The public sector across the world is undergoing the most extensive digital transformation ever. The urgency with which citizen services must be updated and improved during the previous two years is a direct result of global events. Moreover, the expectation for instantaneous, significant, and individualised digital experiences has also been increased by the epidemic.
As a result of the pandemic, governments have had to rethink services with more innovation and creativity to meet the increased need for faster time-to-value structures that are more agile and collaborative. On the other hand, many organisations in the public and nonprofit sectors felt pressured to improve their digital services to meet rising expectations.
Singaporean government agencies have done an excellent job of providing citizens with cutting-edge, trustworthy digital services in the fields of healthcare, education, and social support. These agencies provided residents with seamless service by utilising cutting-edge digital tools and services such as telemedicine, intelligent chatbots, mobile apps like TraceTogether and distance learning.
While there is still a way to go in transforming many offline services, there is much potential to innovate and provide residents with more user-friendly services. When looking for government services, citizens do not want to fill out numerous forms and browse multiple websites. People have come to anticipate a level of service that is both consistent and easily accessible via the internet.
It is becoming increasingly apparent that government agencies need to better use innovative digital tools and platforms to foster more strategic and all-encompassing community interaction. While this transition is underway, efforts are being made to make sure that those folks who are not technologically savvy are not left behind.
The OpenGov Breakfast Insight on 23 November 2022 at the M Hotel Singapore provided the most up-to-date information on how government agencies may develop seamless, personalised, citizen-centric digital experiences.
Digital Government Provides Simple, Secure, Citizen-Centric Services
According to Mohit Sagar, CEO and Editor-in-Chief of OpenGov Asia, the ultimate test of digital government success is the importance of simple, seamless and secure citizen-centric services.
Adopting a human-centred strategy for every step of the digitalisation process, making sure that the citizens were served with compassion rather than being overly thorough when digitalising every analogue process cannot be overstated.
“We must strive for human-centeredness in our digital government by incorporating service journey mapping and reimagining services and processes along the way to meet citizens and businesses where they are,” believes Mohit.
By adopting agile technological development, organisations are better able to respond to rapid changes and provide better solutions for the current situation.
To ensure that no citizen is excluded, governments are adopting an omnichannel approach to provide seamless, personalised delivery and/or communication of key government services across multiple agencies via digital, phone and physical channels that integrate high-tech functions.
In meeting the public’s expectations for inclusive, equitable and accessible digital services, government agencies are modernising their technology infrastructures. Access to equal and inclusive online and in-person services is a significant focus as they increase their emphasis on the customer experience.
Having rich analysis, content management and hyper-personalisation tools allow both private and public organisations to make their services accessible to everyone.
The public deserves an intuitive digital experience, so the government organisation must make its services available to everyone using tools for hyper-personalisation, content management and rich analysis.
“The Singpass app is the best example of this in Singapore which the government made to ensure a more inclusive and diverse public service,” Mohit shares. “With such solutions, platforms and apps, Singapore’s public sector enjoys high levels of citizen satisfaction, which bodes well for the future.”
A successful digital government will measure citizen satisfaction through key digital services provided by the government and pinpoint areas that need improvement. The main goal is to promote an innovative culture and use new technologies to improve the lives of the citizens.
It is becoming increasingly important that a government comprehends the user experience and impact of its digital services as more people interact with it through websites and mobile applications.
Governments are placing extra emphasis on digital transformation. Offering a seamless digital experience makes sure that the public sector can continue to serve the citizens and be useful and accessible in the future. “An organisation can easily stagnate without a concerted effort when it comes to digital transformation.”
Shashank Sharma, Head – Digital Experience Business, Adobe South East Asia recognises that the pandemic increased the need to modernise and innovate more quickly than ever before. It also raised the bar for agile open team structures across all industries, including telcos, intending to have faster go-to-market than in the financial and public sectors.
“We’ve been pushed to think creatively and with ingenuity. But the biggest problems we face in the public sector or public service agencies are outdated systems,” says Shashank. “There are legacy systems and databases that are siloed between various government agencies.”
The COVID-19 crisis highlighted the importance of a broad-based strategy for digital transformation. The trade-offs between policy goals may have changed as the health and economic crisis developed.
The fact is that most local governments rely on siloed software systems with data stores that are frequently redundant for decades. The systems never interact with one another or exchange data. Although it might have appeared that this was the best way to maintain the accuracy of the data in each system, in practice it results in duplicate data, errors and workflow issues.
Citizens now have high expectations for government services because they have been enjoying an exceptional digital experience in the private sector where their needs are met immediately – anywhere, anytime on any device.
The term “citizen-centric” refers to a change in the focus of service delivery from the interests of the government to those of the citizens. Although the quality of public services may be comparable across socioeconomic classes, citizens may draw different conclusions about service because of differences in how those services are perceived and expected to perform.
