It’s less about fancy tech and more about public service impact of data
By Si Ying Thian
Rather than pursuing the latest tech, it is important for government data officers to understand the impact of digital and data on everyday citizens, says Australia’s Department of Social Services’ Kayelle Drinkwater.
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Australia’s Department of Social Services (DSS)'s Kayelle Drinkwater currently leads the national disability data asset, linking datasets from across about 200 government agencies to drive evidence-based policymaking and improve outcomes for this group. Image: Gartner.
For those working with data, the lack of direct access to customers – or citizens – may distance them from public service motivation, says Australia’s Department of Social Services (DSS) Branch Manager of Data Access, Kayelle Drinkwater.
This is why it is important for government data officers to understand how their work affects the lives of everyday citizens.
“Sometimes, we get very excited about the latest technology but that’s not our main purpose. It is to serve the public through data and digital,” Drinkwater says.
She currently leads Australia’s National Disability Data Asset project, through which DSS links datasets about people with disabilities from across about 200 government agencies to drive evidence-based policymaking and improve outcomes for this group.
“We’ve been able to bring together some new disability indicators we haven’t had before, and that’s through data sharing,” Drinkwater says.
The data asset will also help the government track progress made towards goals in the national disability strategy.
Making data careers tick for the public servant
A data enthusiast at heart, Drinkwater’s journey transitioned from being a data user analysing what was available, to curating data at the strategic level to transform data assets for public good.
In public service, she started with population data analysis at the Department of Finance supporting the financing of government services, before moving on to become the Chief Data Officer at the Department of Industry, Science, Energy and Resources for five years.
Drinkwater highlights that the role of the chief data officer is evolving. Today, chief data officers are expected to innovate with data and explore new use cases, even as they continuously ensure that data collected is reliable and usable.
“The thing I really love about data is that, you know, data-heavy people are probably a bit subject matter-agnostic. The data is all the same when you lift the bonnet and [look] underneath.
“For me, it’s also about feeling like I’m making a difference, and I like to do that through data. So, find something that motivates you, and use data to get there. That’s what I think is the secret to enjoying a data career is.”
Two years and nine layers of government bodies to get through for approvals is what it took for Drinkwater’s team to set up the data asset project.
Despite the challenge, she says that keeping focus on the project’s impact on the lives of people with disability is the internal motivation that helps her “get out of bed every day.”
Public guardians of a solid data foundation
Government data officers play a pivotal role in setting up a solid data foundation.
The two key components are to build a trustworthy national data ecosystem and set rules to govern data - “Think about it more as a bit of a full stack,” Drinkwater says.
In the Australian government’s lingo, these components are part of the “five safes framework” to help agencies identify and manage data sharing risks. The five safes include people, projects, settings, data and outputs.
Through a national data ecosystem, government data officers contribute to creating a culture of data sharing and innovation across society, she shares.
“All the data work is not just within the government. It’s also done in the private sector, universities and researchers, and the whole population,” she says, underlining the potential of an integrated national data ecosystem in supporting research for the public good.
As for rules, she is referring to data governance frameworks, cybersecurity regulations, and other information technology policies, which enable trust and social license by the community when it comes to sharing and using data.
Amidst the promise of data-driven policymaking, Drinkwater underlines the importance for public servants – even those not working in data departments – to question the data behind the decisions made.
“How much confidence do you have in the information presented to you? Sometimes there are accidental errors where somebody may have misinterpreted the information,” she adds.
Tackle the ‘software’, aka people, to tackle bureaucracy
No government data project is spared from roadblocks, especially when it concerns sensitive citizen data.
One of the key challenges with large-scale national projects is overcoming cultural change, especially when it comes to people’s understanding of the value of data.
“The thing is that it involves a lot of stakeholders who aren’t necessarily data people. So, having that education and communication around what data can be and what it is used for is important,” Drinkwater explains.
When it comes to an integrated data ecosystem, the chief data officers play a multifaceted role – to understand the legal pathways to progress data, write a business case, and get the data work funded.
As it takes time for people to understand and become comfortable working with data, she emphasises the need for teams to be persistent and determined when working with complex data projects.
Australia's Department of Social Services (DSS) previously shared its perspectives about a whole-of-government approach to deploy AI and analytics in a webinar organised by GovInsider. DSS was a panelist speaker alongside GovTech Singapore, AI Singapore and other tech experts.