Governments are exceptional institutions that did not slow down during the pandemic. Although not all of their services were essential during the crisis, some were in high demand by default.
All over the world, governments are packed with great volumes of data that is hard to make sense of in their current setting. Primarily because it is unstructured but also because much is on legacy systems that are not accessible or compatible to modern infrastructure.
Merely hoarding data is not useful nor valuable. Data needs to be organised, analysed and should make sense if crucial decisions are based on it.
In light of this, OpenGov Asia held another Virtual Breakfast Insight: High-performance Digital Government – Intelligent Cloud Data Management Strategies on 25 June 2020.
The high-level session had a cross section of chief information officers and IT heads from various government and public sector organisations in Singapore, Malaysia and India. All joined in to discuss Simple, Scalable and Seamless Cloud Data Management for a high-performance digital government.
Mohit Sagar, Group Managing Director and Editor- in-chief at OpenGov Asia opened the session with thought-provoking insights into Cloud Data Management.
Mohit explained that data management is a process that might look like a herculean task especially in such a busy time for the government. Breaking it down in smaller bits makes it easier to implement and practice.
He advised the delegates to set manageable goals for future and focus on those rather than trying fix the mountains of unstructured data from the past.
And this is where cloud becomes relevant. It offers a simple, seamless, and scalable solution to data storage problems.
Organisations no longer have to worry about the location of valuable data in physical data centres. Cloud enables accessing data from multiple points remotely.
However, enabling remote access to data from multiple points has not been the natural structure of government organisations. It was necessitated by the pandemic.
Mohit also cautioned the audience that security of data in cloud is very important otherwise the data is prone to breaches and misuse.
He concluded by saying that government institutions should be open to adopting new technology as it will help them become more efficient and effective in serving public.
Raymond Goh, Director of Systems Engineering, Veeam shared his view that all organisations, be it public or private, are gradually getting more inclined towards a customer/citizen centric approach in their operations. Their data management strategies are also in line with that.
Keeping data classified is highly important for the organisations otherwise it can create impediments in growth and make data complex. It can also make compliance and security hard to achieve.
Apart from making operations difficult, unmanaged data can incur unnecessary costs for the organisations and loss of customer confidence.
Raymond shared key points in the process of cloud data management from ensuring backup and recovery to the last important bit about compliance with regulations.
He then moved to articulate state the three critical aspects for organisations to focus on in their cloud data management journey:
- Digital transformation and cloud data management to go hand in hand
- Have parameters in place to measure the success rate of managing data
- The 4 C’s to enable effective data management: Cloud, Capabilities, Culture, and Confidence
Having understood the importance of Data Management in cloud, Chris Buxton, Chief Digital Officer at Stats New Zealand threw light on how management of data over the cloud can be more effective than the traditional approach to storing data.
He shared some useful insights from his experience of rapidly transitioning to a cloud-based environment.
Chris believes that managing data on cloud is not very different from the traditional way of managing data.
Additionally, it opens a new range of capability and connectedness that is not available in the old way.
In this age of technology, data is are no longer being generated manually; technology is being leveraged to collect and harvest the data from the web. This, in turn, makes collaboration and storage easier.
Conversely at the same time, huge amounts of data are being ingested – making it crucial to ensure that all the data and content all secure. As such, data security becomes an integral part of Cloud data management.
Chris re-emphasised five key areas that were highlighted by Raymond earlier: security, compliance, cost management, automation, performance and monitoring.
Chris concluded by sharing the various steps to be undertaken as organisations begin their journey towards cloud data management.
He completed the circle beginning from having a plan to governing your data.
After Chris’s presentation the session went into a more interactive phase with polling questions for the attendees.
On the first question on how long an IT outage lasts in their organisations, delegates were divided between less than 15 mins (36%) and 16 – 60 mins (26%).
An IT executive from Malaysia shared that she voted for 1- 4 hours as the average time. She opined that the duration varies and is dependent on how critical the application in question is.
Her opinion was totally in line with the findings that Raymond shared from the recent survey conducted by Veeam. On average, in most organisations, IT outage does not last more than 2 hours.
Moving forward, the next question was about the primary reasons for IT outages in an organisation. On this majority of the audience voted for Infrastructure and networking (60%).
A senior executive from insurance sector shared that they faced several IT outages when their organisation moved to a remote working model. With a staff of 3000 employees, working remotely put a lot of pressure on their networks and infrastructure.
Raymond concurred with him as the Veaam survey also showed infrastructure failure as the major reason for outages besides cybersecurity threats and application software failures.
On the final question about why digital transformation is important for an organisation, the participants, for the most part, leaned towards transforming business operations and processes (50%) and transforming customer services (35%).
A delegate from India shared that transforming business processes is definitely the primary driving force behind digital transformation. However, it is still important to be mindful of the limitations of budgets.
The survey reflected similar trends with transforming customer services to be the top motivation for digital transformation followed by transforming business processes.
The interactive Q&A session offered a plethora of reflections and insights from delegates. This rich dialogue was extremely beneficial. It allowed the participants to understand cloud data management from diverse perspectives that were set in a range of contexts and settings.
