A comprehensive summary of the four-stream workshop initiative to transform Policy, Human Resources, Finance, and Service Design through Digital & Technology in the Government of New Brunswick.
The Reimagine GNB Workshop Series was a structured, multi-stream co-design initiative led by the Public Administration Secretariat (PAS). It brought together public servants from across the Government of New Brunswick (GNB) to collectively reimagine four foundational functions of provincial governance: Policy, Human Resources, Finance, and Service Design through Digital & Technology.
The workshops responded directly to the findings of the "How It All Broke" report, which identified deep fragmentation across policy design, service delivery, budgeting, and human capital management. Rather than top-down reform, the series adopted a participatory, design-led approach — engaging practitioners in diagnosing system barriers, envisioning future models, and developing actionable prototypes for change.
"The people aren't failing the system — the system is failing the people." — Kelly Lamrock, NB Child, Youth & Seniors' Advocate
Each stream followed an identical three-session cognitive progression, moving participants from awareness through design to action. The approach drew on service design, strategic foresight, and participatory governance methodologies.
The series was guided by citizen-centred thinking, mission-orientation, outside-in design, cross-functional collaboration, and a commitment to learning through prototyping. Facilitators served as process guides — not content experts — maintaining psychological safety, time discipline, system-level discussion, and balanced participation.
The Policy stream examined how to evolve the policy function from producing advice documents to becoming the "learning engine of government" — integrating citizen insights, research, data, and cross-departmental collaboration to shape public outcomes.
A fireside chat with Kelly Lamrock (NB Child, Youth & Seniors' Advocate) framed the challenges of complexity, legitimacy, and delivery gaps in public policy. Participants then examined four global case studies demonstrating alternative approaches to policy design:
Tested UBI with 2,000 unemployed citizens. Modest employment gains but significant improvements in mental health and life satisfaction. Demonstrated the value of experimentation in policy design.
Organized services around "life events" rather than departments. Pioneered embedded policy+service teams and "legislation-as-code," delivering reusable components and shared APIs.
Ministry of Justice lab grew from 3 to 23 people, tackling 31+ policy challenges through deep user research, journey mapping, and prototyping. Inspired adoption across departments.
Singapore's Centre for Strategic Futures and Canada's Policy Horizons demonstrated how institutionalized foresight units embed anticipatory thinking across government.
Participants mapped GNB's current state against a desired future across eight dimensions. The canvas revealed significant gaps, with GNB clustered in the lower range across all areas.
| Dimension | Today | Future |
|---|---|---|
| Role of Citizens | Passive recipients consulted late | Co-creators and lived-experience experts |
| Basis of Evidence | Static reports, expert opinion | Real-time data, user research, experimentation |
| Role of Policy Team | Technical analyst, neutral advisor | Facilitator, system convener, collaborative steward |
| Speed of Learning | Long cycle, wait for evaluation | Fast feedback loops, continuous iteration |
| Relationship to Services | Separate from delivery | Integrated policy-delivery loop |
| Definition of Success | Adoption of recommendation | Improved outcomes, equity, legitimacy |
| Leadership | Top-down, micro-manager | Strategic partner, empathic sponsor |
| Technology | Back-office compliance tool | Strategic enabler embedded in policy design |
In Session 2, teams engaged in Idealized Design, imagining it was 2028 and crafting OECD front-page headlines about GNB's transformed policy function. Converging themes included citizens as co-creators, policy as a hub connecting government, foresight-driven anticipatory thinking, and cross-functional teams organized around outcomes. In Session 3, four teams developed practical prototypes:
A standing cross-government committee for early review and alignment of major policy proposals before Cabinet. Features a common quality framework covering evidence, fiscal alignment, implementation feasibility, and citizen impact. Expected benefits: reduced duplication, stronger alignment, early cross-functional collaboration.
Elevate policy as a core leadership function through a Policy Leadership Network and co-designed curriculum focused on foresight, systems thinking, and cross-sector collaboration. A shared capability framework would span all levels of government.
"Elevate policy, and you elevate decision-making."
A cross-departmental initiative aligning Education, Labour, and Social Development around shared youth outcomes. Features a common dashboard, data-sharing agreements, joint metrics, and co-design with local partners.
"If outcomes are shared, success must be shared too."
A hub-and-spoke model (inspired by New Zealand) with multi-disciplinary teams, shared data platforms, outcome measurement, and ongoing cross-departmental learning. The foundation for a Social Policy Office as an enabling hub for insight, coordination, and learning.
