The world is also rapidly becoming more urban. In the 1800s, only about 3% of people lived in urban areas. By the 1950s, that had spiralled to around 29% and currently, over 50% of the world lives in a city. The UN predicts that by the year 2050, 68% of the population will live in urban centres.
What is more interesting now is the development of Smart Cities – cities that are made on technology and that are dependent on technology. Studies show that most cities around the world now have some smart features – some more than others.
With high population density and buildings squeezed together to maximise space, millions of people living near each other come with challenges. These are risks are exacerbated with natural disasters or other calamities. An earthquake might devastate the structure of a city and leave thousands missing and buried in the rubble. A flood may not just leave a few people stranded on rooftops but, in an urban setting, could leave millions in a perilous state.
The solution to these issues lies in the idea of Smart Cities – urban living spaces that have all the basic infrastructure designed by and built on technology. In addition, it has tech-enabled predictive, preventive, and responsive measures put in place to manage critical events.
OpenGov Asia had the opportunity to speak exclusively to David Graham, Chief Innovation Officer, City of Carlsbad.
As the Co-Chair of the San Diego Regional Smart Cities Collaborative, Co-Chair of the Harvard Technology and Entrepreneurship Centre City Innovation programme and the City of Carlsbad Chief Innovation Officer, David is focused on co-creating the cities of the future and training the leaders who will make it possible.
With vast political, operations and management experience, David has been passionate about embedding innovation at all levels. He has worked with local governments for over twenty years in both the public and private sectors that encompass several multi-agency and city-academic partnerships.
Having provided smart solutions for large cities, David currently works with medium-sized communities – like Carlsbad. In terms of scope, it is on par with most of the country’s states. He strongly believes that if innovative change can be incorporated in a city like Carlsbad, it could be a shining example for the rest of the country. Passing information, technology, best practices have a significant impact on the development of other smart cities across the country.
To give some perspective, Carlsbad was named “Digital Capital” by a multinational technology company in its annual E-City awards programme. Analysing the online strength of the small-business communities of all fifty states in the US, the tech company honoured one city from each of the fifty states as the new “digital capital.” These cities’ businesses are using the web to find new customers, connect with existing customers and fuel their local economies.
For cities with a mission to innovate, David conceded that the ongoing COVID-19 pandemic further highlighted the work that needs to be done immediately. Government services had to move to the digital space to conduct their programmes.
Data integration became more vital than ever before – building more communication and ICT infrastructure for operations to be able to assess the public’s immediate needs in terms of services and how to deliver those services in a contactless manner.
The pandemic also heightened the need for innovation and in fact, it should be a strong motivator for action – “anyone in the government can and should be an innovator”. David and his team are keen to instil the drive for innovation. They want to provide incentive and opportunity for the government to approach their job with a continuous improvement perspective and where they feel empowered for being part of the change.
The Carlsbad council with David’s help, have already identified deficiencies in their technology and communication platforms and they are committed to continuously improving them. First on their to-do list was to utilise digital collaboration tools better and more comprehensively within the council itself. With time and availability being rare commodities, David and his team conducted meetings virtually – well before the pandemic. So, when COVID-19 struck, they knew that these digital tools would be even more important.
In terms of connectivity, Carlsbad is using consumer-grade broadband. Understanding the pressing need early on, prior to the pandemic, David convinced the council to collaborate with a third-party fibre connection provider. Through this, they were to build a digital information network with a 200-500 gigabyte core network ahead of the COVID-19 crisis.
David acknowledges, for the most part, everyone overcame organisational barriers at such a lightning pace due to necessity brought on by the pandemic. The world had to accelerate because there were no other options.
With a little breathing space now as infection rates drop and vaccination programmes being rolled out, organisations need to be more intentional. They should assess what they have been able to do, and from that, prepare for what is coming next and make sure they do not return to normal, as everyone is in a better place in terms of innovation after the pandemic. David said, “it would be a tragedy if we snapped back to our old reality without learning the lessons of what we have gone through.”