Raymond concluded the session by urging organisations to take the next step in their digital transformation journey and urged them to work towards the four C’s he mentioned in his presentation.
Delegates of OpenGov Asia’s Virtual Breakfast Insight gained key insights from the digital experts who presented. They were left better informed by the diverse perspectives of each other on digital transformation and using cloud technologies to manage their data.
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.
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.
The Vietnamese government has said that digital transformation and green transformation are inevitable global trends. They have a crucial role in enhancing economic growth, labour productivity, competitiveness, production, and business efficiency. They also reduce reliance on fuel sources that cause pollution and minimise carbon footprint.
To discuss digital and green transformation for sustainable development and to foster networking opportunities for businesses to accelerate their green transitions, the Ministry of Science and Technology held a forum in the northern province of Quang Ninh.
Domestic and international scientists, along with representatives from organisations and technology companies, deliberated on strategies to speed up green and digital transformations. They underscored the importance of advancing technological innovation and implementing reforms in human resource management, training, and quality enhancement to create new products and processes. This, in turn, will boost business value, aid in the delivery of better goods and services to society, and expedite Vietnam’s industrialisation and modernisation processes.
Participants suggested the establishment of a support mechanism for industries implementing green and digital transformation solutions in Vietnamese businesses. They also stressed that it is necessary to promote Horizon Europe’s international cooperation programme on joint research and innovation for Vietnam and have comprehensive digital transformation solutions for businesses.
During the forum, Quang Ninh province representatives, the Vietnam Union of Science and Technology Associations (VUSTA), businesses, and organisations exchanged memoranda of understanding regarding collaboration in the domains of digital transformation and green transformation.
Vietnam has been introducing emerging technologies in the agricultural sector to promote sustainable growth. Earlier this year, the government announced plans to introduce artificial intelligence (AI) for the optimisation of farming practices, including weather prediction, monitoring of plant and livestock health, and enhancing product quality.
AI can improve crop productivity and help control pests, diseases, and cultivation conditions. It can improve the performance of farming-related tasks across food supply chains. Advancements in the manufacturing of AI-controlled robots are assisting farmers worldwide in utilising less land and labour while simultaneously boosting production output.
Vietnam’s commitment to technological advancements in agriculture extends beyond AI, as highlighted by the government’s plans to harness biotechnology. In September, the Politburo issued a resolution under which Vietnam aims to be among the top ten Asian countries in biotechnology production and services by 2030.
As OpenGov Asia reported, the biotechnology sector is on the verge of becoming a significant economic and technological industry, with an expected 50% rise in the number of companies in terms of investment size and growth rate. Additionally, it is projected that half of the imported biotechnology products will be substituted by domestic production. This sector is anticipated to make a 7% contribution to the Gross Domestic Product (GDP).
Vietnam aims to establish a thriving biotechnology sector by 2045, positioning itself as a prominent centre for smart production, services, biotechnology startups, and innovation in Asia. This sector is expected to contribute 10% to 15% to the GDP by that year.
As a result of its tropical climate and its economic shift away from agriculture, biotechnology plays a vital role in Vietnam’s industrialisation and modernisation efforts. It contributes significantly to ensuring food security, facilitating economic restructuring, and promoting sustainable development. Furthermore, in environmental conservation, biotechnology has brought forth numerous solutions. These include the breakdown of inorganic and organic pollutants, waste treatment, industrial waste processing, and the use of microorganisms to address oil spills and incidents of oil contamination.
Vietnam can focus on developing various aspects within the biotechnology sector, such as agricultural advancements in crop and animal breeding, manufacturing veterinary drugs, developing vaccines, and creating bio-fertilizers.
The agricultural sector continues to experience technological advancements. Artificial Intelligence (AI) has become a part of the modern agricultural industry. AI technology is used in various aspects, from production and management to marketing. Agriculture heavily relies on weather, soil, and the environment. Therefore, AI technology related to drones and sensors is essential to support precision agriculture
Drones’ ability to rapidly scan areas with high-quality sensors is beneficial in various applications, including crop mapping, soil analysis, environmental surveys, livestock monitoring, and infrastructure surveillance.
In light of this, the Food Crops Research Centre (PRTP) of the Agriculture and Food Research Organisation (ORPP) under the National Research and Innovation Agency (BRIN) held an occasion regarding AI technology in the development of drones and sensors and its applications in agriculture.
Puji Lestari, the Head of ORPP BRIN, expressed that this occasion would benefit BRIN and other stakeholders. She emphasised that combining drone and sensor technology would create innovative solutions to address food availability challenges.
Furthermore, Puji also highlighted that precision agriculture is closely tied to the availability of tools. Implementing AI in rapid data analysis as a basis for decision-making, ranging from planting and feeding to irrigation and harvesting, is expected to benefit farmers.
The AI-based capabilities, including high-quality sensors and scanning, enable rapid work and real-time data processing, plant identification, and decision-making to support productivity targets. Therefore, the Food Crops Research Centre should provide more opportunities to utilise AI-based technology that supports increased crop productivity,” he emphasised.
