By 2035, electric vehicles are expected to account for more than half of all new vehicle sales worldwide, however, demand will vary greatly by country. This game-changing, ecologically friendly technology is only now beginning to emerge as a serious influence in Indonesia.
Nonetheless, Indonesia is seriously pursuing this option and is currently developing electric vehicles to deploy nationwide. All motorcycles sold from 2040 will be electric-powered, while all new cars sold from 2050 will be electric vehicles (EVs), said Arifin Tasrif, Minister for Energy & Mineral Resources.
Dadan Kusdiana, Director-general of renewables at the ministry clarified that the nation does not “have any policy to stop the usage of internal combustion engines” but wants to push “the utilisation of electric vehicles, with incentives”.
Indonesia has long struggled with suffocating urban air pollution, with the country’s congested capital Jakarta frequently ranking among the region’s most polluted cities. Industry, in general, is responsible for the highest contribution, accounting for 37%. It is closely followed by transportation (27%) and energy and heat-generation (27%). The largest driver of overall GHG emissions is CO2 emissions from fuel combustion.
Emissions have increased significantly since 1990, reaching a high of 581 MtCO2 in 2019. As of 2019, Indonesia’s automotive industry organisation reported that the country had over 15 million cars and 112 million motorcycles on its roadways. In light of the severe pollution issues and national goals, Jakarta announced a target this year to make the country carbon-neutral, including a plan to retire all coal-powered plants by 2056.
A move towards EVs also supports Indonesia’s ambitious plans of becoming a global hub for production, as the country ramps up the processing of its rich supplies of nickel laterite ore used in lithium batteries.
An article from OpenGov Asia reports that Indonesia plans to roll out new regulations that offer tax breaks for hybrid EVs, in the latest effort to promote the development of electric vehicles in the country. In a meeting with Parliament, Indonesian Finance Minister Sri Mulyani said that investors who build electric cars in Indonesia feel that the current framework is unfair as there is no difference in the tax rates between hybrid and fully electric cars.
While battery-powered EVs continue to be exempted from the luxury tax, the plug-in hybrid EV will see an increase to 5% from 0%. Full and mild hybrid types will be taxed at a rate of 6% to 12%, from a previous range of 2% to 12%. Additionally, the government will provide tax holiday incentives for up to 10 years if EV manufacturers make at least an IDR 5 trillion (USD 346.2 million) investment in the country.
According to research, about 15,000 electric vehicles (mainly motorbikes) were sold in 2019, accounting for less than 0.2% of total vehicle sales. All automobiles emit significant life cycle emissions, which are difficult to calculate. Nevertheless, because most pollutants are lower for electricity generation than for burning gasoline or diesel, EVs typically emit fewer life cycle emissions than conventional vehicles.
In another article, Indonesia’s homegrown ride-hailing giant said it would try to make every car and motorcycle on its platform an electric vehicle by 2030. The Jakarta-based firm is in discussion to help Indonesia’s electric vehicle industry develop, including how to establish infrastructures like battery swap and charging stations.
Electrifying the transport sector could boost gross domestic product by Rp 400-500 trillion (US$ 28-35 billion) by 2030 in the accelerated scenario, with the driving force being a localised manufacturing and supply chain. This would require the coordinated support of Indonesia’s regulators and state-owned enterprises all along the value chain.
Although the adoption of electric vehicles in Indonesia is still in its early stages, the potential for beneficial economic and environmental effects is immense. To establish a local EV ecosystem with the capacity to reshape environments and economies, a collaboration between government stakeholders, state-owned firms, and the private sector will be important. Indonesia’s leaders can boost the economy while still advancing crucial climate goals by encouraging consumer adoption and strengthening the industry.
Smart cities are here to stay and are fast becoming the norm rather than an outlier. Smart cities use ICT to improve the lives of residents through more efficient utilisation of resources, assets and funds in an effort to better serve citizens. Smart cities optimise services and operations to enhance the overall citizen experience while simultaneously driving development and growth. Cutting edge technology is used to plan, design and manage resources and infrastructure in the best way possible.
According to a report, cities can use smart technologies to improve some key quality-of-life indicators by 10% to 30%. These increases could mean more lives saved, lesser crime, lowered health system burden and a cleaner, green environment.