Interestingly, an added inhibitor is animosity. In stressful times it is easy to take offence. People and organisations must put personal differences aside because, in the era of COVID-19, everything is potentially a matter of life and death. Issues cannot be around territories or jurisdictions. This is the time to share vital information on possible solutions that serve the greater good.
The pandemic has driven radical change in operations such as remote work. Initially, much of the measures were ad hoc or designed to be temporary and David believes there is place for some adjustments. Remarkably, though, this new set up seems to be working just fine for most organisations in some way, shape or form. The trust that cities paced in their employees played a role in the success of the setup as well as the commitment of staff to continue to deliver citizen-services throughout the pandemic.
None the less, in the public sector, he notes, that there is still a lack of good project management and collaboration tools. These are vital to assess key performance indicators and allow for monitoring and feedback.
Governments must not only think about infrastructure when dealing with a critical event. They should consider ways to improve the experiences of users on these platforms by providing good services. With this as a backdrop, David listed three crucial areas that governments and organisations should focus on.
The first one is transportation, transit, and mobility. Developing a sustainable urban tech programme demands an effective transportation system, especially in the current context where citizens are wary of using mass transit.
The second one is to accelerate data integration between organisations and agencies. Data from contact tracing apps, public records, travel information as well as announcements from federal and local agencies that can help curtail the effects of the pandemic must be shared quickly and comprehensively.
In Carlsbad, the council began to share such data for public consumption when the crisis was just starting to make its presence felt. Keeping the public aware, getting them motivated and making them part of the solution was vital for Carlsbad. Instead of just telling people what they needed to do, citizens were made an intrinsic part of the response. By doing so, the city managed to have the lowest number of COVID-19 cases of any city of its size in the region.
David reiterated that sharing data with the public and across agencies should be applied in all types of endeavours, not just in disasters. This is foundational for smart cities and communities to grow.
In addition to transportation and data integration, community amenities such as parks and libraries are integral to keeping the city on as even a keel as possible. David observed a surge in library inquiries during the pandemic – not just for books and the like – but also for workforce and training purposes.
Carlsbad launched several digital communication initiatives on social media platforms, via e-mails, etc., to let people know that these services were still available for citizens during the pandemic.
With their important role, these facilities should be digitalised. In fact, physical services should be expanded to the digital space where possible. With higher uptake, this is an opportunity for the government to accelerate the digital transformation of its services.
In the end, David acknowledges that the human angle to technology is the most difficult thing to incorporate. If governments and organisations can lead and begin with the human story, explaining why technological and data solutions are necessary, they will reap huge benefits in politics, the public and the community.
Enterprise transformation refers to a significant shift in the way a company conducts its day-to-day operations. This could involve adjusting an organisation’s fundamental technology, the structure of the company’s workforce or the way the company creates and markets its goods.
Enterprise transformation can take many different forms, one of the most prevalent of which is when an organisation makes a significant change in the products or services it offers. Currently, with digital technology, adjustments like this are occurring more frequently.
Companies are realising that they need to modify their approaches to meet the ever-evolving requirements of their customers as well as the consistently expanding standards set by their rivals.
Simultaneously, several Digital technologies, including Artificial Intelligence, the Internet of Things, Blockchain, Big Data, Virtual reality, Augmented Reality, Robotics and automation, among others, have the potential to transform how businesses operate. They can transform various functions of the value chain, such as logistics & supply, manufacturing, engineering, marketing, customer service, corporate management and support functions.
With their versatility and agility, these technologies can be deployed to numerous industries, among these are Healthcare, Food & Beverage, Manufacturing, Services and Mobility.
Innovative Business: What Lies Ahead?
“Businesses need innovation, not only for survival but for future growth,” says Vikram. “Innovation could emerge as product innovation, process innovation, service innovation or business model innovation to create a long-term sustainable advantage.”
Enterprises have been creating legacies based on research and development (R&D) which has LED them to incremental innovations. However, innovation is disruptive or transformational and it can be around product processes, services and business models.
