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OpenGov Asia had a chance to speak with Dr Ole Nielsen again. This time, Dr Nielsen dons a new role – Director of Data and Analytics for the Chief Minister, Treasury and Economic Development Directorate in the ACT Government. Previously, he held the title of Director of Scientific Computing and Systems Engineering, Geoscience Australia.
Speaking to Dr Nielsen, his knowledge and wealth of experiences are evident. More importantly, Dr Nielsen is passionate about data. To this end, he is willing to explore new frontiers.
Agility in Government
This year, his team established the Australian Capital Territory Data Analytics Centre. The Centre aims to build data literacy across the ACT Government. With better data management and analytics capabilities, the government can ultimately deliver better policies and services for citizens. A team of eleven data scientists, analysts and engineers spearhead the Centre’s projects.
In the Centre, agility is key. Dr Nielsen’s team works in bursts of twelve weeks for any given initiative – one of the first of its kind in the ACT Government. The Centre takes on problem statements from other directorates in the ACT Government. If too little has been achieved by the end of the cycle for whatever reason, the governing body can choose to stop and ask the Centre to work on something else.
“We may not finish, but we will have something of value within that twelve weeks – or we may have uncovered issues e.g. with data access that prevents and initiative from progressing” explains Dr Nielsen.
Periods of intensive focus like these hold immense value. Realtime monitoring of water quality in rivers and lakes, payroll tax compliance, mapping businesses by type and location to inform potential investors, and even applications to promote the safety of victims to domestic violence, are just a few of the initiatives being tackled by the agile mindset.
Data Analytics Project for Government
Of these initiatives, the one he’s most excited about, is the enterprise grade data analytics platform his team developed in an impressive sixteen weeks based on learnings from a minimal viable product which took much longer. The cloud-based platform serves to promote better use of data by providing access and sharing of data between directorates in the ACT Government. At present, government data in Australia is neither stored centrally nor in a uniform manner. Every organisation houses their own data and it is stored either on paper or digitally in a range of systems. Additionally, under the traditional arrangement, security concerns arise when access to a system is granted to a third party. What could be an innocent act of extracting data could result in breaching the system.
“Traditionally, what we’ve seen is silo mindsets. Everyone works really well, but they’re not working together… and that does not always lead to the [desired] outcome,” Dr Nielsen explains. “This platform allows each agency [in the ACT Government] to have their own tenancy, their own area in this data platform, where they can ingest data from their own systems and make it available for sharing with other parts of the government, in a controlled, privacy-centric way. That way data can be shared without allowing third parties access to individual systems. This is a subtle distinction – access to the source system is very different from access to the data”
A DevOps team and agility were key to delivering a successful outcome. The extended team worked together towards a common goal, they automated pretty much everything and every two weeks, the team evaluated the project’s progress and assessed room for improvement. Consequently, this seriously slashed what could have been a sixteen-month project into sixteen weeks.
It’s a People Problem, Not Data
Despite the success of such models, there was some scepticism and not everyone were keen to jump on the bandwagon. After all, this model was novel and unfamiliar. People want detailed plans on how and when the outcome will be delivered – something the team’s modus operandi did not provide. To help getting buy-in for the vision and build trust, bouts of negotiation and relationship management were required.
“It’s difficult to change the status quo,” he said. “People are not afraid of change… people are only afraid of losing something or being blamed for failure.”
For example, taking a gamble on winning a million dollars from the lottery. While this could actually be very dangerous people are not afraid of such a change. On a more serious note, this is Dr Nielsen’s point: People have to take risks from time to time to achieve outcomes in a rapidly changing, ambiguous and complex environment. However, traditionally there is widespread fear of being seen to fail so deviations are often frowned upon. One wrong move could mar their reputation. No one wants a poor performance review.
Nevertheless, during the implementation process, the team remained very respectful of the existing ICT processes which helped build the trust that is required. They made it a point to have face-to-face interactions, rather than communicating over an ebb and flow of emails. For Dr Nielsen, this was a game changer. Both teams could understand each other’s point of view with immediacy and roll out a mutually agreed solution. In his words, the collaboration fostered on the ground was the biggest change that was achieved.
Dr Nielsen opines, “It takes time, it takes convincing, and it takes a great deal of compassion.”
What Goes Down Must Come Up
More can be expected from the enterprise grade data analytics platform. The platform will consistently be upgraded to meet everchanging demands. One such demand is a growing volume of data which is why the platform is built to be scalable; Another is the relentless need for new versions to be implemented.
As a real test of the platform’s scalability, the team would tear the platform down entirely and build it back up every day through automation. For the team, its cyclical rebirth, and indeed its ability to do so repeatedly without failure, is a litmus test of confidence in the product. This was inspired by the way Netflix and Australia Post are working, for example.
At this point, Dr Nielsen’s understanding of scalable shocked me. But he assures, “But that is how we need to work in the future.”
Once a change has been made, the automation script keeps a record. A new version can be rebuilt with the change in mind instead of revamping the existing system. Affectionately calling it a software product rather than a project, this process allows for a complete automated recreation of the platform whilst incorporating changes. If ever the system were to go down, an identical platform can be built from scratch in a matter of hours, Because of what automation can afford in terms of velocity, reproducibility and transparency., the successful regeneration process is a great source of motivation for the team. Especially in times of disaster, they are confident in mitigating risks.
How Data Continues to Challenge Government
The data analytics platform is a good instance of how governments can use technology for better services and policies. However, there continues to be challenges in realising that. Dr Nielsen shares what he thinks are some fundamental issues he’s seen.
First are systems which are incompatible with the demands of the times. Data is sitting in a hodgepodge of different systems, with different modes of governance. Accessing the data is difficult and the quality of data is also varied.
Furthermore, legislation which governs data in the past might conflict with what is needed today, evidenced by Australia’s new proposed Data Sharing and Release Bill which aims to set out more legislative clarity to promote better use of data
Third, there is a reluctance to share data within government. Dr Nielsen attributes this to culture. Officials are uncertain about another agency’s data quality, and hence might be misinterpreted. Questions about the ownership of the data linger. Not only do people fear a loss of control, they are also afraid about doing the wrong thing since there is a lack of clarity about what is within reasonable and legitimate bounds.