To make digital transformation work for growth and well-being, policies are required. Cross-cutting concerns like gender, skills, digital governance, and data governance must also be considered.
A country can create a coordinated, whole-of-government approach to digital transformation with the aid of a government digital policy that takes into account all citizens’ needs and preferences.
Establishing a governance framework that supports coordination, articulating a strategic vision, evaluating important digital trends and policies and developing and implementing a comprehensive strategy are all necessary steps in the process of reevaluating current digital policies.
To ensure equity and inclusiveness in the projects and services that are delivered, the government is looking to change the policies that affect people’s lives. “As more and more digital services join the public sector, you can be sure that the guidelines will increase.”
John Mackenney, Practice Director – Digital Strategy APAC at Adobe, discussed the company’s creation of a Rapid Response Programme and COVID resources hub. These were designed to assist the government in adapting to the needs of their workforce and the people they serve when the pandemic hits in 2020.
“At Adobe, partnering across industries to improve digital customer experiences is a significant part of who we are. And we have partnered with governments to unleash creativity, accelerate document productivity, and power the digital business with our platforms,” John reveals.
They have accomplished a goal worth celebrating after a year. In all 50 states of the U.S., Adobe is now collaborating with the federal government as well as with specific agencies at the state, county and city levels – from e-signatures to powering customised communications to constituents.
According to John, citizens expect more individualised digital experiences since they demand more open, dependable, accessible and responsive service. Governments, therefore, must empower citizens and concentrate on increasing public satisfaction while lowering service costs.
Governments today have become more citizen-centric, data-driven, proactive, and responsive to help citizens and businesses, especially during difficult times.
“Making data available that can enhance experiences and economic outcomes is one of the government’s initiatives, as is ensuring that citizens receive consistent and understandable information,” John asserts.
Most countries are concentrated at the emerging level when it comes to customer experience. There is no centralised customer portal for any state, but leaders set themselves apart by customising the user experience (top services, searches, portals) and by digitising high-priority applications.
Moreover, countries are predominantly at the emerging maturity level, like customer experience. Overall, they discovered that most government websites are designed with desktops in mind rather than mobile. As most constituents will attempt to access government websites and information via their mobile device, this is at odds with an accessible strategy. Mobile site speeds typically lag desktop site speeds by 44%.
“We have the widest range of scores across all states in our digital social equity dimension,” says John.
In terms of digital equity, more than half of the states are in the early stages and by focusing on user experience (high contrast, readability, large text, text-only pages), as well as by providing a wide range of language options and services, websites can be made much easier to understand.
Three crucial capabilities are needed to deliver personalised experiences. The first is the data and insights about citizen journeys through both assisted and unassisted channels. Connecting data from various government agencies makes insights accessible to all.
The collaboration and content come in second. Creating content more quickly and widely across all channels (online and off) will maximise cooperation between departments and within agencies when reusing materials.
The third is the journeys – where governments customise the experience on the terms of the citizens and use context to make sure each journey is pertinent, unique, and accessible.
Personalisation of government services, according to John, is enabled by email and web personalisation tools. Both tools enable government agencies to better adapt to citizen needs.
Any personalisation strategy must provide genuine value to citizens and should ideally achieve the following: Make it easier for citizens to find relevant information: make useful information available to citizens who may not be aware of it; reduce information entry that is repeated or unnecessary and assist citizens with complicated transactions.
John suggests that governments should personalise the experience of their citizens for three reasons:
- Time savings due to content accessibility will result in increasing service usage due to streamlined application procedures;
- Time savings and compliance through the fusion of information from various government agencies;
- Time savings by delivering the most pertinent content.
Personalising citizen experiences will enhance the interaction with government services, resulting in quicker and more satisfying decisions and outcomes. “Increased use of government goods and services, then citizens satisfaction follows from this,” concludes John.
According to Lucy Poole, General Manager – Digital Strategy, Architecture and Discovery Division, Digital Transformation Agency, Australia, to facilitate improved decision-making, streamlined engagement, increased efficiency, and the rollout of a slew of new digital government services to citizens and businesses, it is essential to recognise data as a critical enabler and to share this data on a whole-government basis.
“Public service organisations must deal with too much complexity and rapid change to effectively respond with what they already have on hand,” Lucy feels.
However, these very same organisations are in a prime position to connect with ecosystem allies who have access to a wealth of resources and skills. This will lead to the operations, services and technologies being expanded into partner organisations.
The Australian government is looking into different ways to build trust, which is crucial as countries recover from the global pandemic and prepare for new challenges. This citizen trust is essential for ensuring the success of a variety of public policies that rely on the public’s behavioural responses.
In this context, the importance of data sharing cannot be underestimated. The pandemic has demonstrated that accelerated data sharing is feasible. The current challenge for government leaders is to institutionalise these data-sharing advancements to support the upcoming innovation wave and the general welfare.