Transformational innovation represents innovation that transforms businesses and innovates processes to create long-term sustainable, competitive, profitable business models. Disruptive innovation is targeted more towards identifying and inventing new mechanisms to solve existing and anticipated problem statements in businesses, which is also expected to have a business impact.
Many businesses do not distinguish between R&D and innovation. Enterprises today, however, are better able to distinguish themselves from one another and can understand and appreciate the impact that innovation has in comparison to R&D’s function.
R&D is an essential part of most businesses, and the benefits it brings are usually small and mostly limited to the people who work in R&D.
Innovation, on the other hand, isn’t just a function; it’s also a way of thinking for the whole organisation. It affects everything from the process to the product to the service to the business model, and the expected size of its effects is disruptive rather than incremental.
This further demonstrates how the current difficult business and economic environment has forced companies with lower levels of technology adoption and digital maturity to rethink their operations.
Enterprises can now assess the possibilities that technology integration may bring about, not only to address their current problem statements but also to consider new opportunities, whether it takes the form of a product, service, or business model.
There are a few common KPIs that should be measured regularly to gauge an organisation’s and its employees’ level of digital maturity. Vikram believes that because every organisation is unique, the KPIs used for assessments will vary.
For example, the key metrics for some common functions, like customer experience, data and insights, strategic and leadership, technology, operations, digital skill sets and so on, would need to be customised based on how they have changed and how they are changing now.
“We can get innovations which can predict based on the data analytics for the next 10 years,” Vikram reveals. “Every organisation should think out-of-the-box. Then they only need the right set of people who can guide them for the KPIs to be defined.”
Additionally, a variety of industries, including those in healthcare, food and beverage, manufacturing, services, FMCG, mobility, hospitality, and many more, can adapt to new technologies.
The following are crucial actions that businesses need to take today to digitally transform their futures:
- Identify your key employees’ level of digital maturity
- Research the technologies that are currently being used by the Enterprise’s various functions
- Select current issue citations
- Sort the problem statements according to priority
- Assess a system for locating, evaluating, and integrating digital technologies
- After a framework has been chosen and put into place, make the process iterative
- Establish it as the Enterprise’s mentality
Urban Ideas and Solutions Through LKYGBPC
When it comes to entrepreneurs who are truly pushing the envelope, Vikram is looking for certain characteristics. One of these is how the participants interact with businesses, which is determined by a unique set of criteria.
“And because we engage with various sets of parameters when looking at entrepreneurs, we can combine their efforts with those of the business,” Vikram explains.
Therefore, they bring the enterprise work and the entrepreneurs together when looking at the entrepreneurs, especially in the GHV DX LAB framework – they are the project managers and the system integrator for GHV.
The digital transformation, specifically the adoption of online business models and the general shift of economic and social activities online, particularly during the COVID-19 pandemic, has altered how economies operate, businesses function and societies interact.
The exploitation of data is the driving force behind the emergence of a new type of data-driven economy. It creates new opportunities for international cooperation to leapfrog the intermediate infrastructure of the industrial age, taking advantage of the new markets made available by digital platforms and the improved service delivery made possible by smart technologies.
In addition, the most effective mechanism in education would be to integrate innovation and entrepreneurship at the earliest possible stages of the educational system. In today’s context, entrepreneurship is about more than just passion, raising capital, or coding something; it’s about building a network around yourself to support your entrepreneurial journey. The network is critical.
Vikram spent sixteen years in Japan before relocating to Singapore and India to establish a business. He has realised that he must contribute significantly to society. For Vikram, LKYGBPC is a fantastic platform that can be an integral part of any entrepreneur’s entrepreneurial journey.
As opportunities for entrepreneurs are created through this platform, a global network of mentors and other ecosystem partners are integrated with LKYGBPC to focus on the entrepreneurs. “I think it’s a fantastic platform that is desperately needed right now, not just in the context of Singapore or Southeast Asia, but for the global market,” Vikram is convinced.
He believes that a combination of all these factors pushed him into the venture capital world. “I enjoy being a techie. But I’m enjoying my current role as a mentor to thousands of Asian entrepreneurs.”