“There’s a whole range of issues. But they all boil down to uncertainty and fear. We need to have a lot of clarity, psychological safety and transparency around this,” said Dr Nielsen.
The condition is not limited within the realms of the government. Around Australia, Dr Nielsen notes a lack of public trust in government. There might be more trust in government if people saw more transparency and engagement from government organisations.
He says, “We as government need to earn the trust. You can’t tell people to trust you. You earn the trust by being transparent and delivering digital services of value to people.”
Dr Nielsen concludes, “It is a very exciting time to live right now. We have digital technology opening up, where everyone is interconnected, and you can get real-time services which are personalised. Although it is going to be difficult to navigate, it is also very exciting.”
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Having robust, effective, and easily accessible healthcare is essential for enhancing the standard of living, achieving better treatment results and increasing lifespan. Tech-enabled progress made in the field of medicine has been a boon, with groundbreaking innovations and discoveries paving the future of healthcare.
The healthcare sector is witnessing a rapid transformation, with the emergence of new technologies that promise to tackle the most pressing global healthcare challenges. MedTech has become increasingly crucial in this context and has opened up a plethora of possibilities for healthcare professionals to advance their skills and knowledge and expand their reach to underserved regions.
The advent of innovative healthcare technology has empowered doctors to provide better care to a greater number of people, irrespective of their geographical location and help prevent and combat emerging diseases effectively.
Technological advancements offer more effective medication, more accurate diagnostics and improved drug delivery systems giving hope for better patient care and prognoses. Integrating healthcare components through technology can also lead to more efficient and accessible healthcare services while lowering costs.
The healthcare industry hugely benefits from technology, which has been the driving force behind the significant progress made thus far. Technology will continue to play a crucial role in catalysing further advancements in healthcare, enabling healthcare professionals to provide better care, develop innovative treatments and improve patient outcomes.
The Impact of Digital Technology on Healthcare
During an exclusive interview, Prof Lawrence Ho Khek-Yu, a Senior Consultant, Professor, and Director, Centre for Innovation in Healthcare at the National University Health System in Singapore acknowledged the significant influence of COVID-19 on healthcare practices. Social distancing measures have had a profound impact on healthcare delivery both inside and outside the hospital.
“The outbreak has brought about a significant transformation in the digital healthcare landscape. With social distancing measures in place, teleconsultations have become increasingly prevalent, and patients, as well as healthcare providers, have had to adjust to this new format of healthcare delivery,” Prof Lawrence explains.
While the adoption of teleconsultations has seen a good uptake, other digital systems such as digital identification for tracking hospital entry and exit have encountered hurdles during implementation.
Prof Lawrence has identified the lack of an integrated healthcare ecosystem as a major challenge to the successful implementation of telemedicine. While video consultations are prevalent, the scarcity of examination tools and delays in medication delivery remain major obstacles. The limited access to medical information and the inability to provide detailed explanations or drawings further impede the progress of telemedicine.
Additionally, elderly patients, and other segments of society, may have difficulty using technology. Moreover, telemedicine cannot replicate the nonverbal and emotional aspects of in-person interaction. To overcome these obstacles, he feels, telemedicine in healthcare consultations and visits must be refined and expanded.
Prof Lawrence emphasises the need for the medical industry to evolve and improve its diagnostic and treatment capability. Current diagnostic techniques are limited to the five senses but there is a significant potential to collect more accurate and comprehensive patient data through the integration of sensors and artificial intelligence (AI) technology. This could lead to more precise diagnoses and tailored treatment plans, ultimately improving patient outcomes.
“Telemedicine may have some advantages, such as reduced travel time and longer appointments, but it will only be successful if patients see it as a viable alternative to face-to-face consultations,” Prof Lawrence reiterates. “It is important to have a gradual evolution and improvement in the medical industry, as opposed to dramatic changes driven by hype.”
He believes current medical developments primarily focus on the developers and creators rather than the end-users. This approach needs to be reoriented towards a more user-centric model for future medical development, including its cost-effectiveness.
Systems should be developed that take into account the specific needs and preferences of patients, healthcare providers and other stakeholders. This would ensure that healthcare development is better aligned with the needs and goals of those who will ultimately benefit from it
Academia should be incentivised to look out for interests outside of its own research driven solely by academic interests such as self-serving publications and ranking are no longer practical nor justifiable by public funding. There is a growing consensus that the focus of research should shift towards the development of practical applications.
In addition, he stresses the importance of investors in promoting innovation and addressing gaps within the healthcare ecosystem. He suggests that investors should prioritise addressing population-level issues, rather than focusing solely on niche areas.
As people’s lifespans continue to extend, addressing the requirements of an ageing population has become increasingly critical. It is crucial for startups to thoroughly explore this market and develop innovations specifically tailored to the needs of this demographic.
Drawing on the example of Singapore, which has implemented technology to support its elderly population, he suggests investors consider this increasingly important and growing segment when evaluating potential startups for investment.
“To effectively address the complexity national healthcare poses, a systems approach to problem-solving is necessary, where sustainability and equality take precedence over profits,” advocates Prof Lawrence. “Rather than focusing on building more structures, it is important to prioritise addressing issues of affordability and inequality through technology.”
Urban Ideas and Solutions Through LKYGBPC
The Lee Kuan Yew Global Business Plan Competition (LKYGBPC), which began in 2001, is a biennial global university start-up competition hosted in Singapore. Organised by Singapore Management University’s Institute of Innovation and Entrepreneurship, focuses on urban ideas and solutions developed by student founders and early-stage start-ups.
Prof Lawrence, who serves as a member of the judging panel, believes assigning mentors to teams based on their area of expertise can offer valuable guidance and support. This is just one of the many initiatives undertaken by the panel to foster, encourage, and sustain the entrepreneurial drive of the LKYGBPC participants.
In his view, when discussing the fundamental contrast between innovation and entrepreneurship, he feels that innovation involves tackling issues with fresh perspectives and novel ways, while entrepreneurship requires both discipline and adaptability in managing growth.
