Stating our strategic direction

Our ambition

Setting a clear goal to aim for

Our ambition for regulatory stewardship in MBIE is to create and maintain regulatory systems that prevent harm and enable Aotearoa New Zealand’s people, businesses, and future generations to thrive.

In the previous section we described the key challenges and opportunities facing MBIE.

To respond to these challenges, this strategy aims to:

• lift regulatory stewardship capability and practice across MBIE
• leverage our significant regulatory role to support improvements across the public sector
• use a collective leadership approach to work with our partner organisations to embed a stewardship approach to maintaining and improving regulatory systems.

At the heart of our ambition is the need for stewardship to be in our DNA. We also have an opportunity to leverage MBIE's scale, scope and connection. When our whole organisation understands, values and prioritises stewardship we will be able to:

• build the knowledge to manage our regulatory systems and inform our decisions
• steward our regulatory systems proactively
• be deliberate in our design and delivery.

The next diagram sets out in more detail what good would look like across MBIE. This definition of good is how we will measure the impact of this strategy and assess the work programme over its life to ensure it is delivering on this ambition.

What good looks like: MBIE’s ambition for regulatory stewardship

Our strategic response

Focusing MBIE’s effort where it matters most

Our strategic response addresses the challenges and opportunities identified through our strategy development process.

How we determined our strategic response

To give effect to our ambition, we’ve developed six complementary, inter-related strategic responses. We’ve developed these by reflecting on:

• learnings from our regulatory stewardship journey
• what the strategy development process has told us about factors that shape MBIE’s operating environment now and in the future – internal strengths and weaknesses, as well as external trends and drivers.

We paid particular attention to the following factors:

• current progress: work underway or planned that contributes to our ambition
• control: some key challenges and drivers that influence our capacity for system stewardship reside outside MBIE’s direct scope to shift
• connection: with other Te Ara Amiorangi strategic plans and other related organisational strategies
• collaboration: the shifts that this strategy is seeking to achieve will require collaboration from our people, both across MBIE and with other organisations
• capacity: the pace and scale of change will be heavily influenced by the maturity, capacity, and bandwidth of individual systems.

How our strategic responses reinforce each other

The critical strategic response to achieve MBIE’s ambition is proactive system management. This strategic response recognises the need to be deliberate and prioritise the long-term care and maintenance of our systems.

The approach to achieving this is to firstly create momentum by embedding system leadership that is empowered by the right knowledge. As system leaders enact the leadership expectations, opportunities to uplift capability and shift practice will follow.

However, without the capability of our people and effective design practices we will not be able to design and deliver regulatory systems that meet their objectives. Hence the focus on these two foundational elements of good stewardship.

Finally, we recognise that the effectiveness of individual systems can be enhanced by collaboration across MBIE to engage in opportunities and challenges that apply across multiple systems and remove organisational barriers to make stewardship easier.

What the following pages cover

The following pages describe:

• why each strategic response is important for MBIE and what it will mean in practice
• the shifts they are each designed to achieve
• the work that each will drive across MBIE and its regulatory systems.

Embed formal system leadership

System leaders are collectively accountable for the performance of their regulatory systems.

Why this is important

Evidence has shown that weak regulatory system governance and management can lead to situations where different parts of a regulatory system don’t work well together, contributing in turn to regulatory system failure. Establishing system leadership expectations and practices across MBIE’s regulatory systems will allow us to facilitate better collaboration across functions, to take a more strategic and proactive approach to managing our systems, and to facilitate better understanding of risks and performance. Achieving this strategic response will create an environment that will enable us to maximise the impact of the other strategic responses.

What this will mean for MBIE and for regulatory system leaders

As a first step on this journey MBIE’s Senior Leadership Team (SLT) set a goal for all MBIE systems to establish regulatory system governance and system risk reporting by December 2023. This strategic response applies to individual leaders, systems, and across MBIE.

For regulatory system leaders (the senior leaders and managers responsible for various regulatory functions within each system), the aim is to provide certainty and clarity about expectations and to address roadblocks and barriers to adopting a system leadership role.

At the regulatory system level, the aim is to establish and strengthen regulatory system leadership and governance. This includes clearly identifying the system outcomes that we are working towards, the strategy for achieving these, how we will manage risks to those system outcomes, and ensuring we have a broad understanding of system performance (including compliance costs).