At the same time, the Head of PRTP BRIN, Yudhistira Nugraha, also acknowledged that technological advancements have become inevitable. Through the science community, AI researchers are expected to actively contribute to utilising AI technology, turning it into a valuable science that can be applied to agricultural development in Indonesia.
“We can gain many benefits using AI technology for monitoring agricultural land, including fertiliser usage, fertility identification, plant growth, and with the help of AI technology, farmers can make decisions and take actions that can be applied in the farming system to increase productivity,” he explained.
Tri Surya Harapan, Research Manager at a company that provides sales of drones and surveillance services for agriculture, the environment, defence, forestry, and marine purposes, explained about multispectral cameras that provide information on plant health and management.
“AI is widely known for replicating human intelligence and can be simulated using computer systems. Automation sensors embedded in drones, such as camera sensors, LIDAR sensors, or other advanced sensors, provide valuable information as decision-makers in the field without direct human intervention,” he said.
“The use of AI with drone and sensor technology requires relatively high service costs, so in its implementation, collaboration with stakeholders on a large scale is needed,” Tri clarified.
Meanwhile, Senior Researcher at PRTP BRIN, Muhammad Aqil, discussed the Utilisation of Drone Technology in Food Crop Research. This is in line with the direction of the President of Indonesia in the 2021 National IPTEK Coordination Meeting, which emphasises the use of modern technology and contribution to the era of Industry 4.0, including the application of artificial intelligence technology to support all fields/activities, including agriculture.
“We have gone through several stages before reaching Industry 4.0, and now it’s time to use drone technology to monitor the nutrient status of plants, quickly detect pest attacks (OPT – Plant Pest Organisms), check strain contamination, inspect seed production data cells, and determine the harvest time,” said Aqil.
Aqil concluded that the vegetation index-based model developed for the selection of corn genotypes, which are tolerant to both NDVI and NDRE, has proven capable of predicting harvest yields and the best genotype types in corn variety selection in the field.
“By integrating drones and image analysis, it could support research activities, especially in the field,” Aqil added.
Defence Minister Rajnath Singh has inaugurated several digital projects for the Defence Accounts Department (DAD) as part of its 276th Annual Day celebrations. The initiatives include:
The Summary of Accounts, Budget, and Expenditure for Raksha Mantralaya (the Ministry of Defence) tool aims to provide a more accurate and objective view of defence financial information like payment, accounting, and budgeting in India.
This analytics tool integrates, compiles, sanitises, and standardises financial data from various applications, data sources, and databases. It then offers a real-time, comprehensive platform with dashboard features, allowing users to visualise trends, display metrics, present graphs illustrating key performance indicators, and generate reports, among other functionalities.
SARANSH will function as a complete dashboard for higher management, offering a quick overview of all defence expenditures. It enables centralised monitoring and encourages data-driven decision-making for all defence organisations.
The Bill Information and Work Analysis System will function as a dashboard for various Principal Controllers of Defence Accounts (PCsDA)/ Controllers of Defence Accounts (CsDA), providing different infographics to monitor and analyse the whole process flow of bill management. It will also generate reports on Key Performance Indicators (KPIs). It provides real-time detailed analyses of bill processing, with interactive visualisations of granular data flowing through the various office automation systems within a controller office.
E-Raksha Awaas is a centralised and comprehensive software package designed to enhance and streamline the process of generating rent and related charges for rentable buildings within Defence Services. It also facilitates the prompt remission of these charges to government accounts. This package acts as a unified online platform for all stakeholders engaged in the generation, recovery, and remission of rent and allied charges.
Minister Singh described the DAD as the guardian of defence finance and commended its efforts to strengthen the country’s defence capabilities through transparent and efficient systems, praising its prudent resource management and output optimisation.
He suggested ways to improve the department’s efficiency such as encouraging DAD officials to enhance their professional skills to address the challenges posed by “constantly evolving times”. He urged them to partner with organisations like the Indian Institutes of Management (IIMs) and the Institute of Chartered Accountants of India (ICAI) to create and implement customised training modules, as per requirements.
Providing financial advice is one of the DAD’s most crucial responsibilities, the Minister noted. The DAD should consider two key aspects when offering financial advice: a realistic assessment of the demands of the user agency and a thorough understanding of the product’s market.
He explained that it is important to evaluate whether there is a need to purchase a product and whether a similar product of equal or greater effectiveness is available in the market at a lower cost. This understanding will enhance the quality of financial advice.
Furthermore, to foster such an understanding, Singh suggested establishing an in-house mechanism—a standing committee of experienced individuals who can research and analyse market forces and offer valuable insights to field officers. “Big banks and financial institutions develop in-house economic intelligence and research teams. On similar lines, the DAD needs to develop an in-house team for market research and intelligence,” he stated.
It is also vital to strengthen the internal vigilance mechanism to detect and review suspicious activity. This will not only expedite addressing issues but also enhance public trust in the department, the Minister said.