In 2012 the National Library of Australia (the ‘Library’)
embarked on an ambitious transformation program to replace its digital library
infrastructure, a shared and collaborative platform used to provide access to a
national collection of documentary resources, knowledge, stories and culture.
In late 2016 OpenGov interviewed
David Wong, the Library’s Assistant Director-General of Information Technology
and CIO. At that point the Library had achieved the first program goal of
replacing legacy systems used for digitising and managing digitised content. Work
had commenced on building new capabilities for collecting and managing
born-digital content, or content created digitally, such as electronic
publications, websites, and social media.
The program was successfully completed in June
2017. Subsequently, the Library’s effort were recognised
by the Australian Institute of Project Management at its national awards, winning
the 2017 ICT/Telecommunications category and overall Project of the Year. The
project also won the 2017 Asia Pacific Federation of Project Management PM
Achievement Awards “Telecommunication and Information Technology” category.
To learn more about the final stages of the
program, its outcomes, and how the Library is building on the foundations laid
by the program, OpenGov caught up with Mr Wong recently.
He discussed program benefits and areas
where expectations were exceeded.
“The original scope of the program was to
replace end-of-life systems, those systems which were mainly for digitising
physical content and then managing that content. There were aspirations to
build systems that collect born digital content, that is content produced or
natively digital, important as technology advances and spreads”, Mr Wong
With increasing proportions of content
produced electronically and delivered through the web, mobile devices, and
social media, the Library felt that digital collecting should be a bigger
priority in order to fulfil their goal of collecting today what will be
important tomorrow and for generations to come. Additional funding was secured
to expand the scope of the remaining program stages. To accommodate these
requirements, systems supporting born digital content were built in the latter
half of the program.
He added that efforts were also driven by a
new Commonwealth government legislation which extended legal deposit provisions
to electronic publications, mandating that publishers deposit digital publications
with the Library. Mr Wong posited “More publishers today are producing content
electronically, with some only producing electronically and dispensing with
print versions altogether. Now the Library has a digital deposit system for publishers
that is easy to use, which means legal deposit obligations are not burdensome.
The system also provides batch deposit functionality, allowing publishers to
deposit multiple items at once”.
Mr Wong said, “Publishers generally applauded
our efforts. It saves publishers time, it saves the Library time. And because
we hold the publications in digital form we are also able to protect, digitally
preserve, and manage the collection much more easily. Access to the content is
also much easier, where permissions are granted.”
Digital collecting systems also benefit
creators of manuscripts and unpublished items, including digital archives and
audio visual collections. Previously the donors and creators would send files
and content by email or physically post digital carriers, such as USB sticks or
CDs. The items would then sit on a share drive at the Library and staff members
would have to manually process the content.
In addition to the time and cost involved,
the metadata and description were not standardised. The same fields would be
described in different ways. The amount of metadata provided varied, making it difficult
to appraise and categorise that content. Library staff would have to go through
each item individually and in some cases have to contact creators for more
information. “Our online submission system for pictures and manuscripts
performs automated checks on incoming digital material and provides a secure
storage environment”, Mr Wong explained.
The other area where the project
surpassed expectations was internal workflow efficiency improvement.
“It was always an aim of the program to
look at workflows and make them more efficient. And the magnitude of the
increase in throughput and volume has been large, even though workflows can be
complex. We can acquire, digitise, curate and provide access to items across
our collections much more quickly than before,” Mr Wong explained.
In some cases the Library has achieved in
excess of a 100 times increase in productivity. The reduction in time between
creator deposits to user access has been reduced from weeks, or even months in
some cases, to hours.
This improvement has been achieved by
automating workflow steps as much as possible, ensuring that systems were
interoperable and processes within and across systems were streamlined. “Now that
systems are interoperable the transfer of data from one system to another is
immediate”, Mr Wong explained.
on the foundation
We asked Mr Wong how the Library is
building on the foundation laid by the digital library infrastructure replacement project.
