parties attract funding from donations, investments, events and membership fees and are constantly looking for additional funds to help them build their structures and campaign more effectively during elections. They operate like private companies with limited scrutiny over their books. Governments operate in an environment of much higher public scrutiny and accountability. You have a right to see how your governments is collecting, employing and disbursing its funds - but no such rights of oversight over the political party that your elected officials belong too.
Similarly governments have certain obligations around privacy designed to protect individuals from undue government interference (noting people may debate whether these go far enough or are equitably enforced), whereas political parties, through the machinations of their elected parliamentarians, excluded themselves from the provisions of Australia’s privacy law. This means they can collect and combine data about any citizen without scrutiny or oversight and citizens have no right to ask what private information political parties hold on them, let alone to correct this information should it be incorrect.
These two areas of difference in combination, financial and privacy, lead to very different motivations and approaches between political parties and governments. For example as there is no requirement for a political party to act in an unbiased manner, it may favour engagements with citizens who pay them more money, via ‘donations’, or who they feel, from the information they hold on them, are more receptive and likely to vote for that party’s candidates to form government.
Governments are not allowed to show such bias, and there can be significant consequences when they do, creating a constant tug of war for elected politicians whose loyalties are divided between their party, serving their big donors and supporters, and the state, serving all citizens on an equitable basis.
This tension can be managed to some extent in governments, where the public accountability requirements reveal inequitable activities by politicians and provide methods for injecting more balance, or censure - although most politicians do skim as close to the line as they can.
The tension cannot be managed however, when political parties take on roles that government usually performs. Instantly that public accountability disappears and politicians and their parties have a different set of motivations in play, based on party gain rather than public good.
Even when politicians are public minded and seeking to do the right thing, that’s no guarantee that their party machinery, which answers only to itself, not the public, will not use these opportunities to just bias the process a little in their favour.
This is where I come to the example of the ACT Liberals and their role in a public consultation process.
Any individual or organisation can choose to promote a public consultation (I regularly do this myself) or provide a free service where it provides forms for collecting responses, aggregating and submitting them to governments. There’s some notable groups doing this today - including activist and lobby groups like GetUp and the Australian Christian Lobby, retailers like EB Games which provided a response and submission mechanism during the consultation on R-rated games, and industry bodies such as the Australian Mining Council which regularly collects and submits the aggregate views of its members in relevant consultations. Change.org and similar services allow individuals to undertake this appproach in a similar manner - though more linked to petitions than consultation responses.
These groups are all entitled to take these steps, and generally do so in order to promote their ‘side’ of views. The extent to which they will entertain and pass on divergent views differs by organisation, but if you wish to take the chance they will not pass on your response, that’s your decision to make.
Political parties differ slightly when doing this. Firstly they exist outside the privacy act, are expected entitled to keep everything you say and add it to their file on you, helping them decide down the track whether you are someone they wish to cultivate for donations or would consider helping in a governance matter. As they are exempt from privacy law and privately owned, there isn’t no scrutiny on whether they modify your submission, aggregate it with others in deceptive ways to push their point or simply withhold it from government altogether.
At the same time the public expectationsof political parties are much higher. If your local member asks you to provide feedback on an issue via their website it can convey the appearance that you are directly responding to the government and thus have the public probity rights you should expect when responding on an agency website, even though you don’t.
This can easily mislead voters with a more limited understanding of our political processes, who trust their elected representative to behave according to government requirements.
In the case of the ACT Liberals there was also the matter of 19 misplaced responses which were caught in a spam filter.
Tragic to say this has happened at government agencies as well, and I have direct experience of helping agencies resolve this technical problem.
While it is the headline of the Canberra Times article, I regard this as less of a concern than the ability of the party to select or reinterpret the responses it passes to government, while keeping all the details of every response in their citizen database for future electoral advantage.
This is a single example of the risks of political parties taking on government responsibilities but serves to illustrate the broader issue. When duties move out of government to party machines we love the ability for public accountability, the tasks are performed by individuals without a contractual and cultural commitment to be apolitical and the motivations change to be less equitable and more ideologically driven.
Whether it is collating consultation responses, negotiating trade agreements, advising the Minister on complex matters, making purchases, providing services or otherwise transferring a government process to a political party team, or some other task, we lose as a democracy when political parties absorb or deliver more of the functions of government.
Even when the intentions are good, corrupting the approach is far easier and less accountable and it undermines our nation when this occurs.
Tags:
governance,
politics
Monday, April 09, 2018
How modern democracies face destruction if they can't stop building digital Maginot Lines | Tweet |
The recent revelations in the media about the collection of personal information from up to 87 million Facebook users by Cambridge Analytica and its use to influence political outcomes (successful or not), should be sending chills down the spines of everyone involved in information security, privacy and governance.
That people's data can be appropriated and used to manipulate democratic processes is a clear threat to the basis of democracies around the world - and governments appear to be flailing on what to do about this.
Now certainly corporations, such as Facebook and Google, have both legislative and business reasons to protect personal data. It's their lifeblood for making profits and without a sufficient level of public trust to keep people using these services these companies would largely disappear overnight.
However governments also have a responsibility to safeguard their citizens, and their own institutions, from external manipulations of their democratic systems - whether this come from foreign states, corporations or even particularly influential groups in society.
While Facebook is responsible for allowing a researcher to create an app that could such down the personal data of many people, even without their consent, it may not have been illegal for Cambridge Analytica to do this (although their subsequent use of this data for electoral manipulation may have been), and while Facebook may be investigated for privacy breaches, the consequences to Facebook and Cambridge Analytica appear to be more social than official to-date.
For me the spotlight is more on governments than the corporations involved. Laws exists to provide a legal basis for managing anti-social behaviour and power imbalances (such as between large organisations and individuals) such that the basic unit of the state, the individual citizen, has their personal rights protected and has clarity about their obligations as a citizen.
In this case governments did not have the laws and frameworks in place to detect, limit or even rapidly prosecute massive breaches of personal privacy or attacks on their own institutional validity.
Governments that cannot protect themselves or their citizens from external influences - whether these be physical or digital - do not remain governments for long.
I see the Cambridge Analytics scandals as another in a long series of examples as to how modern democratic governments have failed to put appropriate mechanisms in place to protect citizens and themselves from modern threats.
Like the Maginot Line built by France in the 1930s, governments are investing in expensive, unwieldy and inflexible infrastructures for past threats. And, like the Maginot Line in 1940, these infrastructures have proven again and again that they fail in the face of modern agile opponents.
Thus far the reaction by governments has largely been to acknowledge failure, promise to do better and then return to investing in legacy infrastructure, attempting to modify it as cheaply and as little as possible to address modern threats.
From the cascading series of security breaches at scale, rising digital interference in western elections and undermining of democratic institutions - I think the evidence is clear that the strategy is failing.
So what are governments to do? How do they adapt their approaches to address a threat that can come at any time, through any channel and often targets civilian infrastructure rather than state-controlled infrastructure?
The first step is to recognise that their current approach is not working. The political and commercial opponents seeking to weaken, influence, manipulate and destroy western states do not limit themselves to playing by western rules.
The second step is to recognise that this isn't a problem that governments can solve alone. Protecting government infrastructure is pointless if power grids and financial sectors are manipulated or destroyed. If a hacker wants to shut down a government office it is often easiest to cut their power or payroll than attack the government's servers directly. In the longer-term the public can be turned against a government through social media engagement using fake news and slanted reports.
The third step is to redefine what constitutes the state and what it values. Government is a tool used to govern a population. It is a component, but not the only, or even the most essential, in defining a nation's character or values.
Then, we need to rebuild our thinking from first principles. What do we value, and what do we not value? What conduct is appropriate, and by whom? How do we protect freedoms for citizens while defining their responsibilities? How do we educate citizens to understand that they have an active ongoing role and responsibility to help maintain our freedoms - that their obligation doesn't stop at a ballot box every few years? How do we redefine the role of corporations and other organisations (including government agencies) as good organisational citizens in a society? What are their rights and obligations towards citizens, stakeholders and shareholders?
This doesn't mean turning western democracy into security states. In my view the growth of state security apparatuses is a poor solution, part of the Maginot Line of centralised control that is failing so badly to protect democracy from a swarm of diverse threats. Indeed, the idea of decentralising security in favour of emphasising personal responsibility through education is, in my view, the best course to protect our nations' values.
We need an inclusive approach, backed by sound principles and collective values, that preserves what is important to our societies and inoculates us from unwanted external influences.
Without this we will lose who we are in protecting what we want - turning us into authoritarian states, the mirror of our enemies.
That people's data can be appropriated and used to manipulate democratic processes is a clear threat to the basis of democracies around the world - and governments appear to be flailing on what to do about this.
Now certainly corporations, such as Facebook and Google, have both legislative and business reasons to protect personal data. It's their lifeblood for making profits and without a sufficient level of public trust to keep people using these services these companies would largely disappear overnight.
However governments also have a responsibility to safeguard their citizens, and their own institutions, from external manipulations of their democratic systems - whether this come from foreign states, corporations or even particularly influential groups in society.