There are, of course, challenges in creating smart cities. These challenges can seem overwhelming, as they range from things like legislative and policy roadblocks to funding challenges to technology infrastructure and security. The fact is, in as much as smart cities rely on technology, the key is not necessarily in how much technology is available but rather how well the available technology is deployed and exploited – Smart City Technology Management.
Read on to know about the five primary technologies required for a highly successful smart city environment and how all the pieces of the city’s infrastructure can work together as a cohesive whole.
A research team at the University of Washington (UW) has developed a wearable device to detect and reverse an opioid overdose. The device, worn on the stomach like an insulin pump, senses when a person stops breathing and moving, and injects naloxone, a lifesaving antidote that can restore respiration.
The opioid epidemic has become worse during the pandemic and has continued to be a major public health crisis. We have created algorithms that run on a wearable injector to detect when the wearer stops breathing and automatically inject naloxone.
– Justin Chan, Lead Author and PhD student, UW’s Allen School of Computer Science & Engineering
Co-author Jacob Sunshine, an associate professor of anesthesiology and pain medicine at the UW School of Medicine, said one of the unique aspects of opioid overdoses is that naloxone, a benign drug, is highly effective and can save lives if it can be administered in a timely fashion.
The UW team is looking to make these devices widely available, which would first require approval by the U.S. Food and Drug Administration. The FDA is currently working to accelerate efforts to address this critical public health problem and has recently released special guidance on emergency-use injectors.
In a multiyear collaboration, the UW investigators worked on the prototype with West Pharmaceutical Services of Exton, Penn, which developed a wearable subcutaneous injector that safely administers medications. The research team combined this injector system with sensors and developed an algorithm to detect the life-threatening pattern of respirations that occur when people experience opioid toxicity.
Co-author Shyam Gollakota, a UW professor of computer science and engineering, said the device could help people at different stages of opioid-use disorder to avoid accidental death. This wearable auto-injector may have the potential to reduce fatalities due to opioid overdoses.
The pilot device includes a pair of accelerometers that measure respiration and an onboard processor that detects the halt of motion associated with breathing. The wearable system, which has received regulatory approval in the United States, activates the injector in the presence of prolonged apneic events. The device also can transmit data about breathing rates and apneic motion to a nearby smartphone via Bluetooth.
To test the device, a clinical study was conducted with volunteers in a supervised injection facility in Vancouver, B.C., and a parallel clinical trial was conducted in a hospital environment among volunteers who manifested signs of apnea by holding their breath. The injection facility deployment was crucial, the researchers said, to help develop breathing algorithms involving real-world, opioid-induced breathing changes.
Twenty-five participants were recruited. The sensors were able to accurately track respiration rates among people with opioid-use disorder. Further, the device was able to detect non-medical, opioid-induced apnea, a breathing pattern that commonly precedes a potentially fatal overdose. The testing in Vancouver measured breathing patterns only to develop the respiratory algorithm and did not involve an injection of naloxone, which was administered only in the second study involving healthy human volunteers who did not take opioids.
In the second study, 20 participants simulated overdose events in a hospital setting by breathing normally, then performing a breath-hold for 15 seconds to mimic an apneic event. When the wearable system detected that the subject had not moved for at least 15 seconds, it activated and injected naloxone into the participant.
Researchers said further studies are needed to assess the comfort and discreteness of the device over longer time periods, particularly in unsupervised settings. And, they said, additional study of the device is needed to evaluate naloxone injection in people who use opioids for nonmedical purposes.
China has made great efforts at home and abroad to become a global leader in digital technologies. China’s digital ambitions are state-driven that has a close connection within the IT sector between the state and private companies and show that China’s digital rise is not only spurred by economic interests but also by political goals to become a leading superpower in research and technology.
China wants to take the lead in dual-use technologies and quantum cryptography and advance its Artificial Intelligence (AI) programme. According to a study, it also wants to use its capabilities domestically to implement its vision to be a leader in digital technologies. Digitisation, for the country, is a means to achieve several goals at once: creating new engines of growth, achieving technological independence, social control, and international leadership in digital technologies.
The nation has invested disproportionately in technological innovation in recent years. For quantum cryptography research alone, China has provided at least an estimated USD 50 billion of funding, that’s ten times as much as the United States has made available. In AI, China filed around 30,000 patents last year, two and a half times more than the US.
