# migrations

dir: sysdb
filename: 00001-collections.sqlite.sql
hash: 38352d725ad1c16074fac420b22b4633
sql:
CREATE TABLE collections (
    id TEXT PRIMARY KEY,
    name TEXT NOT NULL,
    topic TEXT NOT NULL,
    UNIQUE (name)
);

CREATE TABLE collection_metadata (
    collection_id TEXT REFERENCES collections(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (collection_id, key)
);


dir: sysdb
filename: 00002-segments.sqlite.sql
hash: 2913cb6a503055a95f625448037e8912
sql:
CREATE TABLE segments (
    id TEXT PRIMARY KEY,
    type TEXT NOT NULL,
    scope TEXT NOT NULL,
    topic TEXT,
    collection TEXT REFERENCES collection(id)
);

CREATE TABLE segment_metadata (
    segment_id TEXT  REFERENCES segments(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (segment_id, key)
);


dir: sysdb
filename: 00004-tenants-databases.sqlite.sql
hash: 048867ce8fcdefe4023c7110e4433591
sql:
CREATE TABLE IF NOT EXISTS tenants (
    id TEXT PRIMARY KEY,
    UNIQUE (id)
);

CREATE TABLE IF NOT EXISTS databases (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per tenant
    tenant_id TEXT NOT NULL REFERENCES tenants(id) ON DELETE CASCADE,
    UNIQUE (tenant_id, name) -- Ensure that a tenant has only one database with a given name
);

CREATE TABLE IF NOT EXISTS collections_tmp (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per database
    topic TEXT NOT NULL,
    dimension INTEGER,
    database_id TEXT NOT NULL REFERENCES databases(id) ON DELETE CASCADE,
    UNIQUE (name, database_id)
);

-- Create default tenant and database
INSERT OR REPLACE INTO tenants (id) VALUES ('default_tenant'); -- The default tenant id is 'default_tenant' others are UUIDs
INSERT OR REPLACE INTO databases (id, name, tenant_id) VALUES ('00000000-0000-0000-0000-000000000000', 'default_database', 'default_tenant');

INSERT OR REPLACE INTO collections_tmp (id, name, topic, dimension, database_id)
    SELECT id, name, topic, dimension, '00000000-0000-0000-0000-000000000000' FROM collections;
DROP TABLE collections;
ALTER TABLE collections_tmp RENAME TO collections;


dir: sysdb
filename: 00005-remove-topic.sqlite.sql
hash: b1367c826b8fba5f96f27befdc1d42d2
sql:
-- Remove the topic column from the Collections and Segments tables

ALTER TABLE collections DROP COLUMN topic;
ALTER TABLE segments DROP COLUMN topic;


dir: sysdb
filename: 00006-collection-segment-metadata.sqlite.sql
hash: 4eea7468935bf25d4604a0fed2366116
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE collection_metadata ADD COLUMN bool_value INTEGER;
ALTER TABLE segment_metadata ADD COLUMN bool_value INTEGER;


dir: sysdb
filename: 00007-collection-config.sqlite.sql
hash: 1c7e63bba346a42a18b6ab7f1c989bed
sql:
-- Stores collection configuration dictionaries.
ALTER TABLE collections ADD COLUMN config_json_str TEXT;


dir: sysdb
filename: 00008-maintenance-log.sqlite.sql
hash: 0a0e7e93111a01789addf64961c6127c
sql:
-- Records when database maintenance operations are performed.
-- At time of creation, this table is only used to record vacuum operations.
CREATE TABLE maintenance_log (
  id INT PRIMARY KEY,
  timestamp INT NOT NULL,
  operation TEXT NOT NULL
);


dir: sysdb
filename: 00009-segment-collection-not-null.sqlite.sql
hash: 054355aef9e63702bf54ea29e61563f1
sql:
-- This makes segments.collection non-nullable.
CREATE TABLE segments_temp (
    id TEXT PRIMARY KEY,
    type TEXT NOT NULL,
    scope TEXT NOT NULL,
    collection TEXT REFERENCES collection(id) NOT NULL
);

INSERT INTO segments_temp SELECT * FROM segments;
DROP TABLE segments;
ALTER TABLE segments_temp RENAME TO segments;


dir: sysdb
filename: 00010-collection-schema.sqlite.sql
hash: 5c3a5ac4b79df76799b4721827ed5e1d
sql:
-- Stores collection schema as stringified json
ALTER TABLE collections ADD COLUMN schema_str TEXT;


dir: metadb
filename: 00001-embedding-metadata.sqlite.sql
hash: 2b4cf52c4bb2676e21d6860a4409f856
sql:
CREATE TABLE embeddings (
    id INTEGER PRIMARY KEY,
    segment_id TEXT NOT NULL,
    embedding_id TEXT NOT NULL,
    seq_id BLOB NOT NULL,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    UNIQUE (segment_id, embedding_id)
);

CREATE TABLE embedding_metadata (
    id INTEGER REFERENCES embeddings(id),
    key TEXT NOT NULL,
    string_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (id, key)
);

CREATE TABLE max_seq_id (
    segment_id TEXT PRIMARY KEY,
    seq_id BLOB NOT NULL
);

CREATE VIRTUAL TABLE embedding_fulltext USING fts5(id, string_value);


dir: metadb
filename: 00002-embedding-metadata.sqlite.sql
hash: 12a570f7121b3a8ce750a2a7c36da20f
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE embedding_metadata ADD COLUMN bool_value INTEGER


dir: metadb
filename: 00003-full-text-tokenize.sqlite.sql
hash: f97ad6334aeaa8f419f01110b648b97a
sql:
CREATE VIRTUAL TABLE embedding_fulltext_search USING fts5(string_value, tokenize='trigram');
INSERT INTO embedding_fulltext_search (rowid, string_value) SELECT rowid, string_value FROM embedding_metadata;
DROP TABLE embedding_fulltext;


dir: metadb
filename: 00004-metadata-indices.sqlite.sql
hash: fb36603a45ee2cd0254cef3ef86585e8
sql:
CREATE INDEX IF NOT EXISTS embedding_metadata_int_value ON embedding_metadata (key, int_value) WHERE int_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_float_value ON embedding_metadata (key, float_value) WHERE float_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_string_value ON embedding_metadata (key, string_value) WHERE string_value IS NOT NULL;


dir: metadb
filename: 00005-max-seq-id-int.sqlite.sql
hash: 0e9de46758761b373ce682925edcc326
sql:
ALTER TABLE max_seq_id ADD COLUMN int_seq_id INTEGER;

-- Convert 8 byte wide big-endian integer as blob to native 64 bit integer.
-- Adapted from https://stackoverflow.com/a/70296198.
UPDATE max_seq_id SET int_seq_id = (
  SELECT (
       (instr('123456789ABCDEF', substr(hex(seq_id), -1 , 1)) <<  0)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -2 , 1)) <<  4)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -3 , 1)) <<  8)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -4 , 1)) << 12)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -5 , 1)) << 16)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -6 , 1)) << 20)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -7 , 1)) << 24)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -8 , 1)) << 28)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -9 , 1)) << 32)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -10, 1)) << 36)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -11, 1)) << 40)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -12, 1)) << 44)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -13, 1)) << 48)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -14, 1)) << 52)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -15, 1)) << 56)
     | (instr('123456789ABCDEF', substr(hex(seq_id), -16, 1)) << 60)
    )
);

ALTER TABLE max_seq_id DROP COLUMN seq_id;
ALTER TABLE max_seq_id RENAME COLUMN int_seq_id TO seq_id;


dir: metadb
filename: 00006-metadata-array-support.sqlite.sql
hash: e026f01ea92c1baa1493f4ad5ca7cfe7
sql:
-- Separate table for exploded array metadata values.
-- Each array element gets its own row, enabling efficient $contains queries.
-- The existing embedding_metadata table (with its PRIMARY KEY (id, key))
-- remains untouched and continues to store scalar metadata values.

CREATE TABLE IF NOT EXISTS embedding_metadata_array (
    id INTEGER NOT NULL REFERENCES embeddings(id),
    key TEXT NOT NULL,
    string_value TEXT,
    int_value INTEGER,
    float_value REAL,
    bool_value INTEGER
);

CREATE INDEX IF NOT EXISTS embedding_metadata_array_id_key
    ON embedding_metadata_array (id, key);
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_string
    ON embedding_metadata_array (key, string_value) WHERE string_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_int
    ON embedding_metadata_array (key, int_value) WHERE int_value IS NOT NULL;
CREATE INDEX IF NOT EXISTS embedding_metadata_array_key_float
    ON embedding_metadata_array (key, float_value) WHERE float_value IS NOT NULL;


dir: embeddings_queue
filename: 00001-embeddings.sqlite.sql
hash: d3755dfd232be8e8301f4d7fcfb3a486
sql:
CREATE TABLE embeddings_queue (
    seq_id INTEGER PRIMARY KEY,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    operation INTEGER NOT NULL,
    topic TEXT NOT NULL,
    id TEXT NOT NULL,
    vector BLOB,
    encoding TEXT,
    metadata TEXT
);


# collections

id: d0d5f2d2-4256-44e6-ad1b-0e532190e76f
name: bengkel_rujukan_5
database_id: 00000000-0000-0000-0000-000000000000
config_json_str: {}
schema_str:
{"defaults":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}},"float_list":{"vector_index":{"enabled":false,"config":{"space":"cosine","embedding_function":{"type":"known","name":"sentence_transformer","config":{"device":"cpu","kwargs":{},"model_name":"all-MiniLM-L6-v2","normalize_embeddings":false}},"hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}},"sparse_vector":{"sparse_vector_index":{"enabled":false,"config":{"embedding_function":{"type":"unknown"},"bm25":false}}},"int":{"int_inverted_index":{"enabled":true,"config":{}}},"float":{"float_inverted_index":{"enabled":true,"config":{}}},"bool":{"bool_inverted_index":{"enabled":true,"config":{}}}},"keys":{"dokumen_id":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}},"#embedding":{"float_list":{"vector_index":{"enabled":true,"config":{"space":"cosine","embedding_function":{"type":"known","name":"sentence_transformer","config":{"device":"cpu","kwargs":{},"model_name":"all-MiniLM-L6-v2","normalize_embeddings":false}},"source_key":"#document","hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}}},"chunk_index":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}},"nama_dokumen":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"#document":{"string":{"fts_index":{"enabled":true,"config":{}},"string_inverted_index":{"enabled":false,"config":{}}}}}}


id: fb2436c2-0702-4f46-b941-869b3cd540dd
name: bengkel_rujukan_6
database_id: 00000000-0000-0000-0000-000000000000
config_json_str: {}
schema_str:
{"defaults":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}},"float_list":{"vector_index":{"enabled":false,"config":{"space":"cosine","embedding_function":{"type":"known","name":"sentence_transformer","config":{"device":"cpu","kwargs":{},"model_name":"all-MiniLM-L6-v2","normalize_embeddings":false}},"hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}},"sparse_vector":{"sparse_vector_index":{"enabled":false,"config":{"embedding_function":{"type":"unknown"},"bm25":false}}},"int":{"int_inverted_index":{"enabled":true,"config":{}}},"float":{"float_inverted_index":{"enabled":true,"config":{}}},"bool":{"bool_inverted_index":{"enabled":true,"config":{}}}},"keys":{"nama_dokumen":{"string":{"fts_index":{"enabled":false,"config":{}},"string_inverted_index":{"enabled":true,"config":{}}}},"chunk_index":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}},"#embedding":{"float_list":{"vector_index":{"enabled":true,"config":{"space":"cosine","embedding_function":{"type":"known","name":"sentence_transformer","config":{"device":"cpu","kwargs":{},"model_name":"all-MiniLM-L6-v2","normalize_embeddings":false}},"source_key":"#document","hnsw":{"ef_construction":100,"max_neighbors":16,"ef_search":100,"num_threads":8,"batch_size":100,"sync_threshold":1000,"resize_factor":1.2}}}}},"#document":{"string":{"fts_index":{"enabled":true,"config":{}},"string_inverted_index":{"enabled":false,"config":{}}}},"dokumen_id":{"int":{"int_inverted_index":{"enabled":true,"config":{}}}}}}


# embedding_metadata

key: chroma:document
string_value:
Digit/a.alt1 l He/a.alt1 lth Blueprint 2023–2033 A more person/a.alt1lised /a.alt1nd connected he/a.alt1lth /a.alt1nd wellbeing experience for /a.alt1ll Austr/a.alt1li/a.alt1ns Digital Health Blueprint 2023–20332Acknowledgements The Department of Health and Aged Care gratefully acknowledges the advice, input and support of the many organisations and individuals who contributed to developing this document through user research, engagement and consultation processes. Copyright © 2023 Commonwealth of Australia as represented by the Department of Health and Aged Care This work is copyright. You may copy, print, download, display and reproduce the whole or part of this work in unaltered form for your own personal use or, if you are part of an organisation, for internal use within your organisation, but only if you or your organisation: (a) do not use the copy or reproduction for any commercial purpose; and (b) retain this copyright notice and all disclaimer notices as part of that copy or reproduction. Apart from rights as permitted by the Copyright Act 1968 (Cth) or allowed by this copyright notice, all other rights are reserved, including (but not limited to) all commercial rights. Requests and inquiries concerning reproduction and other rights to use are to be sent to the Communication Branch, Department of Health and Aged Care, GPO Box 9848, Canberra ACT 2601,or via e-mail to copyright@health.gov.au. Creative Commons Licence This publication is licensed under the Creative Commons Attribution 4.0 International Public License available from https://creativecommons. org/licenses/by/4.0/legalcode (“Licence”). You must read and understand the Licence before using any material from this publication. Restrictions The Licence may not give you all the permissions necessary for your intended use. For example, other rights (such as publicity, privacy and moral rights) may limit how you use the material found in this publication. The Licence does not cover, and there is no permission given for, use of any of the following material found in this publication: • the Commonwealth Coat of Arms. (by way of information, the terms under which the Coat of Arms may be used can be found on the Department of Prime Minister and Cabinet website http://www.dpmc.gov.au/government/commonwealth-coat-arms); • any logos and trademarks; • any photographs and images; • any signatures; and • any material belonging to third parties. Attribution Without limiting your obligations under the Licence, the Department of Health and Aged Care requests that you attribute this publication in your work. Any reasonable form of words may be used provided that you: • include a


key: chroma:document
string_value:
images; • any signatures; and • any material belonging to third parties. Attribution Without limiting your obligations under the Licence, the Department of Health and Aged Care requests that you attribute this publication in your work. Any reasonable form of words may be used provided that you: • include a reference to this publication and where, practicable, the relevant page numbers; • make it clear that you have permission to use the material under the Creative Commons Attribution 4.0 International Public License; • make it clear whether or not you have changed the material used from this publication; • include a copyright notice in relation to the material used. In the case of no change to the material, the words “© Commonwealth of Australia (Department of Health and Aged Care) 2023” may be used. In the case where the material has been changed or adapted, the words: “Based on Commonwealth of Australia (Department of Health and Aged Care) material” may be used; and • do not suggest that the Department of Health and Aged Care endorses you or your use of the material. Enquiries Enquiries regarding any other use of this publication should be addressed to the Branch Manager, Communication Branch, Department of Health and Aged Care, GPO Box 9848, Canberra ACT 2601, or via e-mail to copyright@health.gov.au Trademarks FHIR® is the registered trademark of HL7 and is used with the permission of HL7. The Flame Design mark is the registered trademark of HL7 and is used with the permission of HL7. The Department of Health and Aged Care Digital Health Blueprint is an independent publication, and The Children’s Medical Center Corporation and its affiliates and partners in no way endorse, sponsor, authorise or otherwise approve of the Blueprint. Terminology used in this document In this document, we only use the term ‘patient’ to refer to a person receiving treatment for a disease or injury. When referring to people in the community involved in services related to health and wellbeing, we may use the term ‘consumers’, ‘people’ or ‘Australians’ as appropriate. These terms should be considered inclusive of non-citizens making use of the health system. The term ‘healthcare provider’ includes individual health professionals and the organisations for whom they work. ‘Healthcare’ is used as an adjective (for example, ‘healthcare provider’), while ‘health care’ is used as a noun (for example, ‘primary health care’). Digital Health Blueprint 2023–20333Table of contents 4


key: chroma:document
string_value:
use of the health system. The term ‘healthcare provider’ includes individual health professionals and the organisations for whom they work. ‘Healthcare’ is used as an adjective (for example, ‘healthcare provider’), while ‘health care’ is used as a noun (for example, ‘primary health care’). Digital Health Blueprint 2023–20333Table of contents 4 Minister’s introduction 5 Understanding the health and wellbeing expectations of Australians 7 Our vision for digital health in Australia 8 Why have we developed a Blueprint for digital health? 10 How will we deliver on this Blueprint? 11 A principles-led approach 12 Focusing on the outcomes to make our vision rea l 13 What informed this Blueprint ? 14 Our commitments to digital health 18 Delivering a digital future through strong partnerships and collaboration 20 The Department’s role 23 Bringing it all together: A more personalised and connected health and wellbeing experience for all Australians 24 What we are doing to meet Australia’s digital health expectations 25 Outcomes and action areas at a glance 26 A connected care experience for consumers and healthcare providers 27 Enabling foundations 28 Australians have choice in how they manage their health and wellbeing, and can navigate the health system knowing their story follows them 31 Australia’s health workforce is digitally empowered to provide connected care with confidence, whenever or wherever it is needed 34 Data and information are shared and reused securely to deliver a sustainable learning health system 37 Modern digital foundations underpin and strengthen a collaborative, standards-based health system that is safe and secure 40 Changing the narrative of Australian healthcare 41 User journey 44 Where to next? 45 References 47 Terms and abbreviationsPart 1 Part 2 Part 3 Digital Health Blueprint 2023–20334 Minister’s introduction Hon Mark Butler MP Minister for Health and Aged Care The Digital Health Blueprint 2023–2033 is a ten-year roadmap to ensure that digital systems drive better care for all Australians. Digital health technologies enable more efficient and collaborative healthcare for both patients and practitioners. They provide more affordable, convenient, and accessible care to people. All while delivering better care and better health outcomes. This Blueprint is all about how we carefully design digital and data reforms to: • ensure health information follows patients through the health system, so they can actively participate in, and make informed decisions about, their care; • enable our world-class healthcare professionals to access a joined up, real-time view of their patients’ health


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string_value:
about how we carefully design digital and data reforms to: • ensure health information follows patients through the health system, so they can actively participate in, and make informed decisions about, their care; • enable our world-class healthcare professionals to access a joined up, real-time view of their patients’ health information at the point of care; • make our health system more responsive to emerging technologies, while ensuring the safe and secure use of health data. The Blueprint recognises that Australians want to be more involved in their own health care. They want health services to be person-centred and for their medical records to be complete, understood, and accessible to their treating healthcare providers, no matter where care is provided. This is why the Albanese Government has already invested $950 million in digital health. Our digital reforms are essential to strengthen Medicare and ensure it meets the need of patients today and into the future. The Blueprint also recognises that over the next ten years, secure and standardised data sharing between clinical systems, in real-time, will ensure our health workforce has the tools it needs to provide multidisciplinary, team-based care, particularly to patients with complex conditions or in regional, rural and remote Australia. Implementing the Blueprint will require national collaboration. A number of actions will require consideration, including where funding is required. As the steward of Australia’s healthcare system, the Commonwealth will work in partnership with consumers, healthcare professionals, the health sector, state and territory governments and the health software industry, to ensure we succeed. I want to acknowledge and thank all of the consumers and healthcare professionals that had input into the development of the Blueprint. I also want to thank the Department of Health and Aged Care, for developing the strategy. I look forward to working together with all our stakeholders to strengthen Medicare for the 21st century. Digital Health Blueprint 2023–20335Part 1 Understanding the health and wellbeing expectations of Australians Australia’s health system, like many others around the world, is in a time of change and great opportunity. Key shared challenges include increased chronic illness, ageing populations, and increasing healthcare costs. Consumers are at the centre of how we address these challenges and shift the focus towards prevention rather than treatment to ensure Australia’s health system sustainability. Australians increasingly expect digital capabilities to support their health and wellbeing journey. The Australian Government Department of Health and Aged


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and increasing healthcare costs. Consumers are at the centre of how we address these challenges and shift the focus towards prevention rather than treatment to ensure Australia’s health system sustainability. Australians increasingly expect digital capabilities to support their health and wellbeing journey. The Australian Government Department of Health and Aged Care (the Department) has actively engaged with, and understands, the evolving expectations and needs related to digital health. This understanding is informed by insights from consumers, healthcare providers, and the research, development, and industry communities. What consumers expect and need Consumers expect greater access to their health information, which will accompany them throughout their health journey. This supports their right to make informed decisions about their health and wellbeing. It includes having greater access to and choice of healthcare providers and having access to inclusive, culturally appropriate, equitable and usable ways to engage with these healthcare providers in a convenient and accessible way. Australians value meeting face-to-face with their healthcare providers; however, many consumers are already using digital tools and services to manage their health and wellbeing. The healthcare experience can be improved by consumers and healthcare providers using digital devices like smart phones, apps and websites; and the availability of near-real-time data to support and enhance these services. Digital Health Blueprint 2023–20336 What the healthcare workforce expects and needs Healthcare professionals face workforce pressures and resource constraints while also navigating the demand to rapidly incorporate research into their care delivery. Seamless integration of workflows will better support the workforce to enhance care delivery and enable healthcare professionals to work collaboratively as part of their patients’ care team. Greater access to their patients’ key health information at the point of care will support healthcare providers in delivering safer and more personalised care. As both consumers and healthcare providers adopt more digital tools and services, Australia’s health system must evolve to match the digital standards seen in industries like government, retail, and banking. Embracing these advancements not only enhances healthcare delivery but also streamlines administrative tasks, allowing healthcare professionals to focus more on direct patient care. What is needed to support a learning health system Digital health underpins a modern learning health system. In this system, knowledge obtained during daily clinical practice is uniformly recorded, offering valuable data insights that enhance patient outcomes and promote sustainable care. This interaction of clinical practice and knowledge gathering informs and supports a continuous cycle


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a learning health system Digital health underpins a modern learning health system. In this system, knowledge obtained during daily clinical practice is uniformly recorded, offering valuable data insights that enhance patient outcomes and promote sustainable care. This interaction of clinical practice and knowledge gathering informs and supports a continuous cycle of improvement in safety, quality and health outcomes [1]. The consistent recording, use and reuse of data will enable researchers, innovators, collaborators and industry to contribute to growing a learning health system. Better use of data will make the health system more connected. This will ensure Australians receive the right services, in the right settings, at the right time, enhancing health equity. Greater connection through better utilisation of data will also support public health planning and investments that drive innovation and research, supporting the development of a learning health system. Enhanced connection requires ongoing stewardship and a view to anticipate and manage the flow of health information, including potential risks such as data security. Digital Health Blueprint 2023–20337 Our vision is centred on the use of digital and data to improve how health services are accessed, used and delivered to help consumers live healthier lives [2]. We consider digital health as health and wellbeing in an increasingly digital world [3]. It is part of a seamless healthcare experience and a connected health system. Digital health will play a key role in delivering a health system that: • places the consumer and their trusted carers at the centre of their health and wellbeing journey • improves the ability to prevent disease and promote health and wellbeing • is more affordable, convenient, accessible and equitable for all Australians • responds to the evolving needs of healthcare providers, researchers and innovators. Digital capabilities are key in bringing together improvements in digital tools and services with the skills and abilities required to use them. While digital capabilities in health care are not yet equally available and accessible to all Australians, we understand the need to work towards more universal availability and access to meet these expectations. Our vision for digital health in Australia Trusted, timely and accessible use of digital and data underpins a personalised and connected health and wellbeing experience for all Australians. Digital Health Blueprint 2023–20338Why have we developed a Blueprint for digital health? The Department plays a unique stewardship role, spanning the entire health system, enabling it to drive unified, national


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timely and accessible use of digital and data underpins a personalised and connected health and wellbeing experience for all Australians. Digital Health Blueprint 2023–20338Why have we developed a Blueprint for digital health? The Department plays a unique stewardship role, spanning the entire health system, enabling it to drive unified, national approaches to health care. Establishing the Blueprint, and its accompanying Action Plan, is a major step towards unifying and prioritising the Australian Government’s substantial, long- term investment in digital health, guiding its application to support long-term health reform priorities. Our strategic priorities aim to help Australians access and manage their health information, and strengthen digital health foundations through policy, legislation and standards that are proactive and long-lasting. These strategic priorities will also support a learning health system by strengthening Australians’ trust in data and its appropriate sharing and reuse to deliver healthcare improvements and encourage innovation. Digital Health Blueprint 2023–20339The Blueprint complements other national, state and territory strategies and plans, including the National Digital Health Strategy [4], by outlining the desired outcomes for the Department’s areas of responsibility to complete a federated view for the role of digital health in the Australian health system. The Blueprint aligns with and supports the Australian Government’s broader digital transformation agenda for health priority areas such as preventive health, primary care, mental health, chronic disease, aged care and medical research. By focusing the Blueprint on strengthening primary care, we align with broader health reforms in areas like aged care and mental health from Australia’s Long Term National Health Plan [5]. This also reinforces our collaborative efforts with state and territory governments and private providers to provide acute care under the National Health Reform Agreement [6].Figure 1: The broader policy and strategy context of the Blueprint State and territory strategies and plans Industry insightsPriority Health Area Strategies and PlansDigital Health Blueprint 2023–2033National Digital Health Strategy Digital Health Blueprint 2023–203310How will we deliver on this Blueprint? While this Blueprint outlines our vision for health and wellbeing up to 2033, we acknowledge the evolving nature of digital health services and the need for continuous improvements through sustained, long-term investment. The Blueprint is supported by an Action Plan that explains the initiatives we are investing in to build towards our target outcomes. We will continuously update this Action Plan to reflect the changing digital health landscape and our responses to these changes. The initiatives listed in the Action