“Governments should start by assuming that the public will find value in data and that it should be shared,” Lucy asserts.
The Australian government has pledged to lead the world’s digital economy and society by 2030 and rank among the top three digital governments by 2025.
With its vision for 2030, the way the government helps its people transition into adulthood, start higher education or training, start a family, retire, take care of a loved one and go through other significant life events is being reexamined and improved.
Additionally, the public will have the option to share information across pertinent services and personalise services. By pre-filling and submitting their forms upon request, pre-evaluating their eligibility and initiating automatic payments, will offer a seamless experience.
Personalised government services will benefit those who need them most while also being more convenient for everyone.
The country aspires to improve its ability to collaborate with its organisations and community to enable better service outcomes. “To streamline our engagement and free up the public to concentrate on achieving the results they are passionate about; we will use technology-enabled platforms,” Lucy opines.
To achieve this, the Australian government is looking to make the appropriate investments in digital and ICT-enabled infrastructure at the appropriate time and approach. The Digital Transformation Agency of Australia will help agencies to harness the true potential of advanced technologies.
The Digital Transformation Agency provides strategic advice and assurance to the Australian Government on its digital and ICT-enabled investments to help drive the transformation of public services.
Some of the benefits and challenges of coordinating investment across government are that government employees and contractors must possess the necessary skills to spearhead the government’s efforts to transform into a digital economy. Using both established and emerging technologies, they must aid in building better services.
“To make training, hiring and career development for the Australian Public Service easier, we will identify and describe the digital skills we need. This includes initiatives to find new talent through cadetships, graduate placements, and internships,” Lucy explains.
These digital skills are being ingrained throughout the government. The investment is a part of the modernisation fund established by the Australian Government in partnership with the Australian Public Service Commission.
“We anticipate that as new skill requirements materialise, this capability will change,” says Lucy. “Cybersecurity and cloud computing management, as well as design and research skills, are emerging needs. To support Australian small and medium-sized businesses in the future, the nation needs to pinpoint areas where they can develop new capabilities.”
The delivery of digital transformation will be led by Australian businesses and their workforce. They will purchase cost-effective technology from around the world and implement it using Australian skills and ingenuity.
“We will manage risks for the government and our business partners through the way we interact with our suppliers, and we are changing our sourcing policies to make the government more business-friendly,” Lucy says. “This method of modern procurement is collaborative and iterative. It enables the government to purchase goods and services with less risk and for a better price.”
Shashank noted that all delegates agreed to prioritise digital experiences and he encouraged them to begin their seamless journey. Data connectivity, he is convinced, enables governments to drive relevant, personalised interactions and is becoming increasingly important in the realm of innovation. “It adds value to citizens.”
Governments should put the interoperability of services to make sure that the data and citizens relate to the digital journey. Essentially, interoperability is the fundamental capability of various computerised goods or systems to connect and exchange data with one another without hindrance in either implementation or access.
Shashank reiterated that equity and accessibility considerations for a digital journey are vital to success as were empowering policies and trust in the government.
“A key component of the developing global economy, which is increasingly dependent on connectivity, data use, and new technologies, is digital trust,” says Shashank. “Technology needs to be secure and used responsibly to be trusted.”
Mohit underscored the importance of a skillset in the digital journey. Relevant expertise will assist businesses and services in generating leads, increasing demand and attracting traffic. “With the appropriate strategy and execution, the right skill set will help people in all roles understand how their contributions can more effectively drive success.”
Moreover, he recognises the importance of cloud technology. The cloud allows organisations to scale and adapt at a rapid pace, accelerating innovation, driving business agility, streamlining operations and lowering costs.
Finally, in this ever-evolving landscape and VUCA environment, partnerships are essential and inevitable. Through the right alliances, every organisation will be able to reap the benefits of digital transformation.
“Because digital partnership enables them to modernise legacy processes, accelerate efficient workflows, bolster security, and increase profitability,” Mohit concludes.
Singapore’s Institute of Technical Education (ITE) has emerged as a trailblazer with its innovative Work-Study Diplomas (WSDips) initiative. Launched five years ago, the programme has evolved into a crucial pathway for ITE graduates seeking to elevate their qualifications. According to Dr Mohamad Maliki Bin Osman, the Second Minister for Education, the success of WSDips lies in its ‘learning by doing’ approach, aligning seamlessly with ITE’s practice-based curriculum.
Since its inception with 100 trainees across four courses in 2018, the WSDips initiative has witnessed exponential growth. With over 1,000 trainees now enrolled in 40 courses, the programme has become a testament to its effectiveness. Graduates not only experience salary growth but also boast high employability, with more than 70% choosing to stay in their respective companies post-graduation.
ITE is set to expand its successful WSDips initiative by introducing five new courses in 2024. This move reflects ITE’s commitment to staying ahead of the curve in addressing the diverse needs of both individuals and industries.
