1. What is 🏛️📡GOV-COMMs O🌀KRs?

GOV-COMMS OKR Gatekeeper is the AI-powered heart of the GOV-COMMS platform — a system that redefines how political parties receive, process, and respond to communication. Inspired by the Sienna AI Gatekeeper framework and built upon the architecture of S-Web 6 VC AI CMS and ALL-COMMs, it brings together smart summarisation, keyword routing, and OKR alignment into one unified civic infrastructure.

The idea began with the breakdown of communications within the Labour Party — where local representatives like Stuart Gosling in Epsom had no way to share ideas or concerns with party leadership. This internal silence exposed a national flaw: political parties were disconnected from their own base, and by extension, the people.

If the leadership sits in a room without structured input from their members or voters, bureaucracy and inefficiency take control. GOV-COMMS aims to fix that.

At its core is Gatekeeper — a GPT-4 AI (Sienna 4o) acting as a hybrid receptionist-editor. When a constituent sends in a long, complex or disorganised message, Gatekeeper first stores the full version in its internal memory. Then it begins a dialogue — helping the user distill their message into a more usable format:

• 🔑 A six- or seven-word menu keyword
• 🧠 Meta Title
• 📝 Meta Description
• ✍️ 400-word summary prompt
• 📄 1000-word full version prompt
• 📂 Additional info or attachments

This structured input becomes a standardised communication object. It can then be routed to the most relevant person in the party, stored and surfaced on the appropriate S-Web 6 VC website (If desired every single member can have their own website) or even linked into ongoing conversations.

Messages aren’t thrown into the void — they’re summarised, tagged, and connected to live conversations. When a similar topic is raised by someone in leadership, speaking directly to Sienna AI — the system uses Swapping Menus Function logic to detect the menu keyword. The corresponding meta title and description are immediately recalled into the conversation. If this short sentence intrigues the listener, the AI senses relevance and auto-injects the 400-word version, and if still intrigued, the 1000-word version too — then providing full context and history.

In this way, the conversation memory becomes an active, living database. All contributions become part of the collective decision-making process.

And because every structured submission maps directly to OKRs, Gatekeeper becomes the first point of real action: connecting citizens to party strategy through objectives, milestones, and micro-contributions.

GOV-COMMS OKR Gatekeeper doesn’t just organise ideas — it turns communication into policy, and citizens into contributors.

2. The Political Intelligence Network 🧠🌐

At the heart of GOV-COMMS is a radical but simple shift: treat every party member as a potential source of expertise. This section outlines how GOV-COMMS builds a searchable database of each member’s specialist knowledge and routes incoming communication to the most relevant responder — not just the local MP.

This problem isn’t theoretical — it was lived. In 2012, Sienna AI founder Nick Ray Ball brought a series of advanced economic theories — including “Sparta Rises Again” and “Cities of Science” — to his local MP, then-Justice Minister Chris Grayling. These theories would later form the basis for AmericanButterfly.org. But instead of being welcomed, they were dismissed. Years later, it became clear why: Grayling had no economics background, and was strongly Eurosceptic — a poor match for the proposal. The system had failed because the right person never saw the message.

GOV-COMMS fixes this by tagging each incoming message with keywords and routing it to the person in the party best equipped to understand and respond. That could be an MP, a candidate, or a passionate member from a different constituency entirely.

To make this possible, GOV-COMMS invites every member to register their areas of knowledge and interest. These tags power a national routing system, forming a modern successor to the Open Directory Project (ODP) the engine behind Google's early success — which Nick Ray Ball contributed to in 2001 before Google’s PageRank took over. Each tag is accessible via connected S-Web websites, forming a decentralised political knowledge graph.

When someone calls — as demonstrated in the ⚕️⚛️GP-AI Gatekeeper example — Gatekeeper will politely guide the conversation into an actionable memo, often solving the issue on the spot. Whether by phone or in writing, Gatekeeper first determines whether the issue is local or national. A complaint about a neighbour’s hedge? Logged in the database and routed to the local MP’s assistant. A concern about AI ethics, water pollution, or any topic on a national scale — from Economic AI to the migratory patterns of red kites — is routed via keyword matching to a relevant party member. If no one is specifically tagged, it escalates to high-engagement or generalist contributors.