“There is continuous and incremental
improvement across the ecosystem, to all the parts including workflow systems,
public delivery systems and the content repositories”.
Over the course of the program the Library
also matured project management and software development methodologies, working
very closely with business areas and unlocking organisation-wide capability.
However Mr Wong cautioned that there was work to be done to improve the
Library’s digital platforms and technology capabilities in order to meet
rapidly evolving business needs and user expectations, and in some cases
ambiguous and uncertain requirements. “Flexible infrastructure and agile processes
will be needed just to stay in the game”, Mr Wong said. He indicated the
Library is actively exploring cloud services and operating models for its
digital platforms and corporate systems.
CIO also believes that the Library needs to maintain an internal development
capability, particularly for core library services and activities, as this is central
to innovation. “Traditionally, the IT market does not serve libraries very well
because it is not a very big sector, therefore there haven’t been adequate commercial
incentives or competition to develop products to meet the unique needs of
libraries and memory institutions. So, ICT developers at the Library had to
build a lot of software internally, and we expect this to continue”, according
to Mr Wong.
Another key area of focus is projects to
improve the Library’s online presence. The Library has a large base of
returning users, particularly researchers and family historians who use the
Trove service. But there is a large proportion of one-off visitors, known as
“culture snackers”. So the Library is seeking a way to interest those people
and have them return. That involves making services easier to use and more
attractive. It will also involve integration with social media in the future.
Mr Wong said, “We want to improve our Library’s
online presence, and improve engagement with our digital services. It is one
thing to provide access to lots of content, but it needs to be easily findable
and, once found, what’s delivered needs to be appealing and engaging. The
snippet they were after should lead to other snippets, views and perspectives
that provide new context.”
In addition, Mr Wong revealed that the
library is also exploring emerging technologies such as machine learning. He
said, “We feel that machine learning has potentially huge applications for curation,
content classification, search and digital assistance. With such a vast
physical and digital collection, the Library needs a sustainable and scalable
way to provide access to its corpus. We expect technology to dramatically speed
up content description and classification, and, combined with knowledge and
insight from the crowd, provide a richer and more accessible national collection
The team plans on releasing its new web
archive service in 2018 which will provide access to over 10 billion pages of
web content from the .au domain, archived over the last 15 years. Innovations
include the use of Bayesian filtering to improve search results and the use of
machine learning to classify images.
As part of efforts to expand Singapore’s electric vehicle (EV) charging infrastructure, all Housing and Development Board (HDB) car parks in at least eight towns will be fitted with EV chargers by 2025. The aim is to make every HDB town an “EV-ready” town by the 2030s, said Transport Minister Ong Ye Kung.
The eight – Ang Mo Kio, Bedok, Choa Chu Kang, Jurong West, Punggol, Queenstown, Sembawang and the upcoming Tengah town – are part of a “town-centric” approach being taken for the installation of charging points, said Minister.
The towns were chosen as they are spread across Singapore and have a high concentration of car parks with an existing electrical capacity to support charging point deployment, said the Land Transport Authority (LTA). In the near term, charging points will be installed in a variety of public car parks island-wide where suitable and where there is spare electrical capacity, it added.
The agency noted that the first tender for charging points – more than 600 of them at about 200 public car parks – was issued by the Urban Redevelopment Authority (URA) and LTA last year. Accordingly, an industry consultation on the private sector’s participation in public charger deployment will be launched later. The agency assumes one-third of cars are EVs by 2030, so this translates into an EV to charging point ratio of about 5:1, noting that estimates of the optimum ratio between EVs and charging points range from five to 10 vehicles per point.
For the national public charging standards, Minister also said that the country has settled on Type 2 for AC charging and CCS 2 for DC or fast charging. With a range of about 400km to 500km per charge, a typical EV user would need to charge about once every five days, adding that charging points would need to be shared, especially in public car parks. That way, the Government will be able to minimise electrical infrastructure upgrades and tap on the spare electrical capacity in all public car parks and install charging points as quickly as possible.