Across MBIE, the aim is to ensure that information about individual systems flows to the SLT to provide oversight and confidence about system performance.

If we want great outcomes, all of the functions in our regulatory systems have to work together. That means we have to really collaborate; it’s about sharing accountability and our knowledge.

If we just focus solely on our part of the system, we’ll severely limit what we can achieve.

Suzanne Stew
Deputy Secretary Te Whakatairanga Service Delivery

Work this strategic response will drive

Three workstreams will address embedding formal system leadership.

Workstream 1: Formalise system leadership expectations

Embed common expectations for regulatory system leaders and explore roadblocks and barriers to implementing these.

Workstream 2: Establish mature regulatory system governance

Drive adoption of system governance across all MBIE systems to facilitate collaborative and proactive system stewardship and oversee improvements in system maturity.

Workstream 3: Strengthen system risk management practices

Support development of regulatory system risk management practices that are aligned with and complement MBIE’s corporate risk management approach and reporting.

These workstreams support our ambition for:

• clear roles and responsibilities for stewardship
• MBIE’s shared capabilities and operating model to make stewardship easy
• a culture of working across and between systems
• proactive system management
• managing risks across our systems and prioritising accordingly
• using regulatory systems assurance to give us insight into our stewardship.

Being a good regulatory steward is about taking responsibility to do things right. It’s about putting people at the heart of how we design and implement regulation – making it easy for people to do the right thing. It’s about ensuring fairness, whilst allowing people to thrive.

Suzanne Stew
Deputy Secretary Te Whakatairanga Service Delivery

The shifts we need to achieve to be successful

Stewardship is in our DNA

From (Current experiences)

• System leadership roles and requirements, within and outside of MBIE, are not well understood.
• System leaders don’t always have the resource to perform their leadership responsibilities.
• System governance arrangements are not consistently in place and depend on individual system leaders’ priorities.

To (Future experiences)

• System leaders, within and outside MBIE, understand their role and what is expected from them.
• System leadership is resourced across MBIE.
• All of MBIE’s regulatory systems have governance arrangements in place and actively work to improve their system governance capability.

We steward our systems proactively

From (Current experiences)

• The practice of regulatory system risk management is not applied consistently by systems.
• System leaders have tacit and innate understanding of system maturity that isn’t always visible or shared across the system.

To (Future experiences)

• Regulatory system risks are consistently and actively managed across all MBIE systems.
• System leaders have confidence in their collective understanding of system maturity and are actively addressing areas of greater weakness and opportunity.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• MBIE governance focuses on enterprise (organisationally focused) risk, with little formal system mechanisms to monitor regulatory system risks.
• MBIE leaders do not have consistent visibility or understanding of system performance to inform organisational decision-making and prioritisation.

To (Future experiences)

• Regulatory system risk reporting is in place at the MBIE governance level, alongside enterprise risks.
• MBIE leadership’s collective understanding of system performance informs organisational decision-making and prioritisation.

Regulatory stewardship is our leadership challenge. If we want to deliver on our outcomes for Aotearoa New Zealand, we have to get this right.

Paul Stocks
Deputy Secretary Building, Resources and Markets

Lift core people capability

Our people are effective regulatory system stewards.

Why this is important

This strategic response is foundational for the strategy. Embedding regulatory system stewardship at the heart of MBIE’s people capability and culture is critical to sustaining good regulatory practice over time. The understanding and adoption of regulatory stewardship by MBIE’s people is essential to encourage end-to-end design and proactive system management, enhance the use of information to shape decisions, and work more efficiently across MBIE to address strategic opportunities and challenges. This is not only true for those in regulatory roles but also for those in corporate functions who need to understand how to support regulatory stewardship through their work across MBIE.

What this will mean for MBIE people

This strategic response is designed to ensure that MBIE people:

• have a shared and foundational understanding of regulatory stewardship
• bring a stewardship mindset to their professional and technical roles
• are supported by the organisation to develop skills to operate as effective regulatory stewards.

To achieve these shifts, teams and leaders across MBIE will need to understand drivers and roadblocks and will need to invest in developing tools and processes that support our people to be good regulatory stewards.

Work this strategic response will drive

Two workstreams will address lifting core people capability.