Vikram has mentored over 1200 startups to date, including 3 that will soon be unicorns. He has personally invested in over 50 startups, and through the GHV Fund, he has invested in over 20 startups. “Every day, I learn something new and give it back to society in the same way.”
Building intellectual property (IP) rights has been the best part of his digital journey so far, and he hopes to keep doing this. “The level of self-satisfaction I feel is never as high as when I say IP is greater. You can make a lot of money consulting, but that doesn’t get me excited if you can’t create IP and work together. And that’s why what we’ve been doing around it can be great,” Vikram concludes.
Officially launched on 29 November 2022, the ANU School of Cybernetics provides unrivalled teaching and research that pioneers a new approach to engineering and technology design. School Director, ANU Distinguished Professor Genevieve Bell, noted that the School nurtures and trains a new generation of critical thinkers and practitioners who can navigate an increasingly complex world and who are committed to ensuring safe, sustainable, and responsible technology futures.
She said the new School’s leadership is working hard to help transform the way society engages with technology. Their aim is to help ensure that everyone can participate in building the future. And they are working to find new ways to think about and talk about the role of technology in our lives. The ANU School of Cybernetics is dedicated to helping lead and enrich this vital conversation.
The School and its curriculum draw on the rich history of cybernetics globally and reimagine it for the 21st-century challenges. The goal is to make sure major societal transformations can be successfully navigated.
The ANU School of Cybernetics offers the Master of Applied Cybernetics, a PhD program that recruits students as a cohort, and a series of microlearning experiences for organisations, communities, and individuals.
The School’s research program investigates how emerging cyber-physical, technological systems – such as robotics, digital voice assistants, and autonomous systems – operate across a range of settings and sectors including the creative industries, marine sciences, agriculture, and climate change research.
Distinguished Professor Bell said another key focus of the School was examining who is building and managing our AI-enabled future. There is a need to develop the ability to respond quickly to changing situations and complex systems and many, diverse voices must be involved in making those decisions and building new knowledge, she said.
The last few years have shown that better stories about the future need to be told; stories that are more equitable, fair, and just, and that, equally, more work needs to be present to make those stories not just possible but true.
To help launch the School, an inaugural curated exhibition featuring more than 100 historical and contemporary pieces is on display until 2 December in the award-winning Birch Building on the ANU campus.
From the world’s first computer graphics, animations, special effects, and electronic music, Australian Cybernetic: a point through time explores 50 years of technology and creativity in computing that have influenced the technology, cinema, gaming, and television we know today.
The collection of interactive, immersive, and provocative creations also includes an Emmy Award-winning virtual reality film; an acclaimed installation examining the resources, human labour, and algorithmic processing of a virtual assistant technology system; and a kinetic sculpture named ‘Albert’ that has been delighting audiences for 54 years, among many other displays.
The cybernetic futures lead at the School said the exhibition speaks firmly to the School’s approach of observing the past to help shape a course for the role of technologies in today’s world. He noted that for the first time, historic, contemporary, and conceptual cybernetic works are being brought together in a unique exhibition. People are invited to take a tour through time and learn about the history of technology and art and how this contributed to cybernetics and the multimedia, tech and music enjoyed today.
Both in normal circumstances and in times of crisis, Thai people are known to generate a lot of innovative ideas and continue to develop products that make their lives better. This encompasses and encapsulates the nation’s most recent campaign, Innovation Thailand, which promotes Thai creativity to a global audience.
The Innovation Thailand Alliance consists of partners from a variety of sectors including government agencies, private organisations, educational institutions, and civil societies. Through it, the National Innovation Agency of Thailand (NIA), is expanding the scope of its Innovation Thailand platform.
The fundamental goal is to use national/local ideas to revitalise the nation by promoting awareness of and pride in inventive Thai works. Allies will serve as ambassadors in the effort to promote Thailand as an innovative nation. They will be able to exchange knowledge and skills with one another at the same time.