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long-term investment. The Blueprint is supported by an Action Plan that explains the initiatives we are investing in to build towards our target outcomes. We will continuously update this Action Plan to reflect the changing digital health landscape and our responses to these changes. The initiatives listed in the Action Plan will spread across three horizons. This approach recognises that digital health capabilities are always improving, and we can get the best value from initiatives by building on existing foundations, making incremental improvements, identifying emerging opportunities and continuing to focus on connecting healthcare services.2023–2025Short-term horizon 2025–2028Mid-term horizon 2028 onw/a.alt1rdsLong-term horizon Digital Health Blueprint 2023–203311A principles-led approach We have taken a principles-led approach to the delivery of our vision. These principles are fundamental to how we must work with our delivery partners for the design, development, implementation and adoption of digital health initiatives. Coll/a.alt1bor/a.alt1tive • by /a.alt1cting together, we c/a.alt1n /a.alt1chieve more • coll/a.alt1bor/a.alt1tion with /a.alt1 diverse st/a.alt1keholder community en/a.alt1bles me/a.alt1ningful implement/a.alt1tion /a.alt1nd use • ch/a.alt1nge is m/a.alt1n/a.alt1ged /a.alt1nd outcomes improved through ongoing eng/a.alt1gement /a.alt1nd discussion • pl/a.alt1nned /a.alt1ctivities consider sector-wide digit/a.alt1l m/a.alt1turity levels /a.alt1nd necess/a.alt1ry uplifts. Trusted • consumers /a.alt1nd he/a.alt1lthc/a.alt1re providers trust the qu/a.alt1lity, /a.alt1ccur/a.alt1cy, security /a.alt1nd priv/a.alt1cy of he/a.alt1lth d/a.alt1t/a.alt1 • consumers control d/a.alt1t/a.alt1 consent for he/a.alt1lth c/a.alt1re /a.alt1nd rese/a.alt1rch, trusting its /a.alt1ppropri/a.alt1te use • he/a.alt1lthc/a.alt1re providers /a.alt1re conﬁdent in the tools they use to /a.alt1ccess /a.alt1nd interpret d/a.alt1t/a.alt1 /a.alt1ccording to profession/a.alt1l guidelines.Enduring • contempor/a.alt1ry legisl/a.alt1tion, guidelines, policy, /a.alt1nd funding supports bold reform designed for long-term beneﬁts • good govern/a.alt1nce ensures st/a.alt1ying on course while /a.alt1d/a.alt1pting to digit/a.alt1l he/a.alt1lth ch/a.alt1nges • implement/a.alt1tions /a.alt1re /a.alt1ligned with the modern he/a.alt1lth /a.alt1nd wellbeing /a.alt1gend/a.alt1 for /a.alt1 sust/a.alt1in/a.alt1ble he/a.alt1lthc/a.alt1re system.Person-centred • d/a.alt1t/a.alt1 focuses on the person it is /a.alt1bout • systems /a.alt1re designed /a.alt1round the people who use them • consumers e/a.alt1sily /a.alt1ccess, use /a.alt1nd underst/a.alt1nd inform/a.alt1tion • he/a.alt1lthc/a.alt1re providers /a.alt1ccess consumer d/a.alt1t/a.alt1 when /a.alt1nd where they need it /a.alt1s /a.alt1 n/a.alt1tur/a.alt1l p/a.alt1rt of their clinic/a.alt1l workﬂow. N SE W Digital Health Blueprint 2023–203312Delivering our digital health vision to support more personalised care and a connected health and wellbeing journey for all Australians cannot be achieved in isolation. It requires a clear approach and collaboration with consumers, our delivery partners, and the health sector more broadly. This will take time, and sustained commitment is essential to deliver on the outcomes described in this document.Focusing on the outcomes to make our vision real


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Australians cannot be achieved in isolation. It requires a clear approach and collaboration with consumers, our delivery partners, and the health sector more broadly. This will take time, and sustained commitment is essential to deliver on the outcomes described in this document.Focusing on the outcomes to make our vision real To achieve our vision for digital health, we have adopted an outcome-focused approach to anchor and guide our work. Guided by our principles, we acknowledge that digital health enables improved health outcomes. Vision/G.alt1uiding principles Trusted, timely /a.alt1nd /a.alt1ccessible use of digit/a.alt1l /a.alt1nd d/a.alt1t/a.alt1 underpins /a.alt1 person/a.alt1lised /a.alt1nd connected he/a.alt1lth /a.alt1nd wellbeing experience for /a.alt1ll Austr/a.alt1li/a.alt1ns. Trusted Coll/a.alt1bor/a.alt1tive Person-centred Enduring Austr/a.alt1li/a.alt1ns h/a.alt1ve choice in how they m/a.alt1n/a.alt1ge their he/a.alt1lth /a.alt1nd wellbeing, /a.alt1nd c/a.alt1n n/a.alt1vig/a.alt1te the he/a.alt1lth system knowing their story follows them.D/a.alt1t/a.alt1 /a.alt1nd inform/a.alt1tion /a.alt1re sh/a.alt1red /a.alt1nd reused securely to deliver /a.alt1 sust/a.alt1in/a.alt1ble le/a.alt1rning he/a.alt1lth system.OUTCOME 1 OUTCOME 3 Austr/a.alt1li/a.alt1’s he/a.alt1lth workforce is digit/a.alt1lly empowered to provide connected c/a.alt1re with conﬁdence , whenever or wherever it is needed.OUTCOME 2 Modern digit/a.alt1l found/a.alt1tions underpin /a.alt1nd strengthen /a.alt1 coll/a.alt1bor/a.alt1tive, st/a.alt1nd/a.alt1rds-b/a.alt1sed he/a.alt1lth system th/a.alt1t is s/a.alt1fe /a.alt1nd secure.OUTCOME 4 Figure 2: Our Blueprint for health and wellbeing by 2033 Consumer awareness is highest for online appointment bookings. Remote monitoring is /a.alt1n /a.alt1re/a.alt1 where there /a.alt1re opportunities to further demonstr/a.alt1te potenti/a.alt1l to consumers [7]Privacy concerns , /a.alt1s well /a.alt1s digital literacy /a.alt1nd access issues , /a.alt1ct /a.alt1s b/a.alt1rriers to eng/a.alt1ging with digit/a.alt1l he/a.alt1lth [7] Consumers seek he/a.alt1lth services to /a.alt1ddress immedi/a.alt1te needs /a.alt1nd require services th/a.alt1t /a.alt1re accessible, personalised /a.alt1nd transparent . Accessibility is the le/a.alt1ding priority /a.alt1nd this is more relev/a.alt1nt in region/a.alt1l /a.alt1nd remote settings [7] Convenience /a.alt1nd ease /a.alt1re the prim/a.alt1ry drivers of ongoing eng/a.alt1gement with digit/a.alt1l he/a.alt1lth solutions for both consumers /a.alt1nd he/a.alt1lth profession/a.alt1ls [7]83% of consumers want to control their he/a.alt1lth d/a.alt1t/a.alt1, with 71% /a.alt1greeing th/a.alt1t it would improve communic/a.alt1tions between them /a.alt1nd their he/a.alt1lth profession/a.alt1ls [7] Digital literacy is not a sole indicator for digital readiness. Underst/a.alt1nding the beneﬁts of digit/a.alt1l /a.alt1nd h/a.alt1ving choice /a.alt1nd support is key to bro/a.alt1der upt/a.alt1ke [7] Digital literacy and ability are considered as part of the First Nations Digital Inclusion Plan , which /a.alt1lso h/a.alt1s /a.alt1 focus on access and affordability [8]Consumers /a.alt1nd he/a.alt1lth profession/a.alt1ls /a.alt1gree th/a.alt1t it is import/a.alt1nt everyone in the care team comes together when using digit/a.alt1l he/a.alt1lth to cre/a.alt1te /a.alt1 connected experience [7]consumers /a.alt1gree or strongly /a.alt1greeComfortable trying new


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part of the First Nations Digital Inclusion Plan , which /a.alt1lso h/a.alt1s /a.alt1 focus on access and affordability [8]Consumers /a.alt1nd he/a.alt1lth profession/a.alt1ls /a.alt1gree th/a.alt1t it is import/a.alt1nt everyone in the care team comes together when using digit/a.alt1l he/a.alt1lth to cre/a.alt1te /a.alt1 connected experience [7]consumers /a.alt1gree or strongly /a.alt1greeComfortable trying new technologies? Our recent survey indic/a.alt1ted th/a.alt1t … Pr/a.alt1ctice m/a.alt1n/a.alt1gers (93%) /a.alt1re more likely th/a.alt1n those in /a.alt1 clinic/a.alt1l role (82%) to be comfort/a.alt1ble trying new technologies /a.alt1t work [7]health professionals /a.alt1gree or strongly /a.alt1greeDigit/a.alt1l he/a.alt1lth beneﬁts /a.alt1re yet to be fully re/a.alt1lised in /a.alt1re/a.alt1s th/a.alt1t /a.alt1ssist with prevention, health promotion and self-management [7] 69% 85% Digital Health Blueprint 2023–2033 13What informed this Blueprint? This Blueprint is based on consultations and research with consumers, clinical healthcare providers, and non-clinical healthcare staff. It mirrors the public’s views on digital initiatives within both government and industry. Figure 3: Snapshot of our consultation and research Australians benefit from access to convenient, consistent and trusted health information, services and better quality care.Providers benefit from streamlined systems, tools and services to help deliver consistent, effective health care. Researchers, innovators and collaborators will benefit from clarity around long-term policy and priorities, allowing industry to develop product roadmaps that consider client needs and public health policy.Support ing Learning health system Support ing Improve d and reuseprovid ersConnected, Strengt hened support tools workﬂow sHelping provider sHelthcre profession ls Putting people ﬁrst F m ilies Consumers Crers Reserchers Innov tors Industr CollbortorsDis dvntged Rurl He lthc re workforce Helthcre orgnistions Digital Health Blueprint 2023–2033 14Figure 4: Understanding to whom our commitments are being madeOur commitments to digital health We have high ambitions for Australia to achieve the world’s best health system. Widespread digital adoption will be essential to achieve this desired outcome, and requires a commitment to user-centred design informed by consumer research and insights. Digital Health Blueprint 2023–203315 Putting people first Australians want streamlined systems and tools for accessing reliable health information and care, including support for children, young people and older family members. Consumers seek convenient, personalised healthcare services with more choice in accessing care, wellbeing and support services. Through this Blueprint, we will target key outcomes that: • enhance access, choice, transparency and convenience to health care through different service options, including face-to-face or virtual consultations and digital channels • build the foundations for a connected care experience that puts the consumer at the centre of their


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services. Through this Blueprint, we will target key outcomes that: • enhance access, choice, transparency and convenience to health care through different service options, including face-to-face or virtual consultations and digital channels • build the foundations for a connected care experience that puts the consumer at the centre of their health and wellbeing and gives them access to the key data and information they need • strengthen through transparent data usage for a robust health system, service accessibility, and healthcare cost disclosure • facilitate seamless, safe team care via shared information with healthcare providers, eliminating the need to repeat their health story and gaining control over access to their data • strengthen existing privacy, security and consent practices to ensure the utmost security of their personal health data • support inclusivity, equity and usability by design for a future where no Australian is disadvantaged.of consumers say technology gives them more control of their daily life [7] of consumers have already used online appointment bookings or expect to in the future [7] 68% When I have informed healthcare, I know what’s going on, I know exactly what’s happening, before it happens [7] 48%83% of healthcare providers thought it was important all healthcare providers use digital health technologies [7] of healthcare providers felt that Australia is yet to maximise the potential of technology to optimise consumer health outcomes [7] Digital Health Blueprint 2023–2033 16 Better interoperability is the first step that would increase digital health use among clinical and nonclinical healthcare providers [7]Helping healthcare providers Healthcare providers and their support staff want streamlined systems, tools and services to help deliver consistent, connected and effective health care. We understand healthcare providers are typically time-poor and know they expect digital health solutions that enhance care delivery, streamline information access and align with their workflows. Through this Blueprint, we will target key outcomes that: • promote the use and enhancement of clinical systems that allow the easy sharing of data across a federated data ecosystem of clinical and other health systems, including My Health Record, clinical quality registries and screening registries • build greater confidence that systems are secure and health information is protected • support initiatives that promote secure data exchange and interoperability between the different clinical information systems used • help healthcare providers develop their digital literacy and the skills needed to confidently use tools, services, and other new or emerging technologies •


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that systems are secure and health information is protected • support initiatives that promote secure data exchange and interoperability between the different clinical information systems used • help healthcare providers develop their digital literacy and the skills needed to confidently use tools, services, and other new or emerging technologies • enhance data sharing for more informed diagnosis, personalised treatment plans, and safer clinical practices through increased accuracy across care settings • advance efficient, flexible, value-based models of health care , providing better patient outcomes • do more to align workforce policy across the health portfolio with the enhancements to service delivery digital can provide • help healthcare providers to deliver more effective and timely health care through informative, evidence-based clinical decision support systems and data-driven insights. 20$ billion long-term investment supporting Australian health and medical research [12] Digital Health Blueprint 2023–2033 17Supporting industry, researchers, innovators and collaborators By harnessing the knowledge, experience, insight and creativity of a diverse group of collaborators, we can achieve our vision. Using digital and data capabilities to develop a learning health system means addressing challenges such as diverse data sources and formats, inconsistent quality, complex access due to consent and administrative processes, and varied data governance across regions and funders, often caused by legislative barriers. We have a key role in addressing barriers to digital adoption, in collaboration with our state and territory partners and the broader research community. We also support a sector-wide approach, contributing to sustainable research investment, fostering innovative solutions, and building partnerships to establish a health ecosystem that continuously learns, adapts, and helps Australians live well longer. This Blueprint identifies how we will target key outcomes that: • support investments that enhance jobs and productivity; and strengthen Australia’s economic resilience [9] • modernise the use and reuse of public sector data safely and securely , unlocking its potential in line with community expectations [10] • translate research and innovation into new and improved models of care • help reduce the burden on tertiary care through research into chronic disease and primary health care • support research into preventive health where physical, mental, social and cultural wellbeing can all benefit from meaningful digital interventions • support a wide range of research , including into improving health literacy, particularly for socioeconomically and culturally diverse communities • ensure that the emerging technologies that are being developed and adopted meaningfully support the health sector [11].


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mental, social and cultural wellbeing can all benefit from meaningful digital interventions • support a wide range of research , including into improving health literacy, particularly for socioeconomically and culturally diverse communities • ensure that the emerging technologies that are being developed and adopted meaningfully support the health sector [11]. Today’s research is tomorrow’s health care [12] Digital Health Blueprint 2023–203318Delivering a digital future through strong partnerships and collaboration While we have a leadership role in delivering digital health initiatives that support better health outcomes, we know we can’t do this alone. Australia’s health system is a complex mix of organisations and individuals, priorities, responsibilities and capabilities. This means we need to work with our state and territory counterparts, the digital health industry, researchers, health and care providers, and consumers. We recognise the importance of the diverse skills and perspectives of these groups in driving the reform agenda and supporting the delivery of health care in an increasingly digital world. Engaging all parts of the health sector, including Commonwealth, state and territory governments and other delivery partners, is crucial. This will allow: • our work to better support national healthcare priorities • consumers, healthcare providers, researchers, innovators and the sector to see clear outcomes • the ability to more readily consider data access, data reuse, information exchange and interoperability when planning work • for greater alignment with a broad range of stakeholders to support areas that require improvements in their digital maturity.Cl/a.alt1rity on the Austr/a.alt1li/a.alt1n /G.alt1overnment's digit/a.alt1l prioritiesWe /a.alt1re committed to ensuring there is: Cert/a.alt1inty to those involved in delivering innov/a.alt1tion in the he/a.alt1lth /a.alt1nd wellbeing sectorEnh/a.alt1nced sector coll/a.alt1bor/a.alt1tion on n/a.alt1tion/a.alt1l initi/a.alt1tives for more eﬀective, consumer-focused he/a.alt1lthc/a.alt1re delivery Working together to ensure the outcomes of this Blueprint Individu/a.alt1l consumers of he/a.alt1lth /a.alt1nd wellbeing services, /a.alt1s well /a.alt1s their f/a.alt1milies /a.alt1nd c/a.alt1rers He/a.alt1lthc/a.alt1re providers in both public /a.alt1nd priv/a.alt1te settings St/a.alt1te /a.alt1nd territory he/a.alt1lth dep/a.alt1rtments th/a.alt1t deliver /a.alt1 cute /a.alt1nd other he/a.alt1lth services to their constituents Org/a.alt1nis/a.alt1tions oper/a.alt1ting n/a.alt1tion/a.alt1l infr/a.alt1structure /a.alt1nd services Other government /a.alt1nd regul/a.alt1tory org/a.alt1nis/a.alt1tions oper/a.alt1ting in he/a.alt1lth /a.alt1nd rel/a.alt1ted /a.alt1re/a.alt1s Represent/a.alt1tive org/a.alt1nis/a.alt1tions such /a.alt1s clinic/a.alt1l pe/a.alt1k groups /a.alt1nd industry /a.alt1ssoci/a.alt1tions Rese/a.alt1rchers in educ/a.alt1tion/a.alt1l institutions, medic/a.alt1l rese/a.alt1rch institutions /a.alt1nd industry Domestic /a.alt1nd intern/a.alt1tion/a.alt1l p/a.alt1 rticip/a.alt1nts in the he/a.alt1lth /a.alt1nd wellbeing softw/a.alt1re /a.alt1nd device industryOur delivery p/a.alt1rtners Digital Health Blueprint 2023–203319Case study: Community collaboration for digital health standards The Department is working with the health sector and the standards community


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industry /a.alt1ssoci/a.alt1tions Rese/a.alt1rchers in educ/a.alt1tion/a.alt1l institutions, medic/a.alt1l rese/a.alt1rch institutions /a.alt1nd industry Domestic /a.alt1nd intern/a.alt1tion/a.alt1l p/a.alt1 rticip/a.alt1nts in the he/a.alt1lth /a.alt1nd wellbeing softw/a.alt1re /a.alt1nd device industryOur delivery p/a.alt1rtners Digital Health Blueprint 2023–203319Case study: Community collaboration for digital health standards The Department is working with the health sector and the standards community to actively support collaborative standards development and adoption by the healthcare software industry. Through this approach, our delivery partners develop data and data exchange standards to support different clinical systems to more easily work together, connect and share health information and data between different care settings. Our work with the CSIRO and our delivery partners has already produced: • data models and standard definitions to ensure consistent data use across the primary care sector • agreed implementation guides for Aboriginal and Torres Strait Islander health checks that meet national clinical standards • a reference implementation based on SMART forms to support data collection and reuse. Building on this success, we are partnering with CSIRO, the Australian Digital Health Agency and HL7 Australia to ensure the definition, capture and use of data standards such as SNOMED CT-AU and HL7 Fast Health Interoperable Resources (FHIR®). These standards enable diverse clinical systems to integrate seamlessly and share data more efficiently. This collaborative approach delivers a way for software developers, clinicians and consumers to agree on the standards being used and supports increased industry adoption of those standards. This can reduce redundant development and accelerate healthcare improvements through enhanced data sharing, benefiting both providers and consumers. The CSIRO will continue to lead a community process based on openness, transparency, consensus, agility and iteration; and aligned to the Australian FHIR Management Framework (AFMF). The AFMF will ensure production of high-quality Australian (national) FHIR specifications and implementation guides. The framework leverages international best practice and targeted consultation with states and territories, peak bodies and the health software industry. Digital Health Blueprint 2023–203320The Department’s role The Department works with state and territory governments, the non-government sector and consumers to drive towards a digitally connected health system. Our role is to provide strong and consistent vision and leadership to promote the adoption of national digital health capabilities in areas where we hold responsibility for policy, legislation and funding. We fund and deliver digitally supported health programs so all Australians can receive the healthcare services they need, when and where they need them. This approach is consistent with the


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to promote the adoption of national digital health capabilities in areas where we hold responsibility for policy, legislation and funding. We fund and deliver digitally supported health programs so all Australians can receive the healthcare services they need, when and where they need them. This approach is consistent with the key principles of the World Health Organization’s Global strategy on digital health 2020–2025 [13]. Where there are opportunities for national alignment and collaboration, we provide leadership and coordination and, where required, build national foundations and capabilities to support all parts of the health sector in delivering a contemporary health system. This allows us to: • co-create and enable innovation with our delivery partners • provide support to enhance digital maturity where needed across the health system • establish the national foundations required to incentivise innovation and progression for more advanced parts of the health sector. Through our work, we will support greater near-real-time access to health information at the point of care, data sharing and reuse to support longitudinal research for public health purposes and service planning and to inform the next generation of healthcare tools and services. Collaborating with the health software and device industry is crucial to accelerate digital innovation, enhance service delivery, and improve both patient and provider experiences. This joint effort supports a learning health system, elevating care quality for all Australians.Figure 5: Digital maturity is an evolving processM/a.alt1turity cycles which progress e/a.alt1ch horizonBuild the found/a.alt1tions /a.alt1nd sh/a.alt1ring /a.alt1s m/a.alt1instre/a.alt1m Embed inform/a.alt1tion /a.alt1ccessn/a.alt1tion/a.alt1l c/a.alt1p/a.alt1bilitiesSc/a.alt1le /a.alt1nd deliver Digital Health Blueprint 2023–203321To realise our vision and ensure sound digital governance aligned with national priorities, we will engage and unite a diverse range of stakeholders, including: • health sector and industry stakeholders supporting the delivery of connected care • formal and informal groups in which we work with the states and territories to progress digital priorities • groups that coordinate alignment across all relevant Australian Government departments. To support all Australians in adopting a digital approach to health and wellbeing, we need to consider other government priorities, including the digital economy agenda [9] and the National Strategy for the Care and Support Economy [14], to: • address the issue of equitable and reliable digital access . Activities and infrastructure that promote equal access to technology, including internet connectivity and use of devices, are required. Digital support through community hubs will be needed, reinforced by sound data privacy, consent and


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Care and Support Economy [14], to: • address the issue of equitable and reliable digital access . Activities and infrastructure that promote equal access to technology, including internet connectivity and use of devices, are required. Digital support through community hubs will be needed, reinforced by sound data privacy, consent and sovereignty initiatives • build digital and health literacy and skills . Ongoing development, education and community support will help consumers and healthcare providers feel safe, represented, and confident that they’re getting the most out of the digital tools available to them • promote how digital can support professionals in delivering high-quality, personalised care and health and wellbeing services to consumers when, where and how they need it. Vital face-to-face services will be enhanced with digital support, not replaced by digital-only approaches • maintain consumer and healthcare provider choice at the heart of health and wellbeing service delivery • ensure digital identity supports individuals to prove who they are when accessing online services • use digital platforms to support Australians to navigate the care and support economy. These considerations also help us support the Quintuple Aim for health care: improved consumer experiences, better outcomes, lower costs, clinician wellbeing and health equity [15]. Digital Health Blueprint 2023–203322Digital readiness for community challenges Pandemics and the effects of climate change, such as widespread floods and fires, create many challenges for our communities. Our digital readiness to provide health and wellbeing services at such times is crucial to our response. Alongside global factors like climate change, population mobility, health workforce shortages and a generational shift in consumer expectations, we anticipate significant community challenges over the next 10 years. Examples of digital responses include: • digital records to support continuity of care: When people are displaced, or when healthcare providers can’t access their practices due to natural disasters, digital records such as cloud-based practice systems and My Health Record play a vital role in ensuring continued access to patient health information [16], [17] • telehealth: Many health services adopted telehealth capabilities in response to the COVID-19 pandemic, allowing patients to safely consult their healthcare provider by phone or video call [18]. Embedded now as an ongoing part of Medicare, telehealth plays a critical role in ensuring consumers have access to healthcare services, when and where they need them, particularly in times of crisis • ePrescribing: Electronic prescribing is an alternative to paper prescriptions. A national Prescription


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phone or video call [18]. Embedded now as an ongoing part of Medicare, telehealth plays a critical role in ensuring consumers have access to healthcare services, when and where they need them, particularly in times of crisis • ePrescribing: Electronic prescribing is an alternative to paper prescriptions. A national Prescription Delivery Service provides a secure platform for the exchange of prescription data between prescribers and dispensers. ePrescribing also complements the delivery of telehealth services [19], [20] • finding the right services: Healthdirect Australia delivers the Service Finder, which helps people in Australia find and book care providers near them through a user-friendly search of the National Health Services Directory (NHSD) [21] • the importance of digital infrastructure and skills: The recent bushfire emergencies and pandemic have highlighted the importance of resilient digital infrastructure [22], [23], as well as the skills needed to provide blended health care such as mental health support [24] • unscheduled (cross-border) patient care: Australia is contributing to global efforts to establish an International Patient Summary (IPS) and investigate how it might be used in an Australian context. The IPS supports access to critical health information about patients outside their normal home location (international or local) in unexpected or unscheduled medical situations like emergencies or accidents [25]. Digital Health Blueprint 2023–203323 Bringing it all together: A more personalised and connected health and wellbeing experience for all Australians In developing this Blueprint, we have considered the needs of all Australians: consumers, healthcare providers, software developers, researchers and delivery partners. Our aim is to provide a more personalised and connected health and wellbeing experience for all Australians between now and 2033. While this is aspirational, it can be achieved through genuine collaboration among all parts of the health system, including governments, the private sector and individuals. We have highlighted four outcomes that focus on the development and adoption of digital to support the delivery of health care. These outcomes must be combined with new and improved models of care that can leverage these capabilities. These changes align with the recommendations of the Productivity Commission which will see federal funding move towards service provision. Such services need to support sustainable funding programs to meet the increasing demand of an ageing population and increasing service expectations [26]. This shift will be supported in the health system through a stronger focus on prevention across broader primary care-based reforms. Digital health has a


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move towards service provision. Such services need to support sustainable funding programs to meet the increasing demand of an ageing population and increasing service expectations [26]. This shift will be supported in the health system through a stronger focus on prevention across broader primary care-based reforms. Digital health has a role to play in this change. We have a clear role in stewarding and supporting the development of Australia’s national digital capabilities for the health system. But we can’t do this alone. This Blueprint and the accompanying Action Plan will help us in effectively communicating and implementing our intentions with our delivery partners, the broader health sector, and consumers. Together, we can achieve this vision for a health system that delivers better outcomes for all involved. Digital Health Blueprint 2023–203324Part 2 What we are doing to meet Australia’s digital health expectations We will target four key outcomes to support the future of health and wellbeing services to 2033: 1. Australians have choice in how they manage their health and wellbeing, and can navigate the health system knowing their story follows them. 2. Australia’s health workforce is digitally empowered to provide connected care with confidence, whenever or wherever it is needed. 3. Data and information are shared and reused securely to deliver a sustainable learning health system. 4. Modern digital foundations underpin and strengthen a collaborative, standards-based health system that is safe and secure. Digital Health Blueprint 2023–203325Outcomes and action areas at a glance These outcomes and the identified action areas will make sure initiatives are targeted and support a more connected, inclusive and personalised healthcare system. Austr/a.alt1li/a.alt1’s he/a.alt1lth workforce is digit/a.alt1lly empowered to provide connected c/a.alt1re with conﬁdence, whenever or wherever it is needed D/a.alt1t/a.alt1 /a.alt1nd inform/a.alt1tion /a.alt1re sh/a.alt1red /a.alt1nd reused securely to deliver /a.alt1 sust/a.alt1in/a.alt1ble le/a.alt1rning he/a.alt1lth systemModern digit/a.alt1l found/a.alt1tions underpin /a.alt1nd strengthen /a.alt1 coll/a.alt1bor/a.alt1tive, st/a.alt1nd/a.alt1rds-b/a.alt1sed he/a.alt1lth system th/a.alt1t is s/a.alt1fe /a.alt1nd secureAustr/a.alt1li/a.alt1ns h/a.alt1ve choice in how they m/a.alt1n/a.alt1ge their he/a.alt1lth /a.alt1nd wellbeing, /a.alt1nd c/a.alt1n n/a.alt1vig/a.alt1te the he/a.alt1lth system knowing their story follows them Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s:Action /a.alt1re/a.alt1s:• helping Australians make informed choices • supporting self-care and improved access • leveraging the insights of consumers • delivering transparency and strengthening trust • ensuring an inclusive future • connecting people’s healthcare journey • providing care where it is needed for all Australians • encouraging consumer participation in emergency responses. • meeting public expectations for consent and data