Workstream 1: Embed shared understanding and mindset of regulatory stewardship across MBIE

Build wide-spread understanding of what regulatory systems, regulatory stewardship and system leadership is in MBIE’s context and build shared understanding of the value for MBIE people.

Workstream 2: Support our people to be good system stewards

Establish the right conditions to encourage and support our people to be good regulatory stewards.

These workstreams support our ambition for:

• a shared understanding of stewardship
• our people to be capable regulators
• clear roles and responsibilities for stewardship
• a culture of working within, across and between systems.

Regulatory stewardship is threaded throughout all our roles and functions so to have it ‘in our DNA’ we need a shared understanding of what it means. This is a core capability for every one of us, whether we’re in direct customer facing, regulatory, policy, leadership or organisational support roles.

Richard Griffiths
Deputy Secretary Corporate Services, Finance and Enablement

The shifts we need to achieve to be successful

Stewardship is in our DNA

From (Current experiences)

• There is patchy and inconsistent understanding of regulatory stewardship across MBIE.
• Accountabilities and incentives can drive a focus on short-term deliverables and functional view of roles without considering the regulatory system as a whole.
• Technical knowledge and skills are valued more highly than skills that support a regulatory stewardship mindset.

To (Future experiences)

• Our people understand regulatory stewardship and how they contribute to it.
• Our people take pride in their regulatory stewardship role and responsibilities as they progress their careers in MBIE.
• Our people can see how regulatory stewardship contributes to their career development and options.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• Corporate functions do not systematically consider how they support regulatory stewardship.
• Focus on discrete functional excellence and practice within systems means that MBIE doesn’t consistently benefit from the opportunity for collaboration across systems.

To (Future experiences)

• Corporate functions provide system support and organisational settings that make regulatory stewardship easy.
• Our people can easily access resources and support to develop practices and skills within MBIE in support of regulatory stewardship.
• Our people can easily work across regulatory functions and regulatory systems to support better outcomes.

Enhance the design of regulatory policy and implementation

An end-to-end design approach results in sustainable and robust regulatory system design.

Why this is important

For regulation to be effective, not only do the legislative settings need to reflect the intent well, but the operational design also needs to translate these into efficient and workable practices. Achieving this will be challenging for the following reasons:

• Capacity – when working under capacity pressures, it is harder to work with other teams across the regulatory system
• Consultation – this does occur across systems but is often quick and formulaic – a simple information exchange – because outcomes are pre-determined
• Commissioning – pre-determined solutions make it challenging to truly test options and present alternatives
• Consistency – poor visibility of settings, approaches and learning across systems leads to inconsistency, inability to learn from previous experiences and ’reinventing the wheel’ – making the design process inefficient and ineffective.

We know that our people want to explore different ways of working – including people-centred approaches – to facilitate the flow of knowledge and thinking between operational and policy teams.

What this will mean for MBIE systems and regulatory functions

This strategic response aims to review and enhance current policy and service design practices and capabilities across MBIE. Achieving this strategic response will give MBIE greater confidence that regulatory system settings and operational designs are integrated to achieve policy objectives, are people-centred, and make compliance easy.

To be successful, our people will need to question the value of long-established processes, review the application of existing skills and expertise, and be prepared to learn and test new sets of skills and processes such as journey or process mapping and prototyping.

Work this strategic response will drive

Three workstreams will address enhancing the design of regulatory policy and implementation.

Workstream 1: Remove roadblocks

Identify and work through removing roadblocks that prevent or inhibit end-to-end system design.

Workstream 2: Build capability

Invest in skills that enhance our design capability, including policy design and service design.

Workstream 3: Build practice

Promote practices to improve existing policy and service design processes and grow our understanding of good regulatory design.

These workstreams support our ambition for:

• robust design and delivery
• MBIE’s shared capabilities and operating model to make stewardship easy
• a culture of working within, across and between systems.

The shifts we need to achieve to be successful

Stewardship is in our DNA

From (Current experiences)

• Across MBIE, teams tend to inform rather than consult.
• How best to get value from engagement within MBIE or externally based on meaningful, long-term (not transactional) relationships is not well understood.

To (Future experiences)

• The input of others is valued in the design process to help test the robustness of our analysis and design.
• Teams are deliberate about how and when we invest in greater engagement and co-design.

