© Mateo Mulder-Graells (2023).
I thought the time would never come, but the last piece of my book project puzzle is now more or less in place. After finding that procurement is not the right regulatory actor and does not have the best tools of ‘digital regulation by contract’, in this last draft chapter, I explore how to discharge procurement of the assigned digital regulation role to increase the likelihood of effective enforcement of desirable goals of public sector digital regulation.
I argue that this should be done through two inter-related regulatory interventions consisting of developing (1) a regulator tasked with the external oversight of the adoption of digital technologies by the public sector, as well as (2) a suite of mandatory requirements binding both public entities seeking to adopt digital technologies and technology providers, and both in relation to the digital technologies to be adopted by the public sector and the applicable governance framework.
Detailed analysis of these issues would require much more extensive treatment than this draft chapter can offer. The modest goal here is simply to stress the key attributes and functions that each of these two regulatory interventions should have to make a positive contribution to governing the transition towards a new model of public digital governance. In this blog post, I summarise the main arguments.
As ever, I would be most grateful for feedback: a.sanchez-graells@bristol.ac.uk. Especially as I will now turn my attention to seeing how the different pieces of the puzzle fit together, while I edit the manuscript for submission before end of July 2023.
Institutional deficit and risk of capture
In the absence of an alternative institutional architecture (or while it is put in place), procurement is expected to develop a regulatory gatekeeping role in relation to the adoption of digital technologies by the public sector, which is in turn expected to have norm-setting and market-shaping effects across the economy. This could be seen as a way of bypassing or postponing decisions on regulatory architecture.
However, earlier analysis has shown that the procurement function is not the right institution to which to assign a digital regulation role, as it cannot effectively discharge such a duty. This highlights the existence of an institutional deficit in the process of public sector digitalisation, as well as in relation to digital technology regulation more broadly. An alternative approach to institutional design is required, and it can be delivered through the creation of a notional ‘AI in Public Sector Authority’ (AIPSA).
Earlier analysis has also shown that there are pervasive risks of regulatory capture and commercial determination of the process of public sector digitalisation stemming from reliance on standards and benchmarks created by technology vendors or by bodies heavily influenced by the tech industry. AIPSA could safeguard against such risk through controls over the process of standard adoption. AIPSA could also guard against excessive experimentation with digital technologies by creating robust controls to counteract their policy irresistibility.
Overcoming the institutional deficit through AIPSA
The adoption of digital technologies in the process of public sector digitalisation creates regulatory challenges that require external oversight, as procurement is unable to effectively regulate this process. A particularly relevant issue concerns whether such oversight should be entrusted to a new regulator (broad approach), or whether it would suffice to assign new regulatory tasks to existing regulators (narrow approach).
I submit that the narrow approach is inadequate because it perpetuates regulatory fragmentation and can lead to undesirable spillovers or knock-on effects, whether the new regulatory tasks are assigned to data protection authorities, (quasi)regulators with a ‘sufficiently close’ regulatory remit in relation with information and communications technologies (ICT) (such as eg the Agency for Digital Italy (AgID), or the Dutch Advisory Council on IT assessment (AcICT)), or newly created centres of expertise in algorithmic regulation (eg the French PEReN). Such ‘organic’ or ‘incremental’ approach to institutional development could overshadow important design considerations, as well embed biases due to the institutional drivers of the existing (quasi)regulators.
To avoid these issues, I advocate a broader or more joined up approach in the proposal for AIPSA. AIPSA would be an independent authority with the statutory function of promoting overarching goals of digital regulation, and specifically tasked with regulating the adoption and use of digital technologies by the public sector, whether through in-house development or procurement from technology providers. AIPSA would also absorb regulatory functions in cognate areas, such as the governance of public sector data, and integrate work in areas such as cyber security. It would also serve a coordinating function with the data protection authority.
In the draft chapter, I stress three fundamental aspects of AIPSA’s institutional design: regulatory coherence, independence and expertise. Independence and expertise would be the two most crucial factors. AIPSA would need to be designed in a way that ensured both political and industry independence, with the issue of political independence having particular salience and requiring countervailing accountability mechanisms. Relatedly, the importance of digital capabilities to effectively exercise a digital regulation role cannot be overemphasised. It is not only important in relation to the active aspects of the regulatory role—such as control of standard setting or permissioning or licencing of digital technology use (below)—but also in relation to the passive aspects of the regulatory role and, in particular, in relation to reactive engagement with industry. High levels of digital capability would be essential to allow AIPSA to effectively scrutinise claims from those that sought to influence its operation and decision-making, as well as reduce AIPSA’s dependence on industry-provided information.
safeguard against regulatory capture and policy irresistibility
Regulating the adoption of digital technologies in the process of public sector digitalisation requires establishing the substantive requirements that such technology needs to meet, as well as the governance requirements need to ensure its proper use. AIPSA’s role in setting mandatory requirements for public sector digitalisation would be twofold.
First, through an approval or certification mechanism, it would control the process of standardisation to neutralise risks of regulatory capture and commercial determination. Where no standards were susceptible of approval or certification, AIPSA would develop them.
Second, through a permissioning or licencing process, AIPSA would ensure that decisions on the adoption of digital technologies by the public sector are not driven by ‘policy irresistibility’, that they are supported by clear governance structures and draw on sufficient resources, and that adherence to the goals of digital regulation is sustained throughout the implementation and use of digital technologies by the public sector and subject to proactive transparency requirements.
The draft chapter provides more details on both issues.
If not AIPSA … then clearly not procurement
There can be many objections to the proposals developed in this draft chapter, which would still require further development. However, most of the objections would likely also apply to the use of procurement as a tool of digital regulation. The functions expected of AIPSA closely match those expected of the procurement function under the approach to ‘digital regulation by contract’. Challenges to AIPSA’s ability to discharge such functions would be applicable to any public buyer seeking to achieve the same goals. Similarly, challenges to the independence or need for accountability of AIPSA would be similarly applicable to atomised decision-making by public buyers.
While the proposal is necessarily imperfect, I submit that it would improve upon the emerging status quo and that, in discharging procurement of the digital regulation role, it would make a positive contribution to the governance of the transition to a new model of digital public governance.
The draft chapter is available via SSRN: Albert Sanchez-Graells, ‘Discharging procurement of the digital regulation role: external oversight and mandatory requirements for public sector digital technology adoption’.
