Above photo: Mr. Shinobu Yamaguchi (centre) speaking at the SDG 17 panel during the Responsible Business Forum for Sustainable Development on 24 November 2016 in Singapore. Photo by Dean Koh.
Could you tell us more about your role as Deputy Director at the Ministry of Foreign Affairs?
As focal point for overall coordination and policy making on matters related to the United Nations Economic and Social Council (ECOSOC) at the division, I am in charge of backstopping Japanese delegation’s negotiations and debates at the UN Headquarters in New York, Geneva and other places.
What are the key initiatives within your department at the moment?
After the adoption of the 2030 Agenda (SDGs) in 2015, the Government of Japan has established SDGs Promotion Headquarters at the Cabinet in May 2016 and the Global Issues Cooperation Division at which I work has served as secretariat for the Headquarters.
I, together with other team members, have engaged in preparation of the government’s Implementation Guiding Principles of the SDGs, which is composed of basic policies and principles as well as specific priorities and measures to be implemented toward 2030. The Guiding Principle was finalized and decided at the Headquarters meeting held on 22nd December 2016.
The preparation process includes extensive consultations not only within the government system, but also with wider stakeholders from civil society, private sectors, academia and etc. My roles at the Headquarters’ secretariat were supporting other team members in liaison with multi-stakeholders and government offices, compiling and organizing comments received and providing advisory inputs to the team.
What projects are you and your department currently working on? What are the outcomes you are looking to achieve?
As mentioned above, before and after the launch of the Government’s Guiding Principle, the Headquarters have been active in building strong partnership with multi-stakeholders as important partners for the implementation.
For example, on the same day after the decision by the Headquarters meeting, government representatives from the secretariat joined in a joint press conference which was organized by Japan Civil Society Network on SDGs. The press conference was attended by the wide variety of stakeholders and celebrated the launch of the Guiding Principles and expressed strong commitment to the implementation.
The secretariat is planning next step to get the message out and call for action in a nationwide scale. Japan will present at next National Voluntary Reviews of the High Level Political Forum in July this year. The Headquarters will proactively plan and lead communication activities to promote SDGs-related measures as a national movement in order to increase public understanding and support for engagement with the SDGs. The Headquarters, in cooperation with the UN, international organizations and other stakeholders, will also actively share Japan’s efforts with the world through a range of international conferences and other opportunities.
To this end, the Government of Japan will foster the sharing of good practices among implementing partners, including the private sector, by giving awards and promoting the use of SDGs logos and branding.
Could you tell us more about what is being done to encourage/foster public-private partnerships within Japan? Any specific examples with regards to the PPAP?
Public Private Action for Partnership (PPAP) in the context of SDGs is critical for the achievement of the SDGs. In addition to conventional corporate social responsibility (CSR) activities, some companies have already begun engaging in activities that contribute to solutions to social issues by incorporating the SDGs into their core business.
The Government of Japan welcomes this trend and will enhance cooperation with the private sector by sharing the good practices on advanced implementation measures and by giving incentives through awards and other means, with the goal of the further implementation of the 2030 Agenda. The government will also make efforts to create an environment conducive for companies in the private sector to foster innovation in their business.
In particular, the private sector needs to implement sustainability-oriented initiatives such as “business and human rights,” Environmental, Social and Governance (ESG) investment, and social bonds, in order to proactively address public agendas related to environmental, social, governance issues and human rights. These initiatives are also critical for Japanese companies to maintain their competitiveness in the global market and to avoid falling behind in meeting global investor evaluation criteria, which increasingly focus on the ESG fields. The Government of Japan will implement policies to help companies meet these requirements and will support the private sector in conducting related activities.
(For specific examples listed in the guiding principles, please refer to the Annex of the Guiding Principle “The Specific Measures to Achieve the Sustainable Development Goals” here.)
What do you think is the role of technology in encouraging PPAP?
Private technologies and resources are necessary for the success of the SDGs. Science, technology and innovation (STI) is one of the priority areas of the Guiding Principles and an essential element for the attainment of targets. The Government of Japan will effectively use STI to implement a range of related measures, including enhanced international cooperation, and to solve emerging issues in a swift and flexible manner.
It will also strengthen scientific analysis and evidence in setting and monitoring appropriate indicators to achieve the SDGs, analyse synergy and offset effects among the implemented measures, and take actions based on scientific analysis in the follow-up and review process. To this end, the government will foster systematic cooperation and collaboration with the scientific community as well as private research and development institutions.