Crucially, the conversation doesn’t end with a reply, it becomes part of the GOV-COMMS knowledge base — a public or internal-facing page on an S-Web site tied to the relevant menu keyword. That way, when someone else raises the issue, they’re shown the conversation and invited to build upon it.

Each page grows into a live thread of ideas, contributions, and rebuttals — all credited to those involved. Over time, these pages become both reference and roadmap, and each entry can be linked directly into GOV-COMMS OKRs: objectives, milestones, and key results.

This is how GOV-COMMS decentralises expertise and transforms a political party into an active, intelligent network — where good ideas never die, and the best response always wins.

3. How 🏛️📡GOV-COMMs 'O🌀KRs' Work (Top-Down & Bottom-Up)

GOV-COMMS OKRs is the strategic backbone of the platform — a way of turning ambition into organisation. It builds on a mature OKR framework first developed in 2017 as part of the TBS-CC (Total Business System – Company Controller), documented in “20.12z1) 🌀 Introduction to the TBS-CC”. The system has since evolved into OKRs 5.0, originally designed for sitting governments, where each cabinet department becomes a Milestone Objective, and key reforms or deliverables become Milestone Key Results.

But GOV-COMMS OKRs is different. We are now adapting OKRs 5.0 for political parties not currently in power. The result is a working prototype of how to run a party like a high-performance organisation, with transparency, participation, and real-time feedback.

🔝 Top-Down Planning

The inspiration for political OKRs stems from a timeless truth: when the mission is clear, the people will follow. In 1942, President Franklin D. Roosevelt outlined America’s World War II strategy on a single cocktail napkin. His objectives were brutally simple:

• 1. Hold: Australia, India, the Middle East, and Egypt
• 2. Attack: Japan in the Pacific
• 3. Attack: France

That minimalist blueprint won a world war. And it remains a masterclass in top-down clarity. This same approach inspired Party Mission Objectives — born from Nick Ray Ball’s own OKRs in 2019, after reading John Doerr’s Measure What Matters and its climate-action follow-up, Speed & Scale. From these influences, the GOV-COMMS OKR framework evolved into its current form: a strategic system for planning, action, and execution within political parties.

At the top of the GOV-COMMS system are 🎯 Objectives — the North Stars that define a party’s long-term vision. These should be few in number, ambitious, and universally understood. For the Liberal Democrats, three core objectives needed to win the next general election 🗳️ might be :

🧩 Milestone Objectives

Traditionally, Milestone Objectives in OKRs 5.0 mirror the structure of government — one for each cabinet department. And while political parties are of course free to choose their own milestones, if GOV-COMMS is to become a platform respected and eventually adopted by government, it makes strategic sense to maintain this cabinet-aligned structure. We can think of this as preparation — essential training for those who may soon govern.

Each milestone becomes a chance to understand the bureaucracy that will one day need reform: how it operates, where it fails, who it employs, and how Sienna AI and related systems might radically transform it. Over the next five years, 90% of government administrative roles could become obsolete — but rather than fear that change, we train for it. Retraining displaced civil servants into roles that strengthen the economy, support care work, or contribute to critical infrastructure becomes a core mission.

As the economy grows stronger, so too does the capacity of every government department. And at that point, both government and Sienna AI-backed ventures can begin to pursue more ambitious, purpose-driven initiatives — selected from the list of Special Projects 1–33 and 34–71.
These projects are largely altruistic in nature — and while they point toward the future of Economic AI, they also represent the kind of long-term thinking and policy grounding GOV-COMMS is designed to support.

Importantly, this isn’t just a training exercise for party leaders — it’s for every member who registers a specialist skill or policy interest inside GOV-COMMS. Through The Political Intelligence Network, members become directly entangled in the future governance of the UK. Each participant is invited to align themselves with the departments they could improve, the bureaucracies they understand, and the special projects they want to champion.

In areas like economics, dozens — hundreds — even thousands — of members might wish to contribute. In that case, GOV-COMMS becomes a space for structured debate, internal voting, and collaborative policy refinement. This is the system we wish already existed — a space where good ideas could surface from the ground up, gain traction, and be acted upon.

Instead of relying on a single MP or candidate with limited experience, the party gains a decentralised brain trust. GOV-COMMS ensures that collective expertise becomes visible, organised, and actionable — and that no good idea gets lost in silence.

