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Minister Iswaran was recently speaking at the launch of the SmartLaw Guild, where he discussed digitisation in Singapore and the importance of adopting technology in the legal sector.
He said that the legal fraternity has an important role in the evolution of a regulatory architecture and the creation of legal solutions to deal with these challenges. Hence, as part of the effort to build the trusted ecosystem, the Government funded the establishment of a Centre for AI and Data Governance in the Singapore Management University’s School of Law.
Various legal stakeholders embracing digital transformation
He added that the Judiciary has a long history of leading the charge in court technology, such as the use of technology for filing of documents and managing of cases, and the use of video-conferencing for conducting certain hearings. More recently, the Judiciary has started exploring the use of AI.
At the Attorney-General’s Chambers (AGC), a Legal Technology and Innovation Office pilots and deploys technology solutions. AGC is taking significant strides forward by implementing advanced document and file management systems. In addition, the team is exploring the use of text analytics to improve knowledge management and enable more efficient review of large volumes of documentary evidence.
The Minister went on to say the impact of technology adoption by the legal sector also derives broader systemic benefits, as clients will stand to benefit from greater access to justice, a quicker resolution of disputes, and more consistent outcomes.
How Singapore law practices can respond to digitalisation
The vast majority of Singapore Law Practices are small and medium sized firms, and it is quite understandable that they may require some help to adopt technology. This is not unique to the legal community. He said that we have 200,000 firms in Singapore, over 90% of them are SMEs and Enterprise Singapore and IMDA have embarked on a major effort over the years to reach out to the broad base of SMEs, recognising that it is a challenge for them, but also recognising the essential need for that transformation to take place if these companies are to stay competitive.
According to the 2018 Legal Technology Survey, commissioned by LawSoc, more than 80 percent of SLPs agree that technology helps to improve the delivery of legal services and that it is also crucial to the future development of the legal profession and sector.
The Law Society and the Government recently launched Tech-celerate for Law, which is a step-up from Tech Start for Law. This name change reflects what they are hoping to do in the next phase of our programme. Previously, the focus of Tech Start for Law was to achieve mass adoption of baseline technology solutions by SLPs.
The Government wants to accelerate the adoption of technologies in two ways. The first is to broaden the use of technology within the legal sector, by having even more SLPs come on board to adopt a wider range of legal technology. Secondly, among the firms that have already started using technology solutions, they want to accelerate their adoption of advanced solutions, such as document review and automated client engagement solutions, so that they can realise even greater benefits.
Under Tech-celerate for Law, $3.68 million has been set aside to provide SLPs with up to 70% funding support for both baseline and advanced digital solutions, which are funded by the Productivity Solutions Grant and the Local Enterprise and Association Development fund respectively. These technology solutions will empower SLPs to enhance the delivery of legal services, strengthen their capabilities, and increase their competitiveness in the regional and global landscape.
How lawyers can respond to digitalisation
At the undergraduate level, IMDA has worked with SMU to introduce a joint law and computing degree. This will help create a new generation of lawyers who would be adept at bridging law and technology. But perhaps more generally, we are seeking to infuse digital technology knowledge and some basic modular understanding for all disciplines at our universities and polytechnics because this is an essential skill so that whatever domain we are in, we know how to ask the right question, and at least be in a position to evaluate at the fundamental level.
For practising lawyers, like those in many other vocations, they can benefit from the range of technical skills training that is available through IMDA’s Techskills Accelerator initiative, or TeSA.
Firstly, legal professionals can acquire knowledge and skillsets in emerging areas such as AI, Cyber Security and Data Analytics, through courses that are supported by TeSA’s Critical Infocomm Technology Resource Programme Plus, or CITREP+ for short. Secondly, TeSA is working with trade associations like the Singapore Computer Society to reach out to professionals in non-tech sectors to encourage them to pick up digital skills.
LawSoc has also been organising workshops and seminars, to provide its members with training on cybersecurity, legal technology solutions and technology adoption strategies. Over the last two years, over 1,000 law firm employees and lawyers have participated in LawSoc’s technology-related training sessions
The Minister said it is timely that we launch the SmartLaw Guild today. All SLPs that are certified under LawSoc’s SmartLaw Recognition Scheme, which recognises SLPs that have adopted technology to improve productivity and increase business capabilities, and or are beneficiaries of LawSoc’s technology support schemes, will be included in the SmartLaw Guild.This platform brings together like-minded SLPs who want to reinvent themselves and future-proof their legal practices.
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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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The Thai government’s Office of Economic Promotion and Assistance (depa) is preparing to train a new generation of technologically savvy farmers. The team led by Apichatbut Rodyang, Director of the Central and Eastern Regions, met with Chanawat Sitthoon, Agriculture and Cooperatives of the Chanthaburi Province, to explore ways to increase farmers’ and enterprises’ use of digital technology.
During a meeting of the Chanthaburi Integrated Provincial Administration Committee, which consists of government agencies and business agencies, Apichatbutr brought up the need for a plan to boost the digital economy in Chanthaburi Province. Many efforts for local agricultural communities and independent company owners have been nurtured and supported by the depa and the New Age Fruit Trade Association (MAFTA), and he updated the progress.
Seksan Phanboonmee, head of the digital economy strategy depa in Chanthaburi Province, proposed developing smart agriculture to boost the digital economy. In this way, the province’s potential and needs are met by its preparedness to join the digital economy.