What are the some of the challenges faced in terms of working towards more partnerships between the public and private sectors within Japan? Any key lessons learnt or takeaways to share?
As a result of its past efforts, Japan has continued to achieve an extremely high level of development. However, some areas in which Japan must continue its efforts have also been noted. For example, in the 2016 joint report by the Bertelsmann Foundation of Germany and the Sustainable Development Solutions Network (SDSN), Japan received low achievement scores regarding some of the indicators for SDG 1 (Poverty), SDG 5 (Gender Equality), SDG 7 (Energy), SDG 13 (Climate Change), SDG 14 (Marine Resources), SDG 15 (Terrestrial Resources) and SDG 17 (Means of Implementation).
Japan has already begun addressing many of the aforementioned issues in its policy agenda, but there still remain areas in which Japan should further strengthen its efforts. It is indeed necessary for Japan to re-identify the issues to be tackled in relation to the SDGs and make better use of its past experiences, both domestically and internationally, to forge a sustainable future for Japan as well as for the international community.
For example, the key principle of the 2030 Agenda that “no one will be left behind” is embodied in the goals of the entire international community, and reflects the concept of human security, for which Japan has been a leading advocate. This notion is in line with Japan’s domestic policies that promote a society where all citizens can participate and play an active role through its Plan for Dynamic Engagement of All Citizens decided by the Cabinet in June 2016.
Under the plan, the government is implementing measures to create virtuous cycles of growth and distribution, i.e. to build a new economic system where we enhance childcare support and social security as a broader economic policy which will lead to a more robust economy. For example, many countries across the world, particularly in the fast growing Asia, are now confronted with aging populations, and Japan is striving to provide a lesson learned from its own experience for a sustainable economy and society ahead of other developed countries.
The National Heart Centre Singapore (NHCS) has been on a remarkable journey of advancements in cardiovascular research, particularly in the prevention, diagnosis, and management of heart diseases. With the global rise in heart disease cases, NHCS’s dedication to scientific knowledge and innovation has become increasingly vital.
Since its establishment in 2014, the National Heart Research Institute of Singapore (NHRIS) at NHCS has positioned itself as a leading institution for cardiovascular research in the region. Over the years, NHRIS has achieved significant breakthroughs that hold the potential to transform patient outcomes.
NHRIS’s research encompasses a wide spectrum of disciplines within cardiovascular medicine, spanning basic, translational, and clinical research. Notable achievements include Heart Stem Cell Therapy and Preventing Fibrosis.
By studying patients’ heart stem cells, researchers have uncovered new treatments for heart diseases. For example, a breakthrough treatment using myeloperoxidase has been discovered for hypertrophic cardiomyopathy, an inherited condition characterised by thickening of the heart muscle.
Also, through the study of heart tissue from patients undergoing surgery, NHRIS researchers have identified a potential treatment involving interleukin-11 antibodies to prevent inflammation and fibrosis in the heart and other organs. This innovative therapy has the potential to improve outcomes for patients with various inflammatory and fibrotic conditions.
The next phase of NHCS’s research efforts over the coming years will focus on three key areas:
- Discovery of New Treatments: Ongoing research aims to develop new treatments for heart diseases, enhancing patient outcomes.
- Utilising Artificial Intelligence: NHCS is at the forefront of integrating artificial intelligence (AI) into cardiovascular care. AI holds promise in predicting, diagnosing, and monitoring heart diseases with greater precision and efficiency. The APOLLO study, initiated in 2021, is building an AI-driven national platform for coronary angiography analysis, offering detailed reports on patients’ conditions and future cardiovascular disease risk.
- Clinical Trials and Population Health Studies: NHCS’s research agenda includes conducting clinical trials and population health studies to prevent the onset of heart disease.
NHRIS is pioneering innovative approaches, including Visualising Energy Pathways and AI Applications.
Disturbances in energy-producing pathways in heart muscle contribute to heart conditions as Hyperpolarised magnetic resonance spectroscopy, a novel imaging technology available only in a few centres worldwide, allows the measurement of these metabolic pathways, potentially leading to new treatments for heart disease.
