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In a joint project led by the NSW Police Force and Cyber Security NSW, a new AU$ 25.3 million Cyber Security Operations Centre has been launched aimed at safeguarding the NSW Police Force systems from terrorists, organised criminal networks and hackers. The Australian-first operations centre will be made up of a frontline tactical team of 15 analysts and engineers working seven days a week.
The region’s Deputy Premier and Minister for Police stated that the Cyber Security Operations Centre would strengthen the Force’s cyber security defences by identifying and blocking threats in real time. He noted that the NSW Police Force holds a significant amount of sensitive data relating to local, national and international criminal investigations, and there are criminals who seek to obtain this information.
Analysts in the Cyber Security Operations Centre Command respond to and prevent threats of disruption to the police network every day. These threats often come from organised crime networks or cyber criminals – and investment in this Australian-first operations centre is about ensuring that the centre’s analysts are equipped to stop them immediately.
Protecting police systems fundamentally means protecting the people of NSW by allowing the Force to function securely and effectively, and ensure criminal investigations proceed unthwarted, the DP said.
Meanwhile, the Minister for Customer Service and Digital Government stated that it is vital that NSW continues to push ahead with its vision to be a world leader in cyber security to protect and advance its digital economy. He said that now more than ever before, governments, people and businesses are at risk from ongoing cyber security threats and Cyber Security NSW is committed to working with government agencies to improve cyber resilience and ensure they are prepared.
The NSW Government is committed to developing an Australian-based cyber security workforce that is world-leading when it comes to taking on increasingly sophisticated cyber-attacks. Since June 2020 the NSW Government has invested AU$ 315 million through the Digital Restart Fund to bolster the Government’s cyber security capability and grow the local cyber industry.
The 2021 NSW Cyber Security Strategy was announced last year. It builds on the previous NSW Cyber Security Strategy and the 2018 NSW Cyber Security Industry Development Strategy, combining the two into one overarching cyber security strategy for NSW. This strategy seeks to outline the key strategic objectives, guiding principles and high-level focus areas that the NSW Government will use to align existing and future programs of work.
The cyber security sector plays a dual role in the digital economy – defending and protecting the economy as well as underpinning its growth. Cyber security forms the backbone of a strong digital society, providing a trusted environment necessary to grow digital transformation and the confidence needed to advance digital adoption. Concurrently, strong cyber capability protects the economy from losses due to cybercrimes and builds the foundational capability to grow the emerging digital technology sector.
As a result, it is the NSW Government’s vision for the state to become a world leader in cyber security: protecting, growing and advancing its digital economy. To become a world leader, it is imperative to build the foundations to grow the ecosystem and cyber security workforce, provide viable commercialisation pathways, generate increased local demand for and supply of sovereign cyber security solutions and capabilities and continually improve cyber resiliency across industry and government.
As a result, four commitments make up this strategy:
- Increase NSW Government cyber resiliency
- Help NSW cyber security businesses grow
- Enhance cyber security skills and workforce
- Support cyber security research & innovation
Working together with the NSW government, citizens, industry and state and federal counterparts will be crucial for achieving the outcomes of the strategy.
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Having robust, effective, and easily accessible healthcare is essential for enhancing the standard of living, achieving better treatment results and increasing lifespan. Tech-enabled progress made in the field of medicine has been a boon, with groundbreaking innovations and discoveries paving the future of healthcare.
The healthcare sector is witnessing a rapid transformation, with the emergence of new technologies that promise to tackle the most pressing global healthcare challenges. MedTech has become increasingly crucial in this context and has opened up a plethora of possibilities for healthcare professionals to advance their skills and knowledge and expand their reach to underserved regions.
The advent of innovative healthcare technology has empowered doctors to provide better care to a greater number of people, irrespective of their geographical location and help prevent and combat emerging diseases effectively.
Technological advancements offer more effective medication, more accurate diagnostics and improved drug delivery systems giving hope for better patient care and prognoses. Integrating healthcare components through technology can also lead to more efficient and accessible healthcare services while lowering costs.
The healthcare industry hugely benefits from technology, which has been the driving force behind the significant progress made thus far. Technology will continue to play a crucial role in catalysing further advancements in healthcare, enabling healthcare professionals to provide better care, develop innovative treatments and improve patient outcomes.
The Impact of Digital Technology on Healthcare
During an exclusive interview, Prof Lawrence Ho Khek-Yu, a Senior Consultant, Professor, and Director, Centre for Innovation in Healthcare at the National University Health System in Singapore acknowledged the significant influence of COVID-19 on healthcare practices. Social distancing measures have had a profound impact on healthcare delivery both inside and outside the hospital.
“The outbreak has brought about a significant transformation in the digital healthcare landscape. With social distancing measures in place, teleconsultations have become increasingly prevalent, and patients, as well as healthcare providers, have had to adjust to this new format of healthcare delivery,” Prof Lawrence explains.
While the adoption of teleconsultations has seen a good uptake, other digital systems such as digital identification for tracking hospital entry and exit have encountered hurdles during implementation.
Prof Lawrence has identified the lack of an integrated healthcare ecosystem as a major challenge to the successful implementation of telemedicine. While video consultations are prevalent, the scarcity of examination tools and delays in medication delivery remain major obstacles. The limited access to medical information and the inability to provide detailed explanations or drawings further impede the progress of telemedicine.
Additionally, elderly patients, and other segments of society, may have difficulty using technology. Moreover, telemedicine cannot replicate the nonverbal and emotional aspects of in-person interaction. To overcome these obstacles, he feels, telemedicine in healthcare consultations and visits must be refined and expanded.