Accordingly, a new EV Common Charger Grant will be introduced to kickstart the expansion of shared charging infrastructure in existing “non-landed private residences” such as condominiums. To be administered by the LTA, the grant will co-fund the installation of 2,000 chargers in such residences between July this year and December 2023, subject to a cap. This requirement will be imposed in due course on new private developments, as well as existing buildings undergoing major redevelopment, LTA said, adding that more details will be released later.
Moreover, a new National Electric Vehicle Centre (NEVC), set up under the LTA, will also lead the drive to promote wider EV adoption. In addition to planning for the expansion of the nationwide EV charging infrastructure, NEVC will also lead efforts to review EV regulations and standards and develop a robust EV ecosystem in Singapore, said the agency.
The new centres will work with partners to equip the workforce with new capabilities, anchor new EV-related activities in the country, and facilitate the safe and innovative development of new EV-related technologies, it added.
As reported by OpenGov Asia, these recent developments are in line with the Government’s mission to further encourage the adoption of shifting from traditional petrol-fuelled vehicles to electric vehicles or EVs. The Government will allocate S$30 million for projects and initiatives supporting the shift. They will also introduce more incentives to narrow the “cost differential” between electric cars and internal combustion engine cars, announced Finance Minister Heng Swee Keat in his Budget speech.
Most of small and medium enterprises (SMEs) in New Zealand have realised the reality of conducting their businesses in the digital space. Systems encrypted with ransomware, data breaches, business disruptions, frauds and other forms of cyber-attacks can be fatal to an online business especially to an SME.
Companies have seen small businesses brought to the edge of extinction due to a range of cyber-attacks. COVID-19 has made this worse as remote access solutions (such as Remote Desktop Protocol (RDP) and Virtual Private Networks (VPNs) are often not effectively deployed leaving vulnerabilities that are easy to find by even low-skilled cybercriminals. The costs of having a professional cybersecurity programme are often out of the question for most SMEs.
In light of this, a New Zealand-based start-up is trying to push down the cost of cyber-security and make a business for itself by encouraging other small businesses to take control of their systems. The developer has a homegrown, software-as-a-service (SaaS) offering that looks to disrupt the traditional consultant-dominated industry model. Currently, six businesses have completed a beta program with the tech company.
The tech start-up wants to give small tech businesses the ability to self-assess and confidently operate their cybersecurity programmes. Cybersecurity practice has been confusing, inaccessible and left to the domain of industry consultants, says the founder and CEO.
The developer is looking to “democratise” cybersecurity practices in the country. According to him, cybersecurity help has been traditionally out of reach for many businesses due to cost, and while the quality of service available is of a very high calibre, many businesses are starting with the basics and looking to improve from there.
He also said that they are born out of the real need to make it easier and more affordable for technology companies to improve and begin to operate their security programmes with confidence.
The company plans to give SMEs an understanding of where the gaps are, a custom roadmap of what to do next and a world-class product experience to run and operate their security programme over the long term. They believe that they are filling an important gap in the market for an offering that comes in between the thoughts “wish we were doing better” and “prohibitively expensive professional services”. There is certainly a time and place for professional help, but most do not need it in the beginning.
Accordingly, leading innovators in the country said that with the emerging situation as an unprecedented crisis, the COVID-19 pandemic has certainly changed the way people work, live, consume, and travel. To adapt to these transitions, SMEs are actively seeking ways to reinvent themselves as per next-normal operating models. Businesses can no longer count on pre-coronavirus data and analysis that have substantially changed across different industries.
The coronavirus crisis has made it compelling for SMEs to endorse digital transformation to evolve and survive in the post-COVID world. This unexpected change has opened a slew of opportunities for SMEs to become future-ready and set the stage for a digital revolution.
Looking beyond the pandemic, the sector is already gearing up for this revolution. Cyber resilience and innovative customer service programmes will be critical. SMEs can boost its growth prospects by continuing to innovate for the sake of sustainability. Besides, no business ever grows without having to evolve into something more. In addition to these practices, SMEs can also explore venturing into new verticals that are gaining prominence in the new normal environment.