All these efforts are beginning to pay off: The People’s Republic is already considered the leading digital marketplace and home to a third of all startups with a market evaluation above USD one billion. Soon, the country could become the world leader in digital key technologies. At the same time, Beijing is changing the global technology landscape by pushing blockchain, the Internet of Things and 5G standards and by filling key positions in relevant international institutions.
The advent of new technology and approaches to working with big data will allow China to keep track of and enforce key parts of its ideology within the Chinese population. A good example of a tool that will gain in importance in this area is the Social Credit System, which assigns citizens scores based on a variety of criteria.
The nation ranks second globally in ground-breaking scientific and technological research. The reports evaluated the performance of leading countries in “hot” and emerging fields of scientific and technological research. The reports identified 171 research fronts, including 110 hot and 61 emerging fronts in 11 broad research areas in sciences and social sciences. Research Fronts are formed when clusters of highly cited papers are frequently cited together, reflecting a specific commonality in the research – sometimes experimental data, a method, a concept or a hypothesis.
As reported by OpenGov Asia, another recent report titled “China Tech Decoupled” examined how China is building up a self-reliant domestic IT infrastructure ecosystem with detailed analysis. How China’s tech sector evolves and potentially decouples from the global tech system is one of the most important factors shaping the future. The report sheds light on how China’s effort to build up key domestic substitute IT infrastructure is going and how it will impact the world’s tech landscape.
The country realised early on that it depended heavily on foreign technology, particularly in a critical industry: semiconductors. Since then, a renewed national campaign to build up China’s self-reliant supply chains picked up pace significantly. A new industry suddenly became the centre of the spotlight for governments and private businesses. Referred to as Xin Chuang, or Information Technology Application Innovation Industry, this industry aims to build up a comprehensive, self-reliant Chinese domestic information technology industry from chips, operating systems, and applications.
China is likely to make reasonable progress in domestic replacement in the next decade in markets such as Internet-of-Things (IoT) O.S., cyber security, cloud computing, computing devices, and servers. These markets do not have as high technological barriers or long R&D cycles as chip manufacturing. As a greater share of these markets is captured by domestic companies, foreign companies will gradually lose market share and influence over the Chinese market.
OpenGov had the pleasure of speaking to Sam Liew, Managing Partner, Government Strategic Business Group, NCS. Keeping in mind the present realities, Mohit Sagar, Group Managing Director and Editor-in-Chief, discussed a range of topics from Sam’s driving passions to the strategic plans of NCS to the adoption of Artificial Intelligence (AI) in Singapore.
Looking to get a better understanding of what motivates Sam, the conversation started with a dive into the drivers that got Sam into the organisation. NCS has been actively involved in Singapore for 40 years and the mission that he is gearing himself towards is to grow and make NCS a major regional IT services company.
Sam is genuinely committed to the vision of building a leading APAC Technology Services company headquartered out of Singapore. He is a firm believer in NCS’ business overall and is confident that the business he leads – Government Strategic Business Group (also known as Gov+) – can be a catalyst and a vehicle for change in the region.
Gov+, Sam explains, aims to improve the lives of citizens and advance communities by using technology to create a vibrant society covering Public Service, Defence, Homeland Security and Government Global Business – the four pillars of Gov+.
Its primary mission is to build up NCS’ digital government portfolio and drive collaboration efforts to propel NCS as the go-to digital catalyst for governments and smart cities across the Asia Pacific. The intent is to help government agencies digitalise the core of public services to enable holistic public service transformation, to advance communities and support enterprises.
The current environment of the pandemic is a stark reminder of the need to digitalise in an ever-increasing VUCA world. Gov+ helps drive public sector practice and contributes to helping governments digitalise to offer better citizen e-services and support the overall business.
“Technology and digitalisation is a revolution that is here to stay,” Sam is convinced. “If technology is harnessed well, it can help governments provide support for communities and enterprises, especially so in these times where all the sectors are disrupted, either by COVID-19, digitalisation or technological improvements.”
Mohit agreed that the world is truly in a state of rapid digitisation and that governments need to get on the digitalisation journey to stay relevant. He was curious about what Sam thought of as the key engines and the benchmarks for success in an initiative like Gov+.