Prof Lawrence emphasises the need for the medical industry to evolve and improve its diagnostic and treatment capability. Current diagnostic techniques are limited to the five senses but there is a significant potential to collect more accurate and comprehensive patient data through the integration of sensors and artificial intelligence (AI) technology. This could lead to more precise diagnoses and tailored treatment plans, ultimately improving patient outcomes.
“Telemedicine may have some advantages, such as reduced travel time and longer appointments, but it will only be successful if patients see it as a viable alternative to face-to-face consultations,” Prof Lawrence reiterates. “It is important to have a gradual evolution and improvement in the medical industry, as opposed to dramatic changes driven by hype.”
He believes current medical developments primarily focus on the developers and creators rather than the end-users. This approach needs to be reoriented towards a more user-centric model for future medical development, including its cost-effectiveness.
Systems should be developed that take into account the specific needs and preferences of patients, healthcare providers and other stakeholders. This would ensure that healthcare development is better aligned with the needs and goals of those who will ultimately benefit from it
Academia should be incentivised to look out for interests outside of its own research driven solely by academic interests such as self-serving publications and ranking are no longer practical nor justifiable by public funding. There is a growing consensus that the focus of research should shift towards the development of practical applications.
In addition, he stresses the importance of investors in promoting innovation and addressing gaps within the healthcare ecosystem. He suggests that investors should prioritise addressing population-level issues, rather than focusing solely on niche areas.
As people’s lifespans continue to extend, addressing the requirements of an ageing population has become increasingly critical. It is crucial for startups to thoroughly explore this market and develop innovations specifically tailored to the needs of this demographic.
Drawing on the example of Singapore, which has implemented technology to support its elderly population, he suggests investors consider this increasingly important and growing segment when evaluating potential startups for investment.
“To effectively address the complexity national healthcare poses, a systems approach to problem-solving is necessary, where sustainability and equality take precedence over profits,” advocates Prof Lawrence. “Rather than focusing on building more structures, it is important to prioritise addressing issues of affordability and inequality through technology.”
Urban Ideas and Solutions Through LKYGBPC
The Lee Kuan Yew Global Business Plan Competition (LKYGBPC), which began in 2001, is a biennial global university start-up competition hosted in Singapore. Organised by Singapore Management University’s Institute of Innovation and Entrepreneurship, focuses on urban ideas and solutions developed by student founders and early-stage start-ups.
Prof Lawrence, who serves as a member of the judging panel, believes assigning mentors to teams based on their area of expertise can offer valuable guidance and support. This is just one of the many initiatives undertaken by the panel to foster, encourage, and sustain the entrepreneurial drive of the LKYGBPC participants.
In his view, when discussing the fundamental contrast between innovation and entrepreneurship, he feels that innovation involves tackling issues with fresh perspectives and novel ways, while entrepreneurship requires both discipline and adaptability in managing growth.
“Many people fail in business because they lack discipline and work independently,” says Prof Lawrence. “Cultivating a larger community of individuals who are adaptable and capable of working as part of a team is critical to entrepreneurship success.”
He considers seeking advice and collaborating with others crucial to surmount obstacles in innovation and entrepreneurship. Innovators should be willing to seek the assistance and counsel of others, particularly those with expertise in areas such as regulation or commercialisation.
People must understand that there are unique challenges at each stage of the process and bringing them to the right people to help solve them is important. Moreover, entrepreneurship demands financial discipline that benefits from the guidance and mentorship of multiple individuals.
Singapore’s drive to remain competitive in the global arena is a case in point. The country, he says, serves as a springboard, connecting people and providing access to other countries. To attract and retain talent and expand into new markets, he recommends leveraging Singapore’s strengths, such as its robust education system and its position as a hub for the Asian ecosystem.
Prof Lawrence co-invented the revolutionary Master and Slave Transluminal Endoscopic Robot (MASTER), which has now been incorporated into Endomaster.
He has mentored three startups in the fields of photonics and medical technology to identify potential failures and early warning signs through his own experiences.
Prof Lawrence has served as co-chair for the Gut & Obesity in Asia (Go Asia) Workgroup, which investigates the correlation between obesity and gastrointestinal and liver ailments in Asia.
In summation, he stresses the importance of perseverance in the face of adversity, as it enables individuals to learn and prepare for future challenges.
“Those who have never failed or struggled in the trenches may not be able to achieve long-term success,” Prof Lawrence concludes.
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Kemajuan teknologi dan sains telah membawa efektivitas dan efisiensi industri kesehatan sehingga bisa menjangkau lebih banyak orang di pelosok wilayah. Kemudahan akses pada layanan perawatan kesehatan ini diharapkan bisa meningkatkan kualitas hidup dan umur warga.
Telemedicine menjadi salah satu perkembangan terbaru di industri ini yang populer imbas pandemi COVID-19. Saat itu, telemedicine berhasil membantu pasien untuk berkonsultasi dengan dokter, melakukan diagnosis, dan pengobatan dari jarak jauh.
Perkembangan kecerdasan buatan (AI) ikut berkontribusi memodernisasi layanan kesehatan. AI berpotensi membantu dokter untuk membuat diagnosis yang lebih cepat dan akurat, memprediksi hasil kesehatan, dan melakukan asistensi rencana perawatan. Layanan berbasis AI seperti chatbots dan asisten virtual, juga bisa dimanfaatkan untuk menjembatani komunikasi layanan kesehatan dengan pasien.
Pengobatan yang efektif, teknik diagnostik yang lebih akurat, dan sistem pemberian obat yang lebih baik diarahkan untuk memperbaiki sistem perawatan, pengobatan, dan prognosis pasien. Selain itu, kemajuan teknologi juga diharapkan bisa mengurangi biaya perawatan kesehatan lantaran operasional yang makin efisien.