While Facebook is responsible for allowing a researcher to create an app that could such down the personal data of many people, even without their consent, it may not have been illegal for Cambridge Analytica to do this (although their subsequent use of this data for electoral manipulation may have been), and while Facebook may be investigated for privacy breaches, the consequences to Facebook and Cambridge Analytica appear to be more social than official to-date.
For me the spotlight is more on governments than the corporations involved. Laws exists to provide a legal basis for managing anti-social behaviour and power imbalances (such as between large organisations and individuals) such that the basic unit of the state, the individual citizen, has their personal rights protected and has clarity about their obligations as a citizen.
In this case governments did not have the laws and frameworks in place to detect, limit or even rapidly prosecute massive breaches of personal privacy or attacks on their own institutional validity.
Governments that cannot protect themselves or their citizens from external influences - whether these be physical or digital - do not remain governments for long.
I see the Cambridge Analytics scandals as another in a long series of examples as to how modern democratic governments have failed to put appropriate mechanisms in place to protect citizens and themselves from modern threats.
Like the Maginot Line built by France in the 1930s, governments are investing in expensive, unwieldy and inflexible infrastructures for past threats. And, like the Maginot Line in 1940, these infrastructures have proven again and again that they fail in the face of modern agile opponents.
Thus far the reaction by governments has largely been to acknowledge failure, promise to do better and then return to investing in legacy infrastructure, attempting to modify it as cheaply and as little as possible to address modern threats.
From the cascading series of security breaches at scale, rising digital interference in western elections and undermining of democratic institutions - I think the evidence is clear that the strategy is failing.
So what are governments to do? How do they adapt their approaches to address a threat that can come at any time, through any channel and often targets civilian infrastructure rather than state-controlled infrastructure?
The first step is to recognise that their current approach is not working. The political and commercial opponents seeking to weaken, influence, manipulate and destroy western states do not limit themselves to playing by western rules.
The second step is to recognise that this isn't a problem that governments can solve alone. Protecting government infrastructure is pointless if power grids and financial sectors are manipulated or destroyed. If a hacker wants to shut down a government office it is often easiest to cut their power or payroll than attack the government's servers directly. In the longer-term the public can be turned against a government through social media engagement using fake news and slanted reports.
The third step is to redefine what constitutes the state and what it values. Government is a tool used to govern a population. It is a component, but not the only, or even the most essential, in defining a nation's character or values.
Then, we need to rebuild our thinking from first principles. What do we value, and what do we not value? What conduct is appropriate, and by whom? How do we protect freedoms for citizens while defining their responsibilities? How do we educate citizens to understand that they have an active ongoing role and responsibility to help maintain our freedoms - that their obligation doesn't stop at a ballot box every few years? How do we redefine the role of corporations and other organisations (including government agencies) as good organisational citizens in a society? What are their rights and obligations towards citizens, stakeholders and shareholders?
This doesn't mean turning western democracy into security states. In my view the growth of state security apparatuses is a poor solution, part of the Maginot Line of centralised control that is failing so badly to protect democracy from a swarm of diverse threats. Indeed, the idea of decentralising security in favour of emphasising personal responsibility through education is, in my view, the best course to protect our nations' values.
We need an inclusive approach, backed by sound principles and collective values, that preserves what is important to our societies and inoculates us from unwanted external influences.
Without this we will lose who we are in protecting what we want - turning us into authoritarian states, the mirror of our enemies.
Tags:
democracy,
edemocracy,
gov20,
governance,
privacy,
security
Tuesday, August 01, 2017
Roundup from GovHack 2017 | Tweet |
Starting in a single Canberra venue in 2009, GovHack is now the largest open data hacking competition for government worldwide, with over 3,000 participants, coaches, mentors and organisers across 36 venues around Australia and New Zealand.
Over a 46-hour period participants including coders, creatives, data crunchers and facilitators, redesign and reimagine citizen services and use open data to visualise fresh insights into government decision-making, taking part in a competition with over 80 prizes and a prize pool of over $250,000.
The event is organised and run by volunteers, but GovHack has support from the Australian and New Zealand Governments, all Australian state and territory governments and many local governments across ANZ, as well as a range of corporate sponsors. This was the first year that the Northern Territory became involved with the event.
Many senior public servants drop into the event over the weekend, and have a keen interest in using ideas from GovHack within their agencies.
This year Accenture was the Platinum Sponsor for GovHack, the first time a corporation has taken such a significant interest in the event - a trend I hope continues as these types of event gain steam as a creative way for companies and governments to innovate quickly.
Accenture sponsored two awards, the ‘Into the New’ award for Australia challenged participants to demonstrate innovation and new thinking in all forms. This could be new ways to experience and interact with public data or new approaches to citizen experiences that help citizen and governments journey into the new together. It attracted 138 entrants from around Australia, from a total of 373 projects submitted.
Accenture’s ‘Re:Invention’ award for New Zealand challenged participants to design a citizen experience that builds on something government already does to deliver a more effective and engaging way of interacting. It attracted 12 entrants from Wellington, Auckland and Hamilton, from a total of 66 New Zealand projects submitted.
While GovHack itself is over for 2017, state award events will be held in August, and an international Red Carpet event for National and International Award winners in October. You can view the closing video from GovHack 2017 here.
All the projects created this year are online in the GovHack Hackerspace, available for inspiration and learning – remaining online to provide hundreds of fresh perspectives on how government can deliver more value to citizens.
you can read more about GovHack 2017 in this LinkedIn post by a mentor, or on Twitter.
Over a 46-hour period participants including coders, creatives, data crunchers and facilitators, redesign and reimagine citizen services and use open data to visualise fresh insights into government decision-making, taking part in a competition with over 80 prizes and a prize pool of over $250,000.
The event is organised and run by volunteers, but GovHack has support from the Australian and New Zealand Governments, all Australian state and territory governments and many local governments across ANZ, as well as a range of corporate sponsors. This was the first year that the Northern Territory became involved with the event.
Many senior public servants drop into the event over the weekend, and have a keen interest in using ideas from GovHack within their agencies.
This year Accenture was the Platinum Sponsor for GovHack, the first time a corporation has taken such a significant interest in the event - a trend I hope continues as these types of event gain steam as a creative way for companies and governments to innovate quickly.
Accenture sponsored two awards, the ‘Into the New’ award for Australia challenged participants to demonstrate innovation and new thinking in all forms. This could be new ways to experience and interact with public data or new approaches to citizen experiences that help citizen and governments journey into the new together. It attracted 138 entrants from around Australia, from a total of 373 projects submitted.
Accenture’s ‘Re:Invention’ award for New Zealand challenged participants to design a citizen experience that builds on something government already does to deliver a more effective and engaging way of interacting. It attracted 12 entrants from Wellington, Auckland and Hamilton, from a total of 66 New Zealand projects submitted.
While GovHack itself is over for 2017, state award events will be held in August, and an international Red Carpet event for National and International Award winners in October. You can view the closing video from GovHack 2017 here.
All the projects created this year are online in the GovHack Hackerspace, available for inspiration and learning – remaining online to provide hundreds of fresh perspectives on how government can deliver more value to citizens.
you can read more about GovHack 2017 in this LinkedIn post by a mentor, or on Twitter.
Tags:
community,
competition,
data,
design,
edemocracy,
egovernment,
ehealth,
gov2,
gov20,
gov2au,
govhack,
open data,
transparency
Friday, July 28, 2017
Wednesday, July 26, 2017
Get revved for GovHack across Australia & New Zealand (28-30 July) | Tweet |
As the world’s largest hackathon, GovHack is on at over 25 locations across Australia and New Zealand again this year from Friday 6pm this week until Sunday afternoon (28-30 July).
With over 3,000 participants and 437 completed projects in 2016, GovHack is an opportunity to develop prototypes of new services, visualisations and mashups with government open data and other datasets with the chance to be nationally recognised and win prizes at national, state and local levels.
Supported by all levels of Australian government, GovHack is not just for programmers. Some of the projects in previous years have included board games and jewelry (for instance 3D printed bracelets of climate data), alongside websites, mobile apps, wearable apps and APIs.
National awards are announced at a Red Carpet Event, which filled the PowerHouse Museum in Sydney in 2015 (the last one I attended).
While some people form teams before the event, you can also come along as a solo participant, or form a team on the day – providing an opportunity to rub shoulders with all kinds of talented people.
There’s still room to register for some venues if you want to participate.
I’m helping run the ACT local event this year, so will be onsite at Canberra Grammar all weekend. If you’re participating here, come and say hi!
For more information visit the GovHack website or read last year’s report.
With over 3,000 participants and 437 completed projects in 2016, GovHack is an opportunity to develop prototypes of new services, visualisations and mashups with government open data and other datasets with the chance to be nationally recognised and win prizes at national, state and local levels.
Supported by all levels of Australian government, GovHack is not just for programmers. Some of the projects in previous years have included board games and jewelry (for instance 3D printed bracelets of climate data), alongside websites, mobile apps, wearable apps and APIs.