The new additions, ranging from Accountancy and Artificial Intelligence (AI) to Nursing and Tourism Management, showcase ITE’s dedication to providing upskilling opportunities tailored to the evolving demands of the workforce.
The WSDip in Accountancy aims to sharpen expertise in in-house accounting functions, addressing the intricate financial management needs of businesses. Recognising the pivotal role of technology, the WSDip in AI and Data Intelligence is designed to support businesses in executing robust digital strategies by nurturing talent well-versed in AI and data intelligence.
The WSDip in Electronics and Computer Engineering responds to the increasing importance of optimised operational efficiency in digital work environments. This course focuses on cutting-edge electronics and computer engineering, producing skilled professionals ready to tackle the challenges of an increasingly tech-centric world.
In the healthcare sector, the WSDip in Nursing offers an apprenticeship-based progression pathway, addressing the growing demand for healthcare professionals. This programme provides a structured and hands-on learning approach, ensuring that graduates are well-prepared for the dynamic field of nursing.
The WSDip in Tourism Management recognises the significance of the evolving tourism industry. Going beyond traditional approaches, this diploma encompasses a spectrum of skills, from customer behaviour analytics to sustainable tourism practices, preparing trainees to navigate this transformative industry.
The expansion of the WSDips portfolio underscores ITE’s dedication to offering specialised courses that address the contemporary workforce’s needs. By providing upskilling opportunities in crucial areas, ITE ensures its graduates are not only job-ready but also positioned to thrive in their chosen fields.
The integration of digitalisation courses into study diplomas has become a strategic imperative. This move is not merely a reaction to industry trends; rather, it represents a proactive measure to bridge the gap between traditional education and the rapidly evolving technological landscape.
Study diplomas tailored to include digitalisation courses offer myriad benefits, from heightened employability to cultivating a workforce prepared for the challenges of the digital age. Graduates possessing digital literacy are not only better positioned for a wide array of careers but are also empowered to contribute to innovation and entrepreneurship.
Moreover, these programmes play a pivotal role in addressing the global competitiveness of individuals and industries, ensuring that professionals have the necessary skills to navigate a digitally interconnected world.
As educational institutions adapt to include digitalisation courses, Singapore paves the way for a future workforce that is not only adaptive to industry-specific requirements but also capable of driving technological advancements in various fields.
The Malaysian Investment Development Authority (MIDA) organised its forum aimed at catalysing Malaysia’s industrial commitment to sustainability goals. Held at the Connexion Conference & Event Centre, Bangsar South, in collaboration with the National SDG Centre and United Nations Global Compact Malaysia and Brunei (UNGCMYB), the forum strategically focused on leveraging technology adoption and embracing ESG (Environmental, Social, Governance) practices, especially among Small and Medium-sized Enterprises (SMEs) and Mid-Tier Companies (MTCs).
At its core, the forum delved into the critical challenges faced by industries, including financial constraints, talent shortages, and the scarcity of technical expertise. Crucially, it shed light on the government’s unwavering dedication to achieving the Sustainable Development Goals 2030 and transitioning toward the Net Zero 2050 aspiration.
The session was a knowledge hub, hosting influential figures in sustainability like Mr Faroze Nadar, Executive Director at UNGCMYB, Prof. Dr Ong Kian Ming from Taylor’s University, and Mr Asfaazam Kasbani from the National SDG Centre, Ministry of Economy. Technology experts and representatives from leading entities such as PETRONAS and EPF also contributed their perspectives, enriching the discourse.
YB Liew Chin Tong, Deputy Minister of Investment, Trade, and Industry (MITI), outlined the government’s New Industrial Master Plan 2030 (NIMP 2030). This plan encompasses ambitious goals and 12 outcome-based targets, aligning with the National Investment Inspirations. Stressing the importance of a holistic approach, YB Liew highlighted the necessity for sector-specific targets across manufacturing, energy, transport, and infrastructure to foster sustainable development.
MITI’s proactive stance was evident as the Deputy Minister unveiled the National Industry Environmental, Social, and Governance (ESG) Framework (i-ESG) to bolster SMEs and MTCs in embracing sustainability. The i-ESG aligns seamlessly with the MADANI Economy Framework, indicating a clear vision for inclusive and sustainable industrial growth.
Underpinning the significance of technology and innovation, YB Liew highlighted initiatives within the Budget 2024, demonstrating a dedicated push toward sustainability. Noteworthy allocations such as the RM2 billion National Energy Transition Facility fund and the potential RM1 billion biodiversity sukuk for carbon credits aim to uplift businesses while fostering a resilient economic landscape.
MIDA’s Chairman, YBhg. Tan Sri Dato’ Seri Dr Sulaiman Mahbob, emphasised MIDA’s pivotal role as the vanguard of sustainable investment projects like e-Mobility, Renewable Energy, and Circular Bio-economy. The establishment of MIDA’s Sustainability Division in August 2023 signifies its proactive approach towards sustainable practices, indicating a promising trajectory.