Menggali potensi dari celah di teknologi kesehatan
Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura sepakat kalau COVID-19 memang membantu mempopulerkan telemedicine. Meski demikian, ia merasa layanan ini masih sulit untuk menggantikan layanan konsultasi tatap muka. Menurutnya, telemedicine saat ini memiliki peran penting dalam hal konsultasi, namun masih memiliki sejumlah kelemahan dibanding diagnosis tatap muka.
“Jika Anda menggunakan konsultasi video, Anda hanya dapat melihat tapi Anda tidak dapat memeriksa. Tentu saja pemeriksaan adalah hal yang penting. Semestinya kita bisa memiliki kemampuan yang sama serupa dengan pertemuan tatap muka. Menurut saya, alat pengujian untuk melakukan diagnosa masih kurang pada layanan telemedicine,” jelas Lawrence dalam wawancara dengan CEO & Pemimpin Redaksi OpenGov Asia, Mohit Sagar.
Kedua, layanan telemedicine masih harus mematangkan ekosistem pendukung, salah satunya terkait dengan pengantaran obat. Di Singapura, layanan pengantaran obat bisa dikirim dalam satu minggu. Hal ini tentu akan menghambat proses pengobatan ketimbang langsung datang dan diberi obat ketika melakukan kunjungan tatap muka.
Meski demikian, Lawrence menyebut layanan telemedicine masih dilakukan di masa setelah COVID-19 untuk pasien yang kondisinya sudah cukup stabil di rumah. Sementara sebagian besar pasien sudah kembali melakukan kunjungan tatap muka seperti biasa.
Selain itu, penjelasan yang bisa dilakukan lewat telemedicine menurut Lawrence masih terbatas. Ia merasa kesulitan jika harus melakukan penjelasan dengan tambahan gambar yang dengan mudah dilakukan dalam pertemuan tatap muka secara langsung.
Selain itu, ia pun menaruh perhatian pada kesulitan akses teknologi yang dialami oleh pasien lanjut usia. Telemedicine sulit untuk membaca dan menyampaikan aspek nonverbal dan emosional dari interaksi langsung.
Ia menekankan industri medis perlu mengembangkan dan meningkatkan metode untuk mendiagnosis dan merawat pasien. Ia berharap telemedicine bisa mendukung diagnosis dengan memanfaatkan sejumlah panca indera untuk memeriksa gejala. Dalam pertemuan tatap muka, dokter bisa langsung mengukur detak jantung dengan stetoskop, merasakan dengan sentuhan jari, pendengaran, atau diagnosis sensoris lain untuk mendapat data dari pasien. Kesamaan proses diagnosis seperti inilah yang perlu dikembangkan untuk layanan telemedicine ke depan.
Untuk memperbaiki layanan perawatan medis jarak jauh, semua kekurangan itu perlu ditambal. Tambahan sensor, metaverse dan kecerdasan buatan (AI) dapat dimungkinkan untuk melakukan hal ini dan membantu menganalisa data pasien yang lebih akurat dan komprehensif. Ia optimis kemajuan teknologi bisa mengatasi semua kelemahan itu karena saat ini kita sedang berevolusi untuk meningkatkan layanan telemedicine secara bertahap.
Sebagai seorang investor, menurut Lawrence, inovasi itu menjadi pendorong inovasi yang cukup besar. Namun, agar bisa lebih berdampak, menurutnya baik inovator, akademisi, dan startup mesti benar-benar menyentuh permasalahan di akar rumput. Selama ini, penelitian-penelitian yang dilakukan para edukator kurang peka dengan kebutuhan masyarakat. Mereka melupakan mengapa mereka ada di institusi akademis yang semestinya menelurkan solusi bagi masyarakat. Begitupula dengan para investor. Mereka pun mesti memiliki visi untuk melayani dan menyelesaikan masalah di masyarakat terlebih dulu sebelum menajamkan sasaran ke ceruk pasar yang lebih sempit.
LKYGBPC untuk majukan entrepreneurship
Bagi Lawrence, inovasi berangkat dari inisiatif untuk menyelesaikan masalah dan mengeksekusi ide solusi itu dengan kedisiplinan. Disiplin dalam memperbaiki produk, mengelola konsumen, membangun tim dan organisasi, serta mengelola keuangan. Lawrence menganggap kompetisi bisnis internasional seperti LKYGBPC bisa memberikan kesempatan bagi para pebisnis muda untuk melakukan ekspansi pasar ke negara lain.
Prof Lawrence menjadi investor di tiga startup. Pertama adalah Master and Slave Transluminal Endoscopic Robot (MASTER). MASTER kini telah diintegrasikan menjadi Endomaster, startup MedTech yang paling banyak mendapat kucuran dana di Asia pada 2017. Ia pun mendanai startup di bidang fotonik dan bioteknologi yang mengembangkan peringatan dini dibidang kesehatan.
Berdasarkan pengalaman memiliki tiga startup teknologi kesehatan, Lawrance menyarankan agar startup perlu fleksibel dan membuka diri. Mereka mesti bersedia menerima masukan dari konsumen, tim, dan mereka yang lebih ahli. “Saya merasa bahwa beberapa inovator sangat protektif terhadap produk mereka sendiri, mereka pikir ini adalah bayi mereka.”
Sebab, dari berbagai masukan itu, founder dan tim bisa memetakan dengan cepat berbagai tantangan yang mungkin mereka hadapi di sepanjang jalan. Setelah itu, mereka mesti menemukan orang yang tepat untuk memecahkan tantangan tersebut.