We have the knowledge to plan

From (Current experiences)

• Developing and retaining depth of experienced knowledge about systems to contribute to design thinking is a challenge.

To (Future experiences)

• Our design process and analysis are supported by robust and relevant data, information and evidence.
• Our people have easy access to data, information and evidence about good regulatory design and learnings.

We steward our systems proactively

From (Current experiences)

• A lot of re-work is generated as the analysis undertaken is sometimes not sufficiently thorough because of delivery pressures.

To (Future experiences)

• Resources are freed up to avoid re-work.

We create robust design and delivery

From (Current experiences)

• Frameworks and processes designed to support regulatory stewardship, such as Regulatory Impact Assessments (RIA) and Regulatory Impact Statements (RIS), are not optimally implemented and are of variable quality.
• Design approaches and capabilities are not consistent across different functions and systems, making it harder to work together.

To (Future experiences)

• RIAs and RISs are integral tools to generate good regulatory design and provide confidence to decision-makers.
• MBIE has a core set of design approaches and capabilities that facilitate multi-disciplinary collaboration.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• Work planning is not done in a way that facilitates teams to work together or plan to accommodate.

To (Future experiences)

• Work programmes are aligned and resourced to facilitate multi- disciplinary collaboration in the design process.

Embed proactive system management

Regulatory systems more easily adapt and respond to performance feedback and shifts in context.

Why this is important

Taking a long-term perspective to regulatory systems and maintaining system integrity over time is a fundamental aspect of good stewardship. MBIE currently struggles to balance the demands for new regulation with maintaining the systems we’re already responsible for. This means that regulatory settings, approaches, and services can fall out of step with commercial and societal trends. This can lead to increases in compliance costs, MBIE administrative costs, or regulatory settings that fail to achieve the expected outcomes.

Investing in proactivity will pay off. Regulatory systems that are more future proof are better placed to prevent issues arising or manage them if they do.

What this will mean for MBIE systems and regulatory functions

This strategic response aims to shift the focus of MBIE’s efforts from reacting to changes in regulatory context or regulatory failure, to looking ahead and being proactive about planning for change so that regulatory systems remain fit-for-purpose.

Taking a proactive approach challenges MBIE people to:

• make consistent use of performance information to grow understanding of system performance
• take an evidence-informed and systematic approach to improving existing systems to keep pace with changes that affect systems’ relevance, effectiveness, and efficiency
• create system strategies to confirm priorities and focus collective effort over the long-term to generate equitable outcomes.

This will require a continuous improvement mindset, supported by deliberate prioritisation and resourcing for the long-term sustainability of regulatory systems.

Work this strategic response will drive

Three work streams will address embedding proactive system management.

Workstream 1: Establish system strategies

Develop system strategies to identify areas needing improvement and incorporate relevant regulatory stewardship activities and resourcing in planning and budgeting.

Workstream 2: Embed deliberate system improvement approaches

All members of systems work together on an ongoing basis to identify tangible system improvements (including changes to primary and secondary legislation), and agree the approach, resource and timetable to fix them (within the constraints presented by the government work programme).

Workstream 3: Enhance Regulatory Systems Amendment Bills

Continue to improve the Regulatory Systems Amendment Bill process and outcomes including improved timeliness and expanded scope of inclusions.

These workstreams support our ambition for:

• our people to be capable regulators
• proactive system management
• robust design and delivery
• using MBIE’s scale to address common issues and emerging challenges.

The shifts we need to achieve to be successful

Stewardship is in our DNA

From (Current experiences)

• Team resources are typically redirected to urgent requests, leading to deprioritisation of, and no capacity for, systematic improvements.

To (Future experiences)

• Our teams are resourced to support ongoing maintenance and improvement programme of policy and operational design changes.

We steward our systems proactively

From (Current experiences)

• The understanding of why regulation is designed and implemented the way it is, isn’t widely or deliberately shared which reduces collective ability to shape improvements.
• There are gaps in understanding across systems about what is involved in making policy, operational and legislative changes.
• System leaders and teams operate reactively to Ministerial, stakeholder, and customer demands, making a systematic approach to improvement and future exploration challenging.