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and improved access • leveraging the insights of consumers • delivering transparency and strengthening trust • ensuring an inclusive future • connecting people’s healthcare journey • providing care where it is needed for all Australians • encouraging consumer participation in emergency responses. • meeting public expectations for consent and data sharing • delivering accessible, accurate and usable health data • ensuring coordinated national investment and co-commissioning • promoting efficiency and financial sustainability • supporting precise research and analysis translated into practical care • bringing innovation into the spotlight.• collaborating with representative organisations for broader adoption • linking skills development and career pathways • driving towards national consistency in education and training • promoting the need for digital skills and education in national priority health programs • creating a trusted view of consumer data • strengthening continuity of care • delivering high-quality, trusted health intelligence and decision support. • ensuring systems are connected, are interoperable and can easily share information • connecting data to the right person • building resilient and secure systems • strengthening foundations for emerging technology and devices • promoting use and reuse of national infrastructure • leveraging whole-of-government investments. Digital Health Blueprint 2023–203326A connected care experience for consumers and healthcare providers This Blueprint will steer us towards a seamlessly connected healthcare experience, ensuring consumers’ health information consistently accompanies them across all care settings. By investing in national foundations and the necessary regulatory frameworks, we aim to support the technology innovation and adoption required for connected care across Australia’s complex federated health and wellbeing system. Preventive wellbeing /a.alt1nd self-c/a.alt1reHome-b/a.alt1sed /a.alt1ssisted c/a.alt1re Second/a.alt1ry c/a.alt1reTerti/a.alt1ry c/a.alt1re Community c/a.alt1re Prim/a.alt1ry c/a.alt1re Rese/a.alt1rch /a.alt1nd innov/a.alt1tion (devices, softw/a.alt1re, c/a.alt1re models) th/a.alt1t support d/a.alt1t/a.alt1 use /a.alt1nd reuse /a.alt1cross digit/a.alt1l ch/a.alt1nnelsD/a.alt1t/a.alt1 ch/a.alt1nnels Cur/a.alt1ted consumer inform/a.alt1tion /a.alt1nd support th/a.alt1t /a.alt1ssists self-c/a.alt1re, self-monitoring /a.alt1nd self-m/a.alt1n/a.alt1gement Figure 6: Digital health capabilities can support health and wellbeing services across the continuum of careTrusted, timely and accessible use of digital and data underpins a personalised and connected health and wellbeing experience for all Australians. Digital Health Blueprint 2023–203327Enabling foundations Australia already has strong foundations to support a digitally enabled health system. These need to be expanded on and embedded over the coming years to support truly connected care. Digital health needs to be built on the following strong foundations: • Digital infrastructure: Digital health and the broader digital economy rely on contemporary physical and virtual infrastructure for agile service delivery


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system. These need to be expanded on and embedded over the coming years to support truly connected care. Digital health needs to be built on the following strong foundations: • Digital infrastructure: Digital health and the broader digital economy rely on contemporary physical and virtual infrastructure for agile service delivery across diverse geographic locations. • Cyber security, safety, and trust: Cyber security, safety and trust are crucial for healthcare providers and consumers to engage with technologies, services and platforms. • Systems and regulation: Regulatory settings and systems must adapt and respond to evolving technology to ensure clarity in the sector and foster investor confidence. • Standards for interoperability: Strong standards ensure longevity, interoperability, ease of use and investment agility in digital health. Existing investments in digital foundations have delivered: • Healthcare Identifiers Service: Healthcare identifiers connect the right information with the right individual at the point of care. This gives both health professionals and patients confidence that they are using the correct information. • National Authentication Service for Health (NASH): Healthcare providers and supporting organisations use NASH to securely access and share health information. • My Health Record system: Australia’s My Health Record is a safe and secure online summary of consumers key health information that can only be seen by them, their healthcare providers and anyone they choose to share it with. • Real Time Prescription Monitoring (RTPM): RTPM is a nationally implemented system designed to monitor the prescribing and dispensing of controlled medicines with the aim of reducing their misuse in Australia. Digital Health Blueprint 2023–203328Outcome 1 Australians have choice in how they manage their health and wellbeing, and can navigate the health system knowing their story follows them … all Australians should have access to the health care they need, when and where they need it … Consumers expect health services to be accessible, personalised and transparent [7]In a rapidly changing world, more people want to use digital solutions to access healthcare services to manage their health and wellbeing, regardless of their technical experience and skills. We want to assist Australians in having choice and managing their health and wellbeing, if and how they want to. By doing this, we can: • transform the health system’s focus from illness and disease to prevention and wellbeing [7] • give consumers a greater understanding of their health, which can lead them to feel a sense of control, choice and


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health and wellbeing, if and how they want to. By doing this, we can: • transform the health system’s focus from illness and disease to prevention and wellbeing [7] • give consumers a greater understanding of their health, which can lead them to feel a sense of control, choice and understanding [7], [27] • promote consumer self-care and management, in partnership with their healthcare providers, supported by access to reliable tools, data and knowledge [7] • improve access for digitally inexperienced individuals, showcasing the benefits of digital health solutions [7] • benefit populations at risk of limited access or poorer health outcomes by considering the social determinants of health and including information from across communities and different service providers • encourage a collaborative healthcare provider – consumer relationship built on transparency and trust which places them at the centre of their healthcare experience [7] • promote health participation and equity despite varied educational, geographic and economic differences of Australia’s population [7] • establish a connected health system to streamline care, reduce the need for consumers to repeat their stories, and minimise clinical risks and inefficiencies [28]. Digital Health Blueprint 2023–203329Action areas We aim to empower consumers to actively participate in their care planning and have access to relevant patient histories and clinical data where appropriate. This will give consumers confidence in managing their health journey. Helping Australians make informed choices Contemporary health services will deliver user-friendly digital health channels, tools, and devices that provide reliable information on health and wellbeing, including virtual and in-person options and associated costs. Promoting and educating consumers about these digital options will enable consumers and healthcare providers to make informed choices tailored to individual needs. Supporting self-care and improved access Healthcare providers and consumers will have access to self-monitoring apps and devices, electronic referrals, telehealth services and systems that support care coordination across multiple providers. Access to their data will empower consumers, and their family and care-givers, to confidently manage their care, if desired, in partnership with healthcare providers. Leveraging the insights of consumers By leveraging insights from consumers, we will design user-friendly digital health and wellbeing solutions. Analysing patient reported outcomes (PROMS) and patient reported experience measures (PREMS) and other patient-generated data will enhance the delivery of primary health care, mental health services and aged care. Delivering transparency and strengthening trust Australians will have transparency into decisions made by healthcare providers and a better


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and wellbeing solutions. Analysing patient reported outcomes (PROMS) and patient reported experience measures (PREMS) and other patient-generated data will enhance the delivery of primary health care, mental health services and aged care. Delivering transparency and strengthening trust Australians will have transparency into decisions made by healthcare providers and a better understanding of their care transitions across different healthcare settings. This will be achieved through nationally consistent approaches and standards that support near-real-time data and information exchange and use. Consumers will have improved access to their key health data and information in a language they understand through My Health Record and related digital channels like the My Health app.Outcome 1 Digital Health Blueprint 2023–203330Ensuring an inclusive future The lack of digital access through circumstance or choice will not be a barrier to quality health care. The cultural safety of all individuals and services will be fostered, while paying particular attention to groups known to have experienced access issues or who have specific needs, including: • Aboriginal and Torres Strait Islander people(s) [29] • people in remote and rural locations • culturally or linguistically diverse groups • LGBTIQA+ people • people in socioeconomically disadvantaged circumstances • those with limited access due to disability, age, skills or choice. A human rights based approach to areas such as health, ageing and disability will support delivery of this inclusive future [30]. Connecting people’s healthcare journey Improved access to information across health, aged care, disability and social services will deliver a consistent, holistic experience for consumers and healthcare providers. A connected health system will allow healthcare providers to share clinical information that describes each person’s story. Providing care where it is needed for all Australians Australians unable to access face-to-face care will benefit from flexible models of care, with more services delivered virtually. Telehealth and remote health monitoring services will become more accessible through general practices and multidisciplinary care teams. Digital channels and improved health and digital literacy will enable those facing barriers to actively participate in their health and wellbeing. Encouraging consumer participation in emergency responses Personal devices, such as mobile phones and apps, are essential in addressing community challenges in Australia, including future national emergency responses. Governments are responsible for providing digital channels and solutions, but consumer adoption is vital for obtaining near-real-time data to support public health responses.Outcome 1 The Regional Connectivity Program is making targeted investment in ‘place-based’ telecommunications infrastructure to deliver


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essential in addressing community challenges in Australia, including future national emergency responses. Governments are responsible for providing digital channels and solutions, but consumer adoption is vital for obtaining near-real-time data to support public health responses.Outcome 1 The Regional Connectivity Program is making targeted investment in ‘place-based’ telecommunications infrastructure to deliver economic and social opportunities for regional, rural and remote Australian communities [9] Digital Health Blueprint 2023–203331Outcome 2 Australia’s health workforce is digitally empowered to provide connected care with confidence, whenever or wherever it is needed We value the health workforce’s confidence and competence in adopting emerging technologies and utilising data effectively. We aim to cultivate a digitally capable health workforce that is confident in a collaborative and participatory service culture, prioritising information sharing. This workforce will have up-to-date knowledge and experience in cyber security and privacy. By doing this, we can: • recognise the increasingly digitised society and socio-technical parts crucial to addressing current and future priorities and delivering care and services more efficiently • prepare and equip healthcare professionals and organisations to adapt and thrive in a digitally assisted health environment, essential for effective health service provision and care [7] • support foundational understanding of digital systems and data usage for professionals in the broader health sector, regardless of their role [31] • establish skills development and career pathways in digital health, digitally enabled care; and leadership, including in changed and emerging roles • implement a principles-based approach to support the funding and commissioning of new healthcare business models and programs [31] • help healthcare providers select, implement and roll out digital health solutions and encourage healthcare provider engagement, which would increase adoption [7] • focus on attracting, building and retaining skills in strategy, design, and delivery of emerging digitally enabled services, including virtual care, artificial intelligence (AI) and genomics. Digital Health Blueprint 2023–203332Action areas Building a confident national health workforce for digital health services is a complex task requiring collaboration with state and territory health departments and industry stakeholders. Collaborating with representative organisations for broader adoption Continuing collaboration with healthcare peak bodies will enhance awareness and adoption of digital across professions. We will facilitate cooperation between health workforce peak bodies and consumer groups, focusing on digital literacy, maturity and the co-design of key digital transformation initiatives. Linking skills development and career pathways There will be a direct connection between industry skills development and demands of digital healthcare. The


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digital across professions. We will facilitate cooperation between health workforce peak bodies and consumer groups, focusing on digital literacy, maturity and the co-design of key digital transformation initiatives. Linking skills development and career pathways There will be a direct connection between industry skills development and demands of digital healthcare. The skills development pipeline will focus on high-demand skills in areas such as medication management, medical diagnostics, genomics and virtual care. Targeted career pathways will retain professionals with specialised expertise and attract those with broader skillsets to health. Driving towards national consistency in education and training We will work with education providers including universities, registered training organisations and specialty program providers to establish a digitally confident health workforce through competency-based education and training programs. These programs will enable both clinical and non-clinical professionals to stay abreast of rapidly evolving digital approaches. Promoting digital skills and education in national priority health programs Digitally enabled programs targeting national health priorities will assist in using and sharing data in a coordinated manner. This will enable health services and professionals to meet the growing expectations of consumers for access to personalised care. Tools and connected national data will support the health workforce in adapting integrated ways of working within the existing complex technological landscape. Showcasing communities of practice that demonstrate success will support broader adoption and innovation.Outcome 2 Digital Health Blueprint 2023–203333Creating a trusted view of consumer data Healthcare providers will co-design and have access to comprehensive and reliable consumer data from various systems and sources, improving treatment and care decisions. By overcoming information-sharing barriers, healthcare providers can collaboratively make informed decisions at the point of care for the patient, regardless of location or time. Strengthening continuity of care Connecting all points of care will create a seamless consumer experience, ensuring their health and wellbeing data follows them, regardless of the healthcare provider involved. Healthcare providers will have access to this data for shared care planning and multidisciplinary care team coordination, thereby enhancing delivery of individualised services. Delivering high-quality, trusted health intelligence and decision support Connected systems utilising AI analytics and reliable clinical data will deliver insights that enhance clinical decision support, personalised care, and population-level health and service delivery. Transparent information sharing, underpinned by consent and authorisation frameworks, will ensure the security and appropriate use of Australians’ data.Outcome 2 Digital Health Blueprint 2023–203334Outcome 3 Data and information are shared and reused securely to deliver


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deliver insights that enhance clinical decision support, personalised care, and population-level health and service delivery. Transparent information sharing, underpinned by consent and authorisation frameworks, will ensure the security and appropriate use of Australians’ data.Outcome 2 Digital Health Blueprint 2023–203334Outcome 3 Data and information are shared and reused securely to deliver a sustainable learning health system A sustainable learning health system depends on: • affordable, efficient and effective health care that can be delivered across a diverse geography and population • research and innovation, particularly in data use, reuse and translation to inform digital advancements • maximised use of data, while maintaining privacy, confidentiality and consumer trust. We already have valuable data and insights on the quality, safety, accessibility and performance of health and wellbeing services which we can use to support a learning health system. By doing this, we can: • provide reliable analytics, and gain valuable insights about healthcare delivery and the health ecosystem to drive continued excellence in service delivery [32] • offer meaningful information and statistics to help all Australians • analyse the health and welfare data we get from state, territory and Australian Government agencies, and use it to support better policy and service delivery decisions • support national clinical quality outcomes datasets, managed by Clinical Quality Registries, in areas with the greatest burden of disease • enable longitudinal analysis and benchmarking of clinical and patient-derived outcomes data • offer significant opportunities for innovation in healthcare services, economic enterprise, research and development [33] • make long-term commitments to research and innovation that can help all Australians [34] • deliver future policy, legislation, regulation, national services and funding requirements to improve the health and wellbeing of all Australians [32] • address the unique needs of Aboriginal and Torres Strait Islander people(s) and remote, rural and other culturally and linguistically diverse groups. Digital Health Blueprint 2023–203335Action areas We are building national data and analytical capabilities to adapt, innovate, change, learn and inform health system planning. Meeting public expectations for consent and data sharingWe will prioritise informed consent, ensure authorised data access, and clearly showcase the benefits of research to consumers. A streamlined data sharing framework, supported by legislation, will establish national governance models that guide consent, trust, ethics, privacy and appropriate data use, while also respecting Indigenous Data Sovereignty. Delivering accessible, accurate and usable health data Investments in data collection, analysis and infrastructure, along with the use and


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to consumers. A streamlined data sharing framework, supported by legislation, will establish national governance models that guide consent, trust, ethics, privacy and appropriate data use, while also respecting Indigenous Data Sovereignty. Delivering accessible, accurate and usable health data Investments in data collection, analysis and infrastructure, along with the use and reuse of this data, will optimise the value of the health system and reduce low-value care. Agreed standards for accessing trusted and reusable data will support service planning and sustainability. Ensuring coordinated national investment and co-commissioning Prioritising investment, funding and meaningful incentives is essential for system improvements. By consolidating and coordinating investments, we will maximise value and minimise duplication or overheads. Value-based models of care will enhance consumer and healthcare provider experiences while ensuring the sustainability of the health system. Promoting efficiency and financial sustainability Data-driven insights will support the goal of an efficient and financially sustainable health system as outlined in the 2020–25 National Health Reform Agreement [6]. Along with states and territories, we will use these insights to ensure care is provided in the proper setting and in line with best practices and performance standards.Outcome 3 Digital Health Blueprint 2023–203336Supporting precise research and analysis translated into practical care Research on disease and digital health interventions will inform policy, standards development and clinical practice, enabling healthcare providers to better understand the health needs of Australians. Evidence-based policies will meet patients’ needs, streamline care, and translate research into solutions that benefit all Australians. Bringing innovation into the spotlight Australia’s digital health industry will capitalise on the expanding global digital health market by promoting research and innovation with software developers, device manufacturers, and creators of digital care models.Outcome 3 Digital Health Blueprint 2023–203337Outcome 4 Modern digital foundations underpin and strengthen a collaborative, standards-based health system that is safe and secure Digital health services rely on national foundations for safe, trusted and reliable access to care through digital channels. We invest in and collaborate with our partners to establish these national building blocks for an effective digital health system. By doing this, we can: • ensure effective interoperability, trust and patient-centric care [7], [35] • promote a share-by-default approach to data exchange and use [28] • implement the necessary legislative and regulatory support for contemporary health information exchange [28] • effectively connect patients and healthcare teams across different services and geographic locations [33] • facilitate smoother transitions of care between different healthcare


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[7], [35] • promote a share-by-default approach to data exchange and use [28] • implement the necessary legislative and regulatory support for contemporary health information exchange [28] • effectively connect patients and healthcare teams across different services and geographic locations [33] • facilitate smoother transitions of care between different healthcare providers • strengthen digitally enabled public and private health care for all Australians through continued investment in, and adoption of, key national infrastructure [28] • minimise the duplication of national infrastructure or shared capabilities • support standards development to ensure data consistency and the ability to share and compare data for multiple uses within the context it was created [28], [35] • establish national infrastructure that is resilient, reliable, and able to withstand cyber attacks [36] • implement contemporary technical architecture that will increasingly rely on cloud-based platforms to support innovation and care without boundaries • ensure legislative reform and regulation supports interoperability and standards • leverage industry and stakeholder knowledge and innovation [37]. Digital Health Blueprint 2023–203338Action areas To meet the needs of a modern health and wellbeing ecosystem, foundations must be used nationally, built collaboratively and continuously adapted. Ensuring systems are connected, interoperable and can easily share information A share-by-default approach and strong digital foundations will enhance health service mobility, enable seamless patient information transfer, and aid informed decision-making for healthcare providers. National partnerships and sector-wide collaboration will help establish these standards. We will include agreed rules for technology, data and terminology in our procurement processes, encourage broad adoption across the health system and ensure regulators have the necessary data to inform risk-based responses. Connecting data to the right person By strengthening and modernising the regulatory framework for healthcare identifiers, we will enable more efficient connections between patients and healthcare teams across various services and geographic locations, building trust in digital healthcare identifiers, especially during emergencies. Consistent healthcare identifier standards will improve interactions between consumers and providers, streamline digital systems and enable seamless sharing of linked information. Building resilient and secure systems We will ensure security, privacy and transparency remain top priorities in digital health to protect sensitive information. Strong national cyber security measures and transparent access controls will continue to be essential in protecting the data privacy of all Australians. Ensuring the resilience and robustness of national systems will be critical to support continuity of services regardless of community challenges. Strengthening foundations for emerging technology and devices


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information. Strong national cyber security measures and transparent access controls will continue to be essential in protecting the data privacy of all Australians. Ensuring the resilience and robustness of national systems will be critical to support continuity of services regardless of community challenges. Strengthening foundations for emerging technology and devices We will create responsive and timely legislation, regulations, and policies to establish a safe and effective framework for emerging data sources and technologies. By harnessing modern technologies, we can develop healthcare solutions like remote care, smart homes and community-based services, shifting the focus of care from hospitals to homes. Embracing an agile approach to technologies and government processes will enable us to adapt to emerging technologies.Outcome 4 Digital Health Blueprint 2023–203339Promoting use and reuse of national infrastructure We will optimise Australia’s benefits by leveraging and driving greater adoption of existing investments, such as the Healthcare Identifiers Service and My Health Record system. Shared national infrastructure will reduce the costs related to duplicate systems. The underlying infrastructure, including governance and security settings, will involve consumers, the healthcare sector and industry. Leveraging investments across governments Cross-portfolio investments will strengthen national digital health capabilities. As governments adopt digital capabilities across various areas, investments in infrastructure and approaches will be maximised, reducing duplication and expediting the application of new tools and services.Outcome 4 Digital Health Blueprint 2023–203340Part 3 Changing the narrative of Australian healthcare The aspirations and goals described in this Blueprint will change the way we talk about digital health and its role in health care into the future. To illustrate this change, the following pages describe the health journey of a fictional Australian to show how digital health can make this journey easier and more convenient. Digital Health Blueprint 2023–203341 How this is supported by d/a.alt1t/a.alt1 /a.alt1nd digit/a.alt1lOliver Let’s look /a.alt1t /a.alt1n ex/a.alt1mple of how he/a.alt1lth c/a.alt1re could look for Oliver in the future. Oliver h/a.alt1s /a.alt1 good rel/a.alt1tionship with his /G.alt1P, Am/a.alt1ri, who is helping him m/a.alt1n/a.alt1ge his chronic illness. Meg Oliver recently h/a.alt1d he/a.alt1d cold symptoms including /a.alt1 chesty cough. To rule out COVID-19 /a.alt1s the c/a.alt1use, he took /a.alt1 home test. Although the he/a.alt1d cold symptoms went /a.alt1w/a.alt1y /a.alt1fter /a.alt1 week, the persistent cough bec/a.alt1me debilit/a.alt1ting. Oliver books /a.alt1n /a.alt1ppointment with his usu/a.alt1l /G.alt1P, Am/a.alt1ri. After ex/a.alt1mining Oliver, Am/a.alt1ri pl/a.alt1ces him on /a.alt1 short course of corticosteroids, which h/a.alt1ve proved eﬀective when his /a.alt1sthm/a.alt1 h/a.alt1s been triggered in the


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home test. Although the he/a.alt1d cold symptoms went /a.alt1w/a.alt1y /a.alt1fter /a.alt1 week, the persistent cough bec/a.alt1me debilit/a.alt1ting. Oliver books /a.alt1n /a.alt1ppointment with his usu/a.alt1l /G.alt1P, Am/a.alt1ri. After ex/a.alt1mining Oliver, Am/a.alt1ri pl/a.alt1ces him on /a.alt1 short course of corticosteroids, which h/a.alt1ve proved eﬀective when his /a.alt1sthm/a.alt1 h/a.alt1s been triggered in the p/a.alt1st. After /a.alt1 week, Oliver’s symptoms become worse, so Am/a.alt1ri sends him to /a.alt1 p/a.alt1thologist to test respir/a.alt1tory viruses /a.alt1nd pneumoni/a.alt1. The results come b/a.alt1ck positive for pneumoni/a.alt1. Am/a.alt1ri then orders /a.alt1 chest X-r/a.alt1y to check the extent of the infection. The r/a.alt1diologist reports /a.alt1 moder/a.alt1te infection. Am/a.alt1ri di/a.alt1gnoses /a.alt1 post-vir/a.alt1l b/a.alt1cteri/a.alt1l infection /a.alt1nd prescribes Oliver or/a.alt1l /a.alt1ntibiotics for the pneumoni/a.alt1. Am/a.alt1ri issues eRequests for p/a.alt1thology /a.alt1nd di/a.alt1gnostic im/a.alt1ging. The p/a.alt1thologist /a.alt1nd r/a.alt1diologist, h/a.alt1ving /a.alt1ccess to Oliver’s relev/a.alt1nt medic/a.alt1l history vi/a.alt1 their clinic/a.alt1l systems, use them in their ev/a.alt1lu/a.alt1tions. The results /a.alt1re /a.alt1ccessible for Oliver in My He/a.alt1lth Record , /a.alt1nd for Am/a.alt1ri /a.alt1nd other clinici/a.alt1ns through their clinic/a.alt1l inform/a.alt1tion systems . Oliver is given /a.alt1n ePrescription . His other clinici/a.alt1ns c/a.alt1n see this medic/a.alt1tion in their clinic/a.alt1l systems.Online /a.alt1ppointment booking /a.alt1llows Oliver to see his GP’s /a.alt1v/a.alt1il/a.alt1bility /a.alt1nd m/a.alt1kes it e/a.alt1sy for him to ﬁnd /a.alt1 time th/a.alt1t is convenient for him.His d/a.alt1ughter Meg lives /a.alt1bout /a.alt1n hour /a.alt1w/a.alt1y, but /a.alt1rr/a.alt1nges Oliver’s c/a.alt1re when he needs it. Oliver h/a.alt1s m/a.alt1de her /a.alt1n /a.alt1uthorised represent/a.alt1tive in his My He/a.alt1lth Record /a.alt1nd she uses the My He/a.alt1lth /a.alt1pp to /a.alt1ccess his he/a.alt1lth d/a.alt1t/a.alt1.Oliver is /a.alt1 75-ye/a.alt1r-old retiree living independently. He h/a.alt1s well-controlled /a.alt1sthm/a.alt1 /a.alt1nd reﬂux, /a.alt1nd h/a.alt1s put on weight recently. Oliver is given /a.alt1n ePrescription /a.alt1llowing him to choose how he h/a.alt1s his prescription ﬁlled. His ph/a.alt1rm/a.alt1cist is relieved of tr/a.alt1nscription t/a.alt1sks , ensuring /a.alt1ccur/a.alt1te dispensing of medic/a.alt1tions . Oliver c/a.alt1n see this in his My He/a.alt1lth Record. Digital Health Blueprint 2023–203342 L/a.alt1ter th/a.alt1t evening, Oliver develops /a.alt1n itchy r/a.alt1sh /a.alt1nd chest p/a.alt1in. He decides to go to his loc/a.alt1l public hospit/a.alt1l.The hospit/a.alt1l c/a.alt1n /a.alt1ccess Oliver’s recent medic/a.alt1l history , including /a.alt1llergies, p/a.alt1thology, r/a.alt1diology /a.alt1nd prescriptions. After reviewing Oliver’s previous results, the tre/a.alt1ting clinici/a.alt1n di/a.alt1gnoses /a.alt1 previously unknown /a.alt1llergy to the selected /a.alt1ntibiotic. An /a.alt1ltern/a.alt1tive /a.alt1ntibiotic is prescribed, /a.alt1nd the /a.alt1llergy is recorded in Oliver’s medic/a.alt1l records. The /a.alt1llergy /a.alt1nd the new prescription /a.alt1re reﬂected in Oliver’s hospit/a.alt1l records /a.alt1nd his My He/a.alt1lth Record . An EC/G.alt1 /a.alt1nd blood tests /a.alt1re ordered to investig/a.alt1te the chest p/a.alt1in. The on-c/a.alt1ll c/a.alt1rdiologist