New agricultural products and services may be created with the help of digital innovation, which benefits the commercial and service sectors and the smart tourism industry. In subsequent phases, the initiative integrated commercial and service sectors with the technology-reliant “smart tourism” field.
The notion may be put into action through the cultivation of human resources, the promotion of digital technology, and the construction of digital infrastructure and facilities. The next phase is for Chanthaburi to establish a city data platform, enhance cyber security, and construct a smart city.
In his role as meeting chairman, Chanthaburi Province Governor Monsit Phaisanthanawat expressed gratitude to depa for its contribution to the growth of the digital economy in the province. A strategy to enhance the digital economy in Chanthaburi Province was accepted during the meeting and prepared to be bundled with the provincial development plan.
Using the umbrella term “Digital Infinity,” the Chanthaburi Provincial Chamber of Commerce is preparing to promote various initiatives. In May, they’ll display alongside the Chanthaburi Provincial Administrative Organisation showcase their findings at the provincial agricultural fair.
Concurrently, in Suphan Buri province, depa kicked out a workshop to train company owners on “wing SMEs to drive business with digital” as part of the initiative “Transform Fresh Market in the New Normal (Expansion). Small business owners, shopkeepers, vendors, farmers’ market sellers, street vendors, and proprietors of other similar establishments were targeted by the Digital Economy Promotion Agency, which thus initiated the initiative. Bringing in more money while cutting expenses is essential.
The workshop’s agenda includes the following:
- Training in digital marketing strategies.
- Access to financial resources.
- The pairing of businesses with suppliers of digital services.
By introducing these applications, we hope to inspire local company owners to use digital tools better.
Up to 70% of the total participants at such events can be expected to develop business matching quickly. The provinces of Thailand will continue to host events for the Transform Fresh Market in the New Normal Era (Expansion) initiative.
Separately, the Director of Central and Eastern Regions Apichatbut Rodyang met with the Eastern Province Group 1 Public-Private Joint Committee to discuss economic issues. (Chachoengsao, Chonburi, Rayong). Regarding smart city development, Apichatbutr lays the groundwork by offering digital infrastructure, city data gathering and administration (City Data Platform), and management procedures.
Depa encouraged the eastern provinces to work together on creating a “smart city” to improve the effectiveness of municipal administration. For up to 13 years, he said, the Office of the Board of Investment (BOI) will exclude a portion of the Smart City area in the Eastern Economic Corridor’s (EEC) earnings from taxes.
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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.
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Singapore’s Defence Science and Technology Agency (DSTA) is growing its network of partners and areas of collaboration to give Singapore’s defence and security a strategic technological edge against future threats. At the recent Singapore Defence and Technology Summit 2023, DSTA signed more than nine partnerships with military partners, commercial companies, and academic institutions.
Mervyn Tan, the DSTA’s Chief Executive stated that the changing nature of asymmetrical threats and the rise of new, disruptive technologies have made it even more important for DSTA to prepare the agency for these new paradigms and stay on the cutting edge of the latest technology trends.
He added that they brought together hundreds of top government leaders, innovators, and engineers from around the world at the Singapore Defence Technology Summit so they could share their thoughts and ideas.
Given the new threats and opportunities, the agency wanted to adopt a very different collaboration strategy. They are pushing beyond traditional areas such as platform design to share data and leveraging smart and digital technologies such as Artificial Intelligence (AI), Data Analytics, and Machine Learning (ML) with their defence sector partners to optimise efficiencies, improve system performance, and achieve sustainability.
To meet Singapore’s defence needs, DSTA will also look into ways to accelerate the adoption of suitable commercial dual-use innovations, such as collaborations with digital tech start-ups and small and medium-sized enterprises. Also, the collaborations with top-tier academia will allow DSTA to delve deeper into research on emerging technologies.
More than nine partners from a wide range of fields came together to make the new partnerships. DSTA will work more closely with businesses to build data-driven analysis and diagnostic tools that will help it build its Fleet Management System.
DSTA will also work with a Swedish aerospace and defence company to make a Multi-Role Combat Vessel that is advanced, digitalised, and data driven. This will not only help DSTA engineers get better at designing surface ships, but it will also help them get better at analysing data.
The partnership between DSTA and a technology company will be expanded to include the co-development of new radar waveforms and the training of local radar experts so that the Singapore Armed Forces (SAF) can be better supported.
DSTA has also teamed up with other institutions and firms to use digital technologies to improve the full range of defence capabilities, from cyber security to making traditional weapon systems and platforms more available. To promote sustainability, DSTA will also work with one of the world’s largest publicly traded international oil and gas companies to get a fleet of ships run by the Republic of Singapore Navy to use Hydrotreated Vegetable Oil.
DSTA will work with an international high-technology group, operating in aviation and Carnegie Mellon University to develop its talent pool through internships, co-development of executive education programmes and courses, and the exchange of academic publications and research information. This is in addition to enhancing the technical capabilities of existing platforms.
DSTA also actively solicits innovative solutions from small and medium-sized businesses, start-ups, and even individuals through initiatives such as the International Data Engineering Prize Challenge, a global competition that called for an innovative data ingestion and curation solution for counter-terrorism intelligence analysis.
These partnerships put DSTA in a much stronger position to constantly innovate and be prepared to leverage the most cutting-edge technologies to enhance Singapore’s future-proofing capabilities.