Results and target are the outcomes of a solid, well-thought-out game plan, Sam says. NCS and Gov+ have established a set of foundational strategies:
- Double down and grow the Singapore Public Sector which remains a priority for NCS and Gov+
- Digitalise end-to-end Public Sector systems, enabling holistic public service transformation and bringing impact to the communities
- Grow Singaporean Core technology, talents and expertise which are particularly important for a small country like Singapore
- Focus on Pan APAC expansion by scaling Digital and Smart Nation assets to the APAC region and harvesting back knowledge and capabilities into assets
Mohit observes that the past 2 years have seen companies deploy “band-aid technology” to deal with the challenges of COVID-19. As things settle down, companies will need to look at the lasting changes that the pandemic has left in its wake and address those with more permanent solutions and smarter approaches. For instance, the agile methodology has become the true foundation and building blocks of governments. There are, of course, a myriad of problems and issues, so the fundamental question is: how do people know what to prioritise?
The question is absolutely vital, and while there are varying opinions, Sam believes that the focus should be on adopting cloud technologies for non-sensitive workloads, moving towards application containerisation, and modernisation of both infrastructure and applications. This will allow governments to deploy quicker, drive performance faster and build products more swiftly because they are in containers; and are components that can be assembled on the fly.
Beyond a doubt, there is a need to continuously drive multi-speed development and explore new technology and solutions as they become available. This is where and why he shares Mohit’s sentiment on agile methodology.
A perfect example of more efficient innovation is the development of DevSecOps and Continuous Integration and Continuous Delivery (CICD) capabilities. DevSecOps provides security as well as developing templates for the upstream developers in the design, instead of leaving the discovery of mistakes for the downstream. CICD on the other hand is a tested and proven practice for software deployment, automated testing and code, etc.
Sam also recommends adopting emerging technology solutions such as AI, 5G and Digital Twin. Along with Cloud adoption, organisations need to start embracing these emerging technology, driving and identifying use cases in their agencies.
In a segue to the topic of wider adoption of cutting-edge technology, Mohit was keen to know how NCS plans to share its wins and learnings in the terms of establishing a data-driven culture with the organisations they work with.
“Data is indeed the new oil in this Digital Age,” Sam is convinced. “Even a naysayer will say that organisations need more data insights to make accurate decisions.”
NCS have practices focused on Data Analytics, Big Data and Platforms, Artificial Intelligence and Data Science. NCS’ teams in these practices are deployed to clients’ projects to solve various data issues and to obtain specific actionable information and derive intelligent insights.
NCS deploys a Digital Inside and Digital Outside framework to help clients determine their prioritisation goals and implement solutions to match specific requirements. Moreover, it is important to identify what data sets that organisations should be working from – for instance some data that tackle efficiency is more inward-looking, while other data is outward in driving expansion into new markets, new products, new sectors and new customers.
While big data, analytics and the generation of actionable insights, AI, Mohit suggests, even in Singapore, is still in its early stages of deployment and adoption. “How can we help Singapore become mainstream in that space?” he is eager to learn.
Sam shared that NCS is already embedding AI techniques into the work they do. NCS has several AI categories in which they develop their solutions: Anomaly Detection, Predictive Analytics, Resource Optimisation, Intelligent Processing to name a few. The premise of AI inclusion is to make unbiased decisions or generate intelligence based on data. Without AI, people will be making a decision based on experience rather than data-driven insights and predictive outcomes.
Steering the conversation towards the wider plans of NCS, Mohit inquired about strategies that NCS has to entrench the company as a regional force.
NCS does have a focused Pan APAC strategy to expand the Gov+ business, Sam acknowledges. In Australia for instance, they launched the NCS NEXT Cloud Centre of Excellence (CoE) in Melbourne. That was part of NCS’ regional expansion strategy into Australia, following the partnership with Optus Enterprise in December 2020 to bring integrated ICT and digital services to Australian clients across a wide range of industries and government sectors. The CoE will also facilitate expertise exchange and deepen collaboration between the teams in Singapore and Australia, helping both cities build cloud expertise in a competitive talent market.
Another strategy is through specific acquisitions to grow capabilities. Sam explained that NCS has recently acquired some companies which will accelerate expansion across Asia-Pacific:
- Riley – a leading Australian cloud-based solutions consultancy that offers a comprehensive portfolio of services in cloud-native transformation, data supply chain, and cloud operations.
- ClayOPS – a Singapore-based data analytics and consulting services firm that specialises in helping organisations improve enterprise performance through data and data analytics
- Velocity Business Solutions – a Hong Kong-based data analytics firm that provides a full suite of data analytics consulting and implementation services including design, development, support, and enablement.