“Many people fail in business because they lack discipline and work independently,” says Prof Lawrence. “Cultivating a larger community of individuals who are adaptable and capable of working as part of a team is critical to entrepreneurship success.”
He considers seeking advice and collaborating with others crucial to surmount obstacles in innovation and entrepreneurship. Innovators should be willing to seek the assistance and counsel of others, particularly those with expertise in areas such as regulation or commercialisation.
People must understand that there are unique challenges at each stage of the process and bringing them to the right people to help solve them is important. Moreover, entrepreneurship demands financial discipline that benefits from the guidance and mentorship of multiple individuals.
Singapore’s drive to remain competitive in the global arena is a case in point. The country, he says, serves as a springboard, connecting people and providing access to other countries. To attract and retain talent and expand into new markets, he recommends leveraging Singapore’s strengths, such as its robust education system and its position as a hub for the Asian ecosystem.
Prof Lawrence co-invented the revolutionary Master and Slave Transluminal Endoscopic Robot (MASTER), which has now been incorporated into Endomaster.
He has mentored three startups in the fields of photonics and medical technology to identify potential failures and early warning signs through his own experiences.
Prof Lawrence has served as co-chair for the Gut & Obesity in Asia (Go Asia) Workgroup, which investigates the correlation between obesity and gastrointestinal and liver ailments in Asia.
In summation, he stresses the importance of perseverance in the face of adversity, as it enables individuals to learn and prepare for future challenges.
“Those who have never failed or struggled in the trenches may not be able to achieve long-term success,” Prof Lawrence concludes.
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Kemajuan teknologi dan sains telah membawa efektivitas dan efisiensi industri kesehatan sehingga bisa menjangkau lebih banyak orang di pelosok wilayah. Kemudahan akses pada layanan perawatan kesehatan ini diharapkan bisa meningkatkan kualitas hidup dan umur warga.
Telemedicine menjadi salah satu perkembangan terbaru di industri ini yang populer imbas pandemi COVID-19. Saat itu, telemedicine berhasil membantu pasien untuk berkonsultasi dengan dokter, melakukan diagnosis, dan pengobatan dari jarak jauh.
Perkembangan kecerdasan buatan (AI) ikut berkontribusi memodernisasi layanan kesehatan. AI berpotensi membantu dokter untuk membuat diagnosis yang lebih cepat dan akurat, memprediksi hasil kesehatan, dan melakukan asistensi rencana perawatan. Layanan berbasis AI seperti chatbots dan asisten virtual, juga bisa dimanfaatkan untuk menjembatani komunikasi layanan kesehatan dengan pasien.
Pengobatan yang efektif, teknik diagnostik yang lebih akurat, dan sistem pemberian obat yang lebih baik diarahkan untuk memperbaiki sistem perawatan, pengobatan, dan prognosis pasien. Selain itu, kemajuan teknologi juga diharapkan bisa mengurangi biaya perawatan kesehatan lantaran operasional yang makin efisien.
Menggali potensi dari celah di teknologi kesehatan
Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura sepakat kalau COVID-19 memang membantu mempopulerkan telemedicine. Meski demikian, ia merasa layanan ini masih sulit untuk menggantikan layanan konsultasi tatap muka. Menurutnya, telemedicine saat ini memiliki peran penting dalam hal konsultasi, namun masih memiliki sejumlah kelemahan dibanding diagnosis tatap muka.
“Jika Anda menggunakan konsultasi video, Anda hanya dapat melihat tapi Anda tidak dapat memeriksa. Tentu saja pemeriksaan adalah hal yang penting. Semestinya kita bisa memiliki kemampuan yang sama serupa dengan pertemuan tatap muka. Menurut saya, alat pengujian untuk melakukan diagnosa masih kurang pada layanan telemedicine,” jelas Lawrence dalam wawancara dengan CEO & Pemimpin Redaksi OpenGov Asia, Mohit Sagar.
Kedua, layanan telemedicine masih harus mematangkan ekosistem pendukung, salah satunya terkait dengan pengantaran obat. Di Singapura, layanan pengantaran obat bisa dikirim dalam satu minggu. Hal ini tentu akan menghambat proses pengobatan ketimbang langsung datang dan diberi obat ketika melakukan kunjungan tatap muka.
Meski demikian, Lawrence menyebut layanan telemedicine masih dilakukan di masa setelah COVID-19 untuk pasien yang kondisinya sudah cukup stabil di rumah. Sementara sebagian besar pasien sudah kembali melakukan kunjungan tatap muka seperti biasa.
Selain itu, penjelasan yang bisa dilakukan lewat telemedicine menurut Lawrence masih terbatas. Ia merasa kesulitan jika harus melakukan penjelasan dengan tambahan gambar yang dengan mudah dilakukan dalam pertemuan tatap muka secara langsung.
Selain itu, ia pun menaruh perhatian pada kesulitan akses teknologi yang dialami oleh pasien lanjut usia. Telemedicine sulit untuk membaca dan menyampaikan aspek nonverbal dan emosional dari interaksi langsung.
Ia menekankan industri medis perlu mengembangkan dan meningkatkan metode untuk mendiagnosis dan merawat pasien. Ia berharap telemedicine bisa mendukung diagnosis dengan memanfaatkan sejumlah panca indera untuk memeriksa gejala. Dalam pertemuan tatap muka, dokter bisa langsung mengukur detak jantung dengan stetoskop, merasakan dengan sentuhan jari, pendengaran, atau diagnosis sensoris lain untuk mendapat data dari pasien. Kesamaan proses diagnosis seperti inilah yang perlu dikembangkan untuk layanan telemedicine ke depan.
Untuk memperbaiki layanan perawatan medis jarak jauh, semua kekurangan itu perlu ditambal. Tambahan sensor, metaverse dan kecerdasan buatan (AI) dapat dimungkinkan untuk melakukan hal ini dan membantu menganalisa data pasien yang lebih akurat dan komprehensif. Ia optimis kemajuan teknologi bisa mengatasi semua kelemahan itu karena saat ini kita sedang berevolusi untuk meningkatkan layanan telemedicine secara bertahap.