On the other hand, AI accelerates research in the field of cardiovascular science. By processing vast datasets and identifying patterns, AI systems assist researchers in identifying novel treatment methods, risk factors, and disease mechanisms. These insights lead to breakthroughs in treatment and prevention methods, advancing the overall understanding of cardiovascular diseases.
With this, NHCS is leveraging AI to detect, predict, and diagnose heart diseases by analysing complex imaging data. AI provides clinicians with invaluable insights, enabling personalised care and early intervention.
In addition, NHCS collaborates with other heart research institutes and hospitals through CADENCE (Cardiovascular Disease National Collaborative Enterprise), a national platform that combines heart research capabilities in data science, clinical trials, and AI. This collaboration ensures a collective effort to advance cardiovascular research and improve patient care.
NHCS’s groundbreaking research initiatives in AI applications, clinical trials, and collaborative efforts underscore its commitment to enhancing patient care. As NHCS continues its pursuit of research excellence, its impact extends beyond Singapore, benefiting individuals across the region and around the world. The institution is poised to make substantial progress in preventing, diagnosing, and managing cardiovascular diseases, ultimately reshaping the future of cardiovascular medicine.
An innovative microscope developed by a research team at the Hong Kong University of Science and Technology (HKUST) is poised to revolutionise the field of cancer surgery. This cutting-edge microscope, powered by artificial intelligence, has the potential to transform the way surgeons detect and remove cancerous tissue during operations, thereby sparing patients from the distressing prospect of secondary surgeries.
Lung cancer, a leading cause of cancer-related deaths worldwide, has been a focal point for this ground-breaking research. Professor Terence Wong Tsz-Wai, the principal investigator of the project and an assistant professor in the Department of Chemical and Biological Engineering at HKUST, highlights the urgency of their work.
He notes that between 10% to 20% of lung cancer surgery cases require patients to return for a second operation due to incomplete removal of cancer cells. This uncertainty has long plagued surgeons, who often struggle to determine if they’ve successfully excised all cancerous tissue during the initial surgery.
The HKUST research team, led by Prof. Wong, is eager to see their innovation make a significant impact. Collaborating with five hospitals, including Queen Mary Hospital, Prince of Wales Hospital in Hong Kong, and three mainland Chinese hospitals, they have embarked on a large-scale clinical trial involving around 1,000 patient tissue samples. The goal is to have the microscope officially in service locally by 2024 and on the mainland by 2025.
The current methods for imaging cancer tissue offer either accuracy with lengthy delays or speed at the cost of accuracy. Traditional microscopy, considered the gold standard, is highly accurate but can take up to a week to generate results. This means patients must endure a week of anxious waiting to know the outcome of their surgery. In cases where the operation is deemed unsuccessful, patients face the daunting prospect of a second surgery to remove the remaining cancer cells.
The alternative, known as the frozen section, provides quicker results within 30 minutes but sacrifices accuracy, with an estimated accuracy rate of only around 70%.
The HKUST research team’s breakthrough technology, termed “Computational High-throughput Autofluorescence Microscopy by Pattern Illumination” (CHAMP), has changed this landscape. It can detect cancer cells in just three minutes with an accuracy rate exceeding 90%, rivalling the gold standard but with significantly faster results.
CHAMP employs ultraviolet (UV) light excitation to image tissue surfaces at a specific wavelength. Subsequently, a deep learning algorithm transforms the obtained greyscale image into a histological image, facilitating instant interpretation by doctors. This real-time feedback empowers surgeons to ensure they have completely removed all cancer cells during the operation.
CHAMP’s potential has garnered local, regional, and international acclaim, leading to the establishment of a start-up supported by HKUST and funded by the Technology Start-up Support Scheme for Universities (TSSSU). Beyond developing the technology, the company plans to manufacture CHAMP microscopes for medical institutions in Hong Kong, mainland China, and overseas markets.
This endeavour represents the culmination of years of meticulous research, starting with Prof. Wong’s PhD training at Washington University in St. Louis and the California Institute of Technology. During this period, Prof. Wong, under the guidance of biomedical imaging expert Prof. Lihong Wang, developed a microscope capable of analysing breast cancer tumours with an accuracy rate comparable to the gold standard but with results in just one to two hours.
The shift in focus to lung cancer occurred when a pulmonologist approached Prof. Wong, recognising the potential of the technology to enhance precision during lung cancer surgery. This decision led to the development of CHAMP microscopy, which is approximately 100 times faster than Prof. Wong’s earlier work during his PhD training. This breakthrough makes CHAMP clinically useful and impactful.