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the selected /a.alt1ntibiotic. An /a.alt1ltern/a.alt1tive /a.alt1ntibiotic is prescribed, /a.alt1nd the /a.alt1llergy is recorded in Oliver’s medic/a.alt1l records. The /a.alt1llergy /a.alt1nd the new prescription /a.alt1re reﬂected in Oliver’s hospit/a.alt1l records /a.alt1nd his My He/a.alt1lth Record . An EC/G.alt1 /a.alt1nd blood tests /a.alt1re ordered to investig/a.alt1te the chest p/a.alt1in. The on-c/a.alt1ll c/a.alt1rdiologist reviews the results /a.alt1nd /a.alt1fter further ex/a.alt1min/a.alt1tion cle/a.alt1rs Oliver of he/a.alt1rt dise/a.alt1se. He notes th/a.alt1t the chest p/a.alt1in /a.alt1nd cough m/a.alt1y be rel/a.alt1ted to Oliver’s reﬂux /a.alt1nd th/a.alt1t his cholesterol is elev/a.alt1ted. Oliver is /a.alt1dmitted overnight for observ/a.alt1tion. Inform/a.alt1tion /a.alt1bout Oliver’s tests, tre/a.alt1tment /a.alt1nd di/a.alt1gnosis /a.alt1re recorded by the hospit/a.alt1l. He/a.alt1lth inform/a.alt1tion exch/a.alt1nge me/a.alt1ns this d/a.alt1t/a.alt1 is then /a.alt1lso /a.alt1v/a.alt1il/a.alt1ble in his My He/a.alt1lth Record /a.alt1nd to Am/a.alt1ri through her clinic/a.alt1l inform/a.alt1tion system. After /a.alt1n uneventful night /a.alt1nd reduction in his r/a.alt1sh, Oliver is disch/a.alt1rged. His /G.alt1P h/a.alt1s been /a.alt1lerted to Oliver’s /a.alt1dmission /a.alt1nd the pr/a.alt1ctice /a.alt1rr/a.alt1nges for /a.alt1 follow-up visit. Meg /a.alt1ccesses her f/a.alt1ther’s d/a.alt1t/a.alt1 using the My He/a.alt1lth /a.alt1pp /a.alt1nd supports his tr/a.alt1nsition home. The next d/a.alt1y, Oliver’s /G.alt1P Am/a.alt1ri receives inform/a.alt1tion /a.alt1bout his /a.alt1dmission to review. She h/a.alt1s /a.alt1ccess to /a.alt1ll his results /a.alt1nd tre/a.alt1tment during his hospit/a.alt1l visit. How this is supported by d/a.alt1t/a.alt1 /a.alt1nd digit/a.alt1l A record of his disch/a.alt1rge is received /a.alt1llowing pr/a.alt1ctice st/a.alt1ﬀ to schedule /a.alt1 follow-up /a.alt1ppointment . Accessing her f/a.alt1ther’s d/a.alt1t/a.alt1 in the My He/a.alt1lth /a.alt1pp me/a.alt1ns Meg /a.alt1lw/a.alt1ys h/a.alt1s /a.alt1ccess to his key he/a.alt1lth inform/a.alt1tion. Oliver’s GP h/a.alt1s ne/a.alt1r-re/a.alt1l-time /a.alt1ccess to his hospit/a.alt1l medic/a.alt1l records which she c/a.alt1n incorpor/a.alt1te into her own records /a.alt1s required. Oliver While Oliver is well supported by prim/a.alt1ry c/a.alt1re, he /a.alt1lso knows he c/a.alt1n rely on Austr/a.alt1li/a.alt1’s /a.alt1cute c/a.alt1re system when necess/a.alt1ry, /a.alt1nd th/a.alt1t his he/a.alt1lth inform/a.alt1tion follows him /a.alt1nd is /a.alt1v/a.alt1il/a.alt1ble when /a.alt1nd where needed. Digital Health Blueprint 2023–203343 After /a.alt1 week, /a.alt1 subsequent X-r/a.alt1y shows Oliver’s lungs /a.alt1re cle/a.alt1r. This is conﬁrmed by blood tests, which /a.alt1lso show he is vit/a.alt1min D deﬁcient /a.alt1nd conﬁrm his high cholesterol. Oliver’s multidisciplin/a.alt1ry c/a.alt1re te/a.alt1m includes his respir/a.alt1tory physici/a.alt1n /a.alt1nd g/a.alt1stroenterologist, who work with Am/a.alt1ri to ensure Oliver’s tre/a.alt1tment is optimised, /a.alt1nd his d/a.alt1ughter Meg, who helps Oliver m/a.alt1ke /a.alt1ppointments. Oliver is followed up /a.alt1nd is pro/a.alt1ctively monitored by his /G.alt1P /a.alt1nd /a.alt1llied he/a.alt1lth services, with his home help continuing.Oliver st/a.alt1rts using /a.alt1 weight m/a.alt1n/a.alt1gement /a.alt1pp to monitor his food /a.alt1nd exercise. Meg c/a.alt1n see his progress /a.alt1nd encour/a.alt1ge him to keep going. His GP c/a.alt1n


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helps Oliver m/a.alt1ke /a.alt1ppointments. Oliver is followed up /a.alt1nd is pro/a.alt1ctively monitored by his /G.alt1P /a.alt1nd /a.alt1llied he/a.alt1lth services, with his home help continuing.Oliver st/a.alt1rts using /a.alt1 weight m/a.alt1n/a.alt1gement /a.alt1pp to monitor his food /a.alt1nd exercise. Meg c/a.alt1n see his progress /a.alt1nd encour/a.alt1ge him to keep going. His GP c/a.alt1n /a.alt1ccess the d/a.alt1t/a.alt1 to support clinic/a.alt1l convers/a.alt1tions with Oliver during regul/a.alt1r /a.alt1ppointments. The g/a.alt1stroenterologist /a.alt1lters Oliver’s reﬂux medic/a.alt1tions /a.alt1nd recommends th/a.alt1t he lose weight to reduce the reﬂux.Oliver is issued /a.alt1n ePrescription for his revised medic/a.alt1tions. The g/a.alt1stroenterologist’s report is /a.alt1v/a.alt1il/a.alt1ble in the pr/a.alt1ctice clinic/a.alt1l inform/a.alt1tion system /a.alt1nd /a.alt1lso for Oliver /a.alt1nd Meg in his My He/a.alt1lth Record . Am/a.alt1ri begins tre/a.alt1ting Oliver for his hyperlipemi/a.alt1 /a.alt1nd vit/a.alt1min D deﬁciency. Oliver still compl/a.alt1ins /a.alt1bout /a.alt1 persistent cough /a.alt1nd occ/a.alt1sion/a.alt1l chest p/a.alt1in. Am/a.alt1ri suspects worsening reﬂux is c/a.alt1using both. She orders /a.alt1 /G.alt1/a.alt1stroesoph/a.alt1ge/a.alt1l Reﬂux Test (/G.alt1RT) which is not /a.alt1v/a.alt1il/a.alt1ble /a.alt1t the di/a.alt1gnostic provider Oliver previously used. An eReferr/a.alt1l is sent for the GRT, /a.alt1long with Oliver’s recent di/a.alt1gnostic results /a.alt1nd history. Oliver c/a.alt1n book /a.alt1 time /a.alt1nd loc/a.alt1tion online th/a.alt1t is convenient for him. How this is supported by d/a.alt1t/a.alt1 /a.alt1nd digit/a.alt1l Am/a.alt1ri suggests Oliver join the MyMedic/a.alt1re progr/a.alt1m which /a.alt1ssists p/a.alt1tients with multiple chronic conditions. A c/a.alt1re pl/a.alt1n is cre/a.alt1ted to coordin/a.alt1te his c/a.alt1re te/a.alt1m. Am/a.alt1ri works with /a.alt1n exercise physiologist to improve Oliver’s mobility /a.alt1nd /a.alt1 dietici/a.alt1n to help him reduce his weight. MyMedic/a.alt1re ensures th/a.alt1t funding supports Oliver’s more complex c/a.alt1re needs. The c/a.alt1re pl/a.alt1n is /a.alt1v/a.alt1il/a.alt1ble electronic/a.alt1lly for /a.alt1ll members of Oliver’s c/a.alt1re te/a.alt1m. They c/a.alt1n upd/a.alt1te the pl/a.alt1n, /a.alt1nd it is /a.alt1v/a.alt1il/a.alt1ble to Oliver /a.alt1nd Meg, who c/a.alt1n help coordin/a.alt1te his /a.alt1ppointments /a.alt1nd self-c/a.alt1re /a.alt1ctivities. The /G.alt1RT indic/a.alt1tes Oliver is /a.alt1spir/a.alt1ting stom/a.alt1ch ﬂuids despite his current reﬂux tre/a.alt1tment. Am/a.alt1ri refers Oliver to /a.alt1 g/a.alt1stroenterologist for further support.An eReferr/a.alt1l is sent to the g/a.alt1stroenterologist. He/a.alt1lth inform/a.alt1tion exch/a.alt1nge supports the speci/a.alt1list’s /a.alt1ccess to Oliver’s recent di/a.alt1gnostic results /a.alt1nd history. He orders /a.alt1 further di/a.alt1gnostic test prior to the /a.alt1ppointment , s/a.alt1ving Oliver /a.alt1n unnecess/a.alt1ry extr/a.alt1 visit. Digit/a.alt1l /a.alt1nd d/a.alt1t/a.alt1 c/a.alt1n support Oliver /a.alt1nd his he/a.alt1lthc/a.alt1re te/a.alt1m to provide qu/a.alt1lity outcomes.Oliver An eRequest is issued for the p/a.alt1thology /a.alt1nd r/a.alt1diology tests. His results /a.alt1re /a.alt1v/a.alt1il/a.alt1ble electronic/a.alt1lly for Am/a.alt1ri; they /a.alt1re /a.alt1lso uplo/a.alt1ded to My He/a.alt1lth Record .Oliver /a.alt1lso knows he c/a.alt1n rely on /a.alt1 multidisciplin/a.alt1ry te/a.alt1m of he/a.alt1lthc/a.alt1re providers to give him coordin/a.alt1ted c/a.alt1re supported by digit/a.alt1l he/a.alt1lth


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provide qu/a.alt1lity outcomes.Oliver An eRequest is issued for the p/a.alt1thology /a.alt1nd r/a.alt1diology tests. His results /a.alt1re /a.alt1v/a.alt1il/a.alt1ble electronic/a.alt1lly for Am/a.alt1ri; they /a.alt1re /a.alt1lso uplo/a.alt1ded to My He/a.alt1lth Record .Oliver /a.alt1lso knows he c/a.alt1n rely on /a.alt1 multidisciplin/a.alt1ry te/a.alt1m of he/a.alt1lthc/a.alt1re providers to give him coordin/a.alt1ted c/a.alt1re supported by digit/a.alt1l he/a.alt1lth systems. Digital Health Blueprint 2023–203344 Action Plan for the Digital Health Blueprint 2023–2033 26Identified Planning Work commenced Implementation Completed Ongoing Legend: Head to Health Head to Health helps all Australians access the mental health and wellbeing services that are right for them. It makes it easier to navigate and choose the most suitable care options, whether that’s face-to-face, via phone, or online. Head to Health makes timely mental health advice, assessment, and treatment more accessible for all Australians. In addition to the website, there is a national Head to Health phone service, Head to Health centres and pop up clinics, and Head to Health Kids Hubs. Where to next? This Blueprint has described our vision for a more personalised and connected health and wellbeing experience for all Australians. But how do we achieve this? The accompanying Action Plan outlines the Department’s initiatives to achieve this vision and the research and development needed to progress this work over the life of this Blueprint. Action Plan for the Digital Health Blueprint 2023–2033 15 Putting knowledge into the hands of Australians My Health Record already contains useful consumer information. As we continue to upload more health data by default, we are working to enhance the presentation of this information for Australians.The Australian Digital Health Agency has delivered the My Health app, which provides easy access to key health information once it has been uploaded to My Health Record. The Department encourages the development of more user-friendly health apps providing comprehensive health information. This could include direct sharing of electronic prescriptions with pharmacists from the medication screen and providing clear medication timelines and advice for easier discussions with healthcare providers. Combined with information from other sources such as the Australian Immunisation Register, consumers will be able to confidently manage their vaccination status through apps on their personal devices. Connected wearable devices that collect a person’s real-time health data will enable Australians to be actively involved in managing their health and wellbeing. “I have severe psoriasis. To get subsidised … lots of paperwork needs to be prepared. It would be nicer if I could play


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on their personal devices. Connected wearable devices that collect a person’s real-time health data will enable Australians to be actively involved in managing their health and wellbeing. “I have severe psoriasis. To get subsidised … lots of paperwork needs to be prepared. It would be nicer if I could play a larger part in the process. For example, when my Dermatologist sends the paperwork to Medicare, I’d like to be cc’d.” EY Sweeney, ‘DoHAC Digital Health Blueprint User Research’. Jun. 2021 Identified Planning Work commenced Implementation Completed Ongoing Legend: Digital Health Blueprint 2023–203345References [1] P. Payne, ‘Learning Healthcare Systems explained’, Centre for Digital Transformation of Health, Dec. 06, 2021. https://mdhs.unimelb.edu.au/digitalhealth/news-and-events/learning-healthcare-systems- explained , accessed 08 August 2023. [2] ‘Digital Health at Stanford: Stanford Centre for Digital Health Landscape Report’, Stanford Centre for Digital Health, Nov. 2020. [Online]. Available: https://www.researchgate.net/publication/351955308_ Stanford_Center_for_Digital_Health_Landscape_Report , accessed 16 September 2021. [3] D. Rowlands, ‘What is digital health and why does it matter?’, Australasian Institute of Digital Health, Feb. 2020. [Online]. Available: https://digitalhealth.org.au/wp-content/uploads/2020/02/DHWA_ WHITEPAPER_2019.pdf , accessed 12 February 2023. [4] Australian Digital Health Agency, ‘Transforming the health and wellbeing of Australians through digital health: National Digital Health Strategy’. 2023. [Online]. Available: https://www.digitalhealth.gov.au/ about-us/strategies-and-plans/national-digital-health-strategy-and-framework-for-action , accessed 21 September 2022. [5] ‘Australia’s Long Term National Health Plan’, Australian Government Department of Health, Text, Aug. 2019. [Online]. Available: https://www.health.gov.au/resources/publications/australias-long-term-national- health-plan , accessed 03 February 2021. [6] Australian Government Department of Health and Aged Care, ‘2020–25 National Health Reform Agreement (NHRA)’. Australian Government Department of Health and Aged Care, Jun. 01, 2023. [Online]. Available: https://www.health.gov.au/our-work/2020-25-national-health-reform-agreement- nhra, accessed 24 July 2023. [7] EY Sweeney, ‘DoHAC Digital Health Blueprint User Research’. Jun. 2021. [8] Australian Government Department of the Prime Minister and Cabinet, ‘First Nations Digital Inclusion Plan’, National Indigenous Australians Agency, Apr. 20, 2021. https://www.niaa.gov.au/indigenous- affairs/economic-development/first-nations-digital-inclusion-plan , accessed 29 August 2023. [9] Australian Government Department of the Prime Minister and Cabinet, ‘Australia’s Digital Economy 2030’, 2021. [Online]. Available: https://apo.org.au/sites/default/files/resource-files/2021-05/apo- nid312247.pdf , accessed: 03 August 2021. [10] ‘Data Sharing and Release Legislative Reforms Discussion Paper’, Office of the National Data Commissioner, Australian Government, Sep. 2019. [Online]. Available: https://apo.org.au/node/259016 , accessed 09 September 2021. [11] Australian Government Department of Health and Aged Care, ‘Research translation’, Australian Government Department of Health and Aged Care, May 02, 2018. https://www.health.gov.au/our-work/ medical-research-future-fund/mrff-research-themes/research-translation , accessed 08 August 2023. [12] ‘Medical Research Future Fund 10-year plan’. Australian Government Department of Health, Australian Government, 2018. [Online]. Available: https://www.health.gov.au/initiatives-and-programs/medical- research-future-fund , accessed


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[11] Australian Government Department of Health and Aged Care, ‘Research translation’, Australian Government Department of Health and Aged Care, May 02, 2018. https://www.health.gov.au/our-work/ medical-research-future-fund/mrff-research-themes/research-translation , accessed 08 August 2023. [12] ‘Medical Research Future Fund 10-year plan’. Australian Government Department of Health, Australian Government, 2018. [Online]. Available: https://www.health.gov.au/initiatives-and-programs/medical- research-future-fund , accessed 05 February 2020. [13] World Health Organization, ‘Global strategy on digital health 2020-2025’. World Health Organization, 2021. [Online]. Available: https://apps.who.int/iris/handle/10665/344249 , accessed 10 February 2022. [14] Australian Government Department of the Prime Minister and Cabinet, ‘Draft National Strategy for the Care and Support Economy’, May 28, 2023. https://www.pmc.gov.au/resources/draft-national-strategy- care-and-support-economy , accessed 29 August 2023. [15] D. Itchhaporia, ‘The Evolution of the Quintuple Aim’, J Am Coll Cardiol, vol. 78, no. 22, pp. 2262–2264, Nov. 2021, doi: 10.1016/j.jacc.2021.10.018. [16] ‘Case study: My Health Record lends a hand in Townsville floods’, Australian Government Transparency Portal, Nov. 30, 2019. https://www.transparency.gov.au/annual-reports/australian-digital-health-agency/ reporting-year/2018-2019-6 , accessed 14 June 2023. [17] Australian Digital Health Agency, ‘My Health Record can be a lifesaver in an emergency’, North Western Melbourne Primary Health Network, Mar. 31, 2022. https://nwmphn.org.au/news/my-health- record-can-be-a-lifesaver-in-an-emergency/ , accessed 14 June 2023. [18] Healthdirect Australia, ‘Video Call’, May 15, 2023. https://about.healthdirect.gov.au/video-call , accessed 14 June 2023. Digital Health Blueprint 2023–203346[19] A. Ang, ‘Fred IT bags contract for national e-prescription service’, Healthcare IT News, May 10, 2023. https://www.healthcareitnews.com/news/anz/fred-it-bags-contract-national-e-prescription-service , accessed 14 June 2023. [20] A. Ang, ‘Royal Perth Hospital first to issue e-prescriptions among public Australian hospitals’, Healthcare IT News, Aug. 18, 2022. https://www.healthcareitnews.com/news/anz/royal-perth-hospital-first-issue-e- prescriptions-among-public-australian-hospitals , accessed 14 June 2023. [21] Healthdirect Australia, ‘Vaccine Clinic Finder transitioned to Healthdirect Service Finder’, Apr. 05, 2023. https://about.healthdirect.gov.au/news/vaccine-clinic-finder-transitioned-to-healthdirect-service-finder , accessed 14 June 2023. [22] Transport Department of Infrastructure, ‘NBN Co Limited—Statement of Expectations (December 2022)’. Australian Government Department of Infrastructure, Transport, Regional Development, Communications and the Arts, Dec. 20, 2022. [Online]. Available: https://www.infrastructure.gov.au/ department/media/publications/nbn-co-limited-statement-expectations-december-2022 , accessed 20 July 2023. [23] R. Hardie, ‘Connecting for care: Q&A with Robert Hardie from NBN Co’, Jul. 03, 2023. [Online]. Available: https://www.visionflex.com/connecting-for-care-with-robert-hardie/ , accessed 20 July 2023. [24] Australian Government Department of Health and Aged Care, ‘Better Access initiative’, Australian Government Department of Health and Aged Care, Jun. 01, 2023. https://www.health.gov.au/our-work/ better-access-initiative , accessed 20 July 2023. [25] Joint Initiative Council, ‘The International Patient Summary – key health data, worldwide’, The International Patient Summary, May 11, 2023. https://international-patient-summary.net/ , accessed 20 July 2023. [26] M. Brennan, ‘Future Productivity’, presented at the Tax and Transfer Policy Institute


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Care, Jun. 01, 2023. https://www.health.gov.au/our-work/ better-access-initiative , accessed 20 July 2023. [25] Joint Initiative Council, ‘The International Patient Summary – key health data, worldwide’, The International Patient Summary, May 11, 2023. https://international-patient-summary.net/ , accessed 20 July 2023. [26] M. Brennan, ‘Future Productivity’, presented at the Tax and Transfer Policy Institute / Business Council of Australia workshop, Sep. 22, 2021. [Online]. Available: https://www.pc.gov.au/news-media/speeches/ future-productivity , accessed 26 November 2021. [27] ‘Australia’s health reimagined: The journey to a connected and confident consumer’. Mar. 2022. [Online]. Available: https://www.deloitte.com/au/en/Industries/life-sciences-health-care/perspectives/ australias-health-reimagined.html , accessed 24 July 2023. [28] D. McCabe and A. Cattermole, ‘From solid foundations to a new frontier: digitally enabling health policy reform in Australia’, presented at the MEDINFO23, Sydney, Jul. 12, 2023. [29] Australian Government Department of Health and Aged Care, ‘National Aboriginal and Torres Strait Islander Health Plan 2021–2031’. Australian Government Department of Health and Aged Care, Dec. 13, 2021. [Online]. Available: https://www.health.gov.au/resources/publications/national-aboriginal-and- torres-strait-islander-health-plan-2021-2031?language=en , accessed 24 July 2023. [30] ‘Human rights based approaches’. https://humanrights.gov.au/our-work/rights-and-freedoms/human- rights-based-approaches , accessed 29 August 2023. [31] Royal Australian College of General Practitioners (RACGP), ‘Consultation feedback’, Sep. 2021. [32] U. Srinivasan, D. Ramachandran, C. Quilty, S. Rao, M. Nolan, and D. Jonas, ‘Flying Blind: Australian Researchers and Digital Health’, Digital Health Cooperative Research Centre, Sydney, 2018. [Online]. Available: https://nla.gov.au/nla.obj-890484453/view , accessed 05 February 2020. [33] ‘Digital Health: The sleeping giant of Australia’s health technology industry’, ANDHealth, 2020. [Online]. Available: https://www.andhealth.com.au/insights/insights-andhealths-industry-reports , accessed 09 September 2023. [34] M. Aitken and D. Nass, ‘Digital Health Trends 2021: Innovation, Evidence, Regulation, and Adoption’, IQVIA Institute for Human Data Science, Jul. 2021. [Online]. Available: https://www.iqvia.com/-/ media/iqvia/pdfs/institute-reports/digital-health-trends-2021/iqvia-institute-digital-health-trends-2021. pdf?_=1632364853236 , accessed 23 September 2021. [35] ‘Connecting Australian Healthcare – National Healthcare Interoperability Plan 2023-2028’. Australian Digital Health Agency, Jul. 2023. [Online]. Available: https://www.digitalhealth.gov.au/about-us/ strategies-and-plans/national-healthcare-interoperability-plan , accessed 24 July 2023. [36] ‘Australia’s Cyber Security Strategy 2020’. Department of Home Affairs Website, Aug. 06, 2020. [Online]. Available: https://www.homeaffairs.gov.au/about-us/our-portfolios/cyber-security/strategy , accessed 24 July 2023. [37] ‘Innovation in Australia’, Australian Healthcare & Hospitals Association, Nov. 10, 2016. https://ahha.asn.au/innovation-australia , accessed 24 September 2021. Digital Health Blueprint 2023–203347Terms and abbreviations Term/acronym Description HL7Health Level Seven, an international standards development organisation FHIR® Fast Health Interoperability Resources ConsumerAny person who uses health or wellbeing services, or supports somebody who does. Healthcare provider Any professional providing health or wellbeing services CSIROCommonwealth Scientific and Industrial Research Organisation SNOMED CT-AU Clinical terminology used in health care NHSD National Health Services Directory NDHS National


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development organisation FHIR® Fast Health Interoperability Resources ConsumerAny person who uses health or wellbeing services, or supports somebody who does. Healthcare provider Any professional providing health or wellbeing services CSIROCommonwealth Scientific and Industrial Research Organisation SNOMED CT-AU Clinical terminology used in health care NHSD National Health Services Directory NDHS National Digital Health Strategy AFMF Australian FHIR Management Framework AI artificial intelligence IPS International Patient Summary NASH National Authentication Service for Health PREMS patient reported experience measures PROMS patient reported outcomes


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Perpustakaan Negara Malaysia Cataloguing-in-Publication Data MALAYSIA DIGITAL ECONOMY BLUEPRINTPUBLISHED BY: ECONOMIC PLANNING UNIT , PRIME MINISTER’S DEPARTMENTSetia Perdana 5 & 6, Setia Perdana Complex, Federal Government Administrative Centre, 62502 Putrajaya, Malaysia Tel : 603-8000 8000 Fax : 603-8888 3755 Email : webmaster@epu.gov.my ECONOMIC PLANNING UNIT , PRIME MINISTER’S DEPARTMENT All Rights Reserved © No part of this publication may be reproduced, copied, stored in any retrieval system or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise; without prior permission of Economic Planning Unit, Prime Minister’s Department, Malaysia. YAB Tan Sri Dato’ Haji Muhyiddin bin Haji Mohd. YassinTHE PRIME MINISTER OFMALAYSIAFOREWORD BY In 2020 alone, growth within the digital economy has understandably accelerated as the COVID-19 pandemic gave birth to new digital businesses, forced traditional brick-and-mortar enterprises to pivot online, and saw millions of Malaysians go virtual for their eCommerce, entertainment, and even education needs. Delivery of quality education now is dependent on a student's home broadband connectivity, or access to laptops or computers. To ensure that no Malaysian is left behind to catch the wave of digitalisation, the time has come for us to lay the foundations for the country’s transformation towards an advanced digital economy. This foundation means building the infrastructure, facilitating innovation and creating an ecosystem for all of us to contribute to bring forth higher standards of living, the fruits of which will be enjoyed byall Malaysians.The global economy, Malaysia included, continues to endure the severe challenges of the COVID-19 pandemic. This black swan event has affected Malaysians of every ethnicity and social strata as well as workers in both the public and private sectors. Whole industries faced upheavals, and many of our day-to-day interactions are now conducted virtually. MyDIGITAL outlines the plans to accelerate Malaysia's progress as a technologically-advanced economy,through the Malaysia Digital Economy Blueprint. This will chart the path to strategically position ourselves as a competitive force in this new era. MyDIGITAL is a critical enabler in realising our Twelfth Malaysia Plan, 2021-2025 (RMKe-12), as we work towards Wawasan Kemakmuran Bersama 2030. In facing this digital economy transformation, it is imperative for us to work together and take the necessary steps to adapt and collaborate for the next normal. The journey is not going to be easy but under unprecedented circumstances, we need to be brave enough to make this quantum leap forward to elevate the quality of


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it is imperative for us to work together and take the necessary steps to adapt and collaborate for the next normal. The journey is not going to be easy but under unprecedented circumstances, we need to be brave enough to make this quantum leap forward to elevate the quality of life for all Malaysians. MINISTER IN THE PRIME MINISTER’SDEPARTMENT(ECONOMY) YB Dato’ Sri Mustapa bin MohamedPREFACE BY Malaysia has embarked on its digitalisation journey since 1996 with the introduction of the Multimedia Super Corridor. Through this initiative, the country has recorded some success stories, such as attracting domestic and foreign information and communication technology (ICT) companies to operate in specific economic zones. Doubling down on our strengths alone will no longer work in the future, as the Fourth Industrial Revolution (4IR) and the rapid advancement of disruptive technologies including digital technology have shown the potential to significantly transform the economic landscape around the world. The COVID-19 pandemic has accelerated the wave of change in driving the rakyat, business and the government to adapt to digitalisation for their daily needs. Malaysia will lose out in the increasingly competitive global economy if we are not ready for change. We need to embrace digitalisation which improves standard of living and prosperity. Research has shown that Artificial Intelligence (AI) technology can increase Gross Domestic Product (GDP) by up to 26% in the next decade. Digitalisation will also help achieve sustainable growth in the long term. Current digitalisation efforts have shown much promise for our future. Malaysia’s Information and Communication Technology (ICT) has amassed RM289 billion, accounting for 19.1% of GDP in 2019. The COVID-19 pandemic has accelerated the growth of the digital economy as well as encouraging the rakyat, traditional businesses as well as the government to shift online in meeting their daily needs. The Government understands too well the treasure trove of opportunities that lay in embracing the digital economy towards its long-term goals as outlined in Wawasan Kemakmuran Bersama 2030 (WKB 2030). Launched in October 2019, WKB 2030 outlined a commitment to make Malaysia a nation that achieves sustainable growth along with fair and equitable distribution, across income groups, ethnicities, regions, and supply chains. Nonetheless, the Government also recognises the potential pitfalls if digital economy efforts are not leveraged with the rakyat in mind. Hence, the Government introduces MyDIGITAL as a national initiative that symbolises the Government's aspiration to transform Malaysia into a