Mereka pun harus berjuang untuk mewujudkan apa yang mereka janjikan dari konsep yang diajukan. Menurut Lawrence, beberapa orang lebih jago menuliskan ide mereka di kertas dan Power Point ketimbang terjun langsung ke lapangan.
“Para pejuang kertas dan Power Point sangat sulit untuk berhasil. Anda harus benar-benar melakukannya hingga berdarah-darah, hingga Anda menguasai dan memenangkan pertempuran,” tegasnya.
Tantangan berikutnya untuk startup kesehatan adalah soal regulasi. Startup perlu menemukan ahli untuk membantu merancang uji klinis agar lolos berbagai uji klinis dan regulasi.
Tantangan yang terakhir adalah masalah komersialisasi produk. Bagaimana menghasilkan pendapatan dari produk yang akan dijual.
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The Singapore University of Technology and Design (SUTD) and an online delivery company have formed a three-year partnership to provide students with the digital skills they will need in the future. This collaboration, which is part of SUTD and Ecole 42’s collaboration programme, will give SUTD’s 42 Singapore students access to the online delivery firm’s mentorship and internship opportunities, with the goal of providing tech talent with a launchpad to enter the tech industry once they graduate.
This collaboration is part of the online delivery firm’s PowerUp! Tech Academy, which includes programmes and partnerships to expand the tech talent pool and strengthen the tech ecosystem.
With a SG$600,000 contribution to SUTD’s 42 Singapore programme, the company reaffirmed its commitment to the partnership. This is Singapore’s first tuition-free, no-instructor programme. The funds will be allocated over a three-year period, from 2022 to 2024, and will be used to organise skill-development initiatives such as workshops and events.
According to the SUTD provost, Professor Phoon Kok Kwang, as Singapore strives to realise the full potential of its digital economy, they are eager to collaborate with the online delivery company. Their timely support and collaboration with 42 Singapore programmes enable SUTD to provide a transformative digital skills development path for future tech talent.
SUTD’s mission is to equip and continuously shape socially conscious, adaptable, and responsible talent who will have rewarding careers and catalyse positive change in a world that is rapidly changing.
By bringing together students with aspirations and mentors who share the same passion, the company is committed to creating an inclusive tech ecosystem that they believe will help drive and advance digitalisation not only in Singapore but throughout Asia.
Recent research indicates that Singapore’s Internet economy has the potential to increase by 19% and reach USD 22 billion by 2025, with the highest proportion of digital consumers in the region. Therefore, merchants are more likely to expand their use of digital services.
Therefore, this partnership is essential for the development of a robust tech talent pipeline to support the imminent expansion of Singapore’s digital economy. The three-year partnership encompasses the following:
- Internship opportunities: The online delivery firm will offer 42 Singaporean students internship opportunities in its tech teams over the course of three years. This will allow aspiring talent to gain professional working experience within a world-class technology team and learn how to apply their knowledge to real-world scenarios.
- Mentorship programmes: Students will be able to enrol in the online delivery firm’s mentorship programme, which will provide them with direct access to the tech team’s resources and executives. The firm’s one-on-one interactions with senior leaders aim to not only equip them with the necessary digital skills but also to inspire talent.
- Employment opportunities: The online delivery firm will give those who finish the programme first consideration for jobs if there are any that match their qualifications. This makes it possible for the firm to grow its community and give the next generation the technical skills that will be valuable in a world that is becoming more digital.
- Industry guidance: A Chief Technology Officer (CTO) of the online delivery firm will join the Advisory Board of 42 Singapore, offering advice on key industry trends and advocating for other businesses to support the programme. His direction will also ensure that SUTD’s programmes are relevant and valuable to students and the broader tech community.
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There has been extensive usage of AI technology in the service of helping humanity. In the health sector, AI has been used to identify new illnesses and epidemics that have become a concern when they appear in different parts of the world. Therefore, it was decided to develop the necessary tools to assist the country in dealing with any future pandemic in Indonesia at the suggestion of Indonesia’s National Research and Innovation Agency (BRIN).
Given Indonesia’s limited infrastructure and medical workforce, a well-thought-out plan was crucial for overcoming such an emergency. As a result, the healthcare infrastructure in Indonesia, including hospitals, physicians, health workers, and the government, could be ready for any future pandemic.
Outbreaks can be identified using AI by extracting morphometric information from microscopy images. Anto Satriyo Nugroho, Director of BRIN’s Centre for Artificial Intelligence Research and Cybersecurity (PR KAKS), said that AI can greatly aid Indonesian healthcare workers in hot spots, for instance, malaria epidemics. The algorithm could determine whether a person has caught malaria based on whether their blood sample tested positive for the parasite outbreak.
“Artificial intelligence applications can also detect epidemics with high precision. With AI, we can get an accurate forecast 77.14% of the time, with a sensitivity of 84.37% and an F1 accuracy of 80.60%,” he revealed.
To promote such initiatives, the National Research, and Innovation Agency (BRIN) hosted a webinar with the topic “Utilising AI in Health”. A panel discussion with a resource person, the Director of the BRIN Institute’s Centre for Artificial Intelligence Research and Cybersecurity (PR KAKS), followed the webinar activity. Prof. Indi Dharmayanti, Head of the BRIN Health Research Organisation, and Alexander Svinin, Russian Trade Attache for Indonesia, shared some opening comments during this webinar.
Experts in artificial intelligence technology include Anto Satriyo Nugroho, Director of the Center for Artificial Intelligence at Innopolis University Russia Ramil Kuleev, and researcher from the Astutiati Nurhasanah National Agency for Research on Vaccines and Drugs Research Centre, Ruslan Lukin.