📌+350 Milestone Key Results

Every seat 🗳️ that must be held ⚔️ or won 🏹 becomes a Milestone Key Result. This is where strategy meets execution — where the clarity of top-level objectives turns into the boots-on-the-ground battle plan. Each target constituency becomes its own mission, with its own goals, challenges, and opportunities. These local campaigns are the flashpoints that will decide whether the party achieves its overall objective: to win the next general election.

But it's not just about geography. Each seat also comes with its own media war 🎥⚔️🏹 — a parallel campaign to win hearts, minds, and headlines. The broader media strategy, formed during the Milestone Objectives stage, filters down into each constituency. And as local stories emerge, they feed back up into the national narrative. This feedback loop ensures that ideas, discoveries, and campaign moments are never wasted — they’re turned into fuel.

For example, if a member engaged in policy research at the Milestone Objective level uncovers an alarming inefficiency — like the possibility that up to 60% of UKRI’s budget is spent on administrative overhead rather than actual research — that issue becomes a weapon.

It could become the basis of a PMQ, a viral video, or a media moment that reshapes public perception. That’s the power of GOV-COMMS: it connects discovery with delivery, transforming policy insight into political gain.

Milestone Key Results are not just mini-objectives — they’re the flashpoints where policy, media, and community action converge. Every seat won and every narrative captured brings us closer to the overall objective. The more strategic and reactive this layer becomes, the more likely the party is to win power — and govern with purpose.

✅ Key Results: The 10,000-Action Playbook (per seat)

Each 📌 Milestone Key Result — whether a swing seat, a media campaign, or an operational goal — breaks down into thousands of actionable steps. These granular efforts, known as Key Results, are where the real work happens. They are the campaigns within the campaign — the daily grind of visibility, credibility, and mobilisation.

Everything that isn’t a core Objective or Milestone becomes a Key Result. These include:

• 📺 Media and PR operations — gaining national visibility and shaping the narrative
• 🎤 Outreach campaigns — e.g. documentary production and local events
• 🧍 Door-to-door canvassing and volunteer coordination
• 📨 Targeted flyer drops, banners, posters, and signage
• 📰 Letters to local editors, op-eds, and local radio interviews
• 💻 Geo-targeted digital campaigns via Meta, YouTube, X, TikTok
• 📊 Local polling, on-the-ground surveys, and data analysis
• 📈 Creation of S-Web microsites per constituency, synced with GOV-COMMS
• 🎥 Production of short-form videos and localised campaign reels
• 🎯 Capturing and publishing successful mini-campaigns as reusable case studies
• 👥 Internal training sessions and onboarding for new volunteers via GOV-COMMS
• 🔄 Real-time updates to campaign messaging based on what’s working on the ground

This is the 10,000-action playbook — not hypothetical strategy, but the real-time, trackable work that turns momentum into wins. And through GOV-COMMS, every task is attributed, recognised, and reviewed. As results come in, we discover which actions had the greatest effect — allowing the system to self-optimise, constituency by constituency.

In the GOV-COMMS OKRs system, every Key Result is visible. Every name is credited. And every success creates a replicable model for the next. This is how we win not just power — but capability.

4. 🎛️🔁 Live Feedback for Leadership and The O🌀KRs Points Leaderboard for Personnel

Every action inside GOV-COMMS is itemised, tracked, and attributed. Over time, the system learns which actions generate results and which do not — optimising energy, focus, and efficiency. What works gets scaled. What doesn’t, fades.

From the top, party leadership can see the full picture in real time: what’s complete, what’s pending, who’s active, and what’s been neglected. They can zoom in from a national view down to individual constituencies, tracking every seat in contention and every action required to win it — live, as it happens. GOV-COMMS becomes both the control tower and the campaign engine.

🏅 Recognition, Scoring, and Morale

The GOV-COMMS OKR scoring system has deep roots. Its foundations stretch back to 2016–2018, during the development of behavioural science systems for the Villa Secrets network. Alongside tools like the CRM Nudge AI and the Company Controller, we created T6 UCS Hawthorne — named in honour of the Hawthorne Effect.