The applications of CHAMP extend beyond lung and breast cancers. The research team is conducting tests on smaller scales for conditions such as liver, colorectal, kidney, and skin cancers, as well as prostate gland conditions. Prof. Wong is confident that CHAMP will elevate medical imaging and diagnosis to new heights, benefiting not only Hong Kong hospitals but also healthcare institutions nationwide and abroad. This pioneering technology represents a beacon of hope for cancer patients, offering the promise of quicker, more accurate surgeries and improved outcomes.
OpenGov Asia reported that the Hong Kong Science and Technology Parks Corporation (HKSTP) spearheaded an initiative aimed at promoting innovation and technology in the biotech sector, showcasing Hong Kong’s pioneering advancements and entrepreneurial spirit.
This initiative was part of the “Think Business, Think Hong Kong” event organised by the Hong Kong Trade Development Council (HKTDC) in Paris recently. The event was a platform to underscore the potential for cross-border collaboration between Hong Kong and France in the field of biotechnology and innovation.
The government has unveiled the Intelligent Grievance Monitoring System (IGMS) 2.0 Public Grievance Portal and Automated Analysis in the Tree Dashboard portal under the Department of Administrative Reforms and Public Grievances (DARPG). It was unveiled by Jitendra Singh, the Union Minister of State (Independent Charge) for Science and Technology.
The IGMS 2.0 Dashboard was developed by the Indian Institute of Technology, Kanpur (IIT-Kanpur) as part of an agreement with the DARPG through a memorandum of understanding (MoU) signed in 2021. It enhances DARPG’s Centralised Public Grievance Redress and Monitoring System Information Systems (CPGRAMS) by integrating artificial intelligence (AI) capabilities. CPGRAMS is an online platform available to citizens round-the-clock to lodge their grievances to the public authorities on any subject related to service delivery.
The dashboard offers instant tabular analyses of both grievances filed and disposed of. It provides data categorised by state and district for grievances filed, and it also offers Ministry-wise data. Additionally, the dashboard can help officials identify the root causes of grievances.
The CPGRAMS portal receives an increasingly high caseload of issues raised by the general public. Given the public’s expectations for the timely resolution of their grievances, the portal receives approximately 2 million grievances annually.
Due to the substantial volume of grievances received, the manual classification and monitoring of cases is not feasible. The IGMS portal will assist the DARPG in generating draft letters for specific schemes or ministries. This automation expedites the grievance redressal process carried out by the respective ministries and departments involved.
According to Minister Singh, the Prime Minister has repeatedly emphasised the significance of grievance redressal as a crucial element to keep the government accountable and promote citizen-centric governance. In alignment with this vision, a more robust human interface mechanism has been introduced, which includes counselling services provided after the resolution of grievances.
The Minister praised DARPG for ensuring that the CPGRAMS portal is accessible in 22 Scheduled languages, in addition to English, ensuring that the benefits of the portal are accessible to the common man. He also emphasised the importance of integrating state public grievance (PG) portals and other government portals with CPGRAMS for more effective and streamlined grievance redressal processes.
He claimed that thanks to the reforms implemented by DARPG in the CPGRAMS, the average time it takes for central ministries and departments to resolve public grievances has decreased. There has been a decline of almost 50% in the average disposal time for central ministries and departments from 32 days in 2021 to 18 days in 2023.
Minister Singh also launched the Swachhata Special Campaign 3.0 and unveiled the Precedent Book (e-book) developed by the department. He praised the DARPG for achieving the transition to a fully paperless office, where all communication is conducted through the eOffice portal.
During the past two Swachhata campaigns, an impressive 9 million square feet of prime office space has been successfully cleared and repurposed for productive use. Additionally, 456,000 public grievances have been effectively redressed, and 8,998 references from Members of Parliament (MPs) have been addressed. The Swachhata campaign has also played a pivotal role in promoting an eOffice work culture within the government, resulting in over 90% of file work being transitioned to an online format.
Public transportation is a crucial service for enhancing the general satisfaction the government provides. In light of this, the Indonesian government has established high-speed rail infrastructure for Jakarta-Bandung mobility.