National awards are announced at a Red Carpet Event, which filled the PowerHouse Museum in Sydney in 2015 (the last one I attended).
While some people form teams before the event, you can also come along as a solo participant, or form a team on the day – providing an opportunity to rub shoulders with all kinds of talented people.
There’s still room to register for some venues if you want to participate.
I’m helping run the ACT local event this year, so will be onsite at Canberra Grammar all weekend. If you’re participating here, come and say hi!
For more information visit the GovHack website or read last year’s report.
Tags:
data,
gov2,
govhack,
innovation,
open data
Saturday, May 13, 2017
When automation goes wrong - are we giving humans what they need to fix the problem? QF72 | Tweet |
This is a brilliant (long) read about what happened when an automated system went rogue - and a cautionary tale about the risks of #automation when #ai replaces and deskills humans operating heavy machinery, like planes - The untold story of QF72 - What happens when 'psycho' automation leaves pilots powerless.
As organisations and our tools progress through #digitaltransformation and humans are relegated to 'backup systems', but not given the necessary information or control to address unpredicted computer failure, we may be baking in more risk to human lives and livelihoods during edge situations.
Kudos to Qantas's pilots and crew for saving the lives of all passengers on this flight, and note the flow-on consequences that saw those responsible for saving hundreds of lives so affected by the experience that not all of them may have been able to deal successfully with a repeat of this situation.
If we burn out good people when computers go bad, we may run out of good people before we run out of faulty computers.
Tuesday, February 07, 2017
New year, new role, continued focus - Craig @ Accenture | Tweet |
As governments, companies, not-for-profits and societies continue to uncover the continuing impacts that digital technologies have unlocked, it's time for me to move to the next phase of my own career journey.
Humanity has only tested the edges of what digital can do for us, and our institutions and corporations are still learning and normalising the positive and negative impacts of digital transformation, and how it doesn't simply involve swapping tools, but changing culture, philosophy and structures.
I'm a firm believer that technology remains an enabler for our society and the myriad of organisations within it, however if we only half-do the work of digital transformation - treat it as simply another project, a coat of paint to freshen up ageing structures and thinking - we not only risk losing that massive value, but seriously damaging our companies, institutions and civilisation.
Digital disruption is continuing to grow at an accelerating pace, with the gap between digital leaders and laggards extending as the organisations that invested early, made mistakes and learnt from them, outpace those organisations wedded to past business models and processes.
The organisations that respond and manage digital successfully can harness its power to thrive - realising massive value, lasting advantage and all the returns arising from this, The organisations that do not will struggle to remain relevant - whether privately or publicly owned.
I've worked in this space for over ten years now, building on a further ten years of experience at the dawn of the internet age - and after working within and with government, it's time for me to take the next step in helping organisations realise the massive value from digital.
This week I started with Accenture Interactive in Australia as a Digital Marketing Senior Manager. In this role, backed by the global experience and expertise of Accenture, I hope to be able to scale up my impact, helping organisations to navigate and succeed over the next phase of digital transformation.
I intend to continue this eGovAU blog, but with a slightly amended focus reflecting my new direction and responsibilities.
The role may be new, but my focus continues - helping organisations, particularly across the public sector, to survive and thrive as digital technologies continue to advance.
There's so much more to be done - to normalise digital within organisations, to harness it for their continued success. I am looking forward to working with a range of clients to help them thrive.
If you'd like to chat with me about the road ahead, please contact me via my LinkedIn profile.
Monday, January 30, 2017
Governments need to think about productivity in society-wide terms, not just in terms of the public service | Tweet |
There's been enormous coverage of the new Centrelink debt letters process, whereby the Department of Human Services has automated the process of matching data from the ATO and Centrelink to try to find overpayments (but not underpayments) in welfare benefits to Australia.
The automation has involved removing human quality assurance steps, which has led to the number of debt checking letters growing from 20,000 per year to 20,000 per week. Over 260,000 of these letters have been sent out to-date.
Now automated data-matching can be a fantastic thing when used well. It can reduce duplication in identification processes, find patterns and trends that inform polices and service delivery, and even identify inaccurate payments - as was the intention with this approach.
However for a data-matching process to work well, the system rules need to be well-designed and tested, and the data needs to be comparable so as to be matchable.
The widespread issues that are being reported by former and current Centrelink payment recipients and the enormous (more than 350 articles over the last month) of media coverage suggest that the system that Centrelink put in place meet neither of these conditions.
Without going into the apparent system issues, which have been covered widely, the reason Centrelink and other agencies introduce automated systems is to allow them to achieve the same, or better, outcomes with fewer staff - something that in economic terms lifts the productivity of the agency.
Centrelink has reduced its workforce by around 5,000 staff over the last five years, and moved to have a larger casual workforce with fewer permanent staff. These types of changes are occurring across many large public sector organisations as governments tighten their belts.
However it seems that when governments today act to (hopefully) bring about productivity gains and cost cuts, they focus primarily on a subset of the economy, the public service.
They appear to overlook the potential impacts on other sectors, or the overall productivity or cost dividend to the community they serve.
Let's use the Centrelink situation as an example. By cutting a human quality assurance step, and using a purely automated approach for identifying potential overpayments, Centrelink has transferred the cost of checking that their data is accurate from internal staff to welfare recipients.
Now while it may be appropriate for the people receiving the payments to be responsible for justifying why they receive them, there is a significant productivity cost when passing the task of quality assuring claims from trained and experienced staff with strong systems supporting them to low income, sometimes low education, citizens.
This productivity cost is exacerbated when these citizens are expected to re-prove their eligibility for past welfare payments, dating back as far as six years. The citizens now must track down former employers, landlords and education providers to source the materials that Centrelink has decided it now requires (often for a second or third time) to revalidate past payments.
So not only are individual citizens required to spend significant time checking the documentation Centrelink holds on them (which is subject to errors from mistaken entry by Centrelink staff and algorithmic mistakes, such as averaging a citizen's part-time or sporadic pay over 26 fortnightly periods), but must also involve the time of a range of former employers and landlords.
Now I've been going through an employment process (you'll hear more about this shortly), which required me to source a range of documents from 4-6 years ago from former employers - both public and private sector. While not the same as the process welfare recipients are facing, it required similar information such as old payslips and employment dates.
All the organisations were very prompt in responding (thanks to you all), taking no more than two weeks to pull together what was required - however I estimate that the combined time they spent on this one matter for me exceeded ten hours work time, just for one person in one clearcut situation.
For the 260,000 welfare recipients who may have to re-source material from employers and others, this time adds up to potentially millions of hours of lost productivity for the companies involved - that's outside the time spent by the welfare recipients themselves to 'prove' they were not overpaid, or not as much as Centrelink claims they were.
The Minister for Human Services suggested before Christmas that around $300 million in debt had been recovered, this was later revised to being debt identified, with neither the Minister nor Department able to conclusively say how much had actually been paid to the Commonwealth.
Now let's look at a few estimates.
Welfare recipients are reporting that they are spending up to dozens of hours resolving this matter with Centrelink. That includes pulling together documents, dealing with former employers. waiting on the phone with Centrelink for up to four hours, with multiple call-backs for dropped lines, managing difficulties with MyGov and other associated activities.
For past recipients (who may have spent a few months or years on welfare when studying or during gaps in employment) who are currently employed, this can require non-productive time in business hours while at work (the only time Centrelink takes calls) and cutting into other job-related or educational activities outside hours.
In addition their former employers and educational institutions are spending hours pulling up old payslips from archives - noting that where employers have shut-down this becomes even more difficult and time consuming.
If we assume that the average welfare recipient is spending 6 hours on dealing with their Centrelink debt and that former employers are spending another 4 hours servicing their requests to meet DHS requirements, that's 10 hours productivity lost per debt notice.
Now if we assume that 60% of debt notices require this time investment, based on 260,000 notices issued, that's 156,000 debt notices on which people are spending 10 hours each on resolving - whether or not there is an overpayment at the end of the process.
Let's take a hourly rate of $30 - low for Australia - as the dollar cost of those hours. Based on 156,000 notices at 10 hours effort (1,560,000 hours effort total), at that dollar rate the cost to the economy is $46.8 million dollars.
Now that's the direct productivity cost to citizens and businesses. On top of that there's been extensive involvement by not-for-profit legal and counselling services dealing with an upsurge in complaints and counselling needs and the mental and physical distress people facing large unexpected Centrelink debt notices are currently facing, harming their ongoing productivity and effectiveness.
There's also time spent by citizens on social media engagement, the creation and management of the NotMyDebt website and, finally, the time being spent by Centrelink's own staff sorting out debt issues which could have been easily screened out through a QA process.
I'd estimate from the above that the net productivity cost to Australia of saving Centrelink's QA step is already approaching about $80 million, without considering the longer-term cost of the loss of credibility and potential impact that will have on future productivity.
While the Commonwealth may be able to claw back this amount of money via the debt notices, I think that the situation is already well past the point where the situation has a net productivity loss to Australia as a society.