All stakeholders are enthusiastic to help Thailand achieve its goal of being one of the world’s top 30 innovative nations by 2030 and turning Thailand into an innovation-driven country.
Innovation Capabilities of Thai People
The National Innovation Agency’s mission is to support and develop Thailand’s innovation system to promote economic restructuring and competitive enhancement.
“We began the Innovation Thailand campaign before COVID-19 because we faced a significant challenge in terms of how not only Thai people but also global clients, perceive the nation’s unique products and services,” explains Dr Pun-Arj.
Even though this may not be directly related to innovation, the NIA has attempted to communicate and brand national innovation in such a way that it can be easily connected not only with Thais but also with international customers – this is how they started the Innovation Thailand platform.
Thailand is a tourist destination and one of the top three in the world, which has caused the country to innovate their lifestyle as well as their livelihood.
Thai culture places a high value on craftsmanship and attention to detail. Thai innovation for artful living is a process created exclusively by the fusion of modern technology and knowledge passed down from one generation to the next.
“We have created ingenious solutions through this method that enhances the standard of living in terms of society, prosperity, health, safety, and the environment,” Dr Pun-Arj furthers.
They began to construct a community to exchange ideas, develop, and manage innovation that would result in delivering some information or any significant strategic movement that the government could initiate.
They are recruiting more Chief Innovation Officers from not only the private sector but also the public sector and universities, as part of their primary target group.
Dr Pun-Arj is looking to enhance the opportunities brought in by innovation, particularly at the regional level in the city. This is because they are working not only on economic development but also on the skillset of the social innovation division and platform.
“As a result, our primary focus is on regionalisations of innovation possibilities, as well as startups – innovation-based firms,” reveals Dr Pun-Arj.
He believes that every successful community is built upon a robust and well-functioning infrastructure. Hence, Thailand’s industries and infrastructure will be modernised to meet upcoming challenges.
“In the past, one of our five-year priorities included buildings which we identify as system integrators. As the system and ecosystem become more robust, we are transitioning from system integrators to full core facilitators.”
He emphasised the need to consider the impact of being a system integrator before transforming themselves into focal facilitators. Furthermore, the country wants to make better use of the enormous resource of innovation in universities to conduct research and technology in collaboration with other organisations across the world.
Through the City Innovation Index, which focuses primarily on districts and cities, the NIA promotes and monitors the constant innovation and evaluation of diverse organisations. Periodically, they performed surveys in particular industries to evaluate and propose answers for the difficulties they face.
A strong innovation strategy will evaluate the overall objectives, the target portfolio for innovation initiatives, and the process for allocating the necessary resources. The portfolio clearly defines innovation-critical benchmarks and bounds. Therefore, the nation will become democratic and transparent.
“I believe the government’s most essential innovation strategy focuses on three specific concerns. You must have highly strong and capable businesses of all sizes that will establish a very strong enterprise on its own. And secondly, you must have laws and regulations,” Dr Pun-Arj asserts. “In addition, governance is also required and identifying future risks.”
Thailand is struggling with several issues, including inequality, which includes limited access to public services, digital technology, education, and environmental problems. High manufacturing costs and new types of competition in the global supply chain became challenges for Thailand, with this, innovation has emerged as the country’s answer.
Additionally, there are many challenges in terms of digital transformation and government service and the nation is pushing for innovation that can deliver a good policy and deploy it into practice.
In the previous five-year plan, NIA primarily focused on the job of system integrator into four core facilitators. “That is why the short-term strategy is to train management in the methods, programmes, and activities that we have implemented over the last five years.”
NIA is primarily concentrated on strengthening the potential of regional innovation in several key sectors such as new technologies, assistance for startups, venture capital creation or investment for innovation, and internationalisation of Thailand’s innovation.
Dr Pun-Arj envisions a stronger Thai economy and society, with innovation playing a key role in propelling it. The Bio-Circular-Green Economy (BCG) model is a plan for the country’s growth and post-pandemic recovery. The BCG model focuses on four strategic sectors: agriculture and food, wellness and medicine, energy, materials, and biochemicals and tourism and creative economy.