- NCS also made a majority investment in Eighty20 Solutions – an Australian cloud transformation specialist.
Finally, NCS takes on regional expansion by leveraging the inherent advantages of a subsidiary under the Singtel Group. Through the partner ecosystem, they have accumulated knowledge from delivering numerous complex and large-scale government projects in Singapore’s digitalisation roadmap.
While technology and infrastructure are two pillars of digital transformation, Mohit opines that for digitalisation to achieve business objectives, it must involve people and culture. As Sam agrees with this, Mohit asks for his thoughts on how to make people more effective in terms of skills, collaboration, partnerships, both internally and externally.
Equipping people with digital capabilities to help enable economic development and growth is a must, believes Sam. People are the centre, drivers and ultimate beneficiaries of this journey; and as such, they must be equipped and prepared to both rollout and benefit from digital transformation.
At NCS, they create opportunities and training for employees to develop skills across any of the 53 specialisations or practices. Sam is keen to see employees go deeper and specialise in the domains that they prefer. To that end, he is prepared to facilitate and lead these endeavours.
NCS will bring people of different specialisations into the same team to deliver services to customers. The organisation is charting a course for growth through talent strategies to relentlessly attract, develop and retain the best people to lead and innovate for tomorrow.
He observes that today’s workforce want specialisation but do not want to be trapped in a particular role for too long. To address this, NCS has created a unique initiative that offers a transformative learning experience – DoJo. Taken from the Japanese, “Do” means a way or a pursuit and “Jo” means a place.
The vision for the platform is a place that people can:
- have an immersive learning experience
- pursue and practice: two-way interaction where our people can come together to “pursue and practice” the NCS way and learn together
- avail mentorship: employees taking lessons learnt from various projects and sharing, discussing and creating best practices so that both employees and clients can benefit
- offer (reverse) mentorship: senior leaders learning from the younger staff
To round up the conversation, Mohit brought the spotlight back on Sam, inquiring about his leadership, specifically his objectives and expectations of his team.
Developing a sustainable growing business in NCS is key to his vision, reveals Sam. A strong advocate of the digital industry, growing industry capabilities and nurturing talents is integral to its success. He “finds immense joy in mentoring talents, encouraging digital professionals to broaden their skills and keeping up to date on emerging digital technologies”.
Sam views expectations from two perspectives – his expectation of each individual and their expectation of him as their leader. As a leader, he believes in bringing out the best in his teams and the people he works with. This includes empowering and enabling them with the right level of autonomy to “reach for the sky”.
Apart from that, practising open communications that cultivate mutual respect and trust is something that he places great stock in and affirms. At the end of the day, he believes that every individual is accountable for their own goals and should all stay focused on achieving them.
Looking ahead, Sam offers three milestones that he is confident would define success in NCS: Growth in Financial Results (sustainable Revenue growth), Growth in People (expertise, engagement, sustainable careers) and High Customer Satisfaction (based on quality delivery).
Energised by the bold new vision of a Pan APAC expansion of Gov+, Sam looks forward to leading NCS into becoming a force of change in Singapore and beyond. Ultimately, he hopes NCS will grow to become a major regional IT services company that everyone loves to be associated with.
Sepsis claims the lives of nearly 270,000 people in the U.S. each year. An unpredictable illness can progress quickly, resulting in a speedy drop in blood strain, tissue injury, several organ failures, and demise. Well-timed intervention by healthcare professionals saves lives, however some therapies for sepsis can even worsen an affected person’s situation, so selecting the very best remedy may be difficult. For instance, within the early hours of extreme sepsis, giving an excessive amount of intravenous fluid can improve the affected person’s threat of demise.
To help clinicians avoid remedies that may potentially contribute to a patient’s death, researchers at MIT have developed a machine learning model that could be used to identify treatments that pose a higher risk than other options. Their model can also warn doctors when a septic patient is approaching a medical dead end — the point when the patient will most likely die no matter what treatment is used — so that they can intervene before it is too late.
When utilised to a dataset of sepsis sufferers in a hospital intensive care unit, the investigator mannequin confirmed that about 12% of the therapies for deceased sufferers have been dangerous. The research additionally exhibits that about 3 p.c of sufferers who didn’t survive have been caught in a medical stalemate 48 hours earlier than demise.