"We need a policy system that learns as one, not 10 departments learning alone."
The HR stream examined how to transform the human resources function from an administrative, compliance-focused support role into a strategic lever shaping culture, capability, and leadership aligned to citizen outcomes.
A fireside chat with Anna Marenick provided practitioner context on the gap between HR's current administrative role and its strategic potential. Participants then examined global case studies of HR transformation and workforce modernization:
International examples of shifting from rigid job classifications to dynamic, skills-based talent models that align workforce capabilities with organizational mission and emerging needs.
Cases demonstrating self-directed learning platforms, digital academies, and real-time feedback systems replacing episodic compliance training with ongoing capability development.
Examples of applying human-centred design to the employee journey — from recruitment and onboarding through development and retention — to build belonging and psychological safety.
Models from other jurisdictions showing how HR can be repositioned from back-office administration to a strategic function embedded in organizational planning, budgeting, and outcomes.
Participants assessed GNB's current HR model against a future-state vision across ten dimensions, revealing significant transformation potential in every area.
| Dimension | Today | Future |
|---|---|---|
| Role of HR | Administrative & compliance-focused | Strategic enabler shaping culture, capabilities, and leadership |
| Relationship to Strategy | Detached support function | Embedded core lever linked to citizen outcomes |
| Workforce Planning | Static, role-based headcount | Dynamic, skills-based planning aligned with mission |
| Leadership Model | Command-and-control | Adaptive, inclusive, collaborative stewardship |
| Learning & Capability | Episodic compliance training | Continuous, self-directed learning with real-time feedback |
| Performance & Accountability | Process adherence focus | Contribution, collaboration, and impact measurement |
| Culture & Employee Experience | Hierarchical, risk-averse | Empowering, innovative, psychologically safe |
| Technology & Data | Manual processes, fragmented systems | Integrated digital tools and predictive analytics |
| Inclusion & Equity | Compliance and representation focus | Embedded belonging as organizational strength |
| Relationship to Other Levers | Siloed operations | Synergy with Finance, Policy, and Digital |
In Session 2, four teams built visual models of transformed HR using Lego figures, boats, flowers, and diagrams. Key themes included transparency in leadership, being "one team" with a GNB-wide HR vision, establishing common strategy and culture, and optimal HR placement (central vs. departmental). A comprehensive Business Canvas articulated the future operating model including purpose, core activities, ways of working, and success measures. In Session 3, four teams developed practical prototypes:
Repositioning HR to participate in strategic decision-making from the start, ensuring workforce implications are addressed before — not after — policy and program decisions are made.
Modernizing talent attraction, recruitment, and onboarding with a focus on capabilities and purpose rather than rigid classifications. Streamlining processes to reduce time-to-hire and improve candidate experience.
Building a unified, collaborative HR practice across GNB through shared standards, communities of practice, and aligned service delivery models.
Leveraging integrated systems, ethical AI tools, and analytics dashboards to reduce administrative burden and enable HR professionals to focus on strategic, high-value work.
The Finance stream examined how to transform provincial budgeting and financial management from a compliance-oriented, input-based system into an outcomes-driven, evidence-informed, adaptive approach that connects public spending to citizen results.
A fireside chat with Kelly Lamrock (NB Child, Youth & Seniors' Advocate) provided context on the disconnect between budgeting processes and outcomes. Participants then examined global case studies of alternative budgeting and financial management approaches:
Pioneered a wellbeing-based budget framework connecting resource allocation to population-level outcomes across domains like health, environment, social connection, and economic resilience.
International examples linking spending directly to measurable citizen outcomes, enabling cross-departmental funding around shared priorities rather than siloed line items.
Models integrating performance data into budget decisions, creating feedback loops between spending, delivery, and results that inform future resource allocation.
Approaches organizing budgets around programs and their objectives rather than organizational inputs, enabling clearer assessment of what public money achieves.