It emphasises using science, technology, and innovation to turn Thailand’s comparative advantage in biological and cultural diversity into a competitive advantage. The primary aim is to support the sustainability of biological resources, develop local economies and communities and make Thai BCG industries more competitive and resilient to societal changes.
The approach is meant to make Thailand’s economy, society, and environment more sustainable and inclusive. “To achieve the 2030 goal, we must work incredibly hard to encourage innovation in this BCG economy. At the same time, the national policy needs to be improved.”
Dr Pun-Arj has been recognised as a pioneer in the domains of foresight and innovation management in the country. He counsels anyone aspiring to be a great innovator to fully comprehend the concepts of uncertainty and failure.
“Innovation will help us grow as a community or nation by making ourselves and others aware of the importance of innovation,” Dr Pun-Arj concludes.
At the Indonesian G20 Presidency Summit in 2022, the topic of digital transformation was given top priority. In several G20 activities, Mira Tayyiba, secretary general of the Ministry of Communication and Informatics, said that the leaders of the G20 member countries are concerned about the issue of digital transformation.
Digital issues, such as employment, discussing digital, education, health, and other topics, are discussed in many working groups, according to Secretary-General Mira. The G20 Digital Economy Working Group (DEWG) has focused on discussing digital transformation on three priority issues such as cross-border data flow and data free flow with trust; digital skills, and literacy; and post-COVID-19 connectivity and recovery.
She clarified that they are discussing connectivity as well as human resources who can make use of and discuss flowing data. The second of these three issues, known as digital iteration, can be classified as a multilateral issue because it affects all G20 members, so there is no disagreement.
Secretary General Mira described the connectivity and recovery problem following the COVID-19 pandemic as a regional problem as not all G20 members are developed nations. While the G20 includes developed nations like the G7, it also includes emerging nations like South Africa and Brazil. Some groups continue to discuss connectivity even after they refer to it as connectivity.
G20 membership is split into three sects, Secretary General Mira said when speaking about the third data-related issue. The first madhhab, which is more individualised, is European. The second is the corporate-based American school, and the third is the state-based Chinese school.
With the convergence of these three schools, the G20 Indonesia Presidency can create an agreement based on shared values, stating that the transfer of data must be done in a way that is ethical, just, and transparent.
Secretary General Mira extended an invitation to the millennials in attendance at the discussion forum to cooperate and work together more to usher in a new era of digital transformation by supporting the upkeep of a clean and secure digital space. She has urged everyone to make good use of digital technology and safeguard a safe, moral and responsible online environment.
According to Dedy Permadi, the alternate chair of the G20 Digital Economy Working Group, the government of the Republic of Indonesia is fighting for tangible outcomes at the G20 Summit, one of which is the use of digital technology for Micro, Small and Medium Enterprises (MSMEs).
According to Dedy Permadi, one of the discussions between Indonesia and the G20 member countries is about the use of digital technology for MSMEs for them to survive and grow by going digital or online.
One of the solutions was digital technology, and prior to the COVID-19 pandemic, the number of MSMEs that went digital was around 9 million of the total 64 million MSMEs that contributed 60 per cent of Indonesia’s GDP. This is a fantastic deal. During the pandemic, approximately 12 million MSMEs were added.
Digital technology is used by about 32% of the 64 million MSMEs in Indonesia or 21 million of them. This means that as of right now, 68% of MSMEs have not used the digital space to help their businesses grow. Hence, it is a goal of the G20 countries to learn more about how digital connectivity can help the world economy get back on its feet.
At the recently held 3rd Joint Implementation Committee (JIC) meeting, the Ministry of Communications and Information (MCI) and Infocomm Media Development Authority (IMDA) announced the signing of eight (8) Memoranda of Understanding (MoU) and unveiled fourteen (14) new joint projects underneath the Singapore-China (Shenzhen) Smart City Initiative (SCI).