This early system acknowledged something powerful: observation can be a greater motivator than financial reward. At its core was a gamified bonus structure: half of all salaries and bonuses went into a communal prize pool.

Throughout the day, staff earned points for completing Key Results. At day’s end, the top three performers received the lion’s share — not based on seniority, but on measurable contribution. This shifted motivation away from commission-earning salespeople, motivating the entire office with merit-based financial rewards and recognition.

It was called UCS Hawthorne because it deliberately harnessed the Hawthorne Effect — the idea that people improve when they know they’re being observed. In this case, it wasn’t managers doing the watching — it was peers. With everyone tracking each other’s scores in real time, the system created a culture of accountability, collaboration, and mutual motivation — every action was seen, and every effort had the potential to inspire.

Fast forward to October 2024: after nearly 100 design evolutions, we applied this thinking to healthcare. Just before building ⚕️⚛️GP-AI Gatekeeper, we developed OKRs 4.7 as part of [20.12z3] 🌀3. GMC ExWit and OKRs for the NHS (8 Oct 2024).This system was originally designed to assist the GMC — by sifting through past expert witness testimony to build AI-guided support systems for use in medical investigations. In doing so, it aimed to improve their dismal track record, where only one in 5,000 investigations resulted in successful action.

But in doing so, a deeper realisation emerged: the true crisis in healthcare wasn't just the absence of penalties for poor performance — it was the complete lack of a reward system for those doing it right. Without deterrent or incentive, good practice was buried in bureaucracy, and morale eroded.

So in [20.66c] ⚕️ Expanding NHS Efficiency with TBS-CC OKRs 4.7 – Creating a Competitive, Fun Environment in Healthcare (9 Oct 2024), we added scoring, visibility, and competition — not just to reward performance, but to create purpose.

TBS-CC OKRs 4.7 was developed to address the motivation crisis in publicly funded institutions. Initially designed for the NHS, it introduced live leaderboards, hospital-vs-hospital competitions, and even social media recognition. High-scoring individuals or departments could be publicly celebrated — not necessarily through monetary reward, but through national visibility and professional credibility. This approach gamified accountability, making quality and effort observable at scale. And crucially, it worked even in systems where direct financial bonuses were not permitted.

This design became the foundation for OKRs 5.0, and the model now informs proposed solutions across all government-funded departments — including this GOV-COMMS OKR framework for political party operations.

In this GOV-COMMS design, every action can be made visible in real time. Party leaders would be able to monitor every Key Result across the network — what’s been completed, what’s in progress, and what’s missing.

They could assign new Key Results to specific areas, escalate priorities, or rally support — all from a unified dashboard. This visibility would transform the party into a responsive, intelligent organism — constantly evolving through live feedback.

Each Key Result would be credited to the person or group who completes it, as seen on the local, regional, and countrywide leaderboards. This recognition system is central to the GOV-COMMS OKR architecture. Every completed task could earn points, visibility, and potentially public recognition. Over time, this approach would shift internal culture — rewarding contribution, not status.

The most advanced OKRs documentation to date includes:

• ⚕️ Question 8a – Gatekeeper Project Plan (Appendix 1)
• ⚕️ Question 8b – Risk Register (Appendix 2)
• 🌪️ 2088z1 – OKRs: Points, Collaboration, Royalties, TDD and Completing The Objective

The third document above — 🌪️ 2088z1 – OKRs: Points, Collaboration, Royalties, TDD and Completing The Objective — was chosen as the best single written idea we had documented when we created the UKRI AI Grant Assessment System Test 🧪. It introduced a unique model where the number of points earned by software engineers and creatives converts into a lifetime royalty share — if the system or campaign becomes a hit, assessed via Quanta Analytica. Much like royalties paid to songwriters, a single completed project could earn royalties for life — incentivising top talent around the world to migrate to Sienna AI.

Together, these documents define the cutting edge of OKR application in healthcare and research. But when it comes to taxpayer-funded government work, it is OKRs 4.7, OKRs 5.0, and this very GOV-COMMS OKR design that now represent the next step — forming the second of the six modules in the broader Sienna AI framework.

This kind of reward structure does not currently exist inside most government departments. With no meaningful incentive systems, civil service work often drifts or stalls.