The Ministry of Communication and Information Technology (Kominfo) fully supports the Jakarta-Bandung High-Speed Train (KCJB) WHOOSH operation. Kominfo’s Budi Arie Setiadi expressed continuous monitoring for the availability and reliability of digital connectivity, particularly telecommunications networks along the first high-speed rail route in Indonesia.
“We, along with the telecommunications ecosystem, conducted tests. Kominfo is tasked with supporting signal-related issues. We assessed the signal quality along our journey and found that we could use devices and frequencies for communication,” he explained.
Minister Budi Arie emphasised that KCJB, as a technological leap for Indonesia’s progress, needs full support from the latest telecommunications technology. With advancements in transportation paralleled by digital technology, it will undoubtedly facilitate more efficient access for the public.
“This is a technological leap for Indonesia’s progress. Because this train is solid, the tracks are seamless, and the signal is robust. Our duty and responsibility are to support it,” he added.
Kominfo assured that the quality of telecommunications services would sustain the overall KCJB service. According to them, the journey from KCJB Halim Station to KCJB Padalarang Station and vice versa proceeded smoothly.
“Overall, the management and governance of the high-speed train are excellent,” he noted.
At this trial event, Minister Budi Arie Setiadi was joined by Deputy Minister of Kominfo Nezar Patria and senior officials from the Ministry of Communication and Information Technology. Minister Budi Arie encouraged the telecommunications service provider network to oversee and guarantee the quality of the network.
Ismail, the Director-General of Resources and Equipment of Posts and Information Technology at Kominfo, explained that the test conducted by Kominfo officials and telecommunications service providers is part of the initial process to support digital connectivity for KCJB. Kominfo has prepared radio frequency spectra for quality telecommunications signal transmission.
“And, fortunately, the signal used, or the frequency used, is now in collaboration with one of the biggest telecommunication companies in Indonesia. This cooperation began about two or three years ago. And, thank God, we witnessed today that the train’s communication system worked well. No signal interruptions,” he stated.
Director-General Ismail states that 5G telecommunication networks are available at Halim KCJB Station and Padalarang KCJB Station. This network supports connectivity and signifies that Indonesia is ready for full-scale and comprehensive digital transformation, even in minor details.
“For these two station locations here (Halim) and in Padalarang, the 5G signal has already been covered. Passengers at these stations can now enjoy 5G services. The remaining task is to improve the signal for passengers during the journey. So, from Jakarta to Padalarang and Bandung, we hope there will be no frequency or cellular signal interruptions,” he explained.
Next, Henry Mulya Syam, the President and Director of the Telecommunication company, stated that they would address several remaining telecommunications service challenges at various points along the KCJB route.
“There are several sites to be added, both outdoor and on the KCJB panel. We have conducted evaluations, so hopefully, within 6 to 9 months, because new towers need to be built,” he clarified.
Previously, together with President Joko Widodo and several members of the Indonesia Maju Cabinet, Minister of Communication and Information Technology Budi Arie Setiadi conducted a test journey on the KCJB from Halim Station, East Jakarta, to Padalarang Station, West Bandung Regency. The KCJB, WHOOSH, travels 350 kilometres per hour, making it the first high-speed train in Indonesia and Southeast Asia.
Oak Ridge National Laboratory (ORNL) has introduced the Centre for AI Security Research (CAISER) to confront the existing threats stemming from the widespread adoption of artificial intelligence by governments and industries worldwide. This move concedes the potential benefits of AI in data processing, operational streamlining, and decision-making while acknowledging the associated security challenges.
ORNL and CAISER will collaborate with federal agencies such as the Air Force Research Laboratory’s Information Directorate and the Department of Homeland Security Science and Technology Directorate. Together, they will conduct a comprehensive scientific analysis to assess the vulnerabilities, threats, and risks associated with emerging and advanced artificial intelligence, addressing concerns ranging from individual privacy to international security.
Susan Hubbard, Deputy for Science and Technology at ORNL, emphasised this endeavour, “Understanding AI vulnerabilities and risks represents one of the most significant scientific challenges of our time. ORNL is at the forefront of advancing AI to tackle critical scientific issues for the Department of Energy, and we are confident that our laboratory can assist DOE and other federal partners in addressing crucial AI security questions, all while providing valuable insights to policymakers and the general public.”
CAISER represents an expansion of ORNL’s ongoing Artificial Intelligence for Science and National Security initiative, which leverages the laboratory’s unique capabilities, infrastructure, and data to accelerate scientific advancements.