In other words, the cost of reclaiming this debt in this manner, is significantly outweighed by the overall productivity cost to the country. Sure it might make a good political statement for a 'no-nonsense' approach to welfare (though this appears challenged by poll results), but the economic cost makes the approach very hard to justify from a pragmatic perspective.
Government is likely to face more and more of these types of situations as it attempts to lift productivity and/or cut costs by transferring the work done by staff back onto citizens.
While I understand the importance of cost management in government, and the ongoing desire to lift productivity, looking at these metrics based on public sector inputs rather than society-wide outputs does risk governments making decisions that harm economy-wide productivity in the long-term when chasing short-term productivity gains for a specific government agency.
Governments who wish to see long-term economic gains need to carefully consider how they shift effort from experienced staff to inexperienced citizens in order to not increase burdens that reduce overall productivity and wipe out the public sector savings through lower tax receipts or large pushback costs.
Digital transformation is a key tool in this process, but must be used wisely, not simply to automate steps to remove humans, but to simultaneously cut errors and improve success-rates.
The current Centrelink debt issue is a clear example of what happens when a good automation idea is executed poorly, becoming an overall loss to government rather than a win.
The automation has involved removing human quality assurance steps, which has led to the number of debt checking letters growing from 20,000 per year to 20,000 per week. Over 260,000 of these letters have been sent out to-date.
Now automated data-matching can be a fantastic thing when used well. It can reduce duplication in identification processes, find patterns and trends that inform polices and service delivery, and even identify inaccurate payments - as was the intention with this approach.
However for a data-matching process to work well, the system rules need to be well-designed and tested, and the data needs to be comparable so as to be matchable.
The widespread issues that are being reported by former and current Centrelink payment recipients and the enormous (more than 350 articles over the last month) of media coverage suggest that the system that Centrelink put in place meet neither of these conditions.
Without going into the apparent system issues, which have been covered widely, the reason Centrelink and other agencies introduce automated systems is to allow them to achieve the same, or better, outcomes with fewer staff - something that in economic terms lifts the productivity of the agency.
Centrelink has reduced its workforce by around 5,000 staff over the last five years, and moved to have a larger casual workforce with fewer permanent staff. These types of changes are occurring across many large public sector organisations as governments tighten their belts.
However it seems that when governments today act to (hopefully) bring about productivity gains and cost cuts, they focus primarily on a subset of the economy, the public service.
They appear to overlook the potential impacts on other sectors, or the overall productivity or cost dividend to the community they serve.
Let's use the Centrelink situation as an example. By cutting a human quality assurance step, and using a purely automated approach for identifying potential overpayments, Centrelink has transferred the cost of checking that their data is accurate from internal staff to welfare recipients.
Now while it may be appropriate for the people receiving the payments to be responsible for justifying why they receive them, there is a significant productivity cost when passing the task of quality assuring claims from trained and experienced staff with strong systems supporting them to low income, sometimes low education, citizens.
This productivity cost is exacerbated when these citizens are expected to re-prove their eligibility for past welfare payments, dating back as far as six years. The citizens now must track down former employers, landlords and education providers to source the materials that Centrelink has decided it now requires (often for a second or third time) to revalidate past payments.
So not only are individual citizens required to spend significant time checking the documentation Centrelink holds on them (which is subject to errors from mistaken entry by Centrelink staff and algorithmic mistakes, such as averaging a citizen's part-time or sporadic pay over 26 fortnightly periods), but must also involve the time of a range of former employers and landlords.
Now I've been going through an employment process (you'll hear more about this shortly), which required me to source a range of documents from 4-6 years ago from former employers - both public and private sector. While not the same as the process welfare recipients are facing, it required similar information such as old payslips and employment dates.
All the organisations were very prompt in responding (thanks to you all), taking no more than two weeks to pull together what was required - however I estimate that the combined time they spent on this one matter for me exceeded ten hours work time, just for one person in one clearcut situation.
For the 260,000 welfare recipients who may have to re-source material from employers and others, this time adds up to potentially millions of hours of lost productivity for the companies involved - that's outside the time spent by the welfare recipients themselves to 'prove' they were not overpaid, or not as much as Centrelink claims they were.
The Minister for Human Services suggested before Christmas that around $300 million in debt had been recovered, this was later revised to being debt identified, with neither the Minister nor Department able to conclusively say how much had actually been paid to the Commonwealth.
Now let's look at a few estimates.
Welfare recipients are reporting that they are spending up to dozens of hours resolving this matter with Centrelink. That includes pulling together documents, dealing with former employers. waiting on the phone with Centrelink for up to four hours, with multiple call-backs for dropped lines, managing difficulties with MyGov and other associated activities.
For past recipients (who may have spent a few months or years on welfare when studying or during gaps in employment) who are currently employed, this can require non-productive time in business hours while at work (the only time Centrelink takes calls) and cutting into other job-related or educational activities outside hours.
In addition their former employers and educational institutions are spending hours pulling up old payslips from archives - noting that where employers have shut-down this becomes even more difficult and time consuming.
If we assume that the average welfare recipient is spending 6 hours on dealing with their Centrelink debt and that former employers are spending another 4 hours servicing their requests to meet DHS requirements, that's 10 hours productivity lost per debt notice.
Now if we assume that 60% of debt notices require this time investment, based on 260,000 notices issued, that's 156,000 debt notices on which people are spending 10 hours each on resolving - whether or not there is an overpayment at the end of the process.
Let's take a hourly rate of $30 - low for Australia - as the dollar cost of those hours. Based on 156,000 notices at 10 hours effort (1,560,000 hours effort total), at that dollar rate the cost to the economy is $46.8 million dollars.
Now that's the direct productivity cost to citizens and businesses. On top of that there's been extensive involvement by not-for-profit legal and counselling services dealing with an upsurge in complaints and counselling needs and the mental and physical distress people facing large unexpected Centrelink debt notices are currently facing, harming their ongoing productivity and effectiveness.
There's also time spent by citizens on social media engagement, the creation and management of the NotMyDebt website and, finally, the time being spent by Centrelink's own staff sorting out debt issues which could have been easily screened out through a QA process.
I'd estimate from the above that the net productivity cost to Australia of saving Centrelink's QA step is already approaching about $80 million, without considering the longer-term cost of the loss of credibility and potential impact that will have on future productivity.
While the Commonwealth may be able to claw back this amount of money via the debt notices, I think that the situation is already well past the point where the situation has a net productivity loss to Australia as a society.
In other words, the cost of reclaiming this debt in this manner, is significantly outweighed by the overall productivity cost to the country. Sure it might make a good political statement for a 'no-nonsense' approach to welfare (though this appears challenged by poll results), but the economic cost makes the approach very hard to justify from a pragmatic perspective.
Government is likely to face more and more of these types of situations as it attempts to lift productivity and/or cut costs by transferring the work done by staff back onto citizens.
While I understand the importance of cost management in government, and the ongoing desire to lift productivity, looking at these metrics based on public sector inputs rather than society-wide outputs does risk governments making decisions that harm economy-wide productivity in the long-term when chasing short-term productivity gains for a specific government agency.
Governments who wish to see long-term economic gains need to carefully consider how they shift effort from experienced staff to inexperienced citizens in order to not increase burdens that reduce overall productivity and wipe out the public sector savings through lower tax receipts or large pushback costs.
Digital transformation is a key tool in this process, but must be used wisely, not simply to automate steps to remove humans, but to simultaneously cut errors and improve success-rates.
The current Centrelink debt issue is a clear example of what happens when a good automation idea is executed poorly, becoming an overall loss to government rather than a win.
Tuesday, January 24, 2017
You've Been Hacked - how far should governments go to protect against the influence of foreign states? | Tweet |
Like most people with a broad digital footprint I've been hacked multiple times, usually in fairly minor ways.
This isn't surprising. Politicians, potential politicians and even academics have long been targets for funding assistance and free or subsidised study trips to nations hoping to cultivate influence in various ways. In fact these approaches provide some positive benefits as well - by creating personal relationships between powerful people that can lead to improved national relationships, trade deals and even avert wars.
Around ten years ago I had my PayPal account hacked through malware in the Amazon site, costing me $300.
PayPal staff insisted this was a legitimate payment for goods (which I hadn't ordered) being delivered to my legitimate address in Norway (despite having provably never visited the country). I've been very cautious & limited in my PayPal use since, and never recommend them.
Over Christmas last year my Social Media Planner site was hacked and seeded with malware. Fortunately my IT team was able to identify, isolate and address the matter, without affecting visitors, but costing me financially (two weeks downtime). It's fine now BTW, with extra protections in place.
I've had a Skype account taken over by someone in Eastern Europe, who used it for phishing before I could reclaim it, had basic account details stolen in Yahoo, LinkedIn, DropBox and a range of other large-scale hacks of commercial services over the last five years - excluding the Ashley Madison hack (I've never been a member).
I'm not the only one affected by any means, well over 10 billion accounts were hacked in 2016 alone, with Australian politicians, police and judges outed as affected in at least one of these hacks (and a few in this one too).