“We see that our model is almost eight hours ahead of a doctor’s recognition of a patient’s deterioration. This is powerful because in these really sensitive situations, every minute counts, and being aware of how the patient is evolving, and the risk of administering certain treatment at any given time, is really important.”
Taylor Killian, a graduate student in the Healthy ML group of the Computer Science and Artificial Intelligence Laboratory (CSAIL).
This research project was spurred by a paper that explored the usage of reinforcement studying in conditions the place it is too harmful to analyse voluntary actions, making it tough to generate sufficient information to successfully practice algorithms. Conditions the place it is not potential to gather extra information forward of time are known as “offline” settings.
In reinforcement learning, the algorithm is trained through trial and error and learns to take actions that maximise its accumulation of reward. But in a health care setting, it is nearly impossible to generate enough data for these models to learn the optimal treatment, since it isn’t ethical to experiment with possible treatment strategies.
So, the researchers flipped reinforcement learning on its head. They used the limited data from a hospital ICU to train a reinforcement learning model to identify treatments to avoid, with the goal of keeping a patient from entering a medical dead end. Learning what to avoid is a more statistically efficient approach that requires less data.
The researchers also found that 20% to 40% of patients who did not survive raised at least one yellow flag prior to their death, and many raised that flag at least 48 hours before they died. The results also showed that, when comparing the trends of patients who survived versus patients who died, once a patient raises their first flag, there is a very sharp deviation in the value of administered treatments. The window of time around the first flag is a critical point when making treatment decisions.
Moving forward, the researchers also want to estimate causal relationships between treatment decisions and the evolution of patient health. They plan to continue enhancing the model so it can create uncertainty estimates around treatment values that would help doctors make more informed decisions. Another way to provide further validation of the model would be to apply it to data from other hospitals, which they hope to do in the future.
Beyond a doubt, the pandemic has hastened digital transformation and opened up a myriad of opportunities. Implementation of tech-enabled platforms and solutions is taking place across industries, and they are no less critical to healthcare. The ongoing crisis is prompting digital leaders in the health sector to reconsider how to best leverage technology to serve the pressing current need as well as future requirements.
In a normal year, healthcare institutions around the world spend trillions of dollars to address growing healthcare challenges. With the unprecedented numbers of patients seeking care, as outpatients or admissions, health systems in hard-hit areas have been put under even more strain – with demands for space, supplies and staff far outstripping supply.
Moreover, as health services crumble under the number, patients reach out to other peripheral agencies and institutions looking for help anywhere they think they can get it. Facilities, systems, infrastructure, providers, paramedical staff and patients have been overwhelmed across the board, but far more so in areas that have poor or limited access to healthcare.
Against this backdrop, Amazon and Amazon Web Services (AWS) introduced a new global programme to support organisations working to improve health outcomes for underserved or underrepresented communities. They provided funding and technical expertise, committing $40 million over three years to assist in developing solutions to improve health outcomes.
OpenGov Asia had the opportunity to speak with Peter Moore, Regional Managing Director for Asia Pacific and Japan, Worldwide Public Sector, Amazon Web Services, to gain deeper insights into their accelerated transformation initiatives as well as to discuss projects and initiatives implemented by AWS that assist governments and the public sector to leverage AWS technologies in support of their missions and mandates.
Technology has accelerated transformation in the health sector
COVID-19 has created unprecedented challenges for healthcare across the board while also inspiring and driving innovation at an unprecedented rate. Without a doubt, the use of technology in healthcare has resulted in better patient diagnosis and treatment, as well as improved quality of life and the saving of many lives.
It is universally acknowledged that the pandemic has accelerated digital transformation and across the board, things have shifted entirely to a digital or hybrid mode. As things sort of settle, the question is, would these methods continue even after physical routines resume. “From a technology perspective, what does the future look like?”
Peter agree that the world is experiencing turbulence and churning; the key question that needs to be addressed is “how do government and public agencies respond?”.
According to Peter, COVID-19 has forced significant changes that have impacted many lives and marginalised large swathes of populations. Governments throughout the region are grappling with the ‘have nots’ rather than the ‘haves,’ which Peter feels, is rooted in politics and policies. The focus now has to be on equitable solutions for all citizens – students, employees and patients; urban or rural; low or high resource.
The fact is, even though the public sector was well on the path of digitisation and moving to the cloud before COVID-19, the pandemic has forced governments to rethink their cloud strategy. Peter believes that the primary driver behind this shift in the pre-COVID era was citizen demand for effective service delivery. Education, healthcare and civil service institutions started putting a web backend to enhance citizen service delivery and better capabilities for government employees.