Prasanna Balaprakash, Director of AI Programmes at ORNL, emphasised that AI technologies substantially benefit the public and government. CAISER aims to apply the lab’s expertise to comprehensively understand threats and ensure AI’s safe and secure utilisation.
Previous research has highlighted vulnerabilities in AI systems, including the potential for adversarial attacks that can corrupt AI models, manipulate output, or deceive detection algorithms. Additionally, generative AI technologies can generate convincing deepfake content.
Edmon Begoli, Head of ORNL’s Advanced Intelligent Systems section and CAISER’s founding director emphasised the importance of addressing AI vulnerabilities. CAISER aims to pioneer AI security research, developing strategies and solutions to mitigate emerging risks.
CAISER’s research endeavours will provide federal partners with a science-based understanding of AI risks and effective mitigation strategies, ensuring the reliability and resilience of AI tools against adversarial threats.
They provide educational outreach and disseminate information to inform the public, policymakers, and the national security community.
CAISER’s initial focus revolves around four national security domains aligned with ORNL’s strengths: AI for cybersecurity, biometrics, geospatial intelligence, and nuclear nonproliferation. Collaboration with national security and industry partners is critical to these efforts.
Col Fred Garcia, Director of the Air Force Research Laboratory (AFRL) Information Directorate, expressed confidence in CAISER’s role in studying AI vulnerabilities and safeguarding against potential threats in an AI-driven world.
Moreover, as ORNL celebrates its 80th anniversary, CAISER embodies the laboratory’s commitment to solving complex challenges, advancing emerging scientific fields, and making a global impact. With its established cybersecurity and AI research programmes, ORNL is well-suited to pioneer AI security research through CAISER.
Moe Khaleel, Associated Laboratory Director for National Security Sciences at ORNL, highlighted the laboratory’s legacy of scientific discovery in various fields and emphasised CAISER’s role in scientifically observing, analysing and evaluating AI models to meet national security needs.
The Digital Government Development Agency (DGA) recently updated Thailand’s digital government progress to enhance nationwide digital services. They plan to expand their government application for all age groups, with over 400 million digital service usages, excluding infrastructure services.
The estimated economic value exceeds 8 billion baht. Their strategy focuses on more accessible, faster, and transparent access to government services, fostering a Smart Connector role. This enhances digital government levels, promoting a Smart Nation and Smart Life for Thai citizens, aligning with their quality of life improvement goals. Dr Supot Tiarawut, Director of DGA, presented these 2023 mission results, emphasising their commitment to effectively serving citizens, businesses, and government entities.
At the Government-to-Citizens (G2C) level, the DGA has linked over 112 government services via the government application, functioning as a comprehensive government SUPER APP. This app integrates services from various government agencies to address citizens’ needs effectively. It boasts more than 112 services, with over 7.5 million cumulative users and 607,041 downloads. This offers citizens a convenient single-channel solution for accessing government services, streamlining the process for all age groups and reducing the complexities associated with traditional government service usage. The plan for 2024 involves introducing critical services such as personal land tax checks, insurance information (Life/Non-Life), and interest payment services (pawning).
The Government Open Data Centre elevation aims to provide high-quality open datasets that cater to the populace’s needs and serve software developers, enabling their appropriate and optimal utilisation. This strategic move aims to enhance future competitiveness. Currently, there are 10,226 open datasets with 3,871,796 users.
The plan for 2024 includes boosting information exchange and utilisation among the public, private, and international sectors. Additionally, the Digital Transcript project, which offers digital transcripts, enhances convenience for students, reduces financial burdens, eases document verification processes for staff, and trims university expenditure on document issuance. This initiative has already produced over 1 million cards across 82 universities nationwide.
The DGA promotes transparency and public engagement through the central legal system, where the government seeks general feedback on law drafts and assesses their effectiveness. Over 1,000 regulations have been open for public comment, with 191,683 submissions. Additionally, the Tax Pai Pai system, providing government expenditure data, enhances public participation in monitoring corruption, with 16,187,604 projects disclosed.
In the G2B sector, the Biz Portal streamlines government-business interactions, benefiting SMEs. Over 124 government licenses have been obtained by 15,881 active operators, simplifying business startup processes. The Digital Entrepreneur Centre for Government Agencies (Me-D e-Marketplace) lists 595 digital technology entrepreneurs from various agencies for government procurement.