Participants used a Finance Canvas to map the current vs. future state across key dimensions. Significant gaps were identified, particularly around the connection between spending and outcomes, and the ability to fund cross-departmental work.
| Dimension | Today | Future |
|---|---|---|
| Role of Finance | Compliance gatekeeper and controller | Strategic partner enabling outcome achievement |
| Budgeting Approach | Annual, input-based, line-item | Outcome-linked, multi-year, adaptive |
| Relationship to Outcomes | Spending disconnected from results | Resource allocation tied to measurable citizen outcomes |
| Cross-Departmental Funding | Siloed departmental budgets | Shared funding pools for cross-cutting priorities |
| Performance Data | Limited, lagging, fragmented | Real-time dashboards linking spending to results |
| Innovation & Experimentation | Risk-averse, rigid annual cycles | Experimental funding with appetite for learning |
| Finance Capability | Compliance processing | Analytical, strategic, collaborative advisory |
| Transparency | Technical internal reports | Accessible public reporting connecting spending to impact |
In Session 2, participants designed future-state models emphasizing finance as a strategic partner that enables outcome achievement rather than simply controlling expenditure. In Session 3, teams developed practical prototypes. Participant voting showed strong prioritization, with nine volunteers for the top prototype:
Piloting outcome-based budgeting for selected cross-departmental priorities, linking resource allocation to measurable citizen outcomes rather than departmental inputs. Highest-priority prototype in participant voting, with nine volunteers expressing interest in direct involvement.
Building analytical, strategic, and collaborative capabilities across the finance community to shift from compliance processing to outcome-oriented advisory. Second-priority prototype in participant voting.
An integrated dashboard connecting financial data to performance and outcome metrics, enabling real-time visibility into how spending relates to results. Third-priority prototype in participant voting.
The Digital & Technology stream examined how to shift from siloed, departmental service delivery to a connected, life-event-based model powered by shared digital platforms, human-centred design, and trusted data.
A fireside chat with Ryan Androsoff (Institute on Governance) emphasized that digital is fundamentally a governance and mindset challenge, not a technology problem. Participants then examined four international case studies:
Cross-government collaboration organized around life events. Delivered 3+ prototypes and 6 reusable components in year one using embedded policy+service teams.
Integrated health records across regional systems using APIs and privacy-by-design, enabling better care coordination and patient access.
Single integrated application for multiple benefits, reducing form duplication, processing time, and administrative burden through data sharing.
Reusable shared services (identity, payments, notifications) enabled 200+ government services with reduced development time and costs.
Participants mapped GNB's current state against a desired future across eleven dimensions. The assessment revealed strong readiness for change among practitioners, with constructive discussion of shared challenges across teams.
| Dimension | Today | Future |
|---|---|---|
| Citizens | Passive recipients, consulted late | Co-designers providing continuous feedback |
| Service Decisions | Assumptions, legacy processes | Evidence-based, life-event mapping |
| Team Mandate | Fixed outputs, limited discretion | Cross-functional, empowered product teams |
| Service/Digital Integration | Digital as add-on | Embedded in core service via shared platforms |
| Management Style | Project-based, fixed scope | Product-oriented, continuous improvement |
| Speed & Adaptability | Long cycles, infrequent releases | Iterative, rapid prototyping, incremental scaling |
| Success Definition | SLAs, compliance, budget adherence | User satisfaction, equity, purpose-driven allocation |
| Data/Tech Foundations | Siloed databases, limited interoperability | API-driven, open data, reusable components |
In Session 2, five converging themes emerged from idealized design: services designed around life events, shared digital platforms, data as strategic asset, empowered cross-functional teams, and digital trust & transparency. In Session 3, four teams developed practical prototypes:
A secure digital wallet storing citizen credentials (licences, age verification), reducing duplication and improving privacy through consent-based data sharing. Described as "green light ready" with success factors and partners in place for a spring 2026 launch.
"Trust is both a design principle and delivery requirement."
A unified approach to digital services through shared service clusters organized around citizen needs. AI, data, and design maturity as enabling pillars. Key insight: "The biggest barrier is not technology but structure; mandates, funding, governance must align to outcomes not departments."
Example: an elderly citizen's fall triggers an integrated cross-functional response (health, emergency, housing, social development, technology). Benefits include faster response times, better resource use, and improved quality of life.
"True digital transformation happens at intersections — where collaboration, data sharing, and empathy combine to deliver outcomes that matter."
A continuous learning ecosystem equipping employees with data literacy, service design, and agile delivery skills — the cultural foundation enabling all other prototypes to scale.
"Can't build 21st-century services with 20th-century structures and skills."
Participant surveys were conducted after each session across all streams. Ratings were consistently strong, with the Digital & Technology stream receiving the highest marks and all streams maintaining engagement through the full three-session arc.