As countries grappled with the challenge of scaling COVID-19 testing, they launched the AWS Diagnostic Development Initiative to help organisations around the world apply the power of the cloud to accelerate diagnostics research and development. Through this initiative, AWS committed $20 million in computing credits and customised expertise from the AWS Professional Services team to support customers using AWS to drive diagnostic innovations.
In February this year, AWS released the report, “Unlocking APAC’s Digital Potential: Changing Digital Skill Needs and Policy Approaches.” Prepared by strategy and economics consulting firm AlphaBeta and commissioned by AWS, the report analyses the digital skills applied by workers in their jobs today and the digital skills required by workforces over the next five years. The report focuses on six Asia Pacific countries: Singapore, Australia, India, Indonesia, Japan, and South Korea.”
Telehealth and telemedicine, two of the fastest-growing areas of healthcare, have proven to be lifesaving, facilitating safe and effective patient care from a distance and assisting physicians in pooling their resources when the virus was straining the healthcare system.
To strengthen such health care systems that show promise, AWS has launched new initiatives and a global programme focusing on health equity. “I find a lot of benefit in advising governments where I see things working well and where they can improve,” says Peter.
AWS global programme assists customers in developing solutions to improve health outcomes and equity.
Max Peterson, Vice President for AWS Worldwide Public Sector, says healthcare has changed at an astounding rate, as have the ways people work, live, learn and serve. In his opinion, governments and non-profits have, for the most part, done things in person. While many were working in the cloud to digitise and transform the delivery of their services, the pandemic has shown that digital solutions may well become the only interface with citizens customers and citizens in the future.
In such a rapidly evolving digital world, data, Peter firmly believes, plays one of the important roles for technological development. It must be better leveraged to promote more equitable and inclusive systems of care. Agencies must create more robust and informative datasets or clean existing datasets to improve accuracy about race, ethnicity, gender, disability, or other data points that will help to advance health equity for all. AWS is keen to support this capability delivery.
“What I have alluded to so far is that there’s going to be a huge demand on new capabilities and that demand is going to come from those who are currently underserved. So, we want to focus on giving access to health services for the underserved communities,” Peter confirms emphatically.
Roughly half of the world’s population lacks access to basic healthcare. The proposed projects will focus on underserved populations all over the world and will include the development of tools like telehealth and telemedicine to reach secluded and marginalised communities, remote patient monitoring, increasing the availability and impact of health workers and more. Promising Initiatives will get credit and technical assistance so that they can be brought to market.
The project’s second focus, Peter elaborated, is addressing social determinants of health (SDoH) – the environmental conditions in which people are born, live, learn, work, play, worship and age, these aspects hugely influence a wide range of health outcomes and risks. Safe housing, transportation, education, access to nutritious foods, clean air and water and other services are examples.
Across the world, AWS’ new global programme builds on its work with current customers who are harnessing AWS technologies to support their health equity programmes, which include:
- National Health IT Collaborative for the Underserved (NHIT): Earlier this year, the non-profit debuted the cloud-powered Data Fusion Centre on AWS to assist in addressing intergovernmental data challenges and translating Social Determinants of Health (SDoH) data into actionable insights. Industry, academia, and communities can use the Centre to discover, explore, and visualise SDoH and health equity-related factors and their impact.
- HealthImpact’s Trust a Nurse, Ask A Nurse: This non-profit is collaborating with community-based organisations throughout California to make registered nurses available for free, particularly in underserved and minority communities. A new telehealth service that provides education and support about COVID-19 and vaccine options is now available. Hippo Health, which runs on AWS, powers the telehealth platform, and Telehealth Consulting Services provide subject matter expertise.
- Rush University Medical Centre Population Health Analytics Hub: The Chicago-based medical centre, which is a nationally recognised leader in quality and health equity, is establishing an analytics hub to address the clinical and social determinants of health that contribute to premature cardiovascular morbidity and mortality. Rush set up the COVID-19 analytic hub on AWS during the pandemic to integrate patient and operational data for rapid, targeted intervention.
As an example, Peter refers to India. It has a large population where all of SDoH issues are of vital importance. While those with resources in the country have access to doctors and excellent healthcare, many economically weaker sections cannot access those services. “Vaccinating the population in India has been a huge task. And we’ve been very involved in that through an application called CoWIN – a country-wide vaccine registration and scheduling management system.”