Tan Sri Dato’ Seri Dr Sulaiman Mahbob underscored the inevitability of sustainable practices in the evolving global landscape, stressing the urgency for Malaysia to embrace the green wave. MIDA’s commitment was echoed through initiatives like the Invest Malaysia Facilitation Centre (IMFC), aimed at bolstering investment facilitation and expediting service delivery, thereby fostering an investor-friendly environment.
MIDA’s forum served as a pivotal platform to galvanise technological innovation and sustainable practices, aligning Malaysia’s industries with global sustainability imperatives. With concerted efforts and strategic initiatives, Malaysia stands poised to lead the charge towards a greener and more resilient future.
Malaysia has set its sights on an ambitious agenda for sustainable development, aligning with global imperatives while tailoring initiatives to its unique socio-economic landscape. With a steadfast commitment to the Sustainable Development Goals (SDGs) for 2030 and a resolute transition toward the Net Zero 2050 aspiration, the nation aims to tackle multifaceted challenges. From addressing environmental concerns like carbon emissions and biodiversity preservation to fostering social inclusivity and economic resilience, Malaysia’s sustainable goals encompass a holistic approach. These efforts converge on technology adoption, ESG practices, and inclusive policies, positioning the nation to forge ahead as a beacon of sustainable progress in the region and beyond.
OpenGov Asia reported that Selangor, a key player in Malaysia’s push towards renewable energy, is set to contribute a substantial 1 to 1.5 gigawatts (GW) to the country’s electricity grid in the coming years, as announced by Menteri Besar Dato’ Seri Amirudin Shari.
The Ministry of Industry and Trade (MoIT) recently unveiled an ambitious plan to propel Vietnamese businesses onto the global stage through a cutting-edge initiative. At the core of this strategy is the selection of 100 exceptional enterprises for the “Vietnam Pavilion” on a leading B2B e-commerce platform, slated to revolutionise the landscape of international trade.
This innovative programme seeks to champion the diverse array of “Made in Vietnam” products, fuel international trade endeavours, and facilitate seamless access for businesses to tap into the vast customer base of an established e-platform. By leveraging this expansive network, the initiative aims to illuminate Vietnam’s products and the prowess of small- and medium-sized enterprises (SMEs) to a global audience.
The registration window for SMEs extends until January 15, 2024, offering selected participants invaluable insights from seasoned exporters. Vu Ba Phu, Director of the Vietnam Trade Promotion Agency, emphasised the pivotal role of this collaboration with the e-commerce giant, highlighting its potential to furnish SMEs with a gateway to the global market. This collaboration underscores a strategic shift toward digital trade, fortifying resilience amid the unpredictable undulations of the global market.
The inception of the “Vietnam Pavilion” in 2022 signals a concerted effort to bolster Vietnamese businesses by amplifying their brand presence and facilitating seamless networking opportunities. According to the Country Director of the e-commerce company in Vietnam, this alliance is pivotal in augmenting the global footprint of Vietnamese enterprises, streamlining their participation in global business endeavours.
In the previous year, Vietnam witnessed an exponential surge in exports via e-commerce, surmounting 80 trillion VND (approximately 3.25 billion USD). Forecasts project a meteoric rise, expecting the figure to soar to nearly 300 trillion VND by 2027. In anticipation of this burgeoning trend, Vietrade swiftly rolled out various online and hybrid trade promotion models, yielding commendable outcomes.
Simultaneously, the Ministry of Industry and Trade organised an event to introduce the “National Centralised Promotion Programme 2023 – Vietnam Grand Sale 2023” to stakeholders across the country. This initiative is designed to invigorate trade promotion endeavours while fortifying the branding of Vietnamese goods. The programme aims to stimulate domestic market growth, diversify purchasing channels, and bolster production, circulation, and business activities, catalysing the country’s economic resurgence.
The National Focused Promotion 2023 is set to be a nationwide affair, spearheaded by the Department of Trade Promotion in collaboration with relevant industry units, associations, businesses, and organisations. This concerted effort will encompass a multifaceted approach, blending traditional trade methods with e-commerce to generate a ripple effect, drawing the active participation of enterprises across sectors.
Businesses are granted the autonomy to partake in the “National Focused Promotion 2023” Programme by proactively engaging in diverse and compelling promotional activities aimed at captivating customers. They have the prerogative to set promotional limits (up to 100%), provided they adhere to legal and transparent promotional practices and safeguard consumer rights.
As stipulated, the permissible limit for goods and services used in promotional activities during the specified period from December 4, 2023, to February 9, 2024, stands at 100%, in alignment with regulatory decisions.