4.27 – 4.58 across streams. Expert speakers provided practical context and energized participants. Kelly Lamrock and Ryan Androsoff were particularly valued.
4.00 – 4.70 across streams. The creative, future-oriented exercise consistently generated the most engagement and enthusiasm.
4.00 – 4.79 across streams. Presenting prototypes to Deputy Ministers and senior leaders was described as energizing and validating.
Cross-functional collaboration and hearing diverse perspectives were consistently praised. The quality of facilitation was noted across all streams. Participants valued the structured progression from awareness through design to action, and the opportunity to present ideas directly to decision-makers.
"Really interesting to see all 3 perspectives at the table and different ways teams approached challenges. More of that maybe!"
Several constructive suggestions recurred across streams: the canvas tools sometimes caused confusion and would benefit from clearer scoring instructions; time management could be improved (some sessions felt too long while others felt rushed); participants wished for earlier visibility into the overall workshop arc — particularly that Session 3 would involve pitching; the Case Carousel activity could benefit from pre-reading materials; and participants with less creative or abstract thinking styles requested more structured guidance.
"All good but still very early days and we have been here before. Follow-through will be important."
Across all four streams, six systemic shifts emerged consistently — revealing that the transformation challenges are deeply interconnected and cannot be addressed in isolation.
All four functions need to shift from producing outputs (reports, budgets, job postings, IT projects) to enabling ongoing learning, adaptation, and continuous improvement. Success is measured by the rhythm of learning, not the completion of deliverables.
Problems cross organizational boundaries. Future models organize around shared citizen outcomes (youth transitions, healthy aging, housing) rather than departmental mandates — pooling expertise, budgets, and accountability.
All four functions currently operate as gatekeepers. The future model repositions them as conveners and enablers — facilitating shared problem-solving across Finance, Digital, HR, Policy, and communities.
Using foresight, data, and lived experience, all functions shift from responding to crises to preparing for future challenges and shaping long-term wellbeing proactively.
Policy, HR, Finance, and Digital cannot transform independently. Each stream identified the need for deep integration with the other three — shared data, aligned incentives, coordinated governance, and joint accountability.
Across all streams, success shifts from measuring compliance and process adherence to building legitimacy, transparency, and public trust — in data use, in service delivery, in how resources are spent, and in how people are treated.
A key insight across the series is that the four streams are deeply interdependent. Policy cannot become citizen-centred without digital platforms and data. Finance cannot shift to outcomes without policy clarity on what outcomes matter. HR cannot build a modern workforce without the tools Digital provides and the strategic direction Policy sets. Digital cannot deliver integrated services without Finance models that fund cross-departmental work and HR practices that attract and develop talent.
"Citizens shouldn't need to know how government is organized to get what they need."
The workshop series produced a rich portfolio of prototypes and a shared understanding of the systemic shifts required. The path forward rests on translating this energy into sustained action.
| Theme | Near-Term Action | Desired Outcome |
|---|---|---|
| Policy Alignment | Pilot cross-functional review on 1–2 key initiatives; define evidence & implementation standards | Embed early alignment and evidence-based review into Cabinet processes |
| Leadership & Capability | Launch cross-functional leadership networks; co-design learning curricula with HR | Build a skilled, adaptive public service community across all four functions |
| Shared Outcomes | Launch cross-departmental initiative (e.g., youth pathways); establish shared metrics | Demonstrate how shared accountability connects policy, finance, and delivery to citizen outcomes |
| Digital Foundations | Launch digital identity prototype; map shared platform assets; pilot integrated dashboards | Build the infrastructure and trust foundations for connected service delivery |
| Outcome-Based Budgeting | Pilot outcome-linked funding for selected cross-departmental priorities | Connect resource allocation to measurable citizen results |
| Learning Infrastructure | Co-design Social Policy Office model; build social/economic data hub; create evaluation standards | Establish an enabling hub for insight, coordination, and continuous system learning |
Participants across all streams identified several conditions that must be in place for the transformation to take hold: strong central sponsorship with clear authority and accountability; a balanced approach between top-down policy direction and bottom-up experimentation; low-risk, scalable pilots focused on life events and citizen impact; adequate and sustained resourcing (not one-off project funding); permission to experiment and learn from failure; and visible small wins that build momentum toward larger change.
"Success will not be measured by a single reform but by the rhythm of learning that connects decisions, delivery, and outcomes."
"Digital isn't just technology — it's how we deliver dignity, efficiency, and trust."