Speaking at The Global BioIndia 2021, Vice President M. Venkaiah Naidu said that India’s biotechnology industry is built on the 4 core beliefs of entrepreneurship, innovation, development of local talent and demonstrating high value-based care. He acknowledged that the field has emerged as the backbone of several areas in recent times. With its strong tech and industrial capabilities, India is in a unique position to transition from the biotech industry to a bio-economy.
The Vice President exhorted upon scientists and researchers to be prepared to combat new and emerging diseases. He stressed the need to leverage the huge potential of the biotechnology sector to create and generate new interventions to address the challenges faced by agriculture and allied sectors. The current pandemic has reinforced the need to be ever vigilant to tackle an outbreak of sudden and unforeseen epidemics and pandemics.
In fact, in large part, the pandemic was a catalyst and accelerator of development in the sector. Major disruptions of supply chains including imports of critical products and raw material further concretised the resolve for the nation to become atmanirbhar (self-reliant).
The Department of Biotechnology deserves recognition for working relentlessly to mitigate the COVID-19-induced crisis through the development of high-tech diagnostics, innovative protection equipment and vaccines. It scaled up production capacity and streamlined regulatory response to ensure the rapid and safe rollout of necessary measures.
With the immense potential the biotech sector presents, the government has eased compliance and approvals for the ecopreneurs. The proactive initiatives have resulted in a multifold impact reflected in the number of innovators, technologies and products, incubation space and IPs generated in the last year.
Citing the attractiveness of India’s value proposition and comparative advantage in the bio-economy, the ‘Make in India’ initiative and Atmanirbhar Bharat ideology will help to achieve the paradigm shift from biotech to bio-economy.
Dr Harsh Vardhan, Minister of Science & Technology, Earth Sciences and Health & Family Welfare, emphasised that the global impact of COVID-19 has brought greater recognition of the biotech sector’s influence on innovation and technology adoption in pharma, medtech, agriculture and allied areas, clean solutions, and industrial bio-manufacturing.
The industry is divided into five major segments: bio-pharma, bio-services, bio-Agri, bio-industrial and bioinformatics. The biotechnology sector in India has been growing at 14.7% year-on-year, with it being evaluated to about US$ 51 bn in 2018. While it may account for only 2% of the global market share, it is 3rd in the Asia Pacific region in terms of the number of companies.
About 40% of these are in the biopharma segment and the rest are in agribiotech, bioinformatics, industrial biotechnology and bioservices. India has the tremendous potential to become a global player in the biotechnology sector because of its cost-effective products and services.
The Global BioIndia 2021 showcased India’s strength in the biotechnology sector. India’s biotech sector has the ambitious target of US$ 100 billion bio-manufacturing hub and becoming a US$ 150 billion industry by 2025.
As the nation strives to become a knowledge- and innovation-driven economy, it is imperative its development is holistic – academia and industry must collaborate. India needs to focus on developing skilled manpower – all stakeholders must actively look at training and upskilling the workforce. In addition, the country must address infrastructure, quality compliance, venture funding and regulatory and IPR issues.
Registering a corporation with the Securities and Exchange Commission (SEC), and tax transactions with the Bureau of Internal Revenue (BIR) are now simpler, faster, and more convenient as the government launched the first phase of its Central Business Portal (CBP).
The CBP is an online system that offers a single site/one-stop-shop for all business-related information and transactions, such as registering a corporation, registering a business, and securing business permits/certificates, licences from said government agencies. It is created under RA No. 11032 or the Ease of Doing Business Act and is a project spearheaded by the Anti-Red Tape Authority (ARTA), in collaboration with the Department of Information Technology (DICT), BIR, SEC, PhilHealth, and Pag-IBIG.
For its initial implementation (Phase 1), the CBP shall be available to the domestic corporations, particularly one-person corporation, corporations with two to four incorporators; regular corporations whose incorporators are juridical entities and/or the capital structure is not covered by the 25%-25% rule, who intends to register their businesses.