Sebagai seorang investor, menurut Lawrence, inovasi itu menjadi pendorong inovasi yang cukup besar. Namun, agar bisa lebih berdampak, menurutnya baik inovator, akademisi, dan startup mesti benar-benar menyentuh permasalahan di akar rumput. Selama ini, penelitian-penelitian yang dilakukan para edukator kurang peka dengan kebutuhan masyarakat. Mereka melupakan mengapa mereka ada di institusi akademis yang semestinya menelurkan solusi bagi masyarakat. Begitupula dengan para investor. Mereka pun mesti memiliki visi untuk melayani dan menyelesaikan masalah di masyarakat terlebih dulu sebelum menajamkan sasaran ke ceruk pasar yang lebih sempit.
LKYGBPC untuk majukan entrepreneurship
Bagi Lawrence, inovasi berangkat dari inisiatif untuk menyelesaikan masalah dan mengeksekusi ide solusi itu dengan kedisiplinan. Disiplin dalam memperbaiki produk, mengelola konsumen, membangun tim dan organisasi, serta mengelola keuangan. Lawrence menganggap kompetisi bisnis internasional seperti LKYGBPC bisa memberikan kesempatan bagi para pebisnis muda untuk melakukan ekspansi pasar ke negara lain.
Prof Lawrence menjadi investor di tiga startup. Pertama adalah Master and Slave Transluminal Endoscopic Robot (MASTER). MASTER kini telah diintegrasikan menjadi Endomaster, startup MedTech yang paling banyak mendapat kucuran dana di Asia pada 2017. Ia pun mendanai startup di bidang fotonik dan bioteknologi yang mengembangkan peringatan dini dibidang kesehatan.
Berdasarkan pengalaman memiliki tiga startup teknologi kesehatan, Lawrance menyarankan agar startup perlu fleksibel dan membuka diri. Mereka mesti bersedia menerima masukan dari konsumen, tim, dan mereka yang lebih ahli. “Saya merasa bahwa beberapa inovator sangat protektif terhadap produk mereka sendiri, mereka pikir ini adalah bayi mereka.”
Sebab, dari berbagai masukan itu, founder dan tim bisa memetakan dengan cepat berbagai tantangan yang mungkin mereka hadapi di sepanjang jalan. Setelah itu, mereka mesti menemukan orang yang tepat untuk memecahkan tantangan tersebut.
Mereka pun harus berjuang untuk mewujudkan apa yang mereka janjikan dari konsep yang diajukan. Menurut Lawrence, beberapa orang lebih jago menuliskan ide mereka di kertas dan Power Point ketimbang terjun langsung ke lapangan.
“Para pejuang kertas dan Power Point sangat sulit untuk berhasil. Anda harus benar-benar melakukannya hingga berdarah-darah, hingga Anda menguasai dan memenangkan pertempuran,” tegasnya.
Tantangan berikutnya untuk startup kesehatan adalah soal regulasi. Startup perlu menemukan ahli untuk membantu merancang uji klinis agar lolos berbagai uji klinis dan regulasi.
Tantangan yang terakhir adalah masalah komersialisasi produk. Bagaimana menghasilkan pendapatan dari produk yang akan dijual.
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The BRIGHT/AHI algorithm, funded as part of the Australian federal government’s Smartsat CRC Bushfire initiative, was developed by a team of researchers from the former Natural Hazards CRC and Natural Hazards Research Australia.
It uses images from the Himawari-8 satellite of the Japanese Meteorological Agency to provide automated, near-continuous, and near-real-time surveillance of potential fire activity across Australia. Previously, polar-orbiting earth observation satellites could only provide one or two images per day, limiting the detection of potential hotspots. However, with the addition of geostationary satellites, new opportunities have emerged for persistent continental monitoring of fires, improving the ability to observe fire in the landscape from space.
Fire detection algorithms typically identify hotspots by comparing the temperature of a candidate pixel to a reference value. Traditional fire detection methods compare the candidate pixel to its surrounding pixels, using fixed threshold values to trigger a detection.
However, this technique can be problematic, especially when fires occur in complex landscapes or when cloud and/or smoke obscures or partially obscures pixel values. In a country as large and diverse in fire regimes as Australia, these challenges are further compounded.
The BRIGHT/AHI algorithm adopts a novel approach to detect fire activity from earth observation data. By leveraging the AHI Himawari-8 geostationary imager that captures images of Australia every ten minutes, day and night, the algorithm calculates bioregion-specific control values and associated thresholds based on a pixel’s temperature history. This history covers a 30-day period, and the values are optimised to minimise errors of omission in near-real-time. Upon receiving the satellite imagery, the algorithm processes the entire continent of Australia in less than 45 seconds, providing timely and accurate bushfire information. The algorithm’s detections have been compared to those of existing polar-orbiting, satellite-based fire detection products (Chatzopoulos-Vouzoglanis et al., 2022).
The release of the new BRIGHT/AHI hotspot product to Australian fire management agencies and the public is timely, given that two polar-orbiting fire detection products, namely the Moderate Resolution Imaging Spectrometer (MODIS) and the Visible Infrared Imaging Radiometer Suite (VIIRS), are approaching the end of their operational lifecycles.
The MODIS instruments were launched in 1999 (Terra satellite) and 2002 (Aqua satellite), and both have exceeded their designed operational lifetimes of six years. While the Suomi NPP VIIRS maintains the continuity of earth observations, this was recently compromised when the satellite went into safe mode in July 2022 and only recently came back online.
The BRIGHT/AHI algorithm, together with geostationary satellites, represents a new generation of near-real-time earth observation products that are revolutionising our ability to understand fire activity, regimes, impacts, and recovery in a systematic and replicable way for Australia.
Recent developments and testing have led to the inclusion of Fire Radiative Power (FRP) estimate alongside hotspots, with associated products of fire severity and combustion completeness being developed by the RMIT team. However, the challenge of persistent surveillance and tracking of wildfires across Australia is complex and requires a suite of technologies and techniques.
While no single technology or solution can provide us with robust answers to every question, BRIGHT/AHI contributes significantly to this ongoing challenge through the provision of hotspots for Australia via the Geoscience Australia Digital Earth Australia Hotspots website.