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and equitable distribution, across income groups, ethnicities, regions, and supply chains. Nonetheless, the Government also recognises the potential pitfalls if digital economy efforts are not leveraged with the rakyat in mind. Hence, the Government introduces MyDIGITAL as a national initiative that symbolises the Government's aspiration to transform Malaysia into a digitally-enabled and technology-driven high income nation, and a regional lead in digital economy. To realise the aspirations of MyDIGITAL, the Malaysia Digital Economy Blueprint is formulated to set the direction, outline the strategies, initiatives and targets to build the foundation to drive the growth of digital economy, including bridging the digital divide. The Blueprint will also ensure that the country is ready to embrace digital technology by seizing existing opportunities. The National Digital Economy and 4IR Council forms the highest governance to decide policies, implement and monitor the digital economy strategies and initiatives.This outcome-driven governance structure adopts a whole-of-nation approach which involves partnerships between the rakyat, as well as the public and privatesectors to realise the aspirations of MyDIGITAL. It is my hope that MyDIGITAL prepares Malaysia to embrace the rapid digitalisation that has and will continue to provide reasonable standard of living for all the rakyat. THE DIRECTOR GENERAL OFECONOMICPLANNING UNIT ,PRIME MINISTER'SDEPARTMENT YBhg. Datuk Saiful Anuar bin Lebai HussenINTRODUCTION BY MyDIGITAL has set the direction of digital economy and built the foundation to drive digitalisation across the nation. To realise the aspirations of MyDIGITAL, the Malaysia Digital Economy Blueprint is formulated as the action plan to outline the efforts and initiatives which will be implemented up to 2030. This Blueprint envisions Malaysia becoming the regional lead in digital economy and to achieve inclusive, responsible and sustainable socioeconomic development.Its three objectives are to encourage industry players to become creators, users and adopters of innovative business models, harness human capital to thrive in the digital economy and nurture an integrated ecosystem that allows society to embrace digital economy. Six strategic thrusts have been identified, namely drive digital transformation in the public sector, boost economic competitiveness through digitalisation, build enabling digital infrastructure, build agile and competent digital talent, create an inclusive digital society, build trusted, secure and ethical digital environment. These strategic thrusts are supported by 22 strategies, 48 national initiatives and 28 sectoral initiatives. The implementationof this Blueprint is divided into three phases. Phase 1 starts from 2021 to 2022 which will strengthen the foundation of digital adoption. Phase 2


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digital society, build trusted, secure and ethical digital environment. These strategic thrusts are supported by 22 strategies, 48 national initiatives and 28 sectoral initiatives. The implementationof this Blueprint is divided into three phases. Phase 1 starts from 2021 to 2022 which will strengthen the foundation of digital adoption. Phase 2 which covers 2023 to 2025 will drive inclusive digital transformation and Phase 3 covering 2026 to 2030 will make Malaysia a digital content andcyber security lead in the regional market.Formation of MyDIGITAL - Malaysia Digital Economy Blueprint is formulated through a comprehensive study with active involvement of various stakeholders including the Ministries and their agencies, private sector, as well ascivil society organisations (CSOs). A number of stakeholder engagement with industry players were conducted, including nearly 500 companies and over 50 industry associations and technology providers. The implementation of MyDIGITAL will benefit the rakyat, business and the government. The rakyat will enjoy improved standard of living and wellbeing, the business will be able to optimise resources and expand its operation and market, whereas the government will be able to provide more efficient and effective services. To enable the implementation of MyDIGITAL to achieve the desired objectives, seamless cooperation with various parties will be continued. A whole-of-nation approach will be adopted to ensure that no one is left behind in the development of digital economy. The Economic Planning Unit, Prime Minister's Department is appreciative and thankful to all participating parties onthe accorded effort and commitments in producing the thorough and comprehensive MyDIGITAL - The Malaysia Digital Economy Blueprint which is of great importance for all Malaysians. MyDIGITAL: QUICK FACTS Why MyDIGITAL? What is MyDIGITAL? MyDIGITAL is a national initiative which symbolises the aspirations of the Government to successfully transform Malaysia into a digitally-driven, high income nation and a regional leader in digital economy. The Malaysia Digital Economy Blueprint spells out the efforts and initiatives to deliver the aspirations of MyDIGITAL. The Blueprint charts the trajectory of the digital economy's contribution to the Malaysian economy and builds the foundation to drive digitalisation across Malaysia including bridging the digital divide. MyDIGITAL is designed to complement national development policies such as the Twelfth Malaysia Plan (RMKe-12) and Wawasan Kemakmuran Bersama 2030(WKB 2030). Digital economy was identified as a key economic growth area (KEGA) in realising WKB 2030, to make Malaysia a country which is developing sustainably with fair economic distribution as well as equitable and


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complement national development policies such as the Twelfth Malaysia Plan (RMKe-12) and Wawasan Kemakmuran Bersama 2030(WKB 2030). Digital economy was identified as a key economic growth area (KEGA) in realising WKB 2030, to make Malaysia a country which is developing sustainably with fair economic distribution as well as equitable and inclusive growth. The world economic growth is increasingly driven by digitalisation. Consumer behaviour has evolved to prioritise quick and convenient experiences which is powered by the internet and mobile phones. The COVID-19 pandemic amplifies the importance of the digital economy to ensure continuity in economic activities. The use of internet and technology advancement contributes to the rapid growth of data, which is the future commodity. Nevertheless, countries risk creating digital divide if the response to digitalisation is not managed well. We must embrace digitalisation, and seize opportunities arising from this trend for our wellbeing, as well as to stay relevant and competitive. What is Digital Economy? Digital economy is defined as economic and social activities that involve the production and use of digital technology by individuals, businesses, and government. Where are we going - vision and outcomes? With MyDIGITAL, Malaysia will be able to successfully transform into a digitally-driven, high-income nation and a regional leader in the digital economy. MyDIGITAL aspires to enable the rakyat to embrace digitalisation to improve their quality of life and standard of living. The Malaysia Digital Economy Blueprint’s vision is to be a regional leader in the digital economy and achieve inclusive, responsible and sustainable socioeconomic development. 0 10 22.6% GDP contribution of digital economy to Malaysian economy 875,000 micro, small and medium enterprises (MSMEs) adopt eCommerce Attract 2 unicorns (home-grown or foreign)Rakyat Business GovernmentThe future Malaysia envisioned by MyDIGITAL will see the rakyat enjoy improved digital literacy, more high-paying jobs, improved social wellbeing and environmental sustainability; businesses, including micro, small and medium enterprises (MSMEs) that form the backbone of Malaysia's economy, will enjoy greater opportunities to build and expand locally, regionally and even globally through digital revenue streams, more opportunities to integrate between economic sectors, and to be more cost efficient through shared economy. A digitally-enabled government will provide integrated end-to-end online government services which are more efficient, effective and transparent. Malaysia in 2025 will advance to achieve the following targets: 22.6% of digital economy to Malaysia's GDP30% uplift in productivity across all sectors by 2030 875,000 micro, small and medium enterprises (MSMEs) adopt


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A digitally-enabled government will provide integrated end-to-end online government services which are more efficient, effective and transparent. Malaysia in 2025 will advance to achieve the following targets: 22.6% of digital economy to Malaysia's GDP30% uplift in productivity across all sectors by 2030 875,000 micro, small and medium enterprises (MSMEs) adopt eCommerceCreation of 500,000 new jobs 100% civil servants topossess digital literacy 80% end-to-end online government services All ministries and agenciesto provide cashless paymentoption in 2022 80% usage of cloud storage across the government in 2022100% household with access to internet All students to have access to online learning Attract 2 unicorns (home-grown or foreign) RM70 billion investment indigitalisation Increase the number ofstart-ups to 5,000 0 0 11 How do we achieve MyDIGITAL? MYDIGITAL: QUICK FACTS MyDIGITAL sets out the consolidated initiatives and targeted outcomes as it pertains to the rakyat, business and the government, across three phases of implementation up to 2030. All these benefits will be delivered through 6 strategic thrusts, 22 strategies, 48 national initiatives and 28 sectoral initiatives via the Malaysia Digital Economy Blueprint. The identified key thrusts and strategies in the Malaysia Digital Economy Blueprint are as follows: S1: Managing change for effective digital transition S2: Leveraging digital technology to improve workflow efficiency and productivity S3: Enhancing digital skill sets of civil servants S4: Utilising data to improve government services S5: Increasing scope and quality of online services for better user experienceS1: Facilitating digital adoption, access and effective use of digital technology across all firm sizes & digital maturity levelS1: Utilising regulatory measures to expand infrastructure coverageS1: Integrating digital skills into education at primary and secondary levelS1: Increasing inclusivity of all Malaysians in digital activitiesS1: Strengthening safety and ethics in digital activities and transactions S2: Enhancing institutions commitment to personal data protection and privacy S2: Shifting focus of vocational and tertiary education from job-specific skills to competencies and adaptability S2: Empowering special target groups in the society to participate in the digital economy through entrepreneurship S2: Leveraging digitalisation to address legacy challenges S3: Enhancing digital technology infrastructure capabilitiesS3: Reskilling current workforce with the digital skills needed to stay relevant S4: Ensuring that gig workers are protected and equipped with the right skillsS2: Accelerating industry development by enhancing local participation S4: Developing digital industry cluster and driving entrepreneurial activityS3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business models S3: Improving cross-border data transfer


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to stay relevant S4: Ensuring that gig workers are protected and equipped with the right skillsS2: Accelerating industry development by enhancing local participation S4: Developing digital industry cluster and driving entrepreneurial activityS3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business models S3: Improving cross-border data transfer S4: Increasing cyber security uptake among businessesDrive digital transformation in the public sector Build enabling digital infrastructureBoost economic competitiveness through digitalisationBuild agile and competent digital talent Build trusted, secure and ethical digital environment Create an inclusive digital society T1 T2 T3 T4 T5 T6 12 Phase 1 (2021 to 2022) aims to accelerate adoption towards strengthening the digital foundation needed for the rapid and smooth rollout of Phase 2 and Phase 3. In Phase 2 (2023-2025), the focus shifts to driving digital transformation and inclusion across the digital economy, emphasising inclusivity among the rakyat and all levels of businesses. Phase 3 (2026-2030) will chart the pathway for strong, sustainable growth in the decades to come, positioning Malaysia to become a regional market producer for digital products and digital solutions provider. The Malaysia Digital Economy Blueprint embeds a delivery-driven governance framework and a whole-of-nation approach involving partnerships between the rakyat (people), business (private sector) andthe government (public sector) . In November 2020, Malaysia has set up the National Digital Economy and 4IR Council chaired by the Prime Minister to accelerate local capabilities in embracing digitalisation.Every Malaysian has a role to play in accelerating digitalisation. The implementation of MyDIGITAL will be overseen by a governance framework which features: 1A strategic change management office (SCMO) to drive changes on the ground across the nation, especially to inculcate a digital and innovative mindset amongst the rakyat; 2A transparent and clear monitoring and evaluation mechanism to establish complete feedback loops,both top-down and bottom-up; 3Six specific clusters chaired by Ministers and the Chief Secretary to the Government to improve overall efficiency, effectiveness, accountability and inter-ministry collaboration, each supported by subject matter experts of three key areas, namely regulation, cyber security and inclusivity and sustainability; and 4Clear timelines to deliver measurable outcomes from each initiative. GOVERNANCE STRUCTURE 13 CONTENT INTRODUCTION 16 Global trends 18 Definition of digital economy 23The digital economy and 4IR 24 THE DIGITAL ECONOMY LANDSCAPE 30 Malaysia’s digital economy journey 33 Case for change 39 ACCELERATING THE DIGITAL ECONOMY 40 Malaysia Digital Economy Blueprint 42Strategic thrusts and national initiatives 44Roadmap to the future and


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13 CONTENT INTRODUCTION 16 Global trends 18 Definition of digital economy 23The digital economy and 4IR 24 THE DIGITAL ECONOMY LANDSCAPE 30 Malaysia’s digital economy journey 33 Case for change 39 ACCELERATING THE DIGITAL ECONOMY 40 Malaysia Digital Economy Blueprint 42Strategic thrusts and national initiatives 44Roadmap to the future and targeted outcomes 76Sectoral initiatives 85 GOVERNANCE STRUCTURE 93 CONCLUSION 961 2 3 4 5 CHAPTER 1 INTRODUCTION Innovation and knowledge are driving economic growth and competitiveness of a nation in the era of the Fourth Industrial Revolution (4IR). The 4IR, is a technological revolution characterised by the fusion of digital technologies, innovation and knowledge across socioeconomic activities. As a result, the 4IR catalyses the growth of digital economy in Malaysia. The aspiration to advance the digital economy is in linewith the Wawasan Kemakmuran Bersama 2030 (WKB 2030), which aims to provide a fair and equitable economic development among all levels of society by 2030. Digital economy is one of the Key Economic Growth Activities in WKB 2030 and Malaysia aims to be at the forefront in driving its growth. The Malaysia Digital Economy Blueprint provides the way forward to fully realise the potential of the digital economy in achieving inclusive, responsible and sustainable socioeconomic development. 17CHAPTER 1 INTRODUCTION Digital economy presents tremendous new opportunitiesfor Malaysia, on our journey tobecome a high income nation. CHAPTER 1 INTRODUCTION 18 The immense speed and reach of digitalisation in recent years are unprecedented. The size of the digital economy in 2017 is estimated to range from 4.5% to 15.5% of world gross domestic product (GDP) worth US$3.6 trillion to US$12.3 trillion 1, illustrating its scale and significance. Global internet users are estimated to grow to 4.5 billion people in 2020 from 3.4 billion people in 2016. In 2020 alone, 3.8 billion will be social media users, an increaseof 1 billion users from 2017 2. Internet usage growth will produce opportunities in many fields such as education, business and healthcare. Many business are already embracing the digital economy. This is indicated by digital marketing spending exceeding offline marketing spending. For instance, in the United States of America, digital advertising made up 51% of total advertising spending between 2018 and 2019. The global eCommerce sales is expected to top US$4.2 trillion in 2020 and accumulate more than US$6.5 trillion by 2023 3. Governments around the world have also been rapidly digitalising public services, as citizens demand


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of America, digital advertising made up 51% of total advertising spending between 2018 and 2019. The global eCommerce sales is expected to top US$4.2 trillion in 2020 and accumulate more than US$6.5 trillion by 2023 3. Governments around the world have also been rapidly digitalising public services, as citizens demand increased efficiency and transparency. The efficiency gains from digitalisation have been recognised as reflected by the United Nations E-Government Development Index (UN-EGDI) where more than 84% of countries now offer online transactional services. 1.United Nations Conference on Trade and Development (UNCTAD) (2019), Digital Economy Report 2019 2.We Are Social Digital 2019 Report 3.Language Insight (2020), Global Trends in 2020GLOBAL TRENDS Today, the world is increasingly digital from the way societies interact, to how businesses operate and delivery of public services. 19Data is the future commodity.Electronic processing of orders, personal and banking information, and seamless access to information has made commerce easier, faster and scalable. A survey by PwC in 2019 in multi-country revealed that 31% of respondents purchase online weekly or more frequently than that, while 51% of respondents paid bills and invoices online in 2018 4. Mobile payments are becoming a trend with the rapid growth of mobile phone users. This is most observable in emerging economies such as China, the Philippines, Thailand and Vietnam. Digital economy has the potential to enhance economic competitivenessand dynamism. Countries are investing in the digital economy to ensure they become more inclusive, efficient and innovative by leveraging digital technologies6 . Countries such as Finland, Singapore and Thailand have launched long-term strategies and initiatives to reap the benefits of the digital economy, while safeguarding against its risks. Approximately 90% of the digital data in the world were created within 2015 to 2017 5. The digital lifestyle creates 2.5 quintillion bytes of data daily. The use of internet and the advancements of tehnologies have contributed to the rapid growth of data.CHAPTER 1 INTRODUCTION 4.PwC (2019), Global Consumer Insights Survey 2019 5.IBM (2017), 10 Key Marketing Trends for 2017 and Ideas for Exceeding Customer Expectations 6.World Bank (2017),World Development Report 2016: Digital DividendsConsumers are moving towards digitalisation, especially through eCommerce and online banking, as they prefer quick and convenient transactions. CHAPTER 1 INTRODUCTION 20 Southeast Asia has the fourth largest internet market in the world and a growing eCommerce sector, with 14 unicorns7. Several countries have developed digital economy strategies for increased competitiveness and their achievements


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digitalisation, especially through eCommerce and online banking, as they prefer quick and convenient transactions. CHAPTER 1 INTRODUCTION 20 Southeast Asia has the fourth largest internet market in the world and a growing eCommerce sector, with 14 unicorns7. Several countries have developed digital economy strategies for increased competitiveness and their achievements based on the Global Competitiveness Index (GCI) ranking, 2019 8, as shown in Figure 1-1. The success of the Malaysia Digital Economy Blueprint will elevate Malaysia to become the regional leader in the digital economy. 7. Unicorn is a start-up company with a value of over USD1billion 8. World Economic Forum (WEF) (2019), The Global Competitiveness Report 2019 9. The ASEAN Post, e-Conomy SEA 2019 Report10. Cushman & Wakefield (2019), Data Centres in Southeast Asia Poised for Rapid GrowthFigure 1-1: GCI 2019 ranking and digital economy strategies by selected countries REGIONAL OPPORTUNITIES THAT CAN BE LEVERAGED9 4th largest internet market in the world with 360 million userseCommerce revenues to surpass US$25 billion by 202014 unicorns in Southeast Asia worth US$57 billionSoutheast Asia’s data centre market to reach US$3.5 billion by 2024, growing at 12.9%10 per annum #1 SINGAPORE Smart Nation agenda • Digital Economy Framework for Action • Digital Government Blueprint • Digital Readiness Blueprint • National AI Strategy • National Data Strategy #40 THAILAND • Digital Thailand #50 INDONESIA • Making Indonesia 4.0 #67 VIETNAM • National Digital Transformation Programme by 2025SOUTHEAST ASIA IS PRIMED FOR GREATER GROWTH 21CHAPTER 1 INTRODUCTION In many countries, economic activities during the lockdown period were driven by eCommerce, working from home and online food delivery services. Contact tracing applications helped contain the spread of the virus, while enabling business continuity.The COVID-19 pandemic has accelerated the growth of the digital economy, thereby helping build economic resilience. Digitalisation in all facets of life also increase the risk of digital divide. The lack of access to the internet and smart devices limit the opportunities to the underprivileged groups to quality education, healthcare services, employment and other benefits. The World Economic Forum (WEF) has highlighted that data fraud and cyber attacks are among the top 10 risks to economic stability and social cohesion 11. An increase in digital risks may affect people’s trust and confidence in the digital economy.Inappropriate use of and vulnerabilities in digital technologies erode trust. The advancement of digital technology is rendering conventional skills irrelevant. People with limited digital skills are disadvantaged as automation


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to economic stability and social cohesion 11. An increase in digital risks may affect people’s trust and confidence in the digital economy.Inappropriate use of and vulnerabilities in digital technologies erode trust. The advancement of digital technology is rendering conventional skills irrelevant. People with limited digital skills are disadvantaged as automation and technology cause job displacement.The WEF estimated that 75 million jobs globally may be displaced by 2022 12. 11.WEF (2020), Global Risks Report 2020 12.WEF (2018), The Future of Jobs 2018As digital technologies become more prevalent, the digital economy will become thefoundation of the moderneconomy. Accelerating thedigital economy is no longer an option but crucial for Malaysia. The impact of the digital economy is wide-ranging and transformative. It is able to influence society, business and government.CHAPTER 1 INTRODUCTION 22 THE DIGITAL ECONOMY: OPPORTUNITIES FOR MALAYSIA GOVERNMENT Improved public service delivery • Digital technologies enable governments to increase the scope and quality of public services • e-Government portals improve the efficiency of service delivery, such as application for licences, tax filing and procurement processesBUSINESS New business models offer new products and services • Digital technologies have produced new business models that have disrupted traditional practices • Physical products and services are becoming digital, such as books and DVDs in stores which are being replaced by e-books and online streaming • Cloud computing allow s businesses to procure services without having to own and maintain assets Larger market catchment for commercial activities • Online business provides channels to expand market reach domestically and globally • Greater opportunities for local products to be marketed and sold via eCommerceSOCIETY Job opportunities for gig and digitally skilled workers • The digital economy is creating new job opportunities, such as network specialists, mobile application developers, data scientists and community specialists in social networks13 • New business models have also created opportunities for people to participate as gig workers 13. WEF (2018), The Future of Jobs Report 2018 23CHAPTER 1 INTRODUCTION The definition of digital economy varies globally. Since the late 1990s, various entities including academic institutions and international organisations have conceptualised what digital economy is. While there is a lack of a universal definition, digital technologies remain as the defining feature of the digital economy. Malaysia defines digital economy as:The digital economy definition for Malaysia originates from research, analysis and engagement with various key stakeholders from the public and private sectors. Works referenced are from the


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there is a lack of a universal definition, digital technologies remain as the defining feature of the digital economy. Malaysia defines digital economy as:The digital economy definition for Malaysia originates from research, analysis and engagement with various key stakeholders from the public and private sectors. Works referenced are from the Organisation for Economic Cooperation and Development (OECD), the Group of 20 (G20), the Australian and the Canadian governments, among others. Economic and social activities that involve the production and use of digital technology by individuals, businesses and government. ”“DEFINITION OF DIGITALECONOMY 24 Figure 1-2: Domains of 4IR technologies Cloud computing Blockchain Internet of Things Artiﬁcial intelligence Autonomous vehicles Advanced robotics Advanced materials 3D printingNeurotechnology Synthetic biology Bioprinting GeneticsBig data Virtual reality Augmented reality DIGITAL BIOLOGICAL PHYSICALCHAPTER 1 INTRODUCTION The digital economy is an outcome of the 4IR, where digital technologies are being widely adopted. According to the WEF, 4IR involves a fusion of technologies, blurring the lines between the physical, digital and biological domains 14, as shown in Figure 1-2. 4IR induces fundamental changes in the economy, similar to previous industrial revolutions. The speed of current breakthroughs has no historical precedent. Moreover, it disrupts almost every industry in the world and transforms production, management and governance. The rapid adoption of digital technology from 4IR and the integration of data will greatly advance the digital economy. Under the 4IR, digital technologies catalyse the digital economy as well as other economic areas, including the green and circular economies. As digital technology becomes more pervasive, the digital domain will eventually merge with both physical and biological domains. For instance, advanced materials utilise breakthrough technology, while embedding sensors in them. Gene sequencing is aided by a vast amount of biological information available in data banks. Digitalisation, which started in the Third Industrial Revolution, provides various growth opportunities, as shown in Figure 1-3. THE DIGITAL ECONOMY AND 4IR 14. WEF (2016), The Fourth Industrial Revolution: what it means, how to respond To improve the country’s readiness to embrace the digital economy, the government has developed the Malaysia Digital Economy Blueprint which will benefit the society, businessand government. Various ministries and agencies have stepped up the efforts to embed digitalisation in their agenda. More is needed forthe nation to keep up with the pace of change, especially in technological advancements, labour market requirements, business model innovations and changing public expectations. The Malaysia Digital Economy Blueprint charts


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businessand government. Various ministries and agencies have stepped up the efforts to embed digitalisation in their agenda. More is needed forthe nation to keep up with the pace of change, especially in technological advancements, labour market requirements, business model innovations and changing public expectations. The Malaysia Digital Economy Blueprint charts the trajectory of digital economy contribution to the Malaysian economy and builds the foundation to drive digitalisation across the nation. The Blueprint has action plans to achieve Malaysia’s vision to become a regional leader in the digital economy, as well as attain inclusive, responsible and sustainable socioeconomic development.The Blueprint advocates for co-solutioning approacheswith businesses and society to tackle economic, social and environmental challenges via innovative people-private-public partnerships, in order to achieve the intended outcomes, as shown in Figure 1-4. As for the implementation of the Blueprint, the approach will include delivery-driven and Minister-led clusters in the governance structure. The aim is to increase clarity of focus areas, improve overall efficiency and accountability, which can ultimately facilitate change across the nation.CHAPTER 1 INTRODUCTION 25Figure 1-3: Evolution of industries 4IR ALL ASPECTS OF HUMAN LIFEINDUSTRY 4.0 MANUFACTURINGINDUSTRY 3.0 INDUSTRY 2.0 INDUSTRY 1.0 Mechanisation using water and steam power Economic and social activities, that involve production and use of technologiesLow carbon, resource efficient, resilent and socially inclusive economyValue of products, materials and resources are maintained for as long as possibleMass production using electric powerProduction automation using digital technologiesIntelligent networking of machines and processes with the help of ICT Provides opportunities for greater growth in:Intensiﬁcation of digital revolution permeating across cyber, physical and biological technology spaceINTENSITY OF DIGITALISATION ADVANCEMENT Digital Economy Green Economy Circular EconomyDIGITALISATION BEGINS 26 Figure 1-4: Intended outcome for the society, businesses and government INTENDED OUTCOME Towards inclusive, responsible and sustainable socioeconomic development Business growth in all sectors Fit-for-future governmentSocio-environmental wellbeing for all Whole-of-nation approach (People-Private-Public Partnership) Outcome-oriented cohesive strategies and initiatives Delivery-driven governance structureCHAPTER 1 INTRODUCTION Charts the growth trajectory of the digital economy Builds foundation to drive digitalisation across the nation, including bridging the digital divideMALAYSIA DIGITALECONOMYBLUEPRINT 27STRENGTHENING THE COUNTRY’S CAPABILITIES BY ADVANCING THE DIGITAL ECONOMY The Malaysia Digital Economy Blueprint places as much emphasis on other fundamental components of digital economy as well as growing the economy through digital technology. These include a digital government 15, fit-for-purpose digital talents, a digitally inclusive society and a safe and secure digital environment. The Blueprint intends to continue the Malaysian government’s


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Economy Blueprint places as much emphasis on other fundamental components of digital economy as well as growing the economy through digital technology. These include a digital government 15, fit-for-purpose digital talents, a digitally inclusive society and a safe and secure digital environment. The Blueprint intends to continue the Malaysian government’s efforts towards growing its digital economy. The Blueprint charts the way forward that complements other policies by implementing a holistic approach to grow the digital economy. Figure 1-5 highlights examples of new and enhanced national initiatives of the Malaysia Digital Economy Blueprint. The details of the national initiatives can be found in Chapter 3 Accelerating the Digital Economy. The Blueprint has also highlighted four main sectors, namely agriculture, construction, manufacturing and services. Under services sector, 10 subsectors have been identified to create more value for the purpose of growing the digital economy. CHAPTER 1 INTRODUCTION 15.Digital Government refers to the use of digital technologies, as an integrated part of governments’ modernisation strategies, to create public value. It relies on a digital government ecosystem comprised of government actors, non-governmental organisations, businesses, citizens’ associations and individuals which supports the production of and access to data, services and content through interactions with the government (OECD). 28 CHAPTER 1 INTRODUCTION Figure 1-5: Highlights of new and enhanced national initiatives of the Malaysia Digital Economy Blueprint • Transform the Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) to better drive digitalisation and respond to rapidly evolving digital technologies• Empowering local champions and stimulating investment through digital industry clusters• Broadband to be mandated as basic infrastructure to ensure internet access for new developments • All federal and state level agencies to adopt cashless payments as the preferred method for more efficient transactions • Establish data-driven policy development and improve the data sharing environment to ensure data quality • Accelerate digital signature implementation across public sector online services to enable end-to-end digital transactions • Streamline pro-competition measures with digital economy policy to promote fair competition• Provide real-time broadband demand platform for effective planning and monitoring • Includes both ecosystem and sectoral approach with government facilitating private sector innovation and application of technologies• Leverages cross platform and private sector for solutionsExamples of new initiatives in the Malaysia Digital Economy Blueprint Examples of enhanced initiatives from the existing policies Other highlightsThrustDrive digital transformation in the public sectorBoost economic competitiveness through digitalisationBuild enabling digital Infrastructure 29CHAPTER 1 INTRODUCTION • Aligned