In essence, these initiatives orchestrated by the Ministry of Industry and Trade represent a decisive stride toward harnessing technological advancements to bolster Vietnam’s economic landscape, empowering businesses to thrive in the digital age while fortifying their global market presence.
Vietnam is eager to develop its digital economy and ensure that it is ready to make use of any opportunities to expand.
OpenGov Asia reported that the Ministry of Information and Communications is designing a strategy for Vietnam’s international fibre-optic cable development that will soon be released. This initiative aims to guarantee the secure and sustainable advancement of Vietnam’s digital infrastructure, according to Pham Duc Long, the Deputy Minister of MIC.
A delegation from the Ministry of State Apparatus Empowerment and Bureaucratic Reform (PANRB) met with the Permanent Mission of the Republic of Indonesia to the United Nations (PTRI New York) in New York. The meeting addressed the importance of digitisation as a fundamental foundation in bureaucratic reform.
Digitisation, involving representatives from the Ministry of PANRB and PTRI New York, discussed concrete steps to integrate technology into bureaucratic reform efforts. The discussion involved aspects such as implementing information systems, developing human resource capacity, and using technological innovation to enhance administrative efficiency.
In this meeting, the delegation from the Ministry of PANRB, led by Deputy for Institutional and Organisational Affairs Nanik Murwati, accompanied by Acting Assistant Deputy for Institutional and Organisational Affairs for the Economy, Maritime, and Investment of the Ministry of PANRB Ario Wiriandhi, was received by the Permanent Representative of Indonesia to PTRI New York, Arrmanatha Christiawan Nasir, and his team. The meeting began with discussions on the progress of institutional and organisational policy.
Nanik emphasised the urgency and importance of bureaucratic reform supported by data-based digital governance. “Digitisation through the SPBE architecture is the main foundation for bureaucratic reform, with its impact to be felt by the Indonesian people both domestically and internationally,” said Nanik.
Nanik demonstrated the Indonesian government’s commitment to advancing bureaucratic reform through digital transformation through this meeting. They underscored the importance of international collaboration, especially in exchanging knowledge and experiences related to implementing technology in public administration.
One of the main focuses of the meeting was to enhance the effectiveness of public services through implementing digital solutions. The delegation discussed the potential use of artificial intelligence, data analysis, and technology-based platforms to expedite decision-making processes and provide more responsive services to the public.
“The use of digital technology in various aspects of government operations, such as reporting, data management, and interagency coordination, can create a more open, transparent, and efficient environment,” said Nanik.
The Ministry of State Apparatus Empowerment and Bureaucratic Reform (PANRB) emphasised simplifying and integrating business processes to strengthen digitisation. The main goal is to improve the effectiveness and efficiency of task implementation, programmes, and services across all government agencies, including those carried out by the Permanent Mission of the Republic of Indonesia (PTRI) in New York.
Nanik, the representative from the Ministry of PANRB, revealed that the next step is to conduct an in-depth review with PTRI New York regarding the institutional arrangement policy of the Indonesian Representative Abroad. This institutional arrangement aligns with the revision of Presidential Decree No. 108/2003 concerning the Organisation of the Indonesian Representation Abroad. This process aims to align and enhance the organisational structure to provide optimal support in diplomatic tasks.
The discussion highlighted crucial points, including the position and relationship of business processes and work procedures between PTRI and KJRI New York, KBRI Washington DC, and other organisational elements within the PTRI New York environment. The results of the meeting are expected to form a strong foundation to strengthen synergy and efficiency in diplomatic tasks at PTRI in New York.
Furthermore, through this collaborative step, Nanik believes that by implementing digitisation comprehensively in bureaucracy, there will be significant opportunities to improve the efficiency and responsiveness of public services. Digitisation will facilitate access and information exchange between agencies, reduce task execution time, minimise bureaucracy, and mitigate risks associated with manual processes.
This initiative addresses current needs and looks ahead, creating a robust foundation for adapting to ongoing technological developments. Thus, Indonesia can continue to deliver excellent and responsive public services, achieving the goal of sustainable bureaucratic transformation.
The National Economic and Development Authority (NEDA) recently visited Dumangas, Iloilo, to witness the demonstration of SARAi, a cutting-edge remote-sensing technology developed by the University of the Philippines Los Baños.
This initiative is part of NEDA’s ongoing efforts to harness the potential of remote-sensing technologies for gathering timely crop data, a crucial element in providing anticipatory inflation policy advice through the Inter-Agency Committee on Inflation and Market Outlook (IAC-IMO).
Project SARAi, standing for Smarter Approaches to Reinvigorate Agriculture as an Industry in the Philippines, focuses on monitoring agricultural production. During the demonstration, the Dumangas SARAi team showcased the generation of crop commodity maps using satellite data. The validation process involves a mobile phone app or a specialised drone, ensuring accuracy in monitoring the growth and health of crops in Dumangas.