The Australian federal government’s Smartsat CRC now funds this research via its Real-time Fire Analytics research programme.
The aim of this project is to develop a comprehensive satellite system that combines geostationary, polar-orbiting, and aerial-based sensors to enable real-time attribution of fires across landscapes. The project will design and implement a data and platform ecosystem that allows for the autonomous detection, processing, and delivery of real-time fire information to end users.
The project comprises two key elements:
- The design and implementation of a data and platform ecosystem that can enable real-time fire surveillance using geostationary, polar-orbiting, and aerial sensors. This “system of systems” approach will ensure that the best available information is always provided.
- The project aims to develop autonomous AI algorithms for real-time fire surveillance and attribution, such as burn severity and FRP.
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To increase efficiency and productivity, leverage better insights for decision-making and provide seamless digital services for citizens, Singapore’s government is investing in digital technologies such as robotic process automation, artificial intelligence (AI), and data analytics.
The government is prioritising modernisation, transformation and digitalisation of its corporate shared services to improve service quality and efficiency and the overall customer experience. By reducing manual workloads and eliminating errors, these technologies will enable the development of new skills in its employees and create capacity for new priorities.
OpenGov Asia is pleased to recognise VITAL for its innovative and disruptive use of technology in the public sector through the optimisation of government processes and the pushing of new limits.
Providing common services in human resource, payroll, finance and procurement to over 100 public service agencies, VITAL, a department under the Ministry of Finance and the central agency for corporate shared services, has earned a stellar reputation over the years as an organisation that actively leverages digitalisation and automation at the enterprise level. Through the use of digital technology and robotic automation, the agency has successfully managed and transformed corporate service delivery for the Whole-of-Government (WoG).
VITAL has worked to expand and propagate its digital and automation capabilities internally and among Whole-of-Government (WoG) agencies. This is aimed at achieving economies of scale, enhancing efficiency, strengthening governance, and improving the quality of service.
All these endeavours have led VITAL to being awarded the prestigious OpenGov Asia’s Recognition of Excellence Award which will be conferred during the 8th Annual Singapore OpenGov Leadership Forum 2023.
VITAL’s Digitalisation Strategy for Enhanced Service Delivery
Alex Tang, Director (Service, Innovation, and Compliance), VITAL, Ministry of Finance in Singapore, said that VITAL’s Digitalisation Strategy led to the transition from manual, paper-based processes to digital services and operations. These services are provided to their service partners and public agencies that they have collaborated with over the years.
“To encourage greater adoption of these tools, we developed an in-house ‘Digital First’ microsite to share use cases, tips, and resources with VITAL officers and conducted frequent brown-bag sessions to generate greater awareness of digital tools,” Alex explains.
VITAL has dedicated significant efforts to upskilling its officers in automation. In addition to training 28 officers in Robotics Process Automation (RPA) developer software to automate complex tasks, they have trained and provided low-code RPA developer software training to over 140 officers. This approach enables a broader group of individuals to use automation to improve processes effectively.
As the Robotics and Automation lead in Whole-of-Government (WoG) for corporate services, VITAL has also developed a service-wide microsite called “Robotics and Automation Hub (R&A Hub)”. This platform provides WoG Agencies with access to RPA resources, common automation scripts and other offerings to promote the use of RPA.
As of February 2023, more than 2,300 different people had visited the hub’s site since it opened. As part of its citizen development initiatives, VITAL has taken the lead in WoG efforts in trialling low-code RPA tools.
Their automation journey included tabletop research, learning journeys, consultations, solution identification, proof of concept followed by a pilot, and gradual scaling up of implementation across multiple processes over the initial 2 to 3 years.
“In the early phase of our automation journey, we visited organisations to learn from them, consulted our advisory panel and industry experts and performed extensive research. Throughout our journey, we continually learned and adapted as we implemented RPA,” Alex recalls.
To reap the most benefits and ensure the long-term viability of the automation initiative, it was critical for process owners and developers to align their understanding to ensure robust process selection – focusing on those that were manual, tedious, repetitive and rule-driven to reduce abortive work and building scripts that do not meet business needs.
VITAL’s digitalisation is the result of an ecosystem that includes a central innovation team that is supported by Ops-Tech specialists and process experts in the Operations functions.
The VITAL Innovation Hub is made up of a group of specialists who conduct technology exploration and agile experimentation to source, test and scale up innovative solutions that improve VITAL’s efficiency and effectiveness. This team drives the digitalisation and automation agenda, collaborating with operations functions to identify appropriate processes for testing, scaling up and spreading automation adoption throughout the organisation.
Initially, the Innovation Hub led by Jessica Ong, Deputy Director (Innovation Hub) has played a critical role in the early stages of the project as the developer, working closely with process experts in operations to collect business requirements, develop scripts, and deploy them. However, as the RPA developer capability within Operations grew, the Ops-Tech specialists in the line functions took over this role.
At the same time, the Innovation Hub shifted to a governance and advisory role, responsible for reviewing and deploying scripts, upgrading applications, troubleshooting incidents, providing guidance, and building capabilities.
Alex summarises the top five crucial points for successfully integrating and streamlining digitalisation and automation projects as follows:
- Speak with industry early adopters to determine the benefits and drawbacks of a solution, determine if it meets the organisation’s needs, start small and validate efficacy before scaling up.
- Deploy solid policy-operations-technology integration. Collaborate with central teams to review policy and system requirements to use technology tools.
- To reap greater benefits across the entire government, processes must be standardised and consolidated through the use of shared services and common central systems.
- Verify software and solution compatibility with key internal and external systems and applications, as well as the hosting environment.
- Avoid automating inefficiencies. Before developing a script, examine the selected process and streamline it by eliminating unnecessary steps.
Alex and his team discovered that RPA is extremely sensitive to changes in system or application performance – the more applications and systems a script integrates, the more complex it becomes. Deploying patches can have an impact on performance, including success rate, and may require more script changes.
“We found it useful to plan early and assess the complexity of the integration scope during script development,” Alex explains.
Although automation is often touted as a means to increase efficiency, it can also cause anxiety and uptake-hesitancy among employees. To overcome stress and resistance, effective communication is necessary.