The portal provides a Unified Application Form (UAF) for all agencies involved in the business registration process. Thus, citizens who are registering a corporation no longer need to accomplish and file several registration forms in different government agencies.
Also, the Commissioner of the Bureau of Internal Revenue (BIR) expressed his optimism that with the recently launched online registration platform, more taxpayers will find it easier and faster to comply with the registration requirements of the government. He hopes that it will put delays, bureaucratic gridlocks, and inefficiencies behind them. It will likewise put more taxpayers into the tax net thereby strengthening revenue collection efforts and eventually pump more lifeblood into the veins of government operations, the Commissioner added.
Among the BIR-related features of the CBP are online generation/issuance of Taxpayer Identification Number (TIN) of new corporations; identification of the national internal revenue taxes which the new corporations will be liable to; online payment of the annual registration fee (ARF) of PHP500 and Documentary Stamp Tax (DST) of PHP30 and generation of BIR Electronic Certificate of Registration (COR). The electronic COR bears a Quick Response (QR) Code that serves as a security feature to prove the authenticity of the COR.
New corporations registering through CBP are likewise given an option to pay their ARF and loose DST manually. However, when they choose this option, they shall complete their business registration at the respective Revenue District Office (RDO) by submitting the printed CBP-generated documents, and other documentary requirements prescribed by the Bureau in its Revenue Memorandum Circular No. 15-2021.
Taxpayers that opted to pay electronically through the CBP shall, after securing/printing the BIR electronic COR through the CBP, proceed to the RDO indicated in the electronic COR, to buy its BIR Printed Receipts/Invoices (BPR/BPI) to start its business operation immediately after its registration. Otherwise, it may apply for Authority to Print (ATP) its receipts/invoices to be printed by BIR Accredited Printers.
As reported by OpenGov Asia, DICT has committed to eliminate bureaucratic red tape as well as streamline business registration processes in the country through the CBP.
The Director-General of the Anti-Red Tape Authority is also positive that the CBP will suppress corruption in the government. He further said that this will be possible by the lack of human intervention in the process. Every signature, every stop in the process, wherein there is a need to speak with a government employee is an opportunity for corruption. Therefore, streamlining the process online removes the stress caused by lining up and removal of fixers and corruption. It is also envisioned to cover the Department of Trade and Industries (DTI), social agencies in the country.
The Cyber Security Agency of Singapore (CSA) will launch the SG Cyber Safe Programme to help Singapore enterprises to raise their cybersecurity posture.
The programme is part of the Safer Cyberspace Masterplan launched in October 2020, which aims to raise Singapore’s general level of cybersecurity.
In a speech by Dr Janil Puthucheary, Senior Minister of State, Ministry of Communications and Information at the MCI Committee of Supply Debate 2021, he said “Cybersecurity, therefore has to be a collective effort and a core part of our lives in this digital age-integrated into the products we use and the way that we behave online.”
“As more enterprises go digital, our exposure to cyber threats grows in parallel. Cyber attacks on companies have a far-reaching impact on our wider economy. So, as part of the Safer Cyberspace Masterplan, CSA will launch the SG Cyber Safe Programme to support companies in strengthening their cybersecurity.”
The SG Cyber Safe Programme is a concerted effort by the Government to help enterprises better protect themselves in the digital domain. Under this programme, initiatives to be introduced include:
The toolkits, targeted at key enterprise stakeholders such as enterprise leaders, technical teams and employees, will provide leaders with a deeper understanding of cybersecurity issues and threats. It will also enable them to implement cybersecurity measures, including employee training, within the organisation.
CSA will be rolling out the employee cybersecurity toolkit by the end of 2021. For a start, CSA has worked with Smart Nation and Digital Government Group (SNDGG) and Civil Service College (CSC) to adapt existing cybersecurity modules – originally developed for public officers – for employees in the private sector.