The Singapore-China (Shenzhen) Smart City Initiative, inaugurated in 2019, has strengthened the digital and commercial ties between Singapore and Shenzhen, according to Joseph Leong, co-chair of the JIC and Permanent Secretary for Communications and Information. Both parties have worked hard to improve SCI as a powerful platform for digital innovation, smart city collaboration, and business and people exchanges during the past three years, despite the challenges of the epidemic.
Singapore and Shenzhen will actively create a suitable business environment for enterprises to innovate and undertake cross-border transactions safely and smoothly as they build economic recovery and resilience. As the SCI enters its third year of implementation, the meeting reported doubling the number of new cooperative initiatives compared to the prior year.
These new initiatives will strengthen the existing Singapore-Shenzhen partnership in fostering digital transformation and policy innovation and open new commercial and employment prospects in the fields of research and innovation, trade, sustainability, and talent development. In the past year, one of the most important areas of collaboration has been the ease of digital trade using electronic Bills of Lading (eBLs).
After evaluating the outcomes of successful technical trade trials over the previous year, IMDA and Shenzhen’s Bureau of Commerce are prepared to extend IMDA’s TradeTrust pilot with actual business transactions involving banks, shippers, and other partners. This would open the door for the complete digitalization of the trade supply chain and benefit the ecosystem by enabling quicker and more secure digital trade transactions.
IMDA has also expanded its relationship with TusStar, a major Chinese technological incubator with a network of over 10,000 enterprises. TusStar will develop its network in the fields of Artificial Intelligence (AI), Augmented Reality/Virtual Reality, and sensor technologies in the next phase, as well as strengthen its regional presence in Southeast Asia by instituting hub operations in Singapore. This collaboration will introduce technology start-ups from Singapore, Shenzhen, and other Chinese cities to new markets in the region.
The 14 new cooperative projects demonstrate digital technologies’ revolutionary significance throughout the SCI’s key areas of digital connection, talent exchange and development, innovation, and entrepreneurship.
Notable initiatives include the application of sophisticated technology and artificial intelligence (AI) for the green economy and sustainability, such as lowering carbon dioxide emissions and improving battery management for electric vehicles.
SCI has so far begun 29 projects and signed 21 memorandums of understanding. This strong momentum in the SCI partnership demonstrates Singapore and Shenzhen’s leadership in digital economy development, as well as the possibility for SCI’s innovative projects to be scaled to more cities in the Greater Bay Area and Southeast Asia.
By creating a thriving digital economy and an inclusive digital society, IMDA guides Singapore’s digital transformation. As the “Architects of Singapore’s Digital Future,” the agency works to make Singapore a digital metropolis by promoting growth in the Infocomm technology and media industries alongside progressive policies, utilising cutting-edge technologies, and building local talent and digital infrastructure ecosystems.
The Deputy Premier and Minister for Regional NSW recently unveiled Our Vision for Regional Communities – a new strategy to ensure regional NSW remains an ideal best place to live, work, play and raise a family.
He noted that the release is a vision for the regional NSW we are building with local communities, backed by real action that will make a real difference in people’s everyday lives. Over the past decade, billions have been invested in the infrastructure NSW needs and in growing regional economies.
The vision shows how the Government plans to build on that foundation and ensure regional communities have access to the education and health services they deserve and attract the workforce needed to deliver these services. It will ensure families can find a home by tackling housing pressures and delivering the infrastructure and services they need in their local community, he added.
The strategy’s launch was also used to announce:
- A new welcome experience to be piloted across eight regional locations to support key workers to relocate to the regions and put down roots;
- An AU$5 million investment in scholarships to upskill existing health workers and attract new staff to regional communities;
- A trial of contactless payments on regional bus services in Dubbo and Bathurst to make services easier to use
Our Vision for Regional Communities is backed by a detailed three-year action plan that outlines key initiatives that will bring the vision to life. Initiatives already underway under the plan include:
- An AU$2.4 billion investment in strengthening the regional health workforce including innovative approaches to training and incentives;
- An AU$174 million investment in key worker housing that will deliver hundreds of new homes for teachers, police, and health workers over the next four years;
- An AU$98 million investment in a new AU$250 travel card for regional apprentices and university students to ease the cost of travel for training and classes;
- An AU$160 million investment in social and sporting infrastructure, and community programs like bike paths, playgrounds, and community centres through the Stronger Country Communities Fund;
- An AU$59 million investment in the next generation including $40 million for local initiatives shaped by youth for youth.