VITAL took a different approach and presented Robotic Process Automation (RPA) as an enabler, freeing its people from manual and tedious tasks. This allowed them to focus on more valuable work, professional growth, and innovation.
Developing the skills and capabilities to become an RPA developer can be challenging, especially when coding knowledge and experience are required. Fortunately, the shift towards democratising automation development through low-code or no-code tools has made it easier.
“Currently, we are upskilling more officers to be Citizen Developers who can tap on low-code RPA tools to automate simple, manual tasks,” Alex reveals.
Key Factors That Lead to Success
In addition to the innovation structure, Alex identifies two crucial factors for success: effective change management and a robust ecosystem that encourages bottom-up innovation.
“As a shared services outfit, we aggregate and process many transactions across WoG, which makes VITAL a fitting target for automation,” Alex states.
There are abundant automation opportunities in Operations functions, as these teams are often eager to ease their daily workload through tech solutions. To meet this immediate need, VITAL invites successful automation projects to apply for its annual innovation project awards, which recognise credible innovation efforts and successful use cases.
VITAL had also created a dashboard to track RPA script success rates and time savings – useful metrics that validate the efforts and serve as “fuel” for further automation adoption and growth.
The automation initiative is continuously monitoring the external environment for potential changes in the technology industry that could impact the solutions they use, the systems landscape and the corporate services space in WoG as part of future-proofing. This allows them to anticipate the impact of the automation programme and adjust their strategy accordingly.
“We are moving up the value chain in our automation journey by exploring the integration of RPA with the use of other intelligent tools,” Alex concludes.
He is confident that VITAL is vital to Whole-of-Government (WoG), as their efforts are intended to future-proof automation strategies across the public sector. Ultimately, they want to work more intelligently, smarter and safer to provide the best service experience they can.
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Sebagai Badan Pusat Layanan Publik di Singapura, VITAL memiliki sejumlah inisiatif digital yang mendapat sorotan dari OpenGov Asia. Berbagai inovasi yang dilakukan organisasi ini memberikan transformasi layanan pemerintah Singapura yang dapat memberi manfaat bagi warga.
Saat ini VITAL, memiliki pusat layanan yang mengakomodasi lebih dari 100 lembaga. VITAL secara aktif mendorong digitalisasi dan automasi di tingkat enterprise sejak didirikan pada 2006. Lembaga yang ada di bawah Kementerian Keuangan ini terus melakukan disrupsi digital untuk mendorong transformasi di berbagai layanan pemerintah Singapura.
Berbagai inisiatif digitisasi, digitalisasi, dan automasi dengan robot gencar dilakukan untuk mengubah standar layanan pemerintah. Saat ini, inisiatif digital dan automasi terus ditingkatkan agar bisa lebih ekonomis, efisien, memperkuat pemerintahan, dan menigkatkan kualitas layanan.
Seluruh upaya tersebut telah membawa VITAL memenangkan Recognition of Excellence Award OpenGov Asia yang akan diserahkan bersamaan dengan diadakannya acara tahunan ke-8 OpenGov Leadership Forum 2023 Singapura.
Strategi VITAL terapkan automasi
VITAL telah mentransformasi layanan pemerintah Singapura dari manual, berbasis kertas, menjadi layanan dan operasional berbasis digital. Bahkan, percepatan proses lewat automasi bot dan robot berhasil membuat VITAL meningkatkan efisiensi pemerintah hingga 66% dan menghemat 12 ribu jam dari total 191 ribu transaksi yang harus diproses.
Dalam wawancara khusus dengan Mohit Sagar, CEO dan Pemimpin Redaksi OpenGov Asia; Alex Tang, Direktur Layanan, Inovasi & Kepatuhan VITAL menjelaskan sejumlah kerumitan yang menjadi tantangan untuk melakukan automasi. Mulai dari manajemen perubahan ketika mengembangkan skrip, komunikasi dengan pengguna untuk mengurangi penolakan dan ketidakpastian, serta hal-hal yang berkaitan dengan kemampuan para developer dalam mengembangkan skrip untuk automasi.
Perencanaan dan manajemen perubahan diperlukan untuk mengurangi kerumitan yang terjadi ketika terjadi perubahan dalam sistem atau aplikasi. Semakin banyak aplikasi dan sistem yang diintegrasikan, akan meningkatkan kompleksitas proses automasi. Makin tinggi kompleksitas akan berpengaruh pada tingkat keberhasilan sistem otomatis yang sudah diterapkan. Pada sistem yang kompleks, perubahan skrip juga akan menambah tingkat kesulitan ketika melakukan tambalan sistem keamanan.
“Kami merasa perencanaan lebih awal berguna dalam menilai kompleksitas cakupan integrasi di tahap pengembangan,” ujarnya.
Selain itu, pengembang juga perlu mengintensifkan komunikasi dengan pengguna. Hal ini diperlukan untuk mengatasi ketidakpastian dan penolakan. Mereka mengubah persepsi automasi dari ‘ancaman’ menjadi ‘bantuan’.
Automatisasi sering disebut-sebut sebagai ancaman posisi kerja bagi manusia dan menimbulkan kecemasan bagi para pegawai. Tapi, VITAL mempromosikan automasi sebagai alat bantu untuk menghilangkan pekerjaan manual dan repetitif. Sehingga, pegawai lebih produktif, memberikan nilai tambah pada pekerjaan mereka, melakukan pengembangan profesional, dan inovasi.
Tantangan berikutnya terkait dengan kemampuan dan pengalaman pengembang menulis skrip untuk automasi. Untuk mengatasi masalah ini, VITAL memanfaatkan software automasi tanpa coding atau low coding. Pengembang ahli di pusat akan tetap menangani kebutuhan coding automasi yang rumit. Tapi di hilir, para pengguna bisa memanfaatkan software RPA kode rendah dan tanpa kode untuk melakukan automasi sederhana.
Alex lantas membeberkan lima langkah yang mereka lakukan untuk memastikan inisiatif automasi yang mereka jalankan agar dapat menjawab kebutuhan ratusan agensi yang terhubung dengan VITAL.