Much of this widespread hacking results in the theft of limited personal information. On the surface it may appear to pose little risk to individuals or organisations.
However the individual reuse of passwords and usernames can turn these hacks into a jackpot. This allows hackers, and clients they sell hacked data to, to access a wider range of accounts for individuals, potentially uncovering richer information that is useful for identity theft, economic theft, intelligence gathering or for influencing decisions and behaviour.
Despite all the reports of hacking, it seems many people still treat this lightly - the world's most popular password remains '123456'.
Most governments, however, do not. Securing their networks is a major challenge and a significant expense item. The data agencies hold has enormous political and economic value that could be easily misused to the detriment of the state if it falls into the wrong hands, or into the right hands at the wrong time.
It's not simply about troop movements or secret deals - early access to economic or employment data, access to the 'negotiables' and 'non-negotiables' for a trade deal, or even to the locations and movements of senior political figures (to know who they meet and for how long) can be used for the financial and political advantage of foreign interests at the expense of a state's own interests.
For the most part, Australia's government is decent at managing its own network security. This isn't perfect by any means, but there's a good awareness of the importance of security across senior bureaucrats and largely effective ongoing efforts by agencies to protect the secure data they hold.
However in today's connected world national interest goes far beyond the networks directly controlled and managed by governments. As we've seen from the US (and now Germany), political parties and individual politicians have also become hacking targets for foreign interests,
This isn't surprising. Politicians, potential politicians and even academics have long been targets for funding assistance and free or subsidised study trips to nations hoping to cultivate influence in various ways. In fact these approaches provide some positive benefits as well - by creating personal relationships between powerful people that can lead to improved national relationships, trade deals and even avert wars.
Hacking, however, has few of these positives, as we saw in the release of Democratic National Congress emails by Wikileaks, which were most likely obtained through Russian state-sponsored hacking and likely was designed to influence the US's election outcome.
Whether you believe the cumulative findings of the US intelligence community or not, it is certain that foreign states, and potentially large multi-nationals corporations, will continue to target political parties, and individual politicians, seeking insights into how they think and levers of overt and covert influence for economic and political gain.
Hacking will continue to grow as one of the major tools in this work.
The Australian Government is taking this seriously - and kudos to them for this.
However even this focus on political parties neglects a wide range of channels for influencing current and potential future politicians. What about their other memberships and personal accounts?
Politicians and potential politician are well-advised to position themselves in various community and business groups to improve their networks, build relationships and future support. They are also just as likely as other Australians to use the internet - for work and personal reasons.
This means they're likely to have numerous online accounts with both domestic and foreign-owned services, with varying levels of security and access control.
On top of this, it's not simply politicians who may be the targets of influence. Political advisors and activists often shape and write party policy positions, despite never being publicly elected. Influence an advisor and you can influence policy, as the many registered lobbyists know only too well.
Equally bureaucrats across government often are exposed to material that could, if shared with foreign interests, cause some form of harm to a state. We've seen this in insider trading by an ABS staff member, where the economic gain to the individual public servant outweighed his good judgement and public duty.
While bureaucrats are security assessed to a significant degree (unlike our politician) and selection processes are in place, backed by rules and penalties, to screen out the 'bad eggs', the potential for public servants to be influenced through hacking their personal accounts has risen along with their internet use.
Right now we're in an environment where the number of attack vectors on a politician, an advisor and on individual public servants, is much higher than at any past time in history - while our tools for protecting against foreign influences have not kept up.
Of course this goes both ways - our government also has the capacity, and often the desire, to influence decisions or negotiations by other states. We've seen ample evidence of this, although it isn't really a topic our government wants to discuss.
The question for me, and I don't have a solid answer yet, is how far technically should a government go to limit the influence of foreign states.
Should governments merely advise political parties on how to secure themselves better?
Or should governments materially support parties with trained personnel, funding or even take over the operation of their networks (with appropriate Chinese walls in place)?
What type of advice, training or support should agencies provide to their staff and Ministerial advisors to help them keep their entire footprint secure, not just their use of work networks, but all their digital endeavours?
And what can be done to protect future politicians, advisors and bureaucrats, from wide sweeps of commercial services collecting data that could be useful for decades to come?
We need to have a more robust debate in this country about how foreign states and commercial interests may be seeking to influence our policies, and decide as citizens the level of risk we're prepared to accept.
Until this occurs, in a mature and informed fashion, Australia is hurtling forward into an unknown future. A future where our political system may be under constant siege from those who seek to influence it, in ways that are invisible to citizens but more wide-reaching and dangerous to our national interest than any expense scandal.
If this isn't the future that we want, then it is up to us to define what we want, and work across government and the community to achieve it.
Thursday, January 19, 2017
90% of digital disruption is still to come (podcast) | Tweet |
A few months ago I interviewed with Andrew Ramsden of AlphaTransform, who has spent the last year capturing the thoughts of digital leaders around Australia (he also has a book in the works).
He's now published the interview as Episode 16 in his Alpha Geek Podcast - which is definitely worth checking out.
You can listen to the interview below, in which I suggest that we're still at the start of the digital transformation journey for society, for business and for government...
He's now published the interview as Episode 16 in his Alpha Geek Podcast - which is definitely worth checking out.
You can listen to the interview below, in which I suggest that we're still at the start of the digital transformation journey for society, for business and for government...
Tags:
challenge,
change,
collaboration,
digital,
edemocracy,
egovernment,
gov2au,
transformation
Thursday, January 05, 2017
Defining and celebrating effective Australian leadership | Tweet |
Victor Perton, former Victorian Parliamentarian, Government Advisor, Advocate, Board Member and one of my mentors founded AustralianLeadership.com in 2016 with the mission to "celebrate, understand and improve Australian leadership."
He interviewed me on the topic of Australian Leadership in late 2016 and recently posted the interview, which I've replicated below.
For other great interviews, visit his AustralianLeadership.com site where he's collected a variety of interesting perspectives on leadership in Australia.
He interviewed me on the topic of Australian Leadership in late 2016 and recently posted the interview, which I've replicated below.
For other great interviews, visit his AustralianLeadership.com site where he's collected a variety of interesting perspectives on leadership in Australia.
Craig Thomler: One of the most appealing and positive qualities about Australian leaders is their approachability. Australia has much less of a sense of hierarchy than Europe or Asia, and this egalitarian attitude displays itself through a readiness for leaders here to engage with, and listen to, people at all levels of their organisation and to be open to engaging with a wide range of people from outside their organisations.
This leads to an increased willingness to entertain new ideas, as well as an improved understanding of the needs of different groups and results in decisions that are more inclusive and attuned to customer and staff needs.
Another unique quality is how laid-back Australian Leaders commonly are. This allows them to more effectively manage difficult situations without significant apparent strain, simply taking challenges in their stride. This quality isn't universally positive, on occasions, it can lead to a lack of attention to detail, or giving up a level of control over events, which can lead to additional downside risk in certain situations.
Finally, in my experience, Australian Leaders are commonly more collaborative than many other leaders around the world. This exhibits itself more commonly between organisations and in the decision-making processes of leadership teams. Often the ultimate leader in a leadership team is seen as 'first among equals' rather than as a level above others in the group, reflective of Australia's egalitarian outlook.
Craig Thomler: I believe that Australians value approachability and 'down-to-earth' practicalities in their leaders. We don't commonly place leaders on pedestals or exalt them. We accept that they are humans, with flaws, and, to a degree, accept those flaws as part of the characteristics that makes them good leaders.
Leaders who see themselves as 'above' others, due to expertise, experience or position, or who portray themselves as flawless, tend to be less credible to Australians and less believable as leaders.
Australians also value honesty and a sense of fairness in their leaders. Leaders who do not exhibit these traits consistently rapidly lose their shine and then their effectiveness.
Victor Perton: Craig, what is the finest story of Australian leadership you have experienced or observed?
Craig Thomler: Probably the finest act of leadership I have observed in Australia in the last five years was by Lieutenant General David Morrison AO, whose position on sexism and violence against women, per his video statement in June 2013 (see below) demonstrated clear and effective values-based leadership on a topic that other Australians in leadership positions - both public and private sector - had been unable to grapple with.
His statement, which reverberated around the globe, drew a clear line in the sand on appropriate behaviour not only in the Australian Army but across the Australian community.
Tags:
gov2au,
leadership
Thursday, December 15, 2016
Australian Public Servants want the right to comment respectfully on political and policy matters online | Tweet |
I've been monitoring the Australian Public Service Commission (APSC) public consultation on the current social media guidelines for Australian public servants (APS).
While they clearly aren't interested in comments from former or potential future public servants, having neglected to publish, or even link to, my comments - which I submitted to the APSC four weeks ago - there's been 109 public comments published from current public servants.
While there may be private responses to the consultation, or other public comments as yet unpublished, I've analysed the comments available and the viewpoint points consistently to one conclusion.
Australian Public Servants overwhelmingly want the right to comment respectfully on policy and political matters via the social media channels of their choice.