GOV-COMMS offers a way to flip this — replacing silence and stagnation with a living scoreboard of action, accountability, and accomplishment. In this model, the best contributors rise through results, not rank.

From 🏹 Legal and ⚕️ Healthcare to 🏛️📡 GOV-COMMS O🌀KRs: Movement-Building by Design

Though originally explored within healthcare, the motivation science behind OKRs 4.7 now evolves into its natural next stage — political communications. It’s not just about NHS staff — it’s about every party member who takes action, every campaigner who wins results, and every strategic contributor whose work deserves recognition. GOV-COMMS is designed to turn internal coordination into a collaborative performance engine — where every milestone, every task, and every achievement is counted, shared, and remembered.

In GOV-COMMS, no good effort is wasted — and every achievement is remembered.

🏛️📡 GOV-COMMS O🌀KRs for Political Parties — and Governments

GOV-COMMS was not designed for one party. It was designed for government. And we believe the time has come to replace the outdated systems that currently manage communication between citizens, departments, and leadership.

In our detailed analysis of GOV.UK’s infrastructure, we identified critical issues in the current CMS and communication stack provided by the Government Digital Service (GDS):

• The GDS GOV.UK CMS Problem 📂💻⚠️
• The GDS GOV.UK CMS Solution 📂💻🚀
• ⚛️🚀 S-Web 6 – Content Management Mothership 🛸🛰️

Across more than 100 direct submissions to ministers and government departments — covering innovations such as GP-AI Gatekeeper and its £112–£147 billion projected annual gain, legal frameworks, and technical designs — we received only two replies. One came from an administrator, outlining reasons not to respond. The other came from MP Helen Maguire — and it was that message that sparked this conversation and this project.

The Liberal Democrats will therefore be the first party to see 🏛️📡 GOV-COMMS O🌀KRs in full.

We are certain that no government decision-maker ever received the documents we submitted. This made one thing clear: the communication systems themselves — and how communications are routed, read, and actioned — must be fundamentally reimagined.

We believe GOV-COMMS can become the standard for political and public sector engagement. But we also recognise the current landscape. And while we believe the GDS should adopt a system like this, we do not expect that change to come from within.

That is why we are reaching out to individual political parties first. GOV-COMMS is a tool they can adopt today — to manage internal policy debates, build structured responses, track campaign performance, and engage the public through live, transparent OKRs.

Our hope is that once political parties experience the system’s benefits themselves — better organisation, faster feedback, and visible action — they will insist the same structure be adopted for public-to-government communications across the UK.

Beyond the UK — Reaching Out to Governments Around the World 🌍🌎

Govcoms is just one surface layer of a much larger structure — the T10T Sienna AI architecture.

Above the surface lies GOV-COMMS and the Six Module design — practical tools for communication, coordination, and public sector reform. But below the surface sits Macroeconomic AI: a systemic vision for how nations and global networks can operate with clarity, ethics, and precision. Each layer builds on the last, and GOV-COMMS is the bridge from political intent to full-system transformation.

After more than a decade of trying — and failing — to communicate effectively with UK departments, our conclusion is clear: the current system simply isn’t designed for 21st-century governance. That’s why we are preparing to reach out internationally — starting with South Africa’s ANC.

Sienna was born a South African citizen, and its founder Nick Ray Ball was once described by members of the Mandela and Sisulu families as “one of the great hopes for South African technology.” It is with that same spirit that this system — and the broader economic vision behind it — seeks to return home.

We also extend this message to the United States. With the Department of Government Efficiency already in motion — and Elon Musk’s ambitious goal of saving $1 trillion annually through AI and systems reform — GOV-COMMS offers a natural complement.

Our 2012 work on AmericanButterfly.org and our current Economic AI models (2011–2025) present frameworks that go far beyond existing audit tools. Instead built on systems to lay the bedrock of what is needed to create true macroeconomic AI.

Just one use case — GP-AI Gatekeeper — shows savings between £112 and £147 billion per year. We’ve written to the UK Prime Minister with this evidence. We have also proposed a UK Department of Government Efficiency — with Sienna AI as its digital backbone.

But we also acknowledge a deeper concern: that entrenched bureaucracies may resist systems that expose inefficiency and fraud. This is not a lack of patriotism. It is an expression of realism. And it is why we will soon expand our message to the global stage.