Meanwhile, Russian Trade Attaché Alexander Svinin has voiced his approval of the work being done in Indonesia in artificial intelligence, “When it comes to the use of AI in medicine, we will be extremely receptive to new ideas and findings. This will open the door for cooperation among many groups.”
Professor and Head of the Russian University of Innopolis’s Institute of AI According to Ramil Kuleev, artificial intelligence has been used in various spheres of Russian society, most notably the medical field, where it has been used to diagnose illnesses based on radiological examinations.
Indonesian organisations like the Metaverse Research & Experience Centre (MREC) and the Indonesia Metaverse Collaboration supports the metaverse effort alongside AI development. Denny Setiawan, Director of resource management for the Ministry of Communication and Information’s Directorate General of Resources and Equipment of Post and Information Technology, said this would be a crucial step in hastening the country’s digital transition.
The mission of the Metaverse Research and Education Consortium (MREC), a public-private partnership, is to foster these very activities inside the realm of the technological metaverse. The Metaverse Research and Experience Centre (MREC) may be in the middle of the action on the Telkom University Campus. The building will serve as a hub for metaverse technology-related R&D, engagement with industry, and capability development.
Academics, researchers, connectivity service providers, industry partnerships, and policymakers can all work together and build connections with the help of MREC’s resources. Launching MREC is a big deal for Indonesia’s digital economy since it shows the country is serious about capitalising on the rising international interest in metaverse technology.
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The government held a conference to review the first phase of the programme on the transition to Internet Protocol version 6 for state agencies (IPv6 for Gov) and discuss the implementation of the second phase of the plan.
The initial stage of the IPv6 for Gov initiative carried out between 2021 and 2022, centred around state agencies. During this period, approximately fifty per cent of the involved ministries, agencies, and localities planned transitional strategies to shift towards IPv6 for their portals. All of them are expected to roll out the plans in the second phase in 2022-2025.
In Vietnam, the IPv6 transition in networks, services, applications, and software will ensure there are Internet resources capacity and security requirements to support digital transformation and the development of e-government and smart city services. IPv6 is expected to meet Vietnam’s demand to offer new and quality services such as the Internet of Things (IoT), 4G-LTE, and 5G networks, contributing to digital transformation and digital government building.
To guarantee the effective execution of the program, the Ministry of Information and Communications (MIC) has collaborated closely with pertinent ministries, sectors, and localities. According to statistics from the Vietnam Internet Network Information Centre (VNNIC), as of December 2022, Vietnam’s IPv6 usage reached 53%, ranking 10th globally with more than 65 million Internet subscribers using IPv6 services. According to an official, the IPv6 for Gov programme has exceeded its set goals in the first phase as 94% of ministries, sectors and localities have issued IPv6 transition plans.
So far, as many as 78% of stakeholders have successfully converted to IPv6 for their portals and public services. More than 1,300 staff and experts have been trained on IPv6, 2.6 times higher than the training target for five years.
This year, the country’s IPv6 usage rate is expected to reach 60-70%. In the second phase of 2023 – 2025, VNNIC set a goal to convert the national Internet network into IPv6. By 2025, it wants 100% of Internet subscribers to use the IPv6 service, and all IDC, cloud, and hosting businesses to provide services on IPv6 platforms.
Pham Duc Long, the Deputy Minister of Information and Communication, has urged stakeholders to hasten the transition to IPv6. VNNIC was tasked with boosting communication and training initiatives and providing support and oversight during the transition phase.
The country’s quality of Internet service has also improved following directives issued by MIC. Globally, Vietnam ranks 39th in terms of fixed Internet. As OpenGov Asia reported, the average broadband download speed in Vietnam in February was 89,73 Mpps, up 4.6% over January. Among the centrally run cities, Ho Chi Minh City had the highest fixed broadband download speed (96.55Mbps). The average fixed broadband upload speed of the whole country was 88.71 Mbps (up 4.7%).
The figures from both domestic and international sources indicated that there has been a significant improvement in Vietnam’s fixed Internet speed in February, a considerable achievement considering the several incidents surrounding the submarine fibre optic cables since late 2022. As a solution, MIC has directed telecom carriers to promptly apply measures to fix the problems to ensure smooth international Internet connection. Under the instructions of the Authority of Telecommunications (AOT), mobile network operators have negotiated to buy more mainland optical fibre capacity and share capacity with each other to overcome the crisis.
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To increase efficiency and productivity, leverage better insights for decision-making and provide seamless digital services for citizens, Singapore’s government is investing in digital technologies such as robotic process automation, artificial intelligence (AI), and data analytics.
The government is prioritising modernisation, transformation and digitalisation of its corporate shared services to improve service quality and efficiency and the overall customer experience. By reducing manual workloads and eliminating errors, these technologies will enable the development of new skills in its employees and create capacity for new priorities.
OpenGov Asia is pleased to recognise VITAL for its innovative and disruptive use of technology in the public sector through the optimisation of government processes and the pushing of new limits.
Providing common services in human resource, payroll, finance and procurement to over 100 public service agencies, VITAL, a department under the Ministry of Finance and the central agency for corporate shared services, has earned a stellar reputation over the years as an organisation that actively leverages digitalisation and automation at the enterprise level. Through the use of digital technology and robotic automation, the agency has successfully managed and transformed corporate service delivery for the Whole-of-Government (WoG).
VITAL has worked to expand and propagate its digital and automation capabilities internally and among Whole-of-Government (WoG) agencies. This is aimed at achieving economies of scale, enhancing efficiency, strengthening governance, and improving the quality of service.