To (Future experiences)

• We understand the rationale for the regulatory approach we’ve implemented, and we systematically review on-going relevance.
• Everyone understands what is involved in making policy, operational and legislative changes. We can easily identify process options and preferable change pathways.
• Our system leaders and MBIE teams proactively manage system improvements to support the efficiency and effectiveness of existing systems.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• Timelines, roles and responsibilities for Regulatory Systems Amendment Bill processes are unclear. Enactment times are long.
• Investment in system improvement and service design is ad-hoc and inconsistent.

To (Future experiences)

• Regulatory Systems Amendment Bill processes are clear, and Bills are passed on a regular and shorter cycle.
• MBIE has a suite of common approaches to support system improvement and service design.

The value-add of regulatory stewardship is the way it changes how we work on our regulatory systems – it gives us a different perspective. We can shift from being reactive to being proactive, from focusing short-term to long-term, and from seeing only individual parts to taking a whole system view.

Chris Bunny
Deputy Secretary Labour, Science and Enterprise

Build knowledge to empower regulatory stewardship

We use the right kinds of knowledge to make decisions that will improve regulatory system performance and better respond to drivers of change.

Why this is important

MBIE has a lot of data and information about its regulatory systems and the people who interact with those systems. There is a real opportunity for us to better use these resources to understand, manage, and guide our stewardship of those systems. To effectively organise, access and use this asset, we need to ask the right questions to mine its value and determine the gaps we need to fill.

A sound knowledge base (data, information, intelligence, evidence and insights) means system leaders and those who are part of regulatory functions can actively plan and prioritise system development with a continuous improvement lens. It enables us to manage risks across systems, prioritise accordingly, and address common issues and gnarly problems. Having a better understanding of public sentiment and social licence means we can ensure regulatory systems are people-centred and enabling. Better information about the broader environment will help us think about regulation as part of wider sector/activity and help our people be more capable regulators.

What this will mean for MBIE systems and regulatory functions

This strategic response is designed to ensure that MBIE uses the right kinds of knowledge to make decisions that will improve system performance for all New Zealanders and respond to drivers of change.

Resourcing this activity and developing the capability needed (both people and technology) is likely to result in a longer timeframe for this strategic response.

Work this strategic response will drive

Two workstreams will address building knowledge to empower regulatory stewardship.

Workstream 1: Leveraging empowered by data

Support the Empowered by Data Roadmap and Digital Blueprint strategies, and MBIE's Evidence and Insights, and Intelligence and Data Operations functions, to lift the use of operational intelligence and enhance regulatory systems’ data quality and use.

Workstream 2: Stimulate knowledge demand

Increase the demand for knowledge and the quality of commissioning. We will support regulatory system leaders to ask the right questions, to improve regulatory system design and enhance regulatory practice.

These workstreams support our ambition for:

• proactive system management
• robust design and delivery embedding formal system leadership.

We’ve no shortage of data – we’re swimming in it. That’s not the issue – it’s whether we’re asking the right questions. That’s what will make us better regulatory stewards. That’s what will make the most difference to whether we really deliver value for everyone in Aotearoa New Zealand, now and for the future.

Greg Patchell
Deputy Secretary Digital, Data & Insights

The shifts we need to achieve to be successful

We have the knowledge to plan

From (Current experiences)

• The knowledge base for informed decision-making is siloed, patchy and unsystematic, within and across MBIE’s regulatory systems.
• The mixed/unknown quality of our data and information makes it harder to test what it tells us about out regulatory systems.

To (Future experiences)

• System leaders and practitioners systematically draw on knowledge to create richer understanding of regulatory environments, system performance, impact, opportunities and risks.
• Our people have the knowledge they need to make evidence-informed decisions for both policy and practice.
• We trust our data and information because we understand its quality and how we can use it.

We steward our systems proactively

From (Current experiences)

• Existing data and information is largely descriptive and there is limited understanding of outcomes and impacts.
• System data, information, and evidence and insights aren’t integrated with business planning.

To (Future experiences)

• System leaders ask the right questions – creating demand for knowledge to inform decision-making and effective stewardship.
• Information needs are integrated into business planning.

We create robust design and delivery

From (Current experiences)

• System monitoring and evaluation is ad-hoc, and piecemeal. Practitioner insights have limited impact on design and delivery.
• Lessons learnt through monitoring and evaluation don’t easily transfer to future design and delivery decisions within and across systems.