In G2G collaboration, the DGA enhances data sharing through the Government Data Exchange Centre (GDX), linking 13 agencies through 74 service data APIs with 133.44 million data exchanges. The Digital Government Personnel Development Institute (TDGA) has already benefited over 1,942,443 individuals, with plans to expand to local-level staff in 2024, offering region-specific digital courses and on-site training through the system with over 300,000 learners.
The Digital Local System is a crucial initiative, a cornerstone of local-level digital government adoption. It streamlines the administration and services of 659 Local Administrative Organisations, incorporating systems from 117 agencies. This enhances service provision, making it accessible and convenient nationwide, ultimately improving people’s quality of life in various regions.
During a visit to Bang Saray Subdistrict Municipality in Chonburi Province, the DGA observed the successful Digital Local System pilot project, which enables convenient access to services, reducing the need for physical visits to government offices and improving efficiency and cost-effectiveness. The initiative also established B-Buddy Bang Saray, a network of volunteers aiding those unfamiliar with digital systems to promote inclusivity.
In his closing remarks, Dr Supot highlighted these projects as examples of the DGA’s role in advancing Thailand towards becoming a Smart Nation, enhancing citizens’ quality of life. These efforts have consistently improved Thailand’s digital government development rankings assessed by the United Nations.
Government agencies in New Zealand are entering the digital age by launching their new Government Electronic Tender Service (GETS) and All-of-Government (AoG) collaborative contracts dashboards. These innovative digital tools are set to revolutionise procurement practices, offering unprecedented insights into spending patterns and benchmarking features.
The GETS and AoG dashboards have been developed with a digital-first approach to provide agencies with comprehensive insights into their procurement practices. One of the key goals of these dashboards is to enhance transparency in government spending, allowing agencies to make more informed decisions and facilitating strategic, intelligence-led procurement processes.
The GETS and AoG dashboards leverage cutting-edge data visualisation technologies to present complex procurement data in a clear and accessible manner. Interactive charts, graphs, and visual representations make it easier for users to gain insights from the data, promoting better decision-making.
Early agency feedback has been positive, with many highlighting the value of the benchmarking features. These features enable agencies to compare their procurement practices with others, fostering healthy competition and sharing best practices. This benchmarking capability not only improves transparency but also helps agencies identify areas for improvement.
One of the core objectives of this initiative is to make the dashboards even more user-friendly and comprehensive in future versions. The development team aims to streamline the user experience, making it easier for agencies to access and interpret the available data. Additionally, the dashboards will be expanded to include data from all participating agencies, further enhancing procurement data transparency.
In the pursuit of transparency and efficiency, government agencies actively seek input from users and stakeholders. They have invited agencies and individuals to share their suggestions and ideas on improving the dashboards. This collaborative approach ensures that the tools meet the needs of agencies and the broader public, fostering a culture of continuous improvement.
Moreover, this new GETS commits to making the dashboards more user-friendly and reflects a user-centric design approach. Agencies will likely collaborate with UX designers to ensure the dashboards are intuitive and tailored to users’ needs, ultimately improving the overall user experience.
Implementing a user-friendly UX is not only making a profound statement about the New Zealand government’s commitment to improving public services but also acknowledging that the success of these dashboards hinges on their adoption and utilisation by a diverse user base. In government procurement, where various stakeholders, including procurement officers, administrators, and policymakers, interact with these tools, catering to their varied needs is paramount.
It will also employ artificial intelligence (AI) to provide intelligent insights. With the emergence of technology, the roles of AI algorithms can be analysed deeper and more accurately. It can generate historical spending data and suggest trends, helping agencies identify cost-saving opportunities and optimise procurement strategies.
The GETS and AoG dashboards represent a significant milestone as government agencies continue their digital transformation journey. These tools provide a glimpse into the future of procurement practices, where data-driven decisions and transparency take centre stage. With ongoing efforts to improve user-friendliness and expand data coverage, these dashboards will play a pivotal role in shaping the procurement landscape for years to come.
In the era of digital government, the commitment to harnessing technology for improved governance and public service is evident. As agencies embrace innovative digital tools, the government sets a precedent for other sectors, fostering a culture of digital innovation and data-driven decision-making for the New Zealand government.