Tools for enterprises to self-assess their cybersecurity posture.
This includes the Exercise-in-a-Box Singapore incident response simulation tool, which will be launched in partnership with the United Kingdom’s National Cyber Security Centre in the later half of 2021. CSA will also develop assessment tools on enterprises’ Internet domain, connectivity and email health.
SG Cyber Safe Trustmark.
The Trustmark will serve as a mark of distinction for enterprises that have put in place good cybersecurity measures that correspond to their risk profiles.
CSA will start industry consultations on the SG Cyber Safe Trustmark from April 2021 to seek views on the concept and implementation. CSA intends to introduce the trustmark by early-2022.
As the trustmark is intended for companies or projects with higher cyber risk, a separate cyber hygiene mark will also be developed to complement the SG Cyber Safe trustmark. More details on the trustmark and cyber hygiene mark will be announced in due course.
Building Cybersecurity Talent Base in Singapore
The Minister added that “Our cybersecurity talent base is a key enabler of these efforts and we are working closely with industry partners and Government agencies to nurture and grow our cybersecurity workforce.
He said that first of all, to meet near-term demand, the government will facilitate the training and upskilling of cybersecurity professionals, as well as fresh and mid-career non-cybersecurity professionals for cybersecurity jobs, through programmes such as IMDA’s Tech Skills Accelerator.
And secondly, to strengthen the talent pipeline for the longer term, the government encourages youths to pursue a career in the field through cyber outreach initiatives like SG Cyber Talent. There has been over 7,000 participants to-date.
The government has also launched the SG Cyber Leaders programme to create a community for current and developing cyber leaders to exchange ideas, and learn about global best practices.
The minister called on all Singaporeans to do their part to stay cyber safe. “All of us need to play our part to create a safer, more secure cyberspace. There are things we can do as individuals. We should enable two-factor authentication, update our software in a timely manner, choose a passphrase rather than a password and staying vigilant to spot signs of phishing.”
Leading digital workflow company, ServiceNow, launched the first of its’ global service offerings to Singapore organisations in highly regulated industries – with the Now Platform available on Microsoft Azure.
Singapore customers are among the first in the world to use the Now Platform on Azure, to deliver business-wide transformation, while meeting data residency requirements for how sensitive information is stored, shared, protected and used. The level of digital adoption and market readiness has been a catalyst for ServiceNow’s continued growth and investment in Singapore, supporting the nation’s digital agenda.
ServiceNow Managing Director and Asia Vice President Mr Wee Luen Chia said, “ServiceNow is highly committed to supporting Singapore’s Smart Nation agenda. This announcement is a major milestone in support of this agenda; and is an outcome of regular, open conversations on how to help Singapore organizations leverage digital transformation to deliver smart experiences and improve productivity.”
Country Manager for Singapore Karen Chong said highly-regulated customers won’t be getting a new platform, but rather a new option to scale digital offerings at speed and this has been adopted quickly by leading organisations in Singapore.
Karen said organisations in highly regulated industries can now access the same Now Platform – the platform of platforms – that is already helping so many Singapore customers scale their digital investments and make work better.
“For organisations to embrace this workflow revolution they need to leverage one platform, one data model, to deliver business efficiencies and drive productivity. Integrating software applications at scale means you can reach your business’ transformation goals, faster and without added complexity. ServiceNow offers a platform that connects all your workflow and software applications across customer service, IT, supply chains, ERP, finance, employee and more.”
To help Singapore’s highly-regulated industries better understand this opportunity, Karen shared that ServiceNow has teamed up with various agencies in the public sector.“We work closely with Singapore government authorities by having the Multi-Tier Cloud Security (MTCS) test-ready, we received level 3-certification, the highest in MTCS. We also achieved strict data security compliance in accordance with government regulations and standards to ensure we meet the needs of highly-regulated industries in Singapore.”
“Most organisations considering transformation investments look closely into the availability of physical data infrastructure when investing in technology,” Karen said. “ServiceNow’s investments in local data storage ensures that it can support seamless, secure workflows to meet the breadth of products and services offered by Singapore’s enterprises.”