It's clear from the responses that social media is increasingly seen as a normal way to communicate - like chatting at a barbeque or on the phone - and public servants increasingly feel the medium should be treated in the same way, with an emphasis on the 'social' rather than the 'media'.
Only nine of the publicly published responses supported the current guidelines for public servants, which state (in part) that:
Whereas 90 of the published responses stated that, to quote from one respondent,
Some were even more blunt,
While others questioned whether the government's current policy suggested that public servants were not trustworthy or that Australian democracy was broken,
Only a few believed the current limitations were fair,
A minority (14) suggested that public servants should conceal their connection to the public service while posting, to prevent an obvious link to their employer, while a few others pointed out that this wasn't really a protection at all.
On the topic of whether public servants should be able to comment on their department and work, opinions were split. 36 respondents clearly indicated they believed that public servants should not comment on their own work and agency, whereas 14 directly stated that they should and a number of others were ambivalent.
The arguments were fairly clear on both sides.
Those opposed to talking about their work and agency said it could compromise their ability to do their job impartially, and potentially release information that shouldn't be public.
Those that supported talking about their work and agency pointed out that they were the best informed about their areas and could provide critical facts and information into the public domain in ways that could enrich and improve the public conversation. They also noted that at times they were also customers of their own departments, and as such should have the same rights as other customers.
A few believed the existing policy was clear,
But most respondents felt otherwise,
Overall all respondents agreed on one point - that public servants should be respectful when they engaged.
It is now up to the APSC as to what they do with this information and how it affects the next iteration of the APS's social media guidelines.
While they clearly aren't interested in comments from former or potential future public servants, having neglected to publish, or even link to, my comments - which I submitted to the APSC four weeks ago - there's been 109 public comments published from current public servants.
While there may be private responses to the consultation, or other public comments as yet unpublished, I've analysed the comments available and the viewpoint points consistently to one conclusion.
Australian Public Servants overwhelmingly want the right to comment respectfully on policy and political matters via the social media channels of their choice.
It's clear from the responses that social media is increasingly seen as a normal way to communicate - like chatting at a barbeque or on the phone - and public servants increasingly feel the medium should be treated in the same way, with an emphasis on the 'social' rather than the 'media'.
Only nine of the publicly published responses supported the current guidelines for public servants, which state (in part) that:
6.2.7 When employees make public comment in an unofficial capacity, it is not appropriate for them to make comment that is, or could be reasonably perceived to be:
- being made on behalf of their agency or the Government, rather than an expression of a personal view
- compromising the employee's capacity to fulfil their duties in an unbiased manner—this applies particularly where comment is made about policies and programs of the employee's agency
- so harsh or extreme in its criticism of the Government, a Member of Parliament from another political party, or their respective policies, that it raises questions about the employee's capacity to work professionally, efficiently or impartially
- so strong in its criticism of an agency's administration that it could seriously disrupt the workplace—APS employees are encouraged instead to resolve concerns by informal discussion with a manager or by using internal dispute resolution mechanisms
- a gratuitous personal attack that might reasonably be perceived to be connected with their employment
- compromising public confidence in the agency or the APS.
Whereas 90 of the published responses stated that, to quote from one respondent,
It is important to recognise that, as citizens, public servants should have the right to express an opinion on key political issues providing they do this respectfully and that the issues they are commenting on do not not relate directly to their area of employment.This view was represented many times, using different words and phrasing...
I can see that there is an argument that there should be more caution about what is said about the area in which you work, but why should I be prohibited from making comment publicly about immigration policy or environment policy if I don't even work in that area?
...if I want to make a comment about the work of my department in my position as a customer of that department, or as a taxpayer who has an interest in the direction of government programs generally, I ought to be able to do so.
Remaining a-political should not preclude someone from criticising an individual's performance in government… Questioning obviously wrong policy is not straying from the APS code of conduct.
People should not be persecuted or railroaded for making public comment in their own personal time on any social media platform regardless of what the posting is about or responding to that is not work/employment related.
If the APS are censored from making any criticism of the government of the day and their policies, it's going to be even harder to encourage good people to want to work with us.
As an employee of the APS I am 100% committed to upholding the Values and Code of Conduct whilst at work, and in situations that are in connection with my employment. As a citizen I have my own set of values and beliefs and shouldn't be forced to remove myself from public debate on social media platforms just because I am a public servant.
Having the right to vote, by default, forces you to have a political opinion. While public servants retain the right to vote, they should also be able to voice that opinion.
We should have freedom of speech, so long as we speak respectfully about issues
Public servants should be allowed to say anything on social media during their unpaid time.
If it does not relate directly to the programs administrated by their agency, preventing APS employees from engaging in public discourse as private citizens is excessive and oppressive.
No matter how distasteful, racist, sexist, or whatever an opinion is, a person should have the right to express that opinion, provided it is not obviously linked to an organisation.
Public servants should have the same rights as any other Australian to comment on the government of the day and political matters.
Some were even more blunt,
Every vote counts. So EVERY voice should have the ability to be heard… Why is the government so afraid of the people?
It's unfair and oppressive to expect that because someone works in the public service that they can't be affected by political and social issues and therefore have opinions about the issues which may affect them and the people who are important in their lives.
Why pretend we agree with everything we're told to do? It's like an atheist praying in Church to make their religious parents happy. As long as expression is respectful, it should be permitted.
When a politician says something stupid (which many of them do) I should be allowed to comment that they said something stupid.
While others questioned whether the government's current policy suggested that public servants were not trustworthy or that Australian democracy was broken,
In 10 years of working in Government I have only ever seen fantastic, impartial and evidence based decision making, and this is despite the fact that as humans, Public Servants naturally hold opinions. To imply that they cannot be trusted to comment responsibly on social media is to imply they cannot be trusted anywhere. Why does the medium change things? I.e. if we're questioning the integrity and trustworthiness of the Public Service; why should it be limited to social media? Either we are trustworthy everywhere, or we are not.
In Australia we have a liberal democracy. Public servants are part of that democracy. As such the boundaries on political and social commentary should be set quite generously for all, public servants included. In our history we have fought totalitarian regimes that have sought to inhibit free speech, my father and grandfather both fought for freedom and democracy. I see the curtailing of free speech that all citizens currently have as a huge infringement on hard-fought and won rights.
People who work for the public service have just as much right to question the Government in a democratic society as the next person. If they don't, then how democratic a society is it?
Any democracy that cannot deal with criticism, regardless of the source, is no longer a democracy.
Only a few believed the current limitations were fair,
To protect public servants from any erosion of trust now or in the future, I believe they should not be posting anything critical.
I have worked for three federal government agencies in my working life and am proud to have done so; I believe in what these agencies stand for and deliver to the Australian community. I am not about to bite the hand that feeds me. If I find a significant shift in agency policy and practice which would be at odds with my own belief system and make being a-political in a professional role impossible I wouldn't hang on for any length of time I would simply leave.
No matter who your employer is, whilst you are in their employ, I believe you should respect that bond and not do or say anything that would damage that company's reputation.
A minority (14) suggested that public servants should conceal their connection to the public service while posting, to prevent an obvious link to their employer, while a few others pointed out that this wasn't really a protection at all.
My suggestion would be that APS employees should not list their Department or Agency as their employer on social media sites. They should not divulge any information that is not already available on public record and should not publically denegrate their employer. Ooutside these restrictions, I should be able to have the same rights as Australians who work in the private sector.
A more effective result could be achieved by instructing PS employees to remove any identification as a PS employee on their personal social media accounts and to not permit comments which identify their opinion as being related to their employment. Without any identification to the person's employment, it's difficult to see how someone can perceive an employee as making comment on behalf of their employer.
On the topic of whether public servants should be able to comment on their department and work, opinions were split. 36 respondents clearly indicated they believed that public servants should not comment on their own work and agency, whereas 14 directly stated that they should and a number of others were ambivalent.
The arguments were fairly clear on both sides.
Those opposed to talking about their work and agency said it could compromise their ability to do their job impartially, and potentially release information that shouldn't be public.
Those that supported talking about their work and agency pointed out that they were the best informed about their areas and could provide critical facts and information into the public domain in ways that could enrich and improve the public conversation. They also noted that at times they were also customers of their own departments, and as such should have the same rights as other customers.
...if I want to make a comment about the work of my department in my position as a customer of that department, or as a taxpayer who has an interest in the direction of government programs generally, I ought to be able to do so.
I should be able to comment on policies and topics in the public spotlight that affect me, my family or my field without fear of reprisal from my employer - particularly where the discussion is not at all related to my employer.
It is said that Qantas staff can't publicly criticise their employer, so nor should public servants. But Qantas doesn't confiscate 20% of my income. Qantas doesn't tell me what I can and can't buy, sell, import or smoke. Qantas doesn't tell me who I can and can't marry. Qantas can't send armed men into my house to arrest me. Qantas doesn't decide what my children are taught at school... Public servants have a duty as citizens to participate fully in political debate, including in relation to the programs they administer.
A few believed the existing policy was clear,
I do believe the social media stance is perfect as it stands.