All these endeavours have led VITAL to being awarded the prestigious OpenGov Asia’s Recognition of Excellence Award which will be conferred during the 8th Annual Singapore OpenGov Leadership Forum 2023.
VITAL’s Digitalisation Strategy for Enhanced Service Delivery
Alex Tang, Director (Service, Innovation, and Compliance), VITAL, Ministry of Finance in Singapore, said that VITAL’s Digitalisation Strategy led to the transition from manual, paper-based processes to digital services and operations. These services are provided to their service partners and public agencies that they have collaborated with over the years.
“To encourage greater adoption of these tools, we developed an in-house ‘Digital First’ microsite to share use cases, tips, and resources with VITAL officers and conducted frequent brown-bag sessions to generate greater awareness of digital tools,” Alex explains.
VITAL has dedicated significant efforts to upskilling its officers in automation. In addition to training 28 officers in Robotics Process Automation (RPA) developer software to automate complex tasks, they have trained and provided low-code RPA developer software training to over 140 officers. This approach enables a broader group of individuals to use automation to improve processes effectively.
As the Robotics and Automation lead in Whole-of-Government (WoG) for corporate services, VITAL has also developed a service-wide microsite called “Robotics and Automation Hub (R&A Hub)”. This platform provides WoG Agencies with access to RPA resources, common automation scripts and other offerings to promote the use of RPA.
As of February 2023, more than 2,300 different people had visited the hub’s site since it opened. As part of its citizen development initiatives, VITAL has taken the lead in WoG efforts in trialling low-code RPA tools.
Their automation journey included tabletop research, learning journeys, consultations, solution identification, proof of concept followed by a pilot, and gradual scaling up of implementation across multiple processes over the initial 2 to 3 years.
“In the early phase of our automation journey, we visited organisations to learn from them, consulted our advisory panel and industry experts and performed extensive research. Throughout our journey, we continually learned and adapted as we implemented RPA,” Alex recalls.
To reap the most benefits and ensure the long-term viability of the automation initiative, it was critical for process owners and developers to align their understanding to ensure robust process selection – focusing on those that were manual, tedious, repetitive and rule-driven to reduce abortive work and building scripts that do not meet business needs.
VITAL’s digitalisation is the result of an ecosystem that includes a central innovation team that is supported by Ops-Tech specialists and process experts in the Operations functions.
The VITAL Innovation Hub is made up of a group of specialists who conduct technology exploration and agile experimentation to source, test and scale up innovative solutions that improve VITAL’s efficiency and effectiveness. This team drives the digitalisation and automation agenda, collaborating with operations functions to identify appropriate processes for testing, scaling up and spreading automation adoption throughout the organisation.
Initially, the Innovation Hub led by Jessica Ong, Deputy Director (Innovation Hub) has played a critical role in the early stages of the project as the developer, working closely with process experts in operations to collect business requirements, develop scripts, and deploy them. However, as the RPA developer capability within Operations grew, the Ops-Tech specialists in the line functions took over this role.
At the same time, the Innovation Hub shifted to a governance and advisory role, responsible for reviewing and deploying scripts, upgrading applications, troubleshooting incidents, providing guidance, and building capabilities.
Alex summarises the top five crucial points for successfully integrating and streamlining digitalisation and automation projects as follows:
- Speak with industry early adopters to determine the benefits and drawbacks of a solution, determine if it meets the organisation’s needs, start small and validate efficacy before scaling up.
- Deploy solid policy-operations-technology integration. Collaborate with central teams to review policy and system requirements to use technology tools.
- To reap greater benefits across the entire government, processes must be standardised and consolidated through the use of shared services and common central systems.
- Verify software and solution compatibility with key internal and external systems and applications, as well as the hosting environment.
- Avoid automating inefficiencies. Before developing a script, examine the selected process and streamline it by eliminating unnecessary steps.
Alex and his team discovered that RPA is extremely sensitive to changes in system or application performance – the more applications and systems a script integrates, the more complex it becomes. Deploying patches can have an impact on performance, including success rate, and may require more script changes.
“We found it useful to plan early and assess the complexity of the integration scope during script development,” Alex explains.
Although automation is often touted as a means to increase efficiency, it can also cause anxiety and uptake-hesitancy among employees. To overcome stress and resistance, effective communication is necessary.
VITAL took a different approach and presented Robotic Process Automation (RPA) as an enabler, freeing its people from manual and tedious tasks. This allowed them to focus on more valuable work, professional growth, and innovation.
Developing the skills and capabilities to become an RPA developer can be challenging, especially when coding knowledge and experience are required. Fortunately, the shift towards democratising automation development through low-code or no-code tools has made it easier.
“Currently, we are upskilling more officers to be Citizen Developers who can tap on low-code RPA tools to automate simple, manual tasks,” Alex reveals.
Key Factors That Lead to Success
In addition to the innovation structure, Alex identifies two crucial factors for success: effective change management and a robust ecosystem that encourages bottom-up innovation.
“As a shared services outfit, we aggregate and process many transactions across WoG, which makes VITAL a fitting target for automation,” Alex states.
There are abundant automation opportunities in Operations functions, as these teams are often eager to ease their daily workload through tech solutions. To meet this immediate need, VITAL invites successful automation projects to apply for its annual innovation project awards, which recognise credible innovation efforts and successful use cases.
VITAL had also created a dashboard to track RPA script success rates and time savings – useful metrics that validate the efforts and serve as “fuel” for further automation adoption and growth.
The automation initiative is continuously monitoring the external environment for potential changes in the technology industry that could impact the solutions they use, the systems landscape and the corporate services space in WoG as part of future-proofing. This allows them to anticipate the impact of the automation programme and adjust their strategy accordingly.