Our vision recognises that regional communities are diverse and need local solutions that work for them. Our Vision for Regional Communities and Action Plan 2023-2025 is a future-focused strategy with key priorities across healthcare, education, communities and places and regional homes.
Connectivity is the main pillar of the vision. Through the Vision, the Government will support high-quality physical and digital connectivity to enable access to quality services, delivered more efficiently, and with greater equity.
The global smart infrastructure market size was US$77.66 billion in 2020; it is projected to grow from US$97.20 billion in 2021 to US$434.16 billion in 2028 at a CAGR of 23.8% during the 2021-2028 period. As a result of the COVID-19 pandemic, the smart infrastructure market witnessed a negative demand shock across all regions.
Smart infrastructure projects require funding from public and private resources. These advanced infrastructure models use ICTs services to communicate or optimise resources. Due to constant interaction, big data plays a vital role in developing and building a smart infrastructure.
With the introduction of its Kooha Version 2.0 during the recently held 2022 National Science and Technology Week celebration, the Department of Science and Technology-Advanced Science and Technology Institute (DOST-ASTI) showered photo enthusiasts with helpful tips on interactive smartphone photography.
Kooha is a photo-sharing app derived from the Filipino word “kuha,” which means “to take.” It capitalises on the Philippines’ status as “the selfie capital of the world,” with thousands of photographs shared on various social media platforms every day.
With the help of the camera app Kooha, users may take pictures that go beyond simple snapshots. Multiple sensors are embedded into mobile devices; Kooha uses these sensor data while users snap pictures and embeds them in the image.
Users will be able to quickly learn the location where the photo was shot, the background noise when they shoot a selfie, the network provider’s signal strength, the device battery level, camera settings, environment sensor data, motion sensor, and more. All the photographs captured by the app are shared on Kooha Community. Users’ photos become more than just images when they post them to the community; they become contributions.
When the sensor data from the images is combined with the large pool of sensor data from other users, the data becomes societally important. The data can assist data scientists in generating insights and fresh knowledge that can be used by decision-makers across the country. Kooha is a free app that can be downloaded from Google Play.
According to the DOST-ASTI, Kooha uses the built-in sensors of a mobile device to gather real-time data like sound level, temperature, and humidity and embeds it into a snapshot, making it particularly valuable in research operations across industries thanks to the fresh knowledge it produces.
It added that even more useful Kooha features include the ability to contribute images to the community section, rate shared photos based on “awards” from other users, map the locations of pinned photos, and unlock “badges” by completing specific “achievements.”
As a useful tool application, Kooha reflects the reality that science and the arts may collaborate effectively to produce meaningful results. In addition, the DOST- ASTI’s Quality Management System (QMS) was recertified in accordance with the ISO 9001:2015 standard.
Director of DOST-ASTI Franz A. de Leon stated that the ISO recertification demonstrates the DOST-ASTI’s dedication to continuously enhance its operations and assure successful service delivery – bringing science and technology closer to the people.
He added that their partners and stakeholders can be confident that the institute will constantly offer high-quality products and services because they adhere to the quality policy of developing relevant, timely, and impactful ICT- and electronics-based innovations.
The ISO certificate was the result of the DOST-ASTI management and staff’s collaborative efforts to expand its technologies and ensure the smooth execution of its mandate and functions. Reviewing and improving processes is critical to achieving the agency’s purpose of contributing to the achievement of national development priorities and the growth of Philippine firms through the provision of creative solutions centred on ICT and electronics technology.
This is DOST-ASTI’s second recertification since transitioning to the ISO 9001:2015 standard in 2018. Subject to regular surveillance assessments, the certificate is valid until November 2025.