- Belajar dari orang lain
Pada tahap ini, VITAL mempelajari berbagai riset, mengambil pelajaran dari pengalaman sebelumnya, dan berkonsultasi dengan pakar dan analis industri sambil melakukan penelitian ekstensif. Untuk menentukan proses mana yang perlu automasi dan digitalisasi, Alex memberi tips agar melakukan penyelarasan pemahaman dengan pengguna. Hal ini bisa dilakukan ketika berdiskusi dengan calon pengguna di tahap awal. Proses digitalisasi bisa diutamakan pada proses yang masih manual dan repetitif.
“Bicaralah dengan para pengguna awal di industri untuk menentukan manfaat dan kekurangan solusi yang ditawarkan. Mereka bisa membantu untuk menilai apakah solusi itu sudah memenuhi kebutuhan organisasi,” jelasnya.
Penyelarasan dengan pengguna tersebut dapat menjadi konsep yang memandu VITAL untuk memulai segala ide dan inisiatif mulai dari yang kecil, seperti proof-of-concept. Dari titik ini, pengembang bisa mendapat validasi seberapa efektif inovasi yang ditawarkan. Sehingga, perbaikan lebih mudah dan lebih murah untuk dilakukan sebelum memperbesar skala solusi tersebut untuk pengguna yang lebih banyak.
“Kami lantas mengidentifikasi solusi, menguji coba bukti konsep dan melakukan penyesuaian dan peningkatan fitur selama 2 hingga 3 tahun ke depan,” tutur Alex.
- Integrasi kebijakan-operasi-teknologi
VITAL bekerja sama dengan tim pusat untuk meninjau kebijakan dan persyaratan sistem ketika mereka akan mengaktifkan penggunaan suatu alat teknologi.
- Standardisasi dan konsolidasi
Alex juga menyarankan agar memiliki layanan bersama dan terpusat untuk proses standardisasi dan konsolidasi yang menjadi rujukan dari seluruh organisasi kepemerintahan.
- Uji kompatibilitas
Perlu dilakukan uji kompatibilitas antara software dan solusi yang akan dipasang ke sistem utama dan lingkungan hosting, baik berupa aplikasi internal dan eksternal.
- Memilih proses yang diautomasi
“Terakhir, jangan mengotomatiskan inefisiensi. Tinjau proses yang dipilih, sederhanakan terlebih dahulu dengan menghilangkan langkah-langkah yang tidak perlu sebelum membuat skrip,” seru Alex.
Ke depan, untuk menghadapi kebutuhan dan tantangan yang terus berubah, Alex dan tim di VITAL terus mengamati berbagai perubahan yang terjadi. Baik perubahan di industri teknologi, lanskap sistem, dan ruang layanan korporat di WoG yang bisa berpengaruh pada solusi yang mereka gunakan. Pengawasan dilakukan agar mereka bisa mengantisipasi perubahan itu dan melakukan penyesuaian.
Mendorong tim yang inovatif
Untuk mendorong inovasi dan digitalisasi, VITAL menciptakan ekosistem tim inovasi pusat yang didukung oleh tim spesialis Ops-Tech dan pakar proses fungsi operasi.
Tim pusat inovasi melakukan eksplorasi teknologi dan eksperimen untuk mencari, menguji, dan meningkatkan solusi inovatif untuk menghasilkan efisiensi dan efektivitas di VITAL. Mereka bekerja sama dengan pakar proses fungsi operasi untuk mengidentifikasi proses yang sesuai dalam menguji dan meningkatkan serta menyebarkan adopsi otomasi di seluruh organisasi. Mereka juga mengumpulkan persyaratan bisnis, mengembangkan skrip, dan menerapkannya. Secara parallel, hal ini mengembangkan kemampuan pengembang Proses Automasi dengan Robot (PAR).
Sementara itu, tim spesialis Ops-Tech mengambil peran sebagai pengatur tata kelola dan penasihat untuk meninjau dan menerapkan skrip, memutakhirkan aplikasi, memecahkan masalah insiden, memberikan panduan, dan membangun keterampilan dalam berinovasi.
Selain membentuk struktur tim yang kuat, VITAL juga melakukan manajemen perubahan dan menciptakan ekosistem yang memberi stimuli untuk terus berinovasi. Hal ini dilakukan dengan mengundang proyek-proyek yang sudah berhasil ditangani oleh VITAL.
Mereka juga menggelar penghargaan proyek inovasi tahunan untuk terus menjaga kebanggaan tim atas hasil dan perubahan yang mereka lakukan. Hal ini diakui sukses dalam menjaga minat tim agar terus mencari hal yang bisa ditingkatkan secara bersama.
“Kami juga telah mengembangkan dasbor untuk memantau tingkat keberhasilan skrip PAR dan melihat penghematan waktu yang telah dilakukan. Metrik ini berguna untuk memvalidasi upaya kami dalam menyediakan ‘bahan bakar’ untuk adopsi dan memantau pertumbuhan lebih lanjut dalam penggunaan otomasi,” papar Alex.
Selain itu, untuk transfer informasi dan pengetahuan antar tim di VITAL dan luar VITAL, Alex berbicara sejumlah hal yang sudah mereka lakukan secara efektif.
- Microsite
VITAL kerap memanfaatkan microsite sebagai pusat informasi untuk semua inisiatif digital yang dilakukan.
- Digital First
Microsite ‘inhouse’ ini digunakan untuk berbagi contoh kasus, tips, dan sumber daya bagi sesama pegawai VITAL. Mereka juga kerap mengadakan pertemuan santai untuk membahas dan memperkenalkan solusi digital baru.
- Pusat Robotik dan Otomasi
Microsite ini digunakan untuk menyediakan segala informasi terkait dengan robotik dan skrip automasi.
Situs mini ini digunakan sebagai referensi internal untuk berbagai agensi yang terhubung dengan layanan korporasi pemerintah. Sejak diluncurkan, layanan ini sudah mendapat 16 ribu kunjungan oleh sekitar 2.300 pengunjung unik per Februari 2023.