While SARAi has proven useful at the local government unit (LGU) level, its current pilot implementation is limited to a few LGUs. NEDA Assistant Secretary Reynaldo R Cancio emphasised the need for broader implementation to fully tap into its potential for guiding national policy-making. Acknowledging challenges faced during the technology’s introduction to pilot LGUs, Reynaldo highlighted financial resource constraints and a lack of appreciation for the technology’s benefits as major hurdles.
NEDA proposed national government support for the deployment of remote-sensing technologies like SARAi, particularly for LGUs with financial constraints. He stressed the importance of coordination among various remote-sensing projects to avoid duplication and ensure applicability for national-level inflation management.
As NEDA continues to work with the IAC-IMO, the focus remains on providing inflation policy advice using existing data sets. Simultaneously, efforts persist in studying the potential of remote-sensing technologies like SARAi as invaluable tools for gathering essential data in the ongoing pursuit of effective inflation management.
In addition, NEDA has taken a significant step towards advancing the digital landscape in the Philippines with the release of the Implementing Rules and Regulations (IRR) for Republic Act No. 11927, popularly known as the Philippine Digital Workforce Competitiveness Act. This strategic move, approved on October 2023, reflects a meticulous consultation process involving various stakeholders, including government agencies and private sector representatives.
NEDA Secretary Arsenio M Balisacan emphasised the crucial role the Act plays in equipping the workforce with digital technologies and skills while fostering a dynamic innovation ecosystem. The IRR outlines the establishment of the Inter-Agency Council (IAC) for the Development and Competitiveness of the Philippine Digital Workforce, chaired by NEDA and composed of eight other key agencies.
This Council will be the primary body responsible for planning, coordinating, and implementing initiatives to enhance the competitiveness of the country’s digital workforce, with the Department of Labor and Employment (DOLE) serving as the secretariat.
The Act empowers the IAC to formulate the National Roadmap on Digital Technology and Digital Skills, laying the foundation for programmes aimed at upskilling, re-skilling, and training the digital workforce. In a bid to streamline information dissemination, the Council will establish a centralised online portal harmonising existing portals of member agencies. This portal will provide comprehensive details on training and skills development programmes, certifications, and scholarship opportunities.
These initiatives directly address identified gaps in digital technology and skills mapping, ensuring that Filipinos across the nation have access to the skills and competencies essential for navigating the digital landscape. The focus on digital content, platforms, innovations, entrepreneurship, and technology aligns with the ever-evolving demands of the global labour market, positioning the Philippines as a competitive player in the digital workforce arena.
Liming Zhu and Qinghua Lu, leaders in the study of responsible AI at CSIRO and Co-authors of Responsible AI: Best Practices for Creating Trustworthy AI Systems delve into the realm of responsible AI through their extensive work and research.
Artificial Intelligence (AI), currently a major focal point, is revolutionising almost all facets of life, presenting entirely novel methods and approaches. The latest trend, Generative AI, has taken the helm, crafting content from cover letters to campaign strategies and conjuring remarkable visuals from scratch.
Global regulators, leaders, researchers and the tech industry grapple with the substantial risks posed by AI. Ethical concerns loom large due to human biases, which, when embedded in AI training, can exacerbate discrimination. Mismanaged data without diverse representation can lead to real harm, evidenced by instances like biased facial recognition and unfair loan assessments. These underscore the need for thorough checks before deploying AI systems to prevent such harmful consequences.
The looming threat of AI-driven misinformation, including deepfakes and deceptive content, concerning for everyone, raising fears of identity impersonation online. The pivotal question remains: How do we harness AI’s potential for positive impact while effectively mitigating its capacity for harm?
Responsible AI involves the conscientious development and application of AI systems to benefit individuals, communities, and society while mitigating potential negative impacts, Liming Zhu and Qinghua Lu advocate.
These principles emphasise eight key areas for ethical AI practices. Firstly, AI should prioritise human, societal, and environmental well-being throughout its lifecycle, exemplified by its use in healthcare or environmental protection. Secondly, AI systems should uphold human-centred values, respecting rights and diversity. However, reconciling different user needs poses challenges. Ensuring fairness is crucial to prevent discrimination, highlighted by critiques of technologies like Amazon’s Facial Recognition.
Moreover, maintaining privacy protection, reliability, and safety is imperative. Instances like Clearview AI’s privacy breaches underscore the importance of safeguarding personal data and conducting pilot studies to prevent unforeseen harms, as witnessed with the chatbot Tay generating offensive content due to vulnerabilities.
Transparency and explainability in AI use are vital, requiring clear disclosure of AI limitations. Contestability enables people to challenge AI outcomes or usage, while accountability demands identification and responsibility from those involved in AI development and deployment. Upholding these principles can encourage ethical and responsible AI behaviour across industries, ensuring human oversight of AI systems.