“We are moving up the value chain in our automation journey by exploring the integration of RPA with the use of other intelligent tools,” Alex concludes.
He is confident that VITAL is vital to Whole-of-Government (WoG), as their efforts are intended to future-proof automation strategies across the public sector. Ultimately, they want to work more intelligently, smarter and safer to provide the best service experience they can.
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Sebagai Badan Pusat Layanan Publik di Singapura, VITAL memiliki sejumlah inisiatif digital yang mendapat sorotan dari OpenGov Asia. Berbagai inovasi yang dilakukan organisasi ini memberikan transformasi layanan pemerintah Singapura yang dapat memberi manfaat bagi warga.
Saat ini VITAL, memiliki pusat layanan yang mengakomodasi lebih dari 100 lembaga. VITAL secara aktif mendorong digitalisasi dan automasi di tingkat enterprise sejak didirikan pada 2006. Lembaga yang ada di bawah Kementerian Keuangan ini terus melakukan disrupsi digital untuk mendorong transformasi di berbagai layanan pemerintah Singapura.
Berbagai inisiatif digitisasi, digitalisasi, dan automasi dengan robot gencar dilakukan untuk mengubah standar layanan pemerintah. Saat ini, inisiatif digital dan automasi terus ditingkatkan agar bisa lebih ekonomis, efisien, memperkuat pemerintahan, dan menigkatkan kualitas layanan.
Seluruh upaya tersebut telah membawa VITAL memenangkan Recognition of Excellence Award OpenGov Asia yang akan diserahkan bersamaan dengan diadakannya acara tahunan ke-8 OpenGov Leadership Forum 2023 Singapura.
Strategi VITAL terapkan automasi
VITAL telah mentransformasi layanan pemerintah Singapura dari manual, berbasis kertas, menjadi layanan dan operasional berbasis digital. Bahkan, percepatan proses lewat automasi bot dan robot berhasil membuat VITAL meningkatkan efisiensi pemerintah hingga 66% dan menghemat 12 ribu jam dari total 191 ribu transaksi yang harus diproses.
Dalam wawancara khusus dengan Mohit Sagar, CEO dan Pemimpin Redaksi OpenGov Asia; Alex Tang, Direktur Layanan, Inovasi & Kepatuhan VITAL menjelaskan sejumlah kerumitan yang menjadi tantangan untuk melakukan automasi. Mulai dari manajemen perubahan ketika mengembangkan skrip, komunikasi dengan pengguna untuk mengurangi penolakan dan ketidakpastian, serta hal-hal yang berkaitan dengan kemampuan para developer dalam mengembangkan skrip untuk automasi.
Perencanaan dan manajemen perubahan diperlukan untuk mengurangi kerumitan yang terjadi ketika terjadi perubahan dalam sistem atau aplikasi. Semakin banyak aplikasi dan sistem yang diintegrasikan, akan meningkatkan kompleksitas proses automasi. Makin tinggi kompleksitas akan berpengaruh pada tingkat keberhasilan sistem otomatis yang sudah diterapkan. Pada sistem yang kompleks, perubahan skrip juga akan menambah tingkat kesulitan ketika melakukan tambalan sistem keamanan.
“Kami merasa perencanaan lebih awal berguna dalam menilai kompleksitas cakupan integrasi di tahap pengembangan,” ujarnya.
Selain itu, pengembang juga perlu mengintensifkan komunikasi dengan pengguna. Hal ini diperlukan untuk mengatasi ketidakpastian dan penolakan. Mereka mengubah persepsi automasi dari ‘ancaman’ menjadi ‘bantuan’.
Automatisasi sering disebut-sebut sebagai ancaman posisi kerja bagi manusia dan menimbulkan kecemasan bagi para pegawai. Tapi, VITAL mempromosikan automasi sebagai alat bantu untuk menghilangkan pekerjaan manual dan repetitif. Sehingga, pegawai lebih produktif, memberikan nilai tambah pada pekerjaan mereka, melakukan pengembangan profesional, dan inovasi.
Tantangan berikutnya terkait dengan kemampuan dan pengalaman pengembang menulis skrip untuk automasi. Untuk mengatasi masalah ini, VITAL memanfaatkan software automasi tanpa coding atau low coding. Pengembang ahli di pusat akan tetap menangani kebutuhan coding automasi yang rumit. Tapi di hilir, para pengguna bisa memanfaatkan software RPA kode rendah dan tanpa kode untuk melakukan automasi sederhana.
Alex lantas membeberkan lima langkah yang mereka lakukan untuk memastikan inisiatif automasi yang mereka jalankan agar dapat menjawab kebutuhan ratusan agensi yang terhubung dengan VITAL.
- Belajar dari orang lain
Pada tahap ini, VITAL mempelajari berbagai riset, mengambil pelajaran dari pengalaman sebelumnya, dan berkonsultasi dengan pakar dan analis industri sambil melakukan penelitian ekstensif. Untuk menentukan proses mana yang perlu automasi dan digitalisasi, Alex memberi tips agar melakukan penyelarasan pemahaman dengan pengguna. Hal ini bisa dilakukan ketika berdiskusi dengan calon pengguna di tahap awal. Proses digitalisasi bisa diutamakan pada proses yang masih manual dan repetitif.
“Bicaralah dengan para pengguna awal di industri untuk menentukan manfaat dan kekurangan solusi yang ditawarkan. Mereka bisa membantu untuk menilai apakah solusi itu sudah memenuhi kebutuhan organisasi,” jelasnya.