- Pelatihan
VITAL telah melakukan pelatihan internal bagi 28 karyawan dan melatih lebih dari 140 petugas VITAL lain. Pelatihan yang diberikan adalah penggunaan Proses Automasi dengan Robot (PAR). PAR diperlukan untuk mengotomatiskan proses yang kompleks. Pelatihan difokuskan untuk meningkatkan kemampuan menggunakan software automasi low-code PAR. Saat ini, sudah ada 12 lembaga pemerintah Singapura yang telah mengikuti pelatihan ini.
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The Ministry of Ports, Shipping, and Waterways (MoPSW) has launched a real-time performance monitoring dashboard called Sagar Manthan. The digital platform includes integrated data related to the Ministry and its subsidiaries. It was virtually launched by the MoPWS Minister Sarbananda Sonowal.
The dashboard is expected to enhance the efficiency of various departments by providing well-coordinated real-time information. According to a press release, it was developed completely in-house in less than two months.
At the inauguration ceremony, Sonowal stated that the Sagar Manthan dashboard is a positive step towards realising the Digital India vision. The platform will significantly impact the overall performance of organisations as effective project monitoring can facilitate the timely completion of projects, improve decision-making, and increase productivity. He further added that the platform promotes real-time project tracking, risk management, resource allocation, and progress reporting.
Apart from enabling users to track progress and performance in real-time, the dashboard offers data visualisation, which provides clear and concise displays of data in the form of charts, graphs, and maps.
The platform will enhance communication within organisations by providing a single platform for data and information sharing. The dashboard promotes data-driven decision-making, allowing officials to make informed decisions based on accurate and up-to-date information. The dashboard also increases accountability by providing transparent and accessible data, making it easier to track performance and identify areas for improvement.
In the future, the Sagar Manthan dashboard will be advanced through the integration of input from CCTV cameras, live streams from drones, AI-based algorithms to map actual progress and a digital twin feature on board. Additionally, a mobile app will be introduced to improve access and usability for all stakeholders.
The launch of this dashboard is a significant step towards digitalisation and transparency in the maritime transport sector. The Ministry has said it is committed to supporting the growth of this sector in India, and they claim that this platform will play a crucial role in achieving this goal.
Dashboards have become a vital tool in the government’s efforts to improve governance by enabling officials to make data-driven decisions and ensuring transparency and accountability in their operations. Dashboards have been implemented in various sectors, including healthcare, education, and transportation. The government uses dashboards to collect and analyse data, track progress, and monitor performance.
The Swachh Bharat Mission Dashboard monitors the progress of the Swachh Bharat Mission (Clean India Mission), a national campaign aimed at cleaning up India’s streets, roads, and infrastructure. The dashboard provides information on the number of toilets built, the amount of waste collected, and other metrics related to the cleanliness of different areas.
The government also launched the Digital India Dashboard. The Digital India initiative is aimed at transforming India into a digitally empowered society and knowledge economy. The dashboard provides information on the progress of various initiatives under the Digital India programme, such as digital payments, BPO promotion schemes, DigiLocker, Aadhaar, Digital Literacy, Common Service Centres, eProcurement, eTaal, eHospital, UMANG, Project MeghRaj, and the EMC Electronics Manufacturing Cluster.
Last year, the Minister of Science and Technology, Jitendra Singh, announced plans to set up a dashboard to share best technology practices among the centre and states. Through the dashboard, states can emulate initiatives and achievements related to science and technology. The government will also create a mobile application for the dashboard.
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Digital technology is being used at tourist sites and by travel businesses to build tour packages and attract visitors to Hanoi. To encourage tourism businesses to renovate their travel services, the city has successfully completed the data sharing of over 300 tourist attractions through an integrated database.
Using the database, domestic and foreign tourists can find out more information about destinations before setting out. With digital technology, tourism businesses can reach out to potential customers, expand new services to meet market trends, optimise human resources, operating costs, and save time.
Several tourist sites in the city have applied new technologies in product development and operation management. At the Thang Long Imperial Citadel, the management is using QR codes for visitors to find information about relic sites. Meanwhile, the Vietnam National Fine Arts Museum launched the iMuseum VFA, a multimedia guide app. It is one of the museum’s first efforts to introduce artworks to visitors and promote museum artefacts in the digital environment.
The Temple of Literature uses 3D mapping to recreate ancient documents and artefacts while digitising data from ancient examination courses and doctoral steles. An official from the Centre for Cultural and Scientific Activities of the Temple of Literature said that the management has introduced an audio guide service in 12 languages. The Bat Trang Pottery Village in Gia Lam District uses virtual reality (VR) technology to help visitors immerse themselves in the village’s handicraft festival. According to an official, digital transformation is one of the important solutions for tourism businesses to build tours to attract tourists to Hanoi. The Deputy Director of the Municipal Department of Tourism noted that the city also continues to upgrade its website and social networking sites to promote Hanoi tourism in line with new market trends.
Over the years, the Ministry of Culture, Sports, and Tourism and the Vietnam National Administration of Tourism (VNAT) have built digital platforms to create a smart tourism ecosystem towards synchronisation across the country. This strengthens connectivity and support for industry stakeholders, from central and local authorities to tourism sites, service providers, and tourists. The VNAT’s Tourism Information has developed and published a guide on digital transformation in the tourism industry to support localities in digital transformation and build a synchronised digital ecosystem.
At a recent national conference on tourism, the Deputy Minister of Information and Communications (MIC), Nguyen Huy Dung, urged the VNAT and the Ministry of Culture, Sports, and Tourism to continue investing in websites and mobile applications. Vietnam is making efforts to build a professional and synchronised national tourism data portal and connect with localities to promote the tourism industry.
Recently the Ministry authorised a plan to preserve and promote the significance of traditional literature of ethnic minorities using digital technology. As OpenGov Asia reported, the initiative will concentrate on gathering and conducting yearly assessments to create an inventory of intangible cultural heritages related to the folk literature of ethnic minorities. Accordingly, it will digitalise and publish 40% of folk literature works, and preserve and complete the documentation of 40% of others at risk of oblivion. It will offer financial support to 50% of authors and artisans in intangible cultural heritage and folk literature of ethnic minorities, and provide training for 50% of civil servants, cultural officials, artists, folk authors, village elders, and village chiefs.