Identifying problematic AI behaviour can be challenging, especially when AI algorithms drive high-stakes decisions impacting specific individuals. An alarming instance in the U.S. resulted in a longer prison sentence determined by an algorithm, showcasing the dangers of such applications. Qinghua highlighted the issue with “black box” AI systems, where users and affected parties lack insight into and means to challenge decisions made by these algorithms.
Liming emphasised the inherent complexity and autonomy of AI, making it difficult to ensure complete compliance with responsible AI principles before deployment. Therefore, user monitoring of AI becomes crucial. Users must be vigilant and report any violations or discrepancies to the service provider or authorities.
Holding AI service and product providers accountable is essential in shaping a future where AI operates ethically and responsibly. This call for vigilance and action from users is instrumental in creating a safer and more accountable AI landscape.
Australia is committed to the fair and responsible use of technology, especially artificial intelligence. During discussions held on the sidelines of the APEC Economic Leaders Meeting in San Francisco, the Australian Prime Minister unveiled the government’s commitment to responsibly harnessing generative artificial intelligence (AI) within the public sector.
The DTA-facilitated collaboration showcases the Australian Government’s proactive investment in preparing citizens for job landscape changes. Starting a six-month trial from January to June 2024, Australia leads globally in deploying advanced AI services. This initiative enables APS staff to innovate using generative AI, aiming to overhaul government services and meet evolving Australian needs.
Having robust and effective public services is a fundamental goal for every country aiming to enhance the quality of life for its citizens. Quality public services, especially healthcare access, are pivotal in societal well-being and development. As a basic human need, the significance of quality public services in healthcare becomes even more prominent.
New Zealand government is aware of fostering its public services. In light of this, New Zealand has embraced a transformative journey by integrating digital technologies to enhance the accessibility and efficiency of its public services. The introduction of the rural after-hours telehealth service is a testament to the commitment of public health authorities to leverage technology for the benefit of citizens, especially those in remote areas.
This initiative aligns with the broader agenda of digital transformation sweeping across various sectors. The transformative service is co-commissioned by Te Whatu Ora and Te Aka Whai Ora and is delivered through a collaboration between three leading telehealth organisations in New Zealand.
Rural communities now have two convenient methods to access the telehealth service. The public can contact 0800 2 KA ORA (0800 252 672), or their rural healthcare provider can refer them. This dynamic service, operational for a week, has already engaged 20 rural practices, with more set to join in the coming days.
When individuals contact the service, a triage process is initiated by skilled nurses and kaiāwhina. Patients are seamlessly referred to a doctor if necessary. Jess White, general manager of telehealth organisations, spoke about this innovative platform that provides rural communities an additional option for receiving care.
Dr Sarah Clarke, National Clinical Director for one of the telehealth organisations at Te Whatu Ora, underscored the significant impact of this service on the most isolated communities, where access to after-hours care, particularly without reliable internet access, has been a persistent challenge. Selah Hart, Deputy Chief Executive from one of the telehealth organisations at Te Aka Whai Ora, underscores the relief this service brings to rural whānau, particularly those with young children who previously had to endure long journeys for after-hours medical care.
Operational on weekdays from 5:00 pm to 8:00 am and providing 24-hour coverage on weekends and public holidays, the service is staffed by a team of kaiāwhina, nurses, GPs, and emergency medicine specialists. This coverage ensures accessibility for enrolled and unenrolled individuals in rural areas, enabling them to increase their quality of life.
Te Pae Tata, the Interim New Zealand Health Plan 2022, serves as a strategic framework that spotlights the healthcare needs of various demographic groups. Te Pae Tata underscores the importance of enhancing their access to high-quality and timely healthcare services. The emphasis on rural healthcare is a testament to New Zealand’s commitment to equitable health outcomes and a proactive step towards addressing the specific needs of these communities.
This new rural clinical telehealth service complements New Zealand’s existing telehealth options, with Healthline (0800 611 116) continuing its regular operations. As technology evolves, these telehealth services can serve as a foundation for further innovations.
The introduction of this service signifies a commitment to advancing healthcare through digital innovation, ensuring that even the remotest communities have access to quality healthcare, further solidifying New Zealand’s position at the forefront of telehealth advancements.
Across the world, tech is improving health outcomes and patient experiences. For instance, OpenGov Asia reported that in Indonesia’s healthcare industry, robots are crucial, assisting surgeons in procedures, providing rehabilitation therapies, and even delivering medications to patients. Telesurgical robots offer enhanced skill and precision, minimising invasive procedures and improving patient outcomes.
Similarly, in the U.S., researchers at the Pritzker School of Molecular Engineering (PME) at the University of Chicago have harnessed the power of machine learning to revolutionise vaccine design. MIT researchers have introduced medical technology advancements, a wearable ultrasound monitor fashioned as a patch, that holds promising implications for individuals with bladder or kidney disorders, offering a more accessible means to monitor organ functionality.