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innovation and application of technologies• Leverages cross platform and private sector for solutionsExamples of new initiatives in the Malaysia Digital Economy Blueprint Examples of enhanced initiatives from the existing policies Other highlightsThrustDrive digital transformation in the public sectorBoost economic competitiveness through digitalisationBuild enabling digital Infrastructure 29CHAPTER 1 INTRODUCTION • Aligned to meet United Nations (UN) Sustainable Development Goals and WKB 2030 • Involves change management as a key focus area for implementationBuild agile and competent digital talentCreate inclusive digital societyBuild trusted, secure and ethical digital environment • Introduce “My Device” programme to ensure all students in Malaysia can access digital learning • Introduce digital packages to ensure all schools in Malaysia have good connectivity • Introduce “My Digital Teacher” programme to encourage teachers to fully embrace the use of digital tools and technology • Introduce the “GigUp” programme to equip gig workers with versatile skills • Introduce My Ikrar programme to encourage volunteerism in conducting digital training • Establish centralised database to provide a comprehensive and up-to-date data on digital divide• Reinforce cyber security outreach to all levels of society • Introduce long-term social protection for gig workers• Promote electronic payment onboarding programme for both merchants and consumers towards a cashless society• Strengthen cross-border data transfer mechanisms and protection to facilitate seamless data flows CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE 31Internet usage in Malaysia is widespread. Most of the daily activities across society, businesses and government involve using digital devices. Broad eCommerce activities have also contributed to the growth of the digital economy, strengthening Malaysia’s position in the region. Figure 2-1: Connectivity, activity and eCommerce in the digital economyConnectivity90.1% households have internet connections (2019) 16 40th in Speedtest Global Index with 81.46 Mbps fixed broadband speed (2020) 17 135.4% mobile cellular penetration (2019)18 70.2% mobile subscriptions are 4G (2019)2093.1% population use smartphone to access the internet (2018) 19 The digital divide between urban and rural 16. DOSM (2019), ICT Use and Access by Individuals and Households Survey Report 2019 17. Speedtest Global Index 2020 18. MCMC (2020), Communication & Multimedia Facts & Figures 19. MCMC, Internet User Survey 2019 20. MCMC (2020), Communication & Multimedia Facts & Figures 21. DOSM (2019), ICT Use and Access by Individuals and Households Survey Report 2019 22. DOSM (2019), ICT Use and Access by Individuals and Households Survey Report 2019Household access to mobile broadband (2019)21 88.8% of urban


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MCMC, Internet User Survey 2019 20. MCMC (2020), Communication & Multimedia Facts & Figures 21. DOSM (2019), ICT Use and Access by Individuals and Households Survey Report 2019 22. DOSM (2019), ICT Use and Access by Individuals and Households Survey Report 2019Household access to mobile broadband (2019)21 88.8% of urban households have access tomobile broadbandof rural householdshave access tomobile broadbandof urban householdshave access tofixed broadbandof rural householdshave access tofixed broadband 80.4%Household access to fixed broadband (2019)22 35.3% 11.7% 32 CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE Job market is changing Job displacements due to changing skills and requirementsRise of gig economy workers 4 in 10 Malaysians to join gig economy after leaving full time jobs (before COVID-19)37 23. Simon Kemp (2020), Digital 2020: Malaysia 24. We Are Social Digital 2019 report 25. We Are Social Digital 2019 report 26. We Are Social Digital 2019 report 27. BNM Annual Report 2019 28. MyGOV, Whole of Government 29. U.S. Department of Commerce (2019), Malaysia – Information Technology 30. J.P. Morgan eCommerce Payment Trends: Malaysia31. DataReportal Digital 2019 Spotlight: eCommerce in Malaysia 32. We Are Social Digital 2019 report 33. J.P. Morgan eCommerce Payment Trends: Malaysia 34. SME Corp and Huawei Technologies (2018), Accelerating Malaysian Digital SMEs: Escaping the Computerisation Trap 35. SME Corp and Huawei Technologies (2018), Accelerating Malaysian Digital SMEs: Escaping the Computerisation Trap 36. SME Corp and Huawei Technologies (2018), Accelerating Malaysian Digital SMEs: Escaping the Computerisation Trap 37. Zurich Insurance Group and Oxford University (2020), Agile Workforce Study, Gig Economy Rises in Malaysia, Income Protection LagsActivities81% Malaysians are active on social media (2020) 2366% of internet users use mobile banking (2019) 26RM900 million Estimated data centre market (2018) 29 41st Malaysia’s ranking in Digital Adoption Index (2016)47th Malaysia’s ranking in the UN-EGDI (2020) 90% of government services are online 28144 e-payment transactions per capita (2019) 27 3rd in SEA in ride-hailing utilisation (2019) 25Top 5 social media penetration in Southeast Asia (2019) 24eCommerce~RM16 billion eCommerce market value in Malaysia in 201930Food, travel, clothing, cosmetics, perfumes and sports – the most popular categories in eCommerce³¹3rd in SEA in eCommerce penetration among individuals 32; 4 in 10 transactions involve cross-border spending 33 35% of MSMEs have deployed Internet of Things (IoT) solutions but mainly for building surveillance and fleet tracking 3650% of MSMEs are using some form of data analytics, where 70% of them are referring to spreadsheet 3544% of micro, small


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individuals 32; 4 in 10 transactions involve cross-border spending 33 35% of MSMEs have deployed Internet of Things (IoT) solutions but mainly for building surveillance and fleet tracking 3650% of MSMEs are using some form of data analytics, where 70% of them are referring to spreadsheet 3544% of micro, small and medium enterprises (MSMEs)* are using cloud computing, but more than 80% of them are using mainly for storing documents, photos and videos 34 23CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE 33The Government’s long-standing commitment in harnessing the potential of technology for country-wide transformation began back in 1996. Establishing the Multimedia Super Corridor (MSC) was the first step in this transformation journey. MSC introduced high-technology business districts and special economic zones to transform Malaysia into an advanced nation by 2020.Focus was given to building a knowledge-based society as well as leveraging on information and communication technology (ICT). Since then, the government has implemented a wide range of policies and measures to spur technological and digital transformation in Malaysia, as shown in Figure 2-2.MALAYSIA’S DIGITAL ECONOMY JOURNEY Figure 2-2: Policy evolution in relation to ICT development The beginning of MSC Malaysia(1996)The EleventhMalaysia Plan (11MP)(2016-2020) NationaleCommerceStrategicRoadmap(2016 - 2020)National 5GTaskforce Mid TermReview of the 11MP(2018 - 2020)National PolicyOn Science,Technology &Innovation(2013 -2020) MSC MalaysiaNational Rollout(2004)DigitalMalaysia(2011)Open DataInitiative(2014) National BroadbandInitiative (2010) Big Data AnalyticsInitiative: Data Raya Sektor Awam(2013)NationalInternet ofThings (IoT)StrategicRoadmap(2015-2025) The TenthMalaysia Plan(10MP)(2011 - 2015)Public SectorICT Strategic Plan(2016 - 2020) Malaysia ProductivityBlueprint(2016 -2020) Digital FreeTrade Zone(2017)National Fiberisation and Connectivity Plan (NFCP)(2019 - 2023) Industry4WRD:National Policy onIndustry 4.0(2019 - 2025) Malaysia SmartCity Framework(2019 - 2025) Shared ProsperityVision 2030 2004 2010 2011 2012 2013 2014 2015 2016 - 2017 2018 2019 1996 34 In 1996, Malaysia Digital Economy Corporation (MDEC)³ 8 was established to advise the government on ICT and multimedia development as well as facilitate MSC rollout across the nation in the early 2000s. Efforts were intensified and focused on digitalisation, technology adoption and connectivity. The National Broadband Initiative was introduced in 2010 as the backbone for connectivity in accelerating internet usage in Malaysia. The National Policy on Science, Technology and Innovation, launched in 2013, sought to advance mainstream science, technology and innovation. The 11MP identified ICT as a necessary enabler for a knowledge-based economy. Other initiatives included The National eCommerce Strategic Roadmap (launched in 2014) and the MalaysiaProductivity Blueprint in 2017 to strengthen digitalisation among micro, small and medium enterprises (MSMEs) through eCommerce and innovative technology adoption.In


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mainstream science, technology and innovation. The 11MP identified ICT as a necessary enabler for a knowledge-based economy. Other initiatives included The National eCommerce Strategic Roadmap (launched in 2014) and the MalaysiaProductivity Blueprint in 2017 to strengthen digitalisation among micro, small and medium enterprises (MSMEs) through eCommerce and innovative technology adoption.In 2017, the Digital Free Trade Zone was also launched to facilitate cross-border eCommerce and widen global market access for MSMEs. Initiatives to modernise and improve data sharing in the public sector started since early 2010s, which include the Public Sector Big Data Analytics Project (initiated in 2015) and the Public Sector ICT Strategic Plan, 2016-2020. These were introduced to implement data analysis to gain insights and enhance public service delivery. In 2019, the Public Sector Modernisation and Digitisation Committee was formed as a governance mechanism for the implementation and monitoring of digitalisation initiatives. The coverage, affordability and quality of the domestic broadband services were strengthened to unleash the full potential of digitalisation. The government established the National 5G Task Force in 2018 and the NFCP in 2019 to enhance digital infrastructure and accelerate digital economy transformation. 38. Formerly known as Multimedia Development Corporation in 1996CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE 35CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE The government also undertook efforts to nurture future digital talent, as well as upskill and reskill the existing workforce. The Malaysia Education Blueprint highlighted the importance of ICT innovation in schools and emphasised strengthening the delivery of science, technology, engineering and mathematics (STEM) subjects across the education system. The Blueprint also devotes one of its 11 shifts identified to place importance on ICT skills to transform the education system. Additionally, the government’s efforts in growing the digital economy is to build businesses and industries, and society as a whole. The government has also supported vulnerable groups such as the B40 and women to ensure equal access and opportunity to participate in the digital economy. Among the related initiatives are eRezeki and Empowering Women in Cyber Risk Management Programme.The government is formulating new policies and related initiatives to create a more conducive environment and provide opportunities for the continued growth of the digital economy. Some of the focus areas include cyber security, eCommerce, data sharing and emerging technologies. Figure 2-3: Digital initiatives in PENJANAThe digital economy is also pivotal to mitigate the impact of COVID-19 and stimulate the economic growth as highlighted in the Short-Term


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opportunities for the continued growth of the digital economy. Some of the focus areas include cyber security, eCommerce, data sharing and emerging technologies. Figure 2-3: Digital initiatives in PENJANAThe digital economy is also pivotal to mitigate the impact of COVID-19 and stimulate the economic growth as highlighted in the Short-Term Economic Recovery Plan (PENJANA). Some of its digital initiatives are shown in Figure 2-3. 36 CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE Free 1GB internet to support e-learning and productivity activities RM35 million Dana Kandungan Digital for animation and visual effects projectsRM70 million fund for eligible MSMEs to utilise eCommerce platformsDigital discount vouchers to encourage online spending on products from local retailers ePENJANA RM50 e-wallet credit value per eligible Malaysian RM700 million grants and loans to eligible firms for digitalisation adoption or subscription RM1.2 billion Dana PENJANA Nasional, an investment fund to benefit start-ups, and local private sector venture capital funds Matching grant for gig economy platforms that contribute to gig workers’ social protection 2017 2018 2019 27 2316146146223416 4 6432213513 5 6233 Overall Availability Readiness 4713182413 1539352 29382269 3 37Figure 2-4: Malaysia’s performance in key global indicesCHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE IMD WORLD DIGITAL COMPETITIVENESS RANKING (FUTURE READINESS) ³9WEF GLOBAL COMPETITIVENESS INDEX40 (ICT ADOPTION) 4¹THE INCLUSIVE INTERNET INDEX 20204 ² 2017 2018 2019 14 846 452711 98 1549291418 7 115028 39. IMD World Competitiveness Center 40. World Economic Forum 41. The ICT Adoption pillar looks at mobile-cellular subscriptions, mobile-broadband subscriptions, fixed-broadband internet subscriptions, fibre internet subscriptions and internet users. This pillar was added in 2018, prior to which the indicators were included under the Technological Readiness pillar 42. The Economist Intelligence Unit Malaysia’s performance in key global indices have reflected the effectiveness of national policies in developing the digital economy. As shown in Figure 2-4, Malaysia is positioned in the top 50 in these indices. However, more effort is needed to elevate the country towards becoming a regional leader in digital economy and achieving inclusive, responsible and sustainable socioeconomic development. The future looks promising. With more coordinated and calibrated efforts to bring out the best in the digital economy, while mitigating its detrimental effects, Malaysia is on the right track to become a regional leader for the digital economy. 38 Past policies and initiatives have provided Malaysia with the right imperatives to start the digital economy growth journey. To drive the national agenda further, there needs to be a


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while mitigating its detrimental effects, Malaysia is on the right track to become a regional leader for the digital economy. 38 Past policies and initiatives have provided Malaysia with the right imperatives to start the digital economy growth journey. To drive the national agenda further, there needs to be a clear, comprehensive and concerted strategic response to expedite the growth of the digital economy.The Government’s continuous efforts to develop Malaysia’sdigital economy, have acceleratedthe growth. Malaysia is the regional leader in alternative financing and is the first ASEAN country to create a regulatory framework for equity crowdfunding. Malaysia is in the position of strength. The Malaysia Cyber Security Strategy has coherent cyber security strategies which has improved national resilience in countering cyber attacks. To remain resilient, the regulatory policy mandates the review of regulations as necessary to remove outdated regulations that could hinder the growth of digitalisation. Malaysia has made great strides in achieving global standards oncyber security. 39Figure 2-5: Issues and challenges in advancing the digital economyCASE FOR CHANGE The digital economy offers enormous opportunities that Malaysia has yet to be fully leveraged upon, due to several issues and challenges. These issues and challenges make the case for change in optimising digital economy opportunities. The case for change, which can be grouped into six areas, is as shown in Figure 2-5, form the basis to develop thrusts, strategies and initiatives of the Malaysia Digital Economy Blueprint.CHAPTER 2 THE DIGITAL ECONOMY LANDSCAPE The need to have digital-first mindsetand higher digital technology adoption across the public sector The digital divide among income and age groups, and between gender need to be narrowed The need to build a more supportive ecosystem for local enterprises to digitalise The need for better deployment of quality broadband and digital technologies infrastructure The need to build trust and ethics in using data and technology as well as increasing awareness on cyber securityThe need to nurture afuture-ready workforce CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 41The Malaysia Digital Economy Blueprint will enable Malaysia to fully benefit from the digital economy. This Blueprint is aligned with the WKB 2030, the 2030 Agenda for Sustainable Development and Twelfth Plan to ensure structured and coordinated efforts towards a common goal. CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY • Ensure economic, social and technological progress occur in harmony with nature • Ensure all rakyat enjoy prosperous and fulfilling lives in dignity and equality •


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2030 Agenda for Sustainable Development and Twelfth Plan to ensure structured and coordinated efforts towards a common goal. CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY • Ensure economic, social and technological progress occur in harmony with nature • Ensure all rakyat enjoy prosperous and fulfilling lives in dignity and equality • Ensure environmental sustainability to support the needs of present and future generations SHARED PROSPERITY VISION 2030 • Development for all • Addressing wealth and income disparities • A united, prosperous and dignified nation• Resetting the economy • Accelerating technology adoption and innovation• Strengthening security, wellbeing and inclusivity• Advancing environmental sustainability• Strengthening the public sector2030 AGENDA FOR SUSTAINABLE DEVELOPMENTTWELFTH MALAYSIA PLAN The Malaysia Digital Economy Blueprint is led by the following three guiding principles: to ensure nobody is left behind as a result of digitalisation. to ensure that data and digital tools are used in an ethical manner. to ensure the growth of the digital economy, without compromising privacy and cyber security.InclusivityVISION Ethics TrustVISION OBJECTIVES3 THRUSTS6 STRATEGIES22 48 NATIONAL INITIATIVES28 SECTORAL INITIATIVES 42 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY MALAYSIA DIGITAL ECONOMY BLUEPRINTFigure 3-1: Malaysia Digital Economy Blueprint Encourage industry players to become creators, users and adopters of innovative business models under the digital economy 1 Drive digital transformation in the public sector 3 Build enabling digital infrastructure2 Boost economic competitiveness through digitalisation4 Build agile and competent digital talent 6 Build trusted, secure and ethical digital environment 5 Create an inclusive digital society Harness human capital that is able to thrive in the digital economyOBJECTIVESVISION 6 THRUSTSNurture an integrated ecosystem that allows society to adopt digital economy 48 NATIONAL INITIATIVES 28 SECTORAL INITIATIVESS1: Managing change for effective digital transition S2: Leveraging digital technology to improve workflow efficiency and productivity S3: Enhancing digital skill sets of civil servants S4: Utilising data to improve government services S5: Increasing scope and quality of online services for better user experienceS1: Facilitating digital adoption, access and effective use of digital technology across all firm sizes & digital maturity levelS1: Utilising regulatory measures to expand infrastructure coverageS1: Integrating digital skills into education at primary and secondary levelS1: Increasing inclusivity of all Malaysians in digital activitiesS1: Strengthening safety and ethics in digital activities and transactions S2: Enhancing institutions commitment to personal data protection and privacy S2: Shifting focus of vocational and tertiary education from job-specific skills to competencies and adaptabilityS2: Empowering special target groups in the society to


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Increasing inclusivity of all Malaysians in digital activitiesS1: Strengthening safety and ethics in digital activities and transactions S2: Enhancing institutions commitment to personal data protection and privacy S2: Shifting focus of vocational and tertiary education from job-specific skills to competencies and adaptabilityS2: Empowering special target groups in the society to participate in the digital economy through entrepreneurship S2: Leveraging digitalisation to address legacy challenges S3: Enhancing digital technology infrastructure capabilities S3: Reskilling current workforce with the digital skills needed to stay relevant S4: Ensuring that gig workers are protected and equipped with the right skillsS2: Accelerating industry development by enhancing local participation S4: Developing digital industry cluster and driving entrepreneurial activityS3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business models22 STRATEGIESTo be a regional leader in the digital economy and achieve inclusive, responsible and sustainable socioeconomic development S3: Improving cross-border data transfer S4: Increasing cyber security uptake among businesses 43CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY VISION This Blueprint will drive the digital economy to optimise digital possibilities acrossthe society, businesses andgovernment.The Malaysia Digital Economy Blueprint envisions that Malaysia will become the regional digital economy leader and achieve inclusive, responsibleand sustainable socioeconomic development. OBJECTIVES The Malaysia Digital Economy Blueprint intends to fulfil three policy objectives: The roles of the public sector (government), private sector (businesses) and civil society organisations (society) are complementary to each other to achieve the vision and objectives set in the Blueprint. The government plays a key role as an enabler in transforming the country by setting a direction, facilitating the initiatives, as well as encouraging businesses and society to embrace digital technology. The private sector is encouraged to capitalise on digital platforms, ecosystems and marketplaces in their activities, and collaborate with the public sector and civil society organisations (CSOs) in new partnership models. It is imperative that the private sector leads a responsible and sustainable approach when delivering products and services, and co-create innovative solutions to create positive social and environmental impacts. Role of stakeholders in achieving inclusive, responsible and sustainablesocioeconomic development.Encourage industry players to become creators, users and adopters of innovative business models under the digital economy.1 Harness human capital that can thrive in the digital economy.2 Nurture an integrated ecosystem that allows society to adopt the digital economy.3The Malaysia Digital Economy Blueprint framework comprises six thrusts that supports the objectives and overall vision of the Blueprint. Each thrust guides the strategic


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models under the digital economy.1 Harness human capital that can thrive in the digital economy.2 Nurture an integrated ecosystem that allows society to adopt the digital economy.3The Malaysia Digital Economy Blueprint framework comprises six thrusts that supports the objectives and overall vision of the Blueprint. Each thrust guides the strategic direction of the Blueprint to addressspecific issues and cases for change. The following are the six thrusts: Drive digital transformation in the public sector.1 Boost economic competitiveness through digitalisation.2 Build enabling digital infrastructure.3 Build agile and competent digital talent.4 Create an inclusive digital society.5 Build a trusted, secure and ethical digital environment.6THRUSTS STRATEGIC THRUSTS AND NATIONAL INITIATIVES THRUST 01 Thrust 1 aims to accelerate the transformation of the public sector into a digital government. This will be achieved by leveraging digital technologies, data and digital intelligence, enhancing the digital skill sets of civil servants and increasing the quality of online services. The goal is for the Government to adopt and use digital technologies and data to modernise the public service and become more citizen-centric in its approaches. With strong leadership to drive digital transformation, the government is striving to be agile and proactive as well as digital by design, data-driven and user-driven. It is imperative for the Government to keep up with global digital transformation. The challenge is not merely introducing digital technologies to public administration, but also integrating the usage into efficient and improved public service delivery. The government has invested in digital technologies and tools and introduced national plans to modernise and advance the digital economy. Despite the initiatives, adoption rates remain low due to the practice of traditional ways. There is an urgent need to change the culture of the civil service and encourage embracing a digital-first mindset.The emergence of new technologies, data analytics and a digital environment changes expectations towards the ability of the Government in delivering public services. 44 Drive digital transformation in the public sector 45CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 01 Drive Digital Transformation in the Public Sector S1: Managing change for effective digital transition OBJECTIVE • Position MAMPU as the sole agency to drive public sector digital transformation • Review and streamline MAMPU’s roles and functions to drive the adoption and execution of the national digital agenda in the public sector • Strengthen MAMPU’s capacity and capability to facilitate effective change management DESCRIPTION OF INITIATIVE • This initiative aims to strengthen


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agency to drive public sector digital transformation • Review and streamline MAMPU’s roles and functions to drive the adoption and execution of the national digital agenda in the public sector • Strengthen MAMPU’s capacity and capability to facilitate effective change management DESCRIPTION OF INITIATIVE • This initiative aims to strengthen MAMPU’s role in designing nationwide systems for both Federal and state governments, to better drive digitalisation• MAMPU to drive new capabilities and existing strategies in ministries and agencies that go beyond IT implementation, including embracing change • MAMPU to be granted a greater mandate in enforcement and to act as an advisor, project member or subject matter expert on nationwide digital-related projects OUTCOME • The sole agency responsible for pushing forward the public sector digital transformation agenda • Ministries and agencies have new capabilities to harness 4IR and digital technologies towards becoming an agile and data-driven government MAMPULEAD TARGET Tranformation of MAMPU with augmented roles and functions by 2022 2Chief Information Officer in every ministry to take on the Chief Digital Officer role to create a digitally-driven cultureS1: Managing change for effective digital transition OBJECTIVE • Create roles and responsibilities for Chief Digital Officer (CDO) • Create a digital-driven culture in the public sector that practices a principle-based approach DESCRIPTION OF INITIATIVE • This initiative aims to transform all current Chief Information Officers in ministries and agencies to assume the role of Chief Digital Officer (CDO) at top management level • The CDO will lead in areas related to digital technologies, data infrastructure, data governance, data analytics, digital literacy, open data and smart technology• All CDOs will report implementation and progress to the Chief Secretary to the Government (KSN) as the chair of the Government Cluster under The National Digital Economy and 4IR CouncilOUTCOME • A digitally-driven government with greater openness to innovative ideas and approaches • Shift towards a principle-based approach for better decision making and outcomes MAMPU and Public Service Department Malaysia (JPA)LEAD TARGET Every ministry and agency to have CDO reporting to Government ClusterTimeline: Phase 1 (2021 - 2022) Timeline: Phase 1 (2021 - 2022)1Transform MAMPU to better drive digitalisation and respond to rapidly evolving digital technologies 46 THRUST 01 Drive Digital Transformation in the Public Sector 3Increase adoption of digital technologies and utilise digital tools to improve efficiency and productivity OBJECTIVE • Adopt digital technologies to improve efficiency and boost productivity • Maximise the usage of


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better drive digitalisation and respond to rapidly evolving digital technologies 46 THRUST 01 Drive Digital Transformation in the Public Sector 3Increase adoption of digital technologies and utilise digital tools to improve efficiency and productivity OBJECTIVE • Adopt digital technologies to improve efficiency and boost productivity • Maximise the usage of digital tools available across the public sector DESCRIPTION OF INITIATIVE • This initiative aspires to increase technology adoption to enable the transformation of government operating models. For example, AI is used to fight cyber attacks, chatbots for customer service and blockchain to streamline medical records • This initiative will introduce the mandatory usage of selected existing digital tools. It will also provide mobility tools and implement new management and work culture approachesOUTCOME • Adoption of digital technologies to enable greater effectiveness, efficiency and innovation • Improved workplace productivity and digital service delivery MAMPULEAD TARGET • 80% end-to-end online government services • Ranked 12th in the Online Services Index by 2025Timeline: Phase 1 to Phase 2 (2021 - 2025) 4Introduce a Digital Accelerator in every ministry to create in-house experts to identify and increase digital technology usage S2: Leveraging digital technology to improve workflow efficiency and productivity S2: Leveraging digital technology to improve workflow efficiency and productivity OBJECTIVE • Create a dedicated role as well as in-house experts to identify and increase digital technology usage in everyday work processes for improved work efficiency and output • Increase government agility to take advantage of technological advancements towards better decision making and policy formulation DESCRIPTION OF INITIATIVE • This initiative aims to introduce Digital Accelerators to drive the adoption of digital technologies within organisations• This role requires cross-functional capabilities, with knowledge of daily operations and deep familiarity with digital technologiesOUTCOME • Coherent use of digital technologies across policy areas and levels of government • Incr ease agility to take leverage on technological advancements towards better decision making and policy formulation • De velopment of a roadmap for high-impact digital technologies usage in the government MAMPULEAD TARGET Appointment of Digital Accelerator in every ministry by 2022CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Timeline: Phase 1 (2021 - 2022) 47S2: Leveraging digital technology to improve workflow efficiency and productivity CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 01 Drive Digital Transformation in the Public Sector 5Introduce the Digital-First programme to enhance Federal and state levels usage of cloud services OBJECTIVE: • Shift towards a digital-first mindset through


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(2021 - 2022) 47S2: Leveraging digital technology to improve workflow efficiency and productivity CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 01 Drive Digital Transformation in the Public Sector 5Introduce the Digital-First programme to enhance Federal and state levels usage of cloud services OBJECTIVE: • Shift towards a digital-first mindset through business process reengineering • Empower work mobility by maximising digital storage usage DESCRIPTION OF INITIATIVE • This initiative focuses on two main areas, namely reducing the usage of physical storage files by shifting towards the cloud first strategy and adopting a paperless culture in everyday work • This initiative will also identify and adopt necessary technologies to enable paper-free workflows and transactions OUTCOME • Optimisation of government resources and automation of tasks through establishment of digital workflows • Improved accessibility to data and information through centralisation of data storage in the cloud • Impr ovement of remote work approach among civil servants MAMPULEAD TARGET 6Develop “Digital Transformers” to groom highly skilled civil servants comprising technical experts and professional ICT -related talentS3: Enhancing digital skill sets of civil servantsOBJECTIVE • Equip talent with the right skill sets in specific areas • Create a pool of highly skilled civil servants who will steer digital transformation • Reduce dependency on external vendors or experts in technical services DESCRIPTION OF INITIATIVE • This initiative aims to develop two pools of in-house talent, namely specialised technical talent including data scientists, cyber security experts and programmers as well as subject matter experts with skills to plan and execute a strategic digital agenda such as employees with experience in economy, supply-chain management, business development and planning • This includes creating attractive career paths to retain talent • This initiative will also include long-term plans for continuous training and upskilling in technical areasOUTCOME • Empowerment of ICT -related talent with skills to steer digital transformation • Decrease dependency on external vendors or professional services MAMPU and JPALEAD TARGET 250 certified trainers under Digital Government Competency and Capability Readiness programme by 2025• 80% of cloud storage across the government in 2022 • Cir cular on remote work approach by 2021 Phase 1 to Phase 2 (2021-2025)Timeline: Phase 1 (2021 - 2022) THRUST 01 Drive Digital Transformation in the Public Sector 7Develop and upskill civil servants with digital skills, across all grades and schemes OBJECTIVE Equip civil servants across all grades and schemes including top management, with digital skills DESCRIPTION