Yes they are clear. They do not appear to require revising.
But most respondents felt otherwise,
...this area is extremely grey and needs not only definitive clarification, but absolute determination as to what can and can't be said on political issues without fear of reprisals or recriminations.
Overall all respondents agreed on one point - that public servants should be respectful when they engaged.
Hi, I think that we should have the same rights and rules of every Australian Citizen. We should be able to speak our mind, even to the point of a difference of opinion with a Government Minister, providing we do not denegrate our department, our managers or colleagues.
It is now up to the APSC as to what they do with this information and how it affects the next iteration of the APS's social media guidelines.
Tags:
consultation,
gov2au,
report,
social media,
social network
Wednesday, December 14, 2016
It's time to start talking about open innovation - how do we share innovations across society? | Tweet |
Innovation is one of the global buzzwords today.
There's other examples of innovations being 'open sourced' in some way to help share them. For example CKAN, the open data portal platform developed by the Open Knowledge Foundation, is open source - which has led to its widespread use by governments globally.
aGov, the Drupal platform used to deliver GovCMS, is also open source, and now deployed in over 400 instances around the world.
In both these cases vendors monetise these platforms through providing support services - but the platforms themselves are freely available should an organisation wish to go it alone.
Other examples of shared innovation include the code bases developed for government services and apps through Code for All and it's country-based affiliates, such as Code for America and Code for Australia.
Companies are sharing their AI research (and sometimes the code) - even the notoriously private Apple has recently announced that it will be taking part, in order to stay competitive in this fast changing field.
Governments are also, in certain cases, sharing their code - such as the US Army, which has shared code from its cyber defense systems to help tap the experience of others to improve their capabilities, and to help other organisations improve their own cyber defences.
The US Government even open sourced its open sourcing policy, along with a range of services it has built, so they can be easily reused by other governments.
There's been a little of this in Australia as well. The National Map is open source, as are several other systems. The Digital Transformation Agency has also worked in this space, open sourcing the code for their Alpha gov.au site and the text for its Design Guide.
However most innovation that could be shared is still not shared in a structured way.
Certainly events such as the new Public Sector Innovation Awards help raise awareness, and reward, innovations across the public sector, and can generate some informal sharing post event. Networks such as the Public Sector Innovation Network also play a role, at least in helping share ideas within the network itself, if not with the wider community.
But these are still largely inwards looking. They neither provide formal ways for agencies to share their innovations with other agencies or the community at large, or for agencies or those outside government to locate relevant innovations that might support their own endeavours, with a blueprint on how to implement them.
They also are poor tools for bringing innovation into government from outside - for learning from the daily innovation activity across more than 2 million businesses in Australia, and hundreds of millions worldwide.
There's really no current consistent structured method to find the right needles in that global haystack, the shared innovations that would transform an agency, company or community, solving problems and lifting their effectiveness.
This conversation, about how we share innovations effectively, is the one we need to have to scale the fantastic innovation work being done behind closed doors across Canberra, across Australia and across the world.
Without it all the work going into transforming organisations to be innovative is simply creating new types of silos, where innovation happens within a room and is poorly shared or built on by others who could leverage it.
I also believe that in this broader discussion of how to share innovations wisely and widely, we'll also find answers to the question of how to make organisations more innovative, as sharing will promote greater thinking about innovation 'within the walls' as well as without.
From Parliament House in Australia to the remotest regions of Africa, the world is talking about innovating to solve old problems using new techniques and emerging problems using old ideas in new ways.
As a career entrepreneur and innovator, I'm supportive of these innovation agendas - innovation is an important and useful tool for organisational adaptation and problem solving within rapidly changing environments.
Provided innovation is embedded and practiced as business as usual, rather than treated with lip service or ring-fenced into irrelevance it can be a powerful technique .
Thus far public discussions have largely focused on how we make organisations more innovative. How do we adjust cultures, structures and the legislative and policy frameworks that surround them, to help organisations embody that innovation spirit.
That's an important conversation - and very much a work in progress.
However there's another conversation we need to have that might be even more important over time.
How do we share innovations such that their impact is magnified in ways that reshape industries and societies, not just individual companies and agencies.
Now this isn't a debate about the value of intellectual property (IP) ownership. There's strong and good reasons for individuals and companies to be able to protect and control the use of their new ideas and techniques. I'm broadly supportive of the current IP model used globally, although it can be cost-prohibitive and onerous and can (and has) been misused on occasion by those with the money and power to do so.
However there is a distinction between IP that should be protected and innovations that should be shared.
For example, imagine how different the world would look today if an ancient Greek city-state had applied modern IP rules to the technique and process of democracy.
If the democratic process had been patented, on an ongoing basis, the concept and practice of democracy may never have become the modern standard for governance, against which all other models are regularly tested.
Now that's an extreme, and potentially absurd, example, but given the legal changes made over time to IP law to continue to globally protect the likeness of a cartoon mouse, perhaps not totally implausible.
There's many examples of innovations that only become valuable when shared, or have their value multiplied by collective use. The internet is such a modern innovation, with its base 'operating systems', IP addresses and HTML, available freely for reuse by billions around the world.
Other such innovations include the 3-point seatbelt, the global standard for protecting car passengers, which was invented and patented by Volvo in 1959, then given freely to the world to improve safety standards.
As a more recent example, in 2012 Tesla did something similar, 'opening up' many of its electric car patents, declaring they would not sue companies that used them under certain circumstances, in the interest of helping to build an ecosystem of car and component makers that expands the market for electrical cars.In 1959, Volvo invented the 3-point seat belt, then gave free license to all other car manufacturers to use it. pic.twitter.com/ONsdhmrpt9— Vala Afshar (@ValaAfshar) December 8, 2016
There's other examples of innovations being 'open sourced' in some way to help share them. For example CKAN, the open data portal platform developed by the Open Knowledge Foundation, is open source - which has led to its widespread use by governments globally.
aGov, the Drupal platform used to deliver GovCMS, is also open source, and now deployed in over 400 instances around the world.
In both these cases vendors monetise these platforms through providing support services - but the platforms themselves are freely available should an organisation wish to go it alone.
Other examples of shared innovation include the code bases developed for government services and apps through Code for All and it's country-based affiliates, such as Code for America and Code for Australia.
Companies are sharing their AI research (and sometimes the code) - even the notoriously private Apple has recently announced that it will be taking part, in order to stay competitive in this fast changing field.
Governments are also, in certain cases, sharing their code - such as the US Army, which has shared code from its cyber defense systems to help tap the experience of others to improve their capabilities, and to help other organisations improve their own cyber defences.
The US Government even open sourced its open sourcing policy, along with a range of services it has built, so they can be easily reused by other governments.
There's been a little of this in Australia as well. The National Map is open source, as are several other systems. The Digital Transformation Agency has also worked in this space, open sourcing the code for their Alpha gov.au site and the text for its Design Guide.
However most innovation that could be shared is still not shared in a structured way.
Certainly events such as the new Public Sector Innovation Awards help raise awareness, and reward, innovations across the public sector, and can generate some informal sharing post event. Networks such as the Public Sector Innovation Network also play a role, at least in helping share ideas within the network itself, if not with the wider community.
But these are still largely inwards looking. They neither provide formal ways for agencies to share their innovations with other agencies or the community at large, or for agencies or those outside government to locate relevant innovations that might support their own endeavours, with a blueprint on how to implement them.
They also are poor tools for bringing innovation into government from outside - for learning from the daily innovation activity across more than 2 million businesses in Australia, and hundreds of millions worldwide.
There's really no current consistent structured method to find the right needles in that global haystack, the shared innovations that would transform an agency, company or community, solving problems and lifting their effectiveness.
This conversation, about how we share innovations effectively, is the one we need to have to scale the fantastic innovation work being done behind closed doors across Canberra, across Australia and across the world.
Without it all the work going into transforming organisations to be innovative is simply creating new types of silos, where innovation happens within a room and is poorly shared or built on by others who could leverage it.
I also believe that in this broader discussion of how to share innovations wisely and widely, we'll also find answers to the question of how to make organisations more innovative, as sharing will promote greater thinking about innovation 'within the walls' as well as without.
Tags:
gov2au,
innovation
Thursday, December 08, 2016
Ensuring that digital transformation delivers the right outcomes for Australia's Government | Tweet |
I wrote this post in response to a LinkedIn conversation around this article, Digital government could become just more cost cutting, warns Internet Australia - which should be read first for context.
Digital transformation should never focus on the digital, it's about transformation.
Digital is a toolset and has opened new doors to how services and organisations may be transformed - however the culture and structural changes must occur or any digitalisation of services is simply a bandaid measure that will have little impact on the effectiveness or productivity of an organisation in the long-term.
The public service has, and continues, to resist cultural and structural reform for three main reasons:
The political end of government is slowly being less well served by public servants but, from the evidence at hand and my conversations, doesn't always know what to do about it.
They're busy fighting ideological battles over control and interests to get, or retain, power and largely do not have executive experience within large organisations - essentially they lack the skills to lead change in government, as do many public sector leaders whose roles are about maintaining the status quo and serving the government of the day, not retooling the public service for the future.