ServiceNow’s collaboration with Microsoft Azure in Singapore will enable the city state’s public sector to be among the first in the world to take advantage of a potent mix of automation processes, connectivity and seamless experiences to deliver smart, simple ways to work. Several Governments, including GovTech, use ServiceNow’s Now Platform. Also, NCS, a ServiceNow and Microsoft technology partner to Singapore Government and highly regulated industries such as banking, healthcare and transport have a proven track record in digital transformation for government and enterprises.
NCS Managing Director, Global Delivery, Keith Leong said, “With ServiceNow and Microsoft, NCS is able to offer best of breed solutions for our clients to enable them to accelerate the implementation of secure, digital workflow automation, especially for highly regulated organisations that rely on local data residency.”
Healthcare providers can now access a new digital platform that will facilitate the upload of COVID-19 vaccination records to the Australian Immunisation Register (AIR).
The Clinician Vaccine Integrated Platform (CVIP) will support the Australian Government’s COVID-19 vaccination program which started in February. It provides the technology needed for vaccination providers to meet their legislative requirements to report the vaccinations to the AIR.
Agency Chief Digital Officer Steve Issa said, “CVIP is expected to be particularly useful for vaccination providers who don’t currently have digital systems in place to report to the AIR.”
NT Health was the first jurisdiction to start using CVIP in their Alice Springs vaccination clinic. The Agency is having discussions with other jurisdictions about how it might be used at clinics within other states and territories, while they are upgrading their clinical systems to meet the new AIR reporting legislative requirements.
Vaccination information reported to the AIR is uploaded automatically to My Health Record.
The latest upgrade to My Health Record delivered in late February included a consolidated immunisation view so people can easily see details of all immunisations, including their first COVID-19 vaccination, received, and next vaccination due date. Immunisation history statements are also available from Medicare Online and the Express Plus Medicare Mobile app.
There are also two complementary mobile apps, Healthi and HealthNow which can provide people with new ways to understand and use the information in their My Health Record, and ultimately, to make better-informed decisions about staying well or managing their health conditions. Both these apps allow people to easily view My Health Record and their immunisation status.
About the Australian Digital Health Agency
When it comes to improving the health of all Australians, the role of digital innovation and connection is a vital part of a modern, accessible healthcare system. Against the backdrop of COVID-19, digital health has seen exponential growth in relevance and importance, making it more pertinent than ever for all Australians and healthcare providers.
Better patient healthcare and health outcomes are possible when you have a health infrastructure that can be safely accessed, easily used and responsibly shared.
To achieve this, the National Digital Health Strategy is establishing the foundations for a sustainable health system that constantly improves. It underpins and coordinates work that is already happening between governments, healthcare providers, consumers, innovators and the technology industry.
About the National Digital Health Strategy
Digital information is the bedrock of high-quality healthcare. The benefits for patients are significant and compelling: hospital admissions avoided, fewer adverse drug events, reduced duplication of tests, better coordination of care for people with chronic and complex conditions, and better-informed treatment decisions.
To achieve this, the National Digital Health Strategy is establishing the foundations for a sustainable health system that constantly improves. It underpins and coordinates work that is already happening between governments, healthcare providers, consumers, innovators and the technology industry.
The outcomes citizens can expect to see are covered by seven high-level strategic priorities or ‘pillars’ of digital health improvements detailed in the strategy. These outcomes will be delivered to all Australians by 2022, following the Framework for Action implementation plan.
They will form part of a new sustainable ecosystem of digital health technology well into the future. The National Digital Health Strategy was formed after detailed consultations with patients, consumers, carers, healthcare professionals, industry, organisations and innovators. It’s based on evidence of clinical and economic benefits identified from sources both in Australia and overseas.
The Australian Digital Health Agency is the custodian of the strategy, its role being to evolve national digital health capability by innovating, collaborating and leading.