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2021 Phase 1 to Phase 2 (2021-2025)Timeline: Phase 1 (2021 - 2022) THRUST 01 Drive Digital Transformation in the Public Sector 7Develop and upskill civil servants with digital skills, across all grades and schemes OBJECTIVE Equip civil servants across all grades and schemes including top management, with digital skills DESCRIPTION OF INITIATIVE • This initiative aims to upskill civil servants through well planned digital training modules and continuous training. Training will be mandatory • This is also to establish a digital development cluster at the National Institute of Public Administration (INTAN)OUTCOME • Civil servants with a holistic set of digital skills to enhance service delivery • Improved public training institution capabilities JPALEAD TARGET • Establishment of a digital development cluster by 2022 • 100% civil servants to possess digital literacy in 2025Timeline: Phase 1 to Phase 2 (2021 - 2025) 8Establish data-driven policy development and improve the data sharing environment to ensure data quality OBJECTIVE • Maximise data usage for improved policy analysis and development as well as optimise machine-readable data • Provide more services in MyGDX for data utilisation and facilitate data sharing by agencies DESCRIPTION OF INITIATIVE • This initiative aims to enhance evidence-based policy development • Establish guidelines for open data to ensure data is open by default, accessible, reliable, reusable, comprehensive, comparable and interoperable • Expand MyGDX service catalogues to include all potential ministries and agencies to facilitate more data sharing• Ministries and agencies to produce their own open Application Programming Interface (API) to share real-time and aggregated dataOUTCOME • Establishment of open data guidelines to produce data with transparency, integrity and accountability • Improvement of Malaysia’s position in open data global rankings MAMPULEAD TARGETTimeline: Phase 1 to Phase 2 (2021 - 2025)CHAPTER 3 ACCELERATING THE DIGITAL ECONOMYS3: Enhancing digital skill sets of civil servants S4: Utilising data to improve government services • 50% data must be machine -readable, with access to the data through APIs • All ministries and agencies to develop access to data through APIs • All ministries and agencies to use MyGDX 48 49THRUST 01 Drive Digital Transformation in the Public Sector 9All federal and state level agencies to adopt cashless payments as the preferred method for more efficient transactions OBJECTIVE Increase e-payment adoption for all government services in ensuring efficient, transparent and timely transactions DESCRIPTION OF INITIATIVE • This initiative aims to ensure that government agencies at all levels implement e-payment


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9All federal and state level agencies to adopt cashless payments as the preferred method for more efficient transactions OBJECTIVE Increase e-payment adoption for all government services in ensuring efficient, transparent and timely transactions DESCRIPTION OF INITIATIVE • This initiative aims to ensure that government agencies at all levels implement e-payment as the preferred transaction method • Increase the number of point-of-sale terminals, implement a unified payment interface (UPI) and digital wallet• Promote the benefits of cashless transactions to gain public trust • Adopt international standards to improve interoperability and ensure all payment systems are reliable, resilient and secureOUTCOME • Increased access to convenient payment options at all government agencies • More efficient and transparent public service delivery• Reliable and comprehensive data set for evidence-based policy development Ministry of Finance (MOF)LEAD TARGET All ministries and agencies to provide cashless payment option by 2022 10Enhance Government Online Services Gateway (GOS Gateway) with integrated systems for greater ease of doing business OBJECTIVE • Enhance one stop MyGovernment portal by incorporating services offered by state governments and selected private companies • Reduce fragmentation of services, thereby increasing public sector efficiency and productivity DESCRIPTION OF INITIATIVE • This initiative aims to expand the GOS Gateway to integrate with state governments and selected private companies’ systems in phases• Integration will be undertaken in phases, as follows: - Phase 1: focusing on services within the Federal government - Phase 2: focusing on services between the Federal and state governments - Phase 3: focusing on selected private company servicesOUTCOME • Improved ease of doing business and optimisation of resources • Efficient public service delivery MAMPULEAD TARGET 85% end-to-end online government services to be integratedTimeline: Phase 2 to Phase 3 (2023-2030)CHAPTER 3 ACCELERATING THE DIGITAL ECONOMYS5: Increasing scope and quality of online services for better user experience S5: Increasing scope and quality of online services for better user experience Timeline: Phase 1 (2021 - 2022) 50 THRUST 01 Drive Digital Transformation in the Public Sector 11Accelerate National Digital Identity (NDI) implementation to improve security, service delivery and convenience OBJECTIVE • Accelerate the realisation of digital governance • Promote inclusivity, reduce cost of access to services and enhance service delivery to the rakyat DESCRIPTION OF INITIATIVE • This initiative aims to implement the NDI as a trusted digital identification for individual verification in obtaining services from multiple service providers • Ensure online transactions are performed in a flexible and secure


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reduce cost of access to services and enhance service delivery to the rakyat DESCRIPTION OF INITIATIVE • This initiative aims to implement the NDI as a trusted digital identification for individual verification in obtaining services from multiple service providers • Ensure online transactions are performed in a flexible and secure digital environment• The NDI will complement MyKad as proof of citizenshipOUTCOME • Secure online transactions • Reduction in identity fraud • Lower administrative costs and more efficient service delivery Ministry of Home Affairs (KDN)LEAD TARGET Full implementation of the NDI by 2025Timeline: Phase 1 to Phase 2 (2021 – 2025) 12Accelerate digital signature implementation across public sector online services to enable end-to-end digital transactions OBJECTIVE Enable end-to-end digital transactions through secured authentication of the signatory to fulfil requirements of confidentiality, identity authentication and integrity of information involving public sector online services DESCRIPTION OF INITIATIVE • The initiative aims to accelerate the adoption of digital signatures across the public sector • Ensure civil servants thoroughly understand and master digital signature processes for smooth implementation • Implement suitable security measures to avoid cyber fraud OUTCOME • Enhanced security and trust with a tamper-evident seal as the unique identifying “fingerprint” data, which is permanently embedded within a document • Saved costs and time in managing documents Ministry of Communications and Multimedia Malaysia (KKMM)LEAD TARGET Full adoption of digital signature in the public sector by 2025Timeline: Phase 1 to Phase 2 (2021-2025) S5: Increasing scope and quality of online services for better user experience S5: Increasing scope and quality of online services for better user experience 51THRUST 02 Boost economic competitiveness through digitalisation Thrust 2 aims to accelerate digital adoption, empower digital stewardship as well as shape new value pools and emerging business models. As the economy transforms and digital ecosystems integrate, businesses that embrace technology and build on the digital economy will generate value and thrive. The aspiration is to have industries in Malaysia fuelled by innovative ideas and models, where economic growth will be led by local champions with focus on productivity and improving livelihoods. This will create new industry players for a more vibrant and innovative economy. Globalisation and the shift in consumer priorities have enhanced the needs and expectations of digitalisation. It is forecasted that in the next decade, 60% to 70% of new values will be created on digitally-enabled platforms, making digital economy the next economic revolution. Malaysia has


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a more vibrant and innovative economy. Globalisation and the shift in consumer priorities have enhanced the needs and expectations of digitalisation. It is forecasted that in the next decade, 60% to 70% of new values will be created on digitally-enabled platforms, making digital economy the next economic revolution. Malaysia has consistently strived to become an innovation-driven economy. This has resulted in Malaysia being ranked 2 nd for Global Competitiveness among ASEAN Countries by the WEF Global Competitiveness report and 5th for Digital Readiness among Asian Economies in UNCTAD’s Business-to-Customer (B2C) eCommerce Index 2018. However, digital adoption among industries is still in its infancy, with industrial development showing slow progression and being less aggressive than neighbouring countries. These will need to be addressed for more resilient and sustainable economic growth. The mass adoption of digital technologies and establishment of connected digital services are the main accelerators of economic competitiveness in advanced economies.CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 52 THRUST 02 Boost economic competitiveness through digitalisation 1S1: Facilitating digital adoption, access and effective use of digital technology across all firm sizes and digital maturity levelOBJECTIVE Offer a mechanism that handholds businesses at different stages of digitalisation, towards digital excellence DESCRIPTION OF INITIATIVE • This initiative aims to introduce a “Digital Compass” to all businesses, which is a tailored technological roadmap specific to different sectors and businesses of different digital maturity levels • The Compass will provide businesses a step-by-step guide on the digital solutions available for different stages of their growth• The initiative include awareness programme on IP benefits to facilitate and encourage enterprises to include IP registration in the digitalisation journeyOUTCOME • Creation of digitally savvy businesses that operate successfully in managing end-to-end service provisions and driving industry-changing innovation • Businesses that dominate market niche through digitalisation Timeline: Phase 1 to Phase 2 (2021-2025) 2S2: Accelerating industry development by enhancing local participationOBJECTIVE Grow local digital champions capable of solving social and environmental issues, ultimately becoming regional players DESCRIPTION OF INITIATIVE • This initiative aims to introduce a national innovation challenge, which allows experimentation as well as collaborative, heterogeneous and hybrid networks, as a tool to solve social and environmental issues • This will be organised in four phases, from identification of the issue to the commercialisation of solutionsOUTCOME • Creation of locally-grown regional champions • Improve ranking in the Global Innovation Index TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD More


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as a tool to solve social and environmental issues • This will be organised in four phases, from identification of the issue to the commercialisation of solutionsOUTCOME • Creation of locally-grown regional champions • Improve ranking in the Global Innovation Index TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD More than 800,000 MSMEs adopt digitalisation LEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Provide a tailored “Digital Compass” for businesses to foster digital usage Ministry of Entrepreneur Development and Cooperatives (MEDAC) and KKMM Organise a national open data digital challenge that encourages innovatively solving social and environmental issues Ministry of Science, Technology and Innovation (MOSTI)Contribute to the creation of at least 5,000 start-ups by 2025 53THRUST 02 Boost economic competitiveness through digitalisation 3S3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business modelsOBJECTIVE Strengthen IP regulatory framework and enforcement, as well as enhance awareness to foster a dynamic and conducive environment for local innovators to increase IP ownership DESCRIPTION OF INITIATIVE • This initiative aims to enhance existing IP framework and laws to cater to the digital economy. The four types of IP that need improvement are patents, trademarks, copyrights and trade secrets • Programmes will involve efforts in: - Understanding the need for different ruling and processes of the digital economy including ruling for products and services that are digitally generated and transacted - Reviewing and updating existing laws - Implementing a digital IP enforcement strategy • Enhancing awareness on digital/online branding protection using a Malaysian domain, whi ch is .MYOUTCOME • More secure and conducive IP ecosystem • Increased local IP registration and ownership • Higher flow of innovation into Malaysia to spur IP development Timeline: Phase 1 to Phase 3 (2021-2030) 4S3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business modelsOBJECTIVE • Establish a conducive regulatory environment for digital economy development • Review regulatory requirements to facilitate innovation and expand coverage to include new technologies and business models DESCRIPTION OF INITIATIVE • This initiative aims to identify priority regulations to review and update • Developing code of conduct (for regulators) to encourage industry involvement in regulatory designs for the digital economy • Identifying areas of involvement in developing a typology of relevant regulatory approaches to capitalise on opportunities and mitigate the challenges of digital transformation • Expanding regulatory sandbo xes OUTCOME • Increased market entry for new businesses • More opportunities to


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industry involvement in regulatory designs for the digital economy • Identifying areas of involvement in developing a typology of relevant regulatory approaches to capitalise on opportunities and mitigate the challenges of digital transformation • Expanding regulatory sandbo xes OUTCOME • Increased market entry for new businesses • More opportunities to transform industry structure TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD LEADNurture a dynamic IP system for the digital economy to encourage innovations Ministry of Domestic Trade and Consumer Affairs (KPDNHEP) and KKMM Malaysia Productivity Corporation (MPC)Contribute to the creation of at least 5,000 start-ups by 2025CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Adopt an agile regulatory approach to meet the needs of digital economy businesses• Reviewed IP laws by 2023 • More than 50,000 IP ownership by 2030 TARGET LEAD 54 THRUST 02 Boost economic competitiveness through digitalisation 5S3: Streamlining regulatory requirements to respond to digital economy and encourage innovative business modelsOBJECTIVE Ensure efficient and effective implementation as well as enforcement of the competition policies and laws in order to achieve level playing field in the digital economy DESCRIPTION OF INITIATIVE • This initiative aims to review existing policy and competition laws to facilitate responsible digital economy growth • The regulatory framework should be agile and accompanied by continuous effort in enhancing the relevant institutional capacity related to the enforcement of competition lawOUTCOME • Growth of the digital economy that is conducive to fair competition while safeguarding consumers Timeline: Phase 1 to Phase 2 (2021-2025) 6S4: Developing digital industry cluster and driving entrepreneurial activityOBJECTIVE Elevate Malaysia as the regional champion of digital industry clusters to spur the economic development DESCRIPTION OF INITIATIVE • This initiative aims to develop value proposition for the establishment of potential digital industry clusters. This includes digital content and cyber security • Promoting the digital industry clusters to establish their presence internationally and raise the industry cluster’s profiles in foreign markets through promotional drives, including participation in trade missions and international trade fairs, internationally and locally • Developing a single window platform with comprehensive database for investment opportunities and increasing ease of doing business within the clusters • Enhancement of incentive packages to attract targeted investors in the digital industry clustersOUTCOME • Establishment of digital industry clusters as a regional hub • More local champions become regional players TARGETTimeline: Phase 1 to Phase 3 (2021-2030) LEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Empowering local champions and stimulating


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clusters • Enhancement of incentive packages to attract targeted investors in the digital industry clustersOUTCOME • Establishment of digital industry clusters as a regional hub • More local champions become regional players TARGETTimeline: Phase 1 to Phase 3 (2021-2030) LEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Empowering local champions and stimulating investment through digital industry clusters Ministry of International Trade and Industry (MITI) and KKMMStreamline pro-competition measures with digital economy policyto promote fair competition Malaysia Competition Commission (MyCC)• Reviewed competition laws by 2023 • Competition impact assessment framework included in the regulatory impact assessment process in the formulation of laws and policies Five unicorns (homegrown or foreign) in the key digital industry clusters operationally headquartered in Malaysia S4: Developing digital industry cluster and driving entrepreneurial activityS4: Developing digital industry cluster and driving entrepreneurial activity 55THRUST 02 Boost economic competitiveness through digitalisation Incorporate comprehensive digital economy elements in international trade arrangements and cooperation7 OBJECTIVE Establish digital economy arrangements and cooperation to support the productivity and competitiveness of businesses, particularly the MSMEs in regional and global markets DESCRIPTION OF INITIATIVE • This initiative aims to accelerate digital integration actions at the regional level, to facilitate cross-border trade and investment and lower the operating barriers for businesses, particularly the MSMEs • Influencing the process at multilateral and plurilateral levels, to establish a global framework and obligations that enable digital trade in a non-discriminatory and less restrictive manner • Implementing and exploring enhanced trade arrangements and framework of cooperation in strategic areas of digital economy at the bilateral and regional levelsOUTCOME • Creation of a digital trade environment with improved stability, lowered risks and reduced compliance costs Timeline: Phase 1 to Phase 3 (2021-2030) 8 OBJECTIVE Ensure the income generated in Malaysia from cross-border digital activities is taxed in Malaysia DESCRIPTION OF INITIATIVE • This initiative aims to develop frameworks and guidelines relevant to Malaysia on taxing businesses deriving income from the digital economy in the country • The development of the framework and guideline will be based on international best practicesOUTCOME • Clear tax framework in promoting digital economy • Broaden tax base for Government • Facilitation of fair competition for local businesses TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD LEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Introduce fit-for-purpose tax framework to capture revenue from the digital economy growthMITIKey and strategic digital economy elements incorporated in all international trade arrangements and cooperation pursued by


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Government • Facilitation of fair competition for local businesses TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD LEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Introduce fit-for-purpose tax framework to capture revenue from the digital economy growthMITIKey and strategic digital economy elements incorporated in all international trade arrangements and cooperation pursued by Malaysia Introduction of tax frameworks and guidelines based on international best practices by 2025MOF THRUST 03 Build enabling digital infrastructure Thrust 3 aims to provide access to extensive and high quality digital infrastructure, which will enable people to participate in the digital economy. The government and businesses will be able to operate with ease and innovate continuously through a conducive digital environment provided by seamless and extensive digital connectivity. Digital infrastructures focused under this thrust comprise broadband, data centres and submarine cable landing stations. Such infrastructures allow for the generation, flow, exchange, consumption and storage of data. Malaysia has made great strides in improving the state and coverage of such foundational infrastructure. Regulatory reforms through the Mandatory Standard on Access Pricing (MSAP) have reduced broadband prices while increasing broadband speed. In 2019, Malaysia launched the NFCP 2019-2023, to improve broadband quality and coverage. This plan was reviewed in 2020 and is known as Pelan Jalinan Digital Negara (JENDELA) with improved targets. However, broadband access is not universal and the speed still lags, especially in rural areas. An enabling environment is required in enhancing the development of digital infrastructures, including high-end data centres.Building enabling digital infrastructures is fundamental in advancing the digital economy.CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 56 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 03 Build enabling digital infrastructure 1Review laws and regulations to improve provision for digital infrastructure OBJECTIVE Ensure supportive regulatory framework for telcos to accelerate digital infrastructure rollout DESCRIPTION OF INITIATIVE • This initiative aims to review, improve and streamline all relevant federal and state legislations and regulations regarding digital infrastructure developmentOUTCOME • More supportive regulatory environment for the telcos • Expedited rollout of broadband infrastructure KKMMLEAD TARGET All federal and state legislations and regulations relating to digital infrastructure development are reviewed by 2025Timeline: Phase 1 to Phase 2 (2021-2025) 2Broadband to be mandated as basic infrastructure to ensure internet access for new developments OBJECTIVE Ensure internet access is an essential service mandated by relevant laws for new developments DESCRIPTION OF INITIATIVE • This initiative aims to make amendments to several laws at federal and state


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to Phase 2 (2021-2025) 2Broadband to be mandated as basic infrastructure to ensure internet access for new developments OBJECTIVE Ensure internet access is an essential service mandated by relevant laws for new developments DESCRIPTION OF INITIATIVE • This initiative aims to make amendments to several laws at federal and state levels to include broadband as a basic infrastructure for new developments including residential and commercial buildings • Among the laws to be reviewed are the Local Government Act and the Street 1976, Drainage and Building Act 1974 (Act 133)• Encourage wider adoption and enforcement of the amended Uniform Building By-Law 1984 (UBBL)• Streamline terminology concerning internet connectivity in the federal and state actsOUTCOME • Broadband as a basic utility KKMMLEAD TARGET Legislations relating to broadband as a basic utility at the federal and state levels are streamlined by 2025Timeline: Phase 1 to Phase 2 (2021-2025)S1: Utilising regulatory measures to expand infrastructure coverageS1: Utilising regulatory measures to expand infrastructure coverage 57 THRUST 03 Build enabling digital infrastructure 3Expand the adoption of OSC 3.0 Plus Online to more local authorities to speed up approval process in deploying broadband infrastructure OBJECTIVE • Shorten the time taken by relevant regulatory authorities to provide approvals and permits for broadband infrastructure projects • Allow information sharing among regulatory authorities to avoid the duplication of submissions DESCRIPTION OF INITIATIVE • This initiative aims to increase the adoption of OSC 3.0 Plus Online by all local authorities and relevant technical agencies• Priority to be given to localities with industrial areas to spur economic activityOUTCOME • Cost and time efficient regulatory compliance process • Faster and increased rollout of broadband infrastructure projects Ministry of Housing and Local Government (KPKT)LEAD TARGET All local authorities to use OSC 3.0 Plus OnlineTimeline: Phase 1 (2021-2022) 4Provide real-time broadband demand platform for effective planning and monitoring OBJECTIVE • Enhance real-time broadband demand intelligence for better network capacity planning and management • Provide transparent cover age information of broadband services DESCRIPTION OF INITIATIVE • This initiative aims to enhance the real-time data-driven platform on broadband demand for planning and monitoring purposes, hosted and operated by Malaysian Communications and Multimedia Commission • This initiative will be undertaken in phases to ensure coordinated measures in addressing coverage and speed gaps for fixed and mobile servicesOUTCOME • High quality broadband services KKMMLEAD TARGET Real-time broadband platform providing accurate information on nationwide demand for coverageTimeline: Phase 1 (2021-2022)CHAPTER


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by Malaysian Communications and Multimedia Commission • This initiative will be undertaken in phases to ensure coordinated measures in addressing coverage and speed gaps for fixed and mobile servicesOUTCOME • High quality broadband services KKMMLEAD TARGET Real-time broadband platform providing accurate information on nationwide demand for coverageTimeline: Phase 1 (2021-2022)CHAPTER 3 ACCELERATING THE DIGITAL ECONOMYS2: Leveraging digitalisation to address legacy challenges S2: Leveraging digitalisation to address legacy challenges 58 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 03 Build enabling digital infrastructure 5Boost capabilities of domestic data centre companies to provide high-end cloud computing services OBJECTIVE Provide enabling environment for local data centre companies to specialise in high-end cloud computing services DESCRIPTION OF INITIATIVE • This initiative aims to establish a whole of industry transformation programme to increase local data centre companies capabilities in offering high-end cloud computing services • Enable the local data centre companies to offer customised cloud services through partnership with international key technology providers OUTCOME • Regional champion for cloud computing services • Increased capabilities and innovation of local data centre companies KKMM and MITILEAD TARGET Local data centre industry revenue at RM3.6 billion by 2025Timeline: Phase 1 to Phase 2 (2021-2025) 6Attract more international submarine cables landing in Malaysia to expand global connectivity OBJECTIVE Provide enabling environment to facilitate higher investment in digital economy DESCRIPTION OF INITIATIVE • This initiative aims to provide the necessary infrastructure to improve broadband services and promote establishment of more high-end data centres • Develop a clear strategic plan in collaboration with industry, among others to: - introduce the policy to promote investment in submarine cables landing station; - expand domestic data demand and creation through introduction of various data heavy services; - attract international data company to set up data hosting facilities; and - identify and expand on local niche areas (example, Islamic finance and digital content) OUTCOME • Higher investment in digital economy • More reliable and fast internet connection KKMMLEAD TARGET Malaysia to have the highest number of submarine cables landing in Southeast Asia by 2025Timeline: Phase 1 to Phase 2 (2021-2025)S3: Enhancing digital technology infrastructure capabilities S3: Enhancing digital technology infrastructure capabilities 59 60 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 04 Build agile and competent digital talent Thrust 4 aims to ensure that digitalisation is successfully embedded and adopted within talent development, at various levels of education and also in the upskilling and reskilling of the


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Enhancing digital technology infrastructure capabilities 59 60 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 04 Build agile and competent digital talent Thrust 4 aims to ensure that digitalisation is successfully embedded and adopted within talent development, at various levels of education and also in the upskilling and reskilling of the existing workforce. Current and future workforces will be well-equipped with digital skills to thrive in the evolving digital economy. Gig workers will be given opportunities to upskill, reskill and provided with adequate support in the effort to have fit-for-purpose talent. Malaysia began deploying a revised ICT curriculum for primary schools and a new computer science curriculum for secondary schools in 2017. There are also various existing initiatives in place to cultivate digital skills in schools. These initiatives have evolved from focusing on basic infrastructure to deploying innovative ways of informal learning over the years. However, a gap exists in the use of technology and introduction of computational thinking in the school curriculum, insufficient bandwidth and shortage of ICT facilities. These form barriers preventing students and teachers from embracing digital technologies. As vocational and tertiary education focuses heavily on job-specific skills, less focus is given to competencies and adaptability in using technology. This has contributed to job mismatch in the labour market. The success of local businesses will depend on the skills and capabilities of the workforce. As job requirements change and new jobs are created, the key challenge is for Malaysians to acquire the necessary skills to remain relevant. Efforts to upskill and reskill the workforce are still lacking despite the growing demand for technical skills. Building future-ready digital talents who are well-equipped with the skills required to thrive in an evolving job market. THRUST 04 Build agile and competent digital talent 1 OBJECTIVE Enable all school students to have access to digital learning DESCRIPTION OF INITIATIVE • This initiative aims to introduce the “My Device” programme where all students will have access to devices, through various mechanisms, depending on their household income levels • The programme will be setup through public-private-people partnerships, where students will be provided with data plans and devices with strict security settings. This is to ensure the effective use and control of the deviceOUTCOME • Enhanced learning experience • Digitally well-equipped students • Narrowed digital divide Timeline: Phase 1 to Phase 2 (2021-2025) 2Introduce digital packages to ensure all schools in Malaysia have good connectivityS1:


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plans and devices with strict security settings. This is to ensure the effective use and control of the deviceOUTCOME • Enhanced learning experience • Digitally well-equipped students • Narrowed digital divide Timeline: Phase 1 to Phase 2 (2021-2025) 2Introduce digital packages to ensure all schools in Malaysia have good connectivityS1: Integrating digital skills into education at primary and secondary levelS1: Integrating digital skills into education at primary and secondary level OBJECTIVE Equip all schools with good internet connectivity to facilitate digital learning DESCRIPTION OF INITIATIVE • This initiative aims to provide good internet connectivity in schools to facilitate online learning through the introduction of special digital packages • Identifying financing models with contributions from the private sector and CSOs to support the implementation of this initiativeOUTCOME • Students have equal access to internet connectivity to embrace digital learning TARGETTARGET Timeline: Phase 1 to Phase 2 (2021-2025)LEAD 61CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Each school student to have access to individual digital deviceMinistry of Education (MOE)Introduce “My Device” programme to ensure all students in Malaysia can access digital learning All schools have access to internet connectivityMOELEAD THRUST 04 Build agile and competent digital talent 3 OBJECTIVE Provide a platform for managing online teaching and learning in primary schools DESCRIPTION OF INITIATIVE • This initiative aims to accelerate the adoption of digital technologies within the current curriculum and existing subjects to create a more interactive learning environment and instil confidence in students on digital technologies from a young age • The current Digital Educational Learning Initiative Malaysia (DELIMa) will be expanded in terms of content and coverage to be more effective• The digital technologies can also be leveraged to improve the quality of STEM education in secondary schoolsOUTCOME • Digital technology is embedded in the delivery of education • Development of creative thinking among students Timeline: Phase 1 to Phase 2 (2021-2025) 4All schools in Malaysia to be Digital Maker Schools OBJECTIVE • Equip students with creative thinking and digital innovation skills • Transform students from consumers to producers of technology DESCRIPTION OF INITIATIVE • This initiative aims to expand the number of Champion Schools across the nation • This programme will equip students and teachers with the necessary digital skills and tools to cultivate adaptability skills and innovative mindsets through activities and competitions • My Digital Maker Champion Schools will require support from industry players in the forms of financing, co-development