To (Future experiences)

• Monitoring and evaluation are embedded in the policy, design and delivery cycle.
• Lessons learnt from past design and delivery activities carry forward into new work.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• Our existing data and information resources are under-utilised.
• Ability to use and share knowledge across systems is not maximised.

To (Future experiences)

• We routinely share information across systems to optimise service and compliance activities.
• Our systems, infrastructure and technology facilitate easy access, effective knowledge management and cross-system insights.

Engage with cross-system issues and opportunities

MBIE acts in concert, internally and with other organisations, to be agile and responsive.

Why this is important

The pace and complexity of change in our current environment makes it imperative that we understand and respond to trends and shifts in a holistic way. When regulators take their eye off long-term and broader perspectives, the systems they steward can become irrelevant, ineffective, or harder for people to engage with. We also know that it’s often challenging to find bandwidth and resources to prepare for emerging risks and opportunities whilst also dealing with immediate issues and demands.

Regulatory stewardship is still a relatively new practice for the public service. Good practice is still evolving. As one of the largest regulatory agencies in the public service, MBIE has both the scale and scope to lead the way in setting good practice.

What this will mean for MBIE

This strategic response is designed to take advantage of MBIE’s collective knowledge and expertise to get ahead of the game and be prepared for the future. Work within this strategic response focuses on supporting our understanding of emerging trends and improving our ability to shape a timely response right across all MBIE’s regulatory systems.

As a result of MBIE’s scale and scope, we have the potential to address complex issues across regulatory system boundaries, drawing on areas of common practice and complementary activity (eg, regulating immigration and workplace relations and safety). However, as our current environment tends towards working to short-term horizons, the benefits of leveraging MBIE’s breadth of functions and system roles to tackle complex issues requires deliberate focus.

This response is a call to shift our perspective from merely managing the immediate to exploring, anticipating, and shaping a collective response to medium- and long-term changes in our environment.

Work this strategic response will drive

Two workstreams will address how we engage with cross-system issues and opportunities.

Workstream 1: Establish organisational resource and practice

Work across the organisation to explore how MBIE can resource and coordinate exploration and response to strategic trends, opportunities and issues.

Workstream 2: Explore strategic issues and opportunities systematically

Investigate the topics that matter most for Aotearoa New Zealand and that will have consequences across MBIE’s regulatory systems, starting with:

• Māori-Crown partnership: exploring how to give effect to partnership in a regulatory system context
• regulatory response to climate change
• emerging international regulatory trends and approaches.

These workstreams support our ambition for:

• knowledge to plan the development of our regulatory systems
• taking a long-term perspective and regard to cross-system issues and opportunities
• using MBIE’s scale to address common issues and emerging challenges.

The shifts we need to achieve to be successful

We have the knowledge to plan

From (Current experiences)

• MBIE has fragmented knowledge about emerging trends and international regulatory practices, and what we know isn’t systematically shared easily across the organisation.

To (Future experiences)

• Teams across MBIE leverage off each other to grow collective understanding of challenging issues/trends.
• MBIE understands the common issues, challenges and opportunities that span the agency, and the impact they’re having on delivery and performance.

We steward our systems proactively

From (Current experiences)

• Issues have to be pressing before we are able to invest in resolving them, which is neither optimal for Aotearoa New Zealand, nor efficient for MBIE.

To (Future experiences)

• MBIE’s systems routinely look beyond their immediate focus to understand how broader trends may affect them and respond proactively.

We create robust design and delivery

From (Current experiences)

• Systems are incentivised to respond to demands for change individually without an organisation-wide lens to ensure the response is consistent or complementary across MBIE.

To (Future experiences)

• MBIE ’s opportunities for cross-system synergies are identified and there is high-level sense of where the priority lies.

We leverage MBIE’s scale, scope and connection

From (Current experiences)

• Current organisational settings and incentives work against allocating resources to look beyond the near-term and immediate; therefore, effort isn’t optimal or sustained.

To (Future experiences)

• MBIE has a resourced programme to inform the future agenda and support the organisation to manage regulatory practice change.

Across MBIE we’re all bumping up against the same gnarly issues that will affect our regulatory systems. But we don’t have to do this alone. We have a real opportunity here to tackle these together, to share what we are learning with each other, across our regulatory systems.

Alison McDonald
Deputy Secretary Immigration

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