Penyelarasan dengan pengguna tersebut dapat menjadi konsep yang memandu VITAL untuk memulai segala ide dan inisiatif mulai dari yang kecil, seperti proof-of-concept. Dari titik ini, pengembang bisa mendapat validasi seberapa efektif inovasi yang ditawarkan. Sehingga, perbaikan lebih mudah dan lebih murah untuk dilakukan sebelum memperbesar skala solusi tersebut untuk pengguna yang lebih banyak.
“Kami lantas mengidentifikasi solusi, menguji coba bukti konsep dan melakukan penyesuaian dan peningkatan fitur selama 2 hingga 3 tahun ke depan,” tutur Alex.
- Integrasi kebijakan-operasi-teknologi
VITAL bekerja sama dengan tim pusat untuk meninjau kebijakan dan persyaratan sistem ketika mereka akan mengaktifkan penggunaan suatu alat teknologi.
- Standardisasi dan konsolidasi
Alex juga menyarankan agar memiliki layanan bersama dan terpusat untuk proses standardisasi dan konsolidasi yang menjadi rujukan dari seluruh organisasi kepemerintahan.
- Uji kompatibilitas
Perlu dilakukan uji kompatibilitas antara software dan solusi yang akan dipasang ke sistem utama dan lingkungan hosting, baik berupa aplikasi internal dan eksternal.
- Memilih proses yang diautomasi
“Terakhir, jangan mengotomatiskan inefisiensi. Tinjau proses yang dipilih, sederhanakan terlebih dahulu dengan menghilangkan langkah-langkah yang tidak perlu sebelum membuat skrip,” seru Alex.
Ke depan, untuk menghadapi kebutuhan dan tantangan yang terus berubah, Alex dan tim di VITAL terus mengamati berbagai perubahan yang terjadi. Baik perubahan di industri teknologi, lanskap sistem, dan ruang layanan korporat di WoG yang bisa berpengaruh pada solusi yang mereka gunakan. Pengawasan dilakukan agar mereka bisa mengantisipasi perubahan itu dan melakukan penyesuaian.
Mendorong tim yang inovatif
Untuk mendorong inovasi dan digitalisasi, VITAL menciptakan ekosistem tim inovasi pusat yang didukung oleh tim spesialis Ops-Tech dan pakar proses fungsi operasi.
Tim pusat inovasi melakukan eksplorasi teknologi dan eksperimen untuk mencari, menguji, dan meningkatkan solusi inovatif untuk menghasilkan efisiensi dan efektivitas di VITAL. Mereka bekerja sama dengan pakar proses fungsi operasi untuk mengidentifikasi proses yang sesuai dalam menguji dan meningkatkan serta menyebarkan adopsi otomasi di seluruh organisasi. Mereka juga mengumpulkan persyaratan bisnis, mengembangkan skrip, dan menerapkannya. Secara parallel, hal ini mengembangkan kemampuan pengembang Proses Automasi dengan Robot (PAR).
Sementara itu, tim spesialis Ops-Tech mengambil peran sebagai pengatur tata kelola dan penasihat untuk meninjau dan menerapkan skrip, memutakhirkan aplikasi, memecahkan masalah insiden, memberikan panduan, dan membangun keterampilan dalam berinovasi.
Selain membentuk struktur tim yang kuat, VITAL juga melakukan manajemen perubahan dan menciptakan ekosistem yang memberi stimuli untuk terus berinovasi. Hal ini dilakukan dengan mengundang proyek-proyek yang sudah berhasil ditangani oleh VITAL.
Mereka juga menggelar penghargaan proyek inovasi tahunan untuk terus menjaga kebanggaan tim atas hasil dan perubahan yang mereka lakukan. Hal ini diakui sukses dalam menjaga minat tim agar terus mencari hal yang bisa ditingkatkan secara bersama.
“Kami juga telah mengembangkan dasbor untuk memantau tingkat keberhasilan skrip PAR dan melihat penghematan waktu yang telah dilakukan. Metrik ini berguna untuk memvalidasi upaya kami dalam menyediakan ‘bahan bakar’ untuk adopsi dan memantau pertumbuhan lebih lanjut dalam penggunaan otomasi,” papar Alex.
Selain itu, untuk transfer informasi dan pengetahuan antar tim di VITAL dan luar VITAL, Alex berbicara sejumlah hal yang sudah mereka lakukan secara efektif.
- Microsite
VITAL kerap memanfaatkan microsite sebagai pusat informasi untuk semua inisiatif digital yang dilakukan.
- Digital First
Microsite ‘inhouse’ ini digunakan untuk berbagi contoh kasus, tips, dan sumber daya bagi sesama pegawai VITAL. Mereka juga kerap mengadakan pertemuan santai untuk membahas dan memperkenalkan solusi digital baru.
- Pusat Robotik dan Otomasi
Microsite ini digunakan untuk menyediakan segala informasi terkait dengan robotik dan skrip automasi.
Situs mini ini digunakan sebagai referensi internal untuk berbagai agensi yang terhubung dengan layanan korporasi pemerintah. Sejak diluncurkan, layanan ini sudah mendapat 16 ribu kunjungan oleh sekitar 2.300 pengunjung unik per Februari 2023.
- Pelatihan
VITAL telah melakukan pelatihan internal bagi 28 karyawan dan melatih lebih dari 140 petugas VITAL lain. Pelatihan yang diberikan adalah penggunaan Proses Automasi dengan Robot (PAR). PAR diperlukan untuk mengotomatiskan proses yang kompleks. Pelatihan difokuskan untuk meningkatkan kemampuan menggunakan software automasi low-code PAR. Saat ini, sudah ada 12 lembaga pemerintah Singapura yang telah mengikuti pelatihan ini.