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of Champion Schools across the nation • This programme will equip students and teachers with the necessary digital skills and tools to cultivate adaptability skills and innovative mindsets through activities and competitions • My Digital Maker Champion Schools will require support from industry players in the forms of financing, co-development of concepts, and training OUTCOME • Students with ability to adapt, create and innovate with digital technology TARGETTARGET Timeline: Phase 1 to Phase 3 (2021-2030)LEADAdopt digital technology through collaboration with the private sector to enhance overall learning environment 2,500 My Digital Maker Champion Schools by 2030 62 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY MOE and KKMMMOE LEADAll schools adopt digital solutions and technology in the delivery of education by 2025S1: Integrating digital skills into education at primary and secondary levelS1: Integrating digital skills into education at primary and secondary level S1: Integrating digital skills into education at primary and secondary levelS1: Integrating digital skills into education at primary and secondary levelTHRUST 04 Build agile and competent digital talent 5 OBJECTIVE Upskill teachers to embrace technology in teaching and learning, as well as administrative work DESCRIPTION OF INITIATIVE • This initiative aims to roll out a professional development programme for teachers, who will be equipped with the knowledge and digital tools to improve teaching skills and work organisation • Co-creating a tech-based innovative solution with tech companies to enhance teachers’ work organisation relating to learning plan development, teaching aids and reportingOUTCOME • Higher technology utilisation rate among teachers • Enhanced capacities and capabilities of teachers in utilising digital technology • Reduction in time spent on administrative work Timeline: Phase 2 (2023-2025) 6Expand an open access knowledge bank to house teaching materials for educators OBJECTIVE Create a knowledge bank for education materials in digital format DESCRIPTION OF INITIATIVE • This initiative aims to develop a knowledge bank that contains materials where their quality and standards fulfil MOE and Ministry of Higher Education (MOHE) guidelines • The content include a list of teaching material in e-format such as workbooks and practice papers as well as teaching sources such as videos and podcasts• The knowledge bank will have a seamless interface to enhance user experienceOUTCOME • Educators to have access to teaching material through open access knowledge bank TARGETTARGET Timeline: Phase 2 (2023-2025)LEAD 63CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY All teachers undergone My Digital Teacher training programme by 2025Introduce “My Digital Teacher” programme to


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knowledge bank will have a seamless interface to enhance user experienceOUTCOME • Educators to have access to teaching material through open access knowledge bank TARGETTARGET Timeline: Phase 2 (2023-2025)LEAD 63CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY All teachers undergone My Digital Teacher training programme by 2025Introduce “My Digital Teacher” programme to encourage teachers to fully embrace the use of digital tools and technology LEADMOE MOE and MOHEEstablishment of an open access knowledge bank by 2025 THRUST 04 Build agile and competent digital talent 7S2: Shifting focus of vocational and tertiary education from job-specific skills to competencies and adaptabilityOBJECTIVE Strengthen the role of MBOT in establishing the performance standards of industry players in their partnership with HEIs DESCRIPTION OF INITIATIVE • This initiative aims to align curriculum design of HEIs and in-demand digital skills of the industries • This will also leverage existing partnerships between Government, academia and industry, through (MBOT) and its Technology Expert Panels (TEP) • This initiatives also provides opportunities for participating industry players to assess future workforce capabilities, and increase students agility in becoming quality workforce OUTCOME • Improved coordination and interaction between industry players, HEIs and students • Improved capability of students to be future work-ready Timeline: Phase 1 to Phase 2 (2021-2025) 8S3: Reskilling current workforce with the digital skills needed to stay relevant OBJECTIVE Ensure that social entrepreneurs can access support related to networking, mentoring and coaching for them to grow DESCRIPTION OF INITIATIVE • This initiative aims to offer mentoring, coaching, networking and digital skills development designed to help social entrepreneurs grow through digitalisation and increase their footprint and impact • The programme involves access to webinars hosted by international social entrepreneurs, online training on digital technologies to improve their business processes, as well as monthly networking sessions • Upskilling programmes will include training in data science and cyber security as well as mentoring from established digital companies and start-ups• An inclusive business model, which is commercially viable, bankable and for-profit will be introduced to provide systemic solutions to problems faced by vulnerable groupsOUTCOME • The growth of social entrepreneurs in Malaysia • Malaysia as a regional hub for social entrepreneurs TARGETTARGET Timeline: Phase 2 (2023-2025)LEADExpand public-private collaboration through Malaysia Board of Technologies (MBOT) to ensure the graduates are equipped with skills needed by the industry Launch the “Social Entrepreneurs Circle” programme to equip social entrepreneurswith digital skills and provide a networking platform All


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as a regional hub for social entrepreneurs TARGETTARGET Timeline: Phase 2 (2023-2025)LEADExpand public-private collaboration through Malaysia Board of Technologies (MBOT) to ensure the graduates are equipped with skills needed by the industry Launch the “Social Entrepreneurs Circle” programme to equip social entrepreneurswith digital skills and provide a networking platform All social entrepreneur will become members in the Social Entrepreneur Circle by 2025 64 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY MEDACMOSTI and MOHE LEADAll HEIs in Malaysia are strategic partners in the MBOT S3: Reskilling current workforce with the digital skills needed to stay relevant S3: Reskilling current workforce with the digital skills needed to stay relevant THRUST 04 Build agile and competent digital talent 9 OBJECTIVE Encourage senior management to acquire relevant digital skills and embrace the digital culture at the workplace DESCRIPTION OF INITIATIVE • This initiative aims to enhance the digital technology skills of senior management • MOHR via HRDF will drive this programme, which can be carried out through online platform (e-learns) in collaboration with technology providersOUTCOME • Senior managers who are equipped with digital skills • Narrow the digital gap among employees Timeline: Phase 2 (2023-2025) 10 OBJECTIVE Give employers and employees access to information on skills training and job availability through a centralised portal DESCRIPTION OF INITIATIVE • This initiative aims to centralise information on all existing upskilling and reskilling training initiatives by different agencies onto the MYFutureJobs portal • All training programmes will be streamlined to optimise resources and enhance effectiveness• Companies will be able to access customisable training programmes, while employees will be able to explore career opportunities through this portal OUTCOME • Establishment of a single point of reference for employers and employees TARGETTARGET LEAD 65CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY LEADMOHRIntroduce a training programme for senior managers to improve digital skills 50% of senior management in Government-linked companies (GLCs), multinational companies (MNCs) and MSMEs to participate in the programme by 2025 Timeline: Phase 2 to Phase 3 (2023-2030)Streamline reskilling initiatives by various government agencies onto a centralised portal for ease of access MYFutureJobs as a single platform for upskilling and reskilling programme for all employers and employees in Malaysia by 2030 MOHR Timeline: Phase 2 (2023-2025) TARGET LEAD MOHRDevelop professional digital talent including 20,000 cyber security knowledge workers and 30,000 data professionals by 2025THRUST 04 Build agile and competent digital talentS3: Reskilling current workforce with the digital skills needed to stay


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programme for all employers and employees in Malaysia by 2030 MOHR Timeline: Phase 2 (2023-2025) TARGET LEAD MOHRDevelop professional digital talent including 20,000 cyber security knowledge workers and 30,000 data professionals by 2025THRUST 04 Build agile and competent digital talentS3: Reskilling current workforce with the digital skills needed to stay relevant OBJECTIVE Develop and upskill the workforce’s digital skills in areas such as cyber security, content creation, data analytics, system integration, AI and other relevant professional skills DESCRIPTION OF INITIATIVE • This initiatives aims to upskill the workforce in specific digital skills for professional development and allows professionals such as data scientists, data analysts, cyber security workers and AI specialists to share knowledge, expertise and skill sets • Increase awareness on the Global Accredited Cybersecurity Education (ACE) Certification Scheme which defines the competencies expected of skilled cyber security personnel. The certification supports the continuous development of individuals in mitigating cyber-related threats, as well as grooms effective cyber defenders • Upskilling programmes for digital skills will be undertaken either by local universities, or through online masterclasses. Training carried out for workers b y companies will be eligible for tax deductionOUTCOME • Workforce equipped with specific skills in digital economy that allows them to grow in tandem with the nation’s digital economy • Enhanced cyber security capabilities and standards among companies S4: Ensuring that gig workers are protected and equipped with the right skillsOBJECTIVE Ensure that gig workers from various educational backgrounds are given the skills to improve their employability and mitigate the precarity of their job DESCRIPTION OF INITIATIVE • This initiative aims to encourage companies that employ gig workers, including technology companies, start-ups and even larger companies, to invest in training gig workers • Training will be subsidised via HRDF on existing online platforms such as Coursera, Udemy, edX and CodeacademyOUTCOME • Enhanced skills and improved employability of gig workers in sharing economy TARGETTimeline: Phase 1 to Phase 2 (2021-2025) All gig workers in sharing economy participate in the “GigUp” programme by 2025 66 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY MOHRLEAD1211Introduce professional upskilling programmes related to the digital economy Introduce the “GigUp” programme to equip gig workers with versatile skills S4: Ensuring that gig workers are protected and equipped with the right skillsTHRUST 04 Build agile and competent digital talent OBJECTIVE Ensure that gig workers are supported with long-term social protection DESCRIPTION OF INITIATIVE • This initiative aims to expand


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the “GigUp” programme to equip gig workers with versatile skills S4: Ensuring that gig workers are protected and equipped with the right skillsTHRUST 04 Build agile and competent digital talent OBJECTIVE Ensure that gig workers are supported with long-term social protection DESCRIPTION OF INITIATIVE • This initiative aims to expand current gig worker benefits offered by PENJANA to protect full-time gig workers or those that work at least a minimum number of hours for various platforms • A feasibility study will be undertaken to develop appropriate social protection schemes and map out the implementation plan for gig workers• Indirect incentives will be provided to employers that contribute to SOCSO and EPF for their gig workersOUTCOME • Provision of social protection for gig workers13 67CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Introduce long-term social protection for gig workers Timeline: Phase 1 to Phase 2 (2021-2025) TARGET LEAD MOF and MOHRAll gig workers to have social protection THRUST 05 Create an inclusive digital society Thrust 5 aims to narrow the digital divide in ensuring every individual participates and reaps the benefits of the digital economy. One of the key outcomes of the Blueprint is to achieve an inclusive digital society, with no one is left behind in line with the WKB 2030. Ethical behaviour in using digital technology will be given priority in the effort to create a digitally responsible society. Thus, it is important to ensure that all segments of the population are provided equal opportunities to be equipped with the necessary knowledge and skill sets to thrive in the digital economy. There are numerous government initiatives and programmes, including eRezeki, eUsahawan, Pusat Internet and digital social responsibility to improve society’s wellbeing. As part of the economic recovery initiative, ePenjana credit was introduced to encourage e-wallet usage among the rakyat. However, a digital gap still remains across the dimensions of income, strata, age, gender and skill sets. If not properly addressed, this will impede efforts to achieve an inclusive digital society. In a digitally inclusive society, individuals will be competent at adopting and integrating digital technologies into their lives.CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 68 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 05 Create an inclusive digital society 1Introduce My Ikrar programme to encourage volunteerism in conducting digital training S1: Increasing inclusivity of all Malaysians in digital activitiesOBJECTIVE • Ensure digital inclusion by improving digital literacy and empowering vulnerable groups to actively


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DIGITAL ECONOMY 68 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 05 Create an inclusive digital society 1Introduce My Ikrar programme to encourage volunteerism in conducting digital training S1: Increasing inclusivity of all Malaysians in digital activitiesOBJECTIVE • Ensure digital inclusion by improving digital literacy and empowering vulnerable groups to actively participate in the digital economy • Encou rage volunteerism towards creating positive social impact DESCRIPTION OF INITIATIVE • This initiative aims to enhance efforts to increase digital literacy and skills among rural residents through collaborations with the private sector, academia and CSOs • Encourage volunteers to assist local communities in acquiring skills and adopting digital technologies OUTCOME • Improved digital literacy and skills among society members • Enhanced participation of the private sector, academia and CSOs in assisting the society to adopt digital technologies KKMMLEAD TARGET Implementation of 222 My Ikrar programmes until 2022Timeline: Phase 1 (2021-2022) 69 2Establish centralised database to provide a comprehensive and up-to-date data on digital divide OBJECTIVE • Integrate relevant data on vulnerable groups into a single database to measure digital inclusion levels in Malaysia • Minimise exclusion and inclusion errors through comprehensive and up-to-date information on the digital divide DESCRIPTION OF INITIATIVE • This initiative aims to facilitate the development of data-driven policies to bridge the digital divide • Develop the Digital Inclusion Index Malaysia (DIIM), which quantifies digital inclusion at the national level OUTCOME • More accurate identification of exclusion and inclusion errors in the provision of assistance • More targeted policies towards achieving a digitally inclusive society Implementation Coordination Unit (ICU)LEAD TARGETTimeline: Phase 1 to Phase 2 (2021-2025) 3Promote electronic payment onboarding programme for both merchants and consumers towards a cashless society OBJECTIVE • Expand electronic payments adoption by small merchants • Increase electronic payments usage by consumers DESCRIPTION OF INITIATIVE • This initiative aims to incentivise both merchants and consumers to go cashless • Implement electronic payments on boarding programme by expanding the adoption of electronic payments among merchants, especially MSMEs through subsidising point of sale system setup costs and exempting e-payments transaction costs • Incentivise the public to increase the usage of electronic paymentsOUTCOME • Cashless environment with reduced reliance on cash • Widely used electronic payments in the society Bank Negara Malaysia (BNM)LEAD TARGETTimeline: Phase 1 (2021-2022)CHAPTER 3 ACCELERATING THE DIGITAL ECONOMYS1: Increasing inclusivity of all Malaysians in digital activities S1: Increasing inclusivity of all Malaysians in digital activitiesTHRUST


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usage of electronic paymentsOUTCOME • Cashless environment with reduced reliance on cash • Widely used electronic payments in the society Bank Negara Malaysia (BNM)LEAD TARGETTimeline: Phase 1 (2021-2022)CHAPTER 3 ACCELERATING THE DIGITAL ECONOMYS1: Increasing inclusivity of all Malaysians in digital activities S1: Increasing inclusivity of all Malaysians in digital activitiesTHRUST 05 Create an inclusive digital society • A single database on vulnerable groups established by 2022 • DIIM developed by 2023 • 400 electronic payment transaction made per capita by 2022 • 36 EFTPOS terminals per 1,000 inhabitant by 2022 70 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 4Providing an online platform to facilitate better access for vulnerable groups OBJECTIVE • Enhance digital technology adoption to empower vulnerable groups • Improve access to assistance or information, thus facilitating entrepreneurship among vulnerable groups through an online platform DESCRIPTION OF INITIATIVE • This initiative aims to provide a one-stop online platform through integration of existing platforms, designated for vulnerable groups such as the B40, women and people with disabilities to obtain information and resources to grow their online businesses • The platform provides information and services such as: - Dissemination of online business-related information including business registration procedures, regulations, business opportunities, existing government assistance programmes and financial resources - Provision of entrepreneurial and business management training, advice, counselling and consultancy as well as mentoring and coaching - Financial literacy programmes - Webinars and networking opportunities to acquire knowledge about starting or growing an online business MEDACLEAD TARGET 875,000 MSMEs onboard eCommerce by 2025Timeline: Phase 1 to Phase 2 (2021-2025)THRUST 05 Create an inclusive digital societyS2: Empowering special target groups in the society to participate in the digital economy through entrepreneurship OUTCOME • Vulnerable groups are provided with opportunities to become digital entrepreneurs in uplifting their socioeconomic status 71 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 06 Build trusted, secure and ethical digital environment Thrust 6 aims to create a digital environment that is trusted, secure and ethical. This will enable businessesand society to fully reap the benefits of digital services without compromising safety, data security, privacy, reliability and ethical standards. The environment requires the development of a holistic ecosystem, such as a regulatory framework and cyber security capabilities to prevent threats or breaches that can disrupt the full function of the digital economy.As Malaysia embraces the digital economy, cyber security threats have increased as people generate, exchange and use data more extensively. Malaysia


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the development of a holistic ecosystem, such as a regulatory framework and cyber security capabilities to prevent threats or breaches that can disrupt the full function of the digital economy.As Malaysia embraces the digital economy, cyber security threats have increased as people generate, exchange and use data more extensively. Malaysia has taken proactive steps to strengthen its cyber security ecosystem, with strengths in its institutional framework. This is evident by the ITU Global Cybersecurity Index, where Malaysia has been consistently ranked among the top 10 countries in the world for cyber security commitment since 2014 and was second in the Asia Pacific behind Singapore in 2018. Challenges remain with regards to the awareness levels among the public and businesses, especially MSMEs, on the importance of being secure in cyber space. Public trust on the integrity of organisations processing and use of personal data remains weak. Ethical concerns have also arisen with the usage of digital technologies. Additionally, financial constraints faced by MSMEs prevent the wider adoption of cyber security tools. Building a trusted, secure and ethical digital environment does not just cover hardware, but also people and institutions. 72 THRUST 06 Build trusted, secure and ethical digital environment 1Reinforce cyber security outreach to all levels of society OBJECTIVE Raise cyber security awareness and ensure that all Malaysians have the skills and knowledge to combat cyber attacks and cyber crimes DESCRIPTION OF INITIATIVE • This initiative aims to develop a multi-pronged and sustained cyber security awareness programme through People-Private-Public Partnership approach. Programmes include a variety of activities to ensure efforts are concerted and continuous such as: - Enhance activities during the cyber security month to heighten awareness - Promote CyberSafe website to access cyber security information - Develop guideline for users of digital and online applications, including consumer rights on commercial transactions - Encourage the private sector to include cyber security training in human capital development• Strengthen law enforcement and governance for cyber securityOUTCOME • Enhanced public confidence to go digital TARGETTimeline: Phase 1 to Phase 3 (2021-2030) 2Enhance education module to promote netiquette in schoolsS1: Strengthening safety and ethics in digital activities and transactions S1: Strengthening safety and ethics in digital activities and transactions OBJECTIVE Equip students with the knowledge and skills on correct or acceptable ways of using the internet DESCRIPTION OF INITIATIVE • This initiative aims to enhance the MOE’s National Cyber Security Awareness Module by making netiquette


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digital activities and transactions S1: Strengthening safety and ethics in digital activities and transactions OBJECTIVE Equip students with the knowledge and skills on correct or acceptable ways of using the internet DESCRIPTION OF INITIATIVE • This initiative aims to enhance the MOE’s National Cyber Security Awareness Module by making netiquette a main component of the module • This enhanced module will be included as part of the national education curriculum OUTCOME • Students with the appropriate netiquette TARGET Implementation of netiquette modules as part of national education curriculum by 2025Timeline: Phase 1 to Phase 2 (2021-2025)Majlis Keselamatan Negara (MKN) and KKMMLEAD MOE and KKMMLEADCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY • 75% of Malaysians are aware of cyber security and cyber crime • 60% of cyber crime cases can be prosecuted 73 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 06 Build trusted, secure and ethical digital environment 3Strengthen data protection and related regulatory framework to ensure holistic personal data protection and privacyS2: Enhancing institutions commitment to personal data protection and privacyOBJECTIVE Ensure that laws, practices and enforcement regarding personal data protection and privacy are comprehensive, fit-for-purpose and timely DESCRIPTION OF INITIATIVE • This initiative aims to enhance the nation data protection and related regulatory framework to be more holistic, covering more than just industry • Review of existing laws, including Personal Data Protection Act (PDPA), Digital Signature Act, Cyber Security Act and Official Secrets Act• Enhance the capacity and capability of related enforcement agencies, including through standards and certificationOUTCOME • Individual rights are well protected through better governance of personal data and data privacy • Enhanced public and business trust in the management of personal data and data privacy TARGETTimeline: Phase 1 to Phase 3 (2021-2030) 4Strengthen cross-border data transfer mechanisms and protection to facilitate seamless data flowsS3: Improving cross-border data transfer OBJECTIVE Ensure cross-border data flows for commerce are seamless, safe and secure DESCRIPTION OF INITIATIVE • This initiative aims to enhance cross-border data transfer mechanisms in both PDPA and international trade policies • Streamline mechanisms related to data usage, storage and transfersOUTCOME • Seamless and secure cross-border data flows • Better trust in the protection of personal data TARGETTimeline: Phase 1 to Phase 2 (2021-2025)LEAD KKMM and MITILEAD• PDPA reviewed by 2025 • Other relevant laws reviewed by 2030KKMM • Completion of enhancement to PDPA cross-border data transfer provisions and implementation mechanism by 2025 • All new trade agreements


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• Better trust in the protection of personal data TARGETTimeline: Phase 1 to Phase 2 (2021-2025)LEAD KKMM and MITILEAD• PDPA reviewed by 2025 • Other relevant laws reviewed by 2030KKMM • Completion of enhancement to PDPA cross-border data transfer provisions and implementation mechanism by 2025 • All new trade agreements to incorporate cross-border data protection elements 74 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY THRUST 06 Build trusted, secure and ethical digital environment 5Encourage companies to invest in cyber security to create a safe, secure and trusted digital ecosystemS4: Increasing cyber security uptake among businessesOBJECTIVE Increase cyber security especially among the MSMEs, to ensure a safe digital ecosystem DESCRIPTION OF INITIATIVE • This initiative aims to increase cyber security awareness and adoption among companies • Enhance existing incentives, such as SME Digitalisation Grant and SME Technology Transformation Fund (STTF), in encouraging MSMEs to invest in cyber security products and services • Encourage companies to leverage existing initiatives such as Information Security Governance, Risk & Compliance Health Check Assessment and cyber security empowerment programmes for MSMEs to determine the level of cy ber security and investment neededOUTCOME • Trusted and secure business ecosystem • Reduced risk of business losses due to cyber threats and cyber attacks TARGETTimeline: Phase 1 to Phase 2 (2021-2025) LEAD MEDAC and KKMM70% of companies adopt cyber security measures by 2025 75 The implementation of proposed initiatives are envisioned to help achieve the outcomes of each phase and ultimately, the aspirations of the Blueprint. There are three phases in the implementation roadmap to achieve the long-term aspirations. The implementation of proposed initiatives are envisioned to help achieve the outcomes of each phase and ultimately, the aspirations of the Blueprint. There are three phases in the implementation roadmap to achieve the long-term aspirations. Phase 1: 2021 - 2022Phase 1: 2021 - 2022 ACCELERATE ADOPTION TOWARDS STRENGTHENINGTHE DIGITIAL FOUNDATIONPhase 2: 2023 - 2025Phase 2: 2023 - 2025 DRIVE DIGITALTRANSFORMATIONAND INCLUSION Data and digital intelligence at the heart of the digital economy in Malaysia, with the government leading this effort Conducive regulatory framework that can expedite digital infrastructure development Increased confidence to use technology across all levels of societyA government with extensive use of e-government services, where technologies and data are used effectively to benefit the public and businesses Local champions with the potential to become regional leaders are identified and groomed Faster and increased rollout of broadband infrastructure projects Competent


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to use technology across all levels of societyA government with extensive use of e-government services, where technologies and data are used effectively to benefit the public and businesses Local champions with the potential to become regional leaders are identified and groomed Faster and increased rollout of broadband infrastructure projects Competent and agile workforce that adds greater values to the economic sectors as well as to the communities they live in Equitable access to opportunities to uplift socioeconomic status Increased trust in the management of personal data and data privacy agencies Agile regulations for the gig economy while ensuring unhindered business innovationROADMAP TO THE FUTURE AND TARGETED OUTCOMESCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 76 Phase 3: 2026 - 2030Phase 3: 2026 - 2030 BECOME A REGIONAL MARKET PRODUCER FOR DIGITAL PRODUCTS AND DIGITAL SOLUTIONS PROVIDER A data-driven government, where processes are highly digitalised and data is at the centre of its administration that connects the society, businesses and government High ease of doing business, where the government provides a highly conducive environment for businesses to start and operate A high quality pool of digital talent and an inclusive digital society Increased cyber security awareness among businesses and society members 77 PHASE 1: Accelerate adoption towards strengthening the digital foundation T1Data and digital intelligence at the heart of the digital economy in Malaysia, with the government leading this effort • MAMPU as one sole agency responsible for pushing forward the public sector digital transformation agenda • Ministries and agencies have new capabilities to harness 4IR and digital technologies towards becoming an agile and data-driven government • Optimisation of government resources and automation of tasks through establishment of digital workflows • Improved accessibility to data and information through centralisation of data storage in the cloud • Improvement of remote work approach among civil servants • A digitally-driven government with greater openness to innovative ideas and approaches • Shift towards a principle-based approach for better decision making and improved outcomes • Coherent use of digital technologies across policy areas and levels of government • Increased agility to take advantage of technological advancement towards better decision making and policy formulation • Development of a roadmap for high-impact digital technologies usage in the government • Increased access to convenient payment options at all government agencies • More efficient and transparent public service delivery • Reliable and comprehensive data set for evidence-based policy development• Tranformation of MAMPU


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decision making and policy formulation • Development of a roadmap for high-impact digital technologies usage in the government • Increased access to convenient payment options at all government agencies • More efficient and transparent public service delivery • Reliable and comprehensive data set for evidence-based policy development• Tranformation of MAMPU with augmented roles and functions by 2022 • 80% of cloud storage across the government in 2022 • Circular on remote work approach by 2021 • Every ministry and agency to have CDO reporting to Government Cluster • Appointment of Digital Accelerator in every ministry by 2022 • All ministries and agencies to provide cashless payment option by 2022 • Establishment of a digital development cluster by 2022OUTCOMES TARGETSCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 78 T3Conducive regulatory framework that can expedite digital infrastructure development • Cost and time efficient regulatory compliance process • Faster and increased rollout of broadband infrastructure projects • High quality broadband services• All local authorities in Malaysia to use OSC 3.0 Plus Online • Real-time broadband platform providing accurate information on nationwide demand for coverageOUTCOMES TARGETS • Improved digital literacy and skills among society members • Enhanced participation of the private sector, academia and CSOs in assisting the society to adopt digital technologies • Cashless environment with reduced reliance on cash • Widely used electronic payments in the societyOUTCOMES • Implementation of 222 My Ikrar programmes until 2022 • 400 electronic payment transactions made per capita by 2022 • 36 EFTPOS terminals per 1,000 inhabitants by 2022TARGETST5Increased confidence to use technology across all levels of societyCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY 79 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY PHASE 2: Drive digital transformation and inclusion T1A government with extensive use of e-government services, where technologies and data are used effectively to benefit the public and businesses • Adoption of digital technologies to enable effectiveness, efficiency and innovation • Improved workplace productivity and digital service delivery • Empowerment of ICT-related talent with skills to steer digital transformation • Decrease dependency on external vendors or professional services • Establishment of open data guidelines with data that is transparent, has integrity and accountability • Improvement of Malaysia’s position in the open data global ranking • Secure online transactions • Reduction identity fraud • Lower administrative costs and more efficient service delivery • Enhanced security and trust with a tamper-evident seal as the unique identifying ‘fingerprint’ data, which is permanently


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has integrity and accountability • Improvement of Malaysia’s position in the open data global ranking • Secure online transactions • Reduction identity fraud • Lower administrative costs and more efficient service delivery • Enhanced security and trust with a tamper-evident seal as the unique identifying ‘fingerprint’ data, which is permanently embedded within a document • Saved costs and time in managing documents• 100% civil servants to be digitally literate by 2025 • 80% end-to-end online government services • Ranked 12th in the Online Services Index by 2025 • 250 certified trainers under Digital Government Competency and Capability