To address the need for health improvement in India, AWS is broadening this platform, which has been thus far focused on COVID-19, to include other diseases as well so that vaccinations can be provided to everyone in the country.
Making the world a better place with AWS Start-up Ramp
In line with its mission to make the world a better place, AWS recently expanded its Start-up Ramp programme in Southeast Asia. This new programme for early-stage start-ups developing solutions in health, digital government, smart cities, agriculture and space technology is committed to assisting entrepreneurs as they build, launch and grow their businesses.
It works to remove barriers for entrepreneurs who want to make an impact in the public sector by providing technical design and architecture reviews, mentorship, credit and assistance with go-to-market plans to successfully direct the public sector’s complex regulatory and security requirements.
Start-ups in their early stages that are focused on finding product-market fit and meeting their first customers can apply to become Start-up Ramp Innovators. Those with already paying customers who are focused on growth and scale can apply to become Start-up Ramp Members and gain access to programme benefits. Customers in Indonesia, Malaysia, the Philippines, Singapore, Thailand and Vietnam can now apply for the programme.
Peter recognises that health authorities around the world are at varying levels of readiness since the pandemic began and no one can predict what the future holds.
People have witnessed the rampant spread of COVID-19 across the globe and seen how it has ravaged economies, healthcare systems and taken far too many lives. As a result, the public and private sectors must develop faster solutions and respond in a more innovative, agile and equitable manner.
AWS will be deeply involved with helping to securely store, manage and analyse large amounts of health data as it is critical for advancing medical research and meeting the growing demand for high-quality health analytics.
Ultimately, AWS will continue to help to power and empower public health innovation!
About Peter James Moore
Peter James Moore is the Regional Managing Director for Amazon Web Services, Global Public Sector, where he is responsible for building and growing the public sector business (Government, Education, Healthcare, and Non-Profit Organisations) in Australia and New Zealand, India, Southeast Asia, Japan, and Korea.
He previously established Inventus Pte Ltd to provide strategic advice to foreign companies looking to enter the Asian market. Peter has been hired by Intellectual Ventures as a Strategic Business Consultant in the Office of the Chief Technology Officer, where he identifies and cultivates opportunities and potential partners for programmes in Asia and other international markets.
Before that, he was an experienced Microsoft General Manager with 25 years of IT Sales and Marketing experience (15 years at Microsoft) across all of Asia Pacific, having worked and lived in Australia, Singapore, and China. Product Marketing, Technology Evangelism, Sales Management, and complete Business Function and P&L Management have all been the roles he served at Microsoft. The last eight years have been focused on the Public Sector in Asia.
Prior to joining Microsoft, Peter worked for Intergraph for over 9 years in a variety of senior management positions covering Australia and New Zealand. He also had consulting assignments in South Africa and Hong Kong during this time. And before joining Intergraph, Peter was a Radio Technician in the Royal Australian Air Force, where he spent 9 years in Australia and Malaysia.
Public sector leaders across the citizen service gamut – be it healthcare, education, human resources or finance – have a mandate to effectively deliver services irrespective of the environment.
Good citizen experience is one of the most essential components of an effective government. This means people need to know what is available and easily avail what they need. Irrespective of where people access the government, they should be able to navigate to where they need to be and get what they need to get.
Unfortunately, it is still a far cry from the seamless, personalised engagements that citizens have and expect from the private sector. While many governments are prioritising improvement in the way they engage with their customers, bureaucratic processes and outdated policies can often stymie good intentions. Getting information or accessing services from government agencies online continues to be a tedious process and often remains a frustrating experience in most countries.
A simplified, unified, cohesive experience across all departments and agencies is what whole-of-government is. And for the most part, efficiencies are being brought in through digital transformation using cutting edge technologies. However, in a usually siloed environment, this is no simple ask. Despite the availability and preponderance of platforms and solutions, and indeed, perhaps because of it, digital executives struggle to determine the best way forward.
To help decide their ideal strategy, Adobe’s No-wrong-door offers a unique approach that leverages the power of the Adobe Experience Cloud to provide a smooth, efficient experience for citizens to navigate to where they need to be, irrespective of the ‘door’ they enter.
Want to learn more? Read Adobe’s No-wrong-door.