As a result we're seeing a slow decay in our institutions, a hollowing out of the talent pool (with good people fiercely contested over and 'deadwood' slipped into Machinery of Government changes where agencies can offload them, as managing them out is too hard) and increasing brittleness as capability is lost.
The average tenure for a public servant is ten years, and 77% have only worked in one agency - down on past years, but still indicative of organisations that are very comfortable and safe places to work - whereas private sector 'imports' on average last 3 years (less in senior roles) before leaving for greener pastures.
How do we fix this situation?
Good question - it requires effort at all levels, including:
How likely is this approach?
Right now it doesn't look particularly likely to me, as an external observer, but here are a few areas where progress could be made.
With that rate of change and uncertainty potentially continuing, it's hard to see how the Australian Government will continue to thrive without taking some of the steps above.
Digital transformation should never focus on the digital, it's about transformation.
Digital is a toolset and has opened new doors to how services and organisations may be transformed - however the culture and structural changes must occur or any digitalisation of services is simply a bandaid measure that will have little impact on the effectiveness or productivity of an organisation in the long-term.
The public service has, and continues, to resist cultural and structural reform for three main reasons:
- The current cultures and structures suit the people in charge. They've benefited from the current system and have been normalised into it, making it difficult and frightening to consider changes and reforms.
- The status quo is supported by legislation, policies, rulings and lived experience ('it's how we've always done it'). Changing culture and structure is hard when it is shaped by these influences and requires disruptive, not incremental, steps to make strong inroads (such as creating new agencies or having all staff re-apply for adjusted roles).
- There's little urgency for change. The public sector is seeing a slow leaching of budgets and talent but, similar to the analogy of boiling a frog, the water is heating too slowly for the frog to get concerned and hop out, until it is too late. While many agencies now have innovation programs in place, with some real successes coming from these, they still tend to mostly focus on fringe and low priority areas, 'safe' areas that don't threaten existing structures, services or operational modes.
The political end of government is slowly being less well served by public servants but, from the evidence at hand and my conversations, doesn't always know what to do about it.
They're busy fighting ideological battles over control and interests to get, or retain, power and largely do not have executive experience within large organisations - essentially they lack the skills to lead change in government, as do many public sector leaders whose roles are about maintaining the status quo and serving the government of the day, not retooling the public service for the future.
As a result we're seeing a slow decay in our institutions, a hollowing out of the talent pool (with good people fiercely contested over and 'deadwood' slipped into Machinery of Government changes where agencies can offload them, as managing them out is too hard) and increasing brittleness as capability is lost.
The average tenure for a public servant is ten years, and 77% have only worked in one agency - down on past years, but still indicative of organisations that are very comfortable and safe places to work - whereas private sector 'imports' on average last 3 years (less in senior roles) before leaving for greener pastures.
How do we fix this situation?
Good question - it requires effort at all levels, including:
- Working to upskill upcoming politicians and their advisors to understand how to work effectively and lead the public sector,
- working with senior bureaucrats to develop and supplement their knowledge and skills,
- working with mid-tier Managers (future senior bureaucrats) to shift their track before they become too embedded in existing culture, and
- working with staff to push responsibility downhill, with strong KPIs that can be used to weed out the unsuitable and support and reward high achievers.
How likely is this approach?
Right now it doesn't look particularly likely to me, as an external observer, but here are a few areas where progress could be made.
- Rewarding talent
The public sector's pay scales do not foster or encourage consideration of the APS as a career option, providing little to no room for individual outperformance or achievement.
The government's pay policy, as being carried forward by the APSC, is a strong disincentive for external talent to work for the public service as staff. The lack of rewards and diminishing flexibility, with long-term pay disputes in progress for over three years, leaving public sector wages stagnant in many places, falling below private sector equivalents, do not encourage private sector talent to consider the richness, diversity and opportunity to create national change that exists across public sector roles.
- Unnecessary movementsUnnecessary movement must stop - such as Deputy Prime Minister Joyce's 'pet project' of moving agricultural agencies out of the bush capital (which is surrounded by farms), costing enormous amounts of money, lost time through disruption and skills loss, as most will not move away from career opportunities or families to work in locations where their access to other agencies they must work with, and parliament, is far diminished.
Also the incessant shifts of parts of agencies to other agencies (Machinery of Government changes, or MOGs) must cease - with portfolios defined and set for a decade at a time, with reviews of their responsibilities occurring independent of political dictates as broad engagement processes looking at best practice across public and private sector organisations globally and consultation processes with staff, thought leaders and politicians, who then are appointed to specific portfolios or cross-portfolio duties. Any changes at the fringes within each period can be managed through collaboration between agencies, enabled by more flexible and modular systems. - Standardised SystemsAgencies must stop going their own way on systems and IT. The Commonwealth only requires one financial system, one HR system, one grants management system, one email system and so on - in fact there are companies larger than the entire Australian Public Service which make this work very effectively at greatly reduced management costs.
With agencies all independently procuring it does fosters a level of market competition (generally between multinationals as these systems are largely provided at scale), but at enormous cost.
Instead government needs to look at framework approaches where vendors can 'plug in' to an overall consistent framework, providing specialist services without the huge expense to agencies OR to the vendors in relentless tender processes.
This will also help with moving people about (when necessary or as career moves), with far less retraining and human errors, as well as faster paths to productivity. - Institutionalise changeFinally, agencies must stop having 'change programs', or 'digital transformation projects' and recognise the reality that change is constant and a stop/start approach with beginnings and endings is not serving them well (for the most part).
We need public service agencies to develop the systems and cultures to manage and thrive in constant change, not to change from A to B over a period, take a break for a few years, then change from B to C, as their environment moves in the same time from A to Z.
Their current approach to change holds it at arms length, treats change as the unnatural state between points of stability when, in truth, the reverse is true.
Change is the constant and brief periods of stability are unusual and becoming rarer. Until this flip in thinking, culture and approaches occurs, government will lag further and further behind and struggle to build the necessary change-resilient systems needed for 21st century good governance.
With that rate of change and uncertainty potentially continuing, it's hard to see how the Australian Government will continue to thrive without taking some of the steps above.
Tags:
change,
digital,
gov2au,
transformation
Wednesday, December 07, 2016
Australian Government submits Australia's first open government National Action Plan | Tweet |
Over the last four years the Australian Government has engaged in a stop-start process towards becoming a full member of the international Open Government Partnership, which now counts 70 countries in its membership, plus is beginning to explore state-based membership as well.
The Open Government Partnership was founded five years ago by eight countries to foster open government around the world, providing a forum for countries to share their initiatives and make ambitious commitments to open up government, in various ways, to public scrutiny.
While Australia was invited to be a founding member, the then Government never quite got around to joining, and the process since then has been slow and torturous.
However in the last year, with renewed support from Prime Minister Turnbull, a consistent process has seen the goal of having Australia become a full and active member finally achieved (after a brief hiccup due to a national election campaign slowed it down).
I've blogged previously about several of the consultations and steps that have been taken in 2015-16 to progress towards this achievement, and have supported the process in various ways where I could, both formally and informally.
There's been a number of other people instrumental in finally arriving at this point, both significant movers and shakers within Australia's small civil society movement and within the public service and I congratulate all of them for this achievement.
While Australia's National Action Plan won't go far enough for some, and the consultation process was not as structured or inclusive as others would like, actually getting a plan at all has been a huge achievement given Australia has had five Prime Ministers and four governments in the last six years.
Also this is only the first National Action Plan. It lasts for two years and is expected to be renewed after that point.
Now that Australia has started this process, the goal should be for all participants to ensure that each new National Action Plan is more ambitious and inclusive than the last.
The Open Government Partnership was founded five years ago by eight countries to foster open government around the world, providing a forum for countries to share their initiatives and make ambitious commitments to open up government, in various ways, to public scrutiny.
While Australia was invited to be a founding member, the then Government never quite got around to joining, and the process since then has been slow and torturous.
However in the last year, with renewed support from Prime Minister Turnbull, a consistent process has seen the goal of having Australia become a full and active member finally achieved (after a brief hiccup due to a national election campaign slowed it down).
I've blogged previously about several of the consultations and steps that have been taken in 2015-16 to progress towards this achievement, and have supported the process in various ways where I could, both formally and informally.
There's been a number of other people instrumental in finally arriving at this point, both significant movers and shakers within Australia's small civil society movement and within the public service and I congratulate all of them for this achievement.
While Australia's National Action Plan won't go far enough for some, and the consultation process was not as structured or inclusive as others would like, actually getting a plan at all has been a huge achievement given Australia has had five Prime Ministers and four governments in the last six years.
Also this is only the first National Action Plan. It lasts for two years and is expected to be renewed after that point.
Now that Australia has started this process, the goal should be for all participants to ensure that each new National Action Plan is more ambitious and inclusive than the last.
Tags:
gov2au,
innovation,
open data,
open policy
Subscribe to:
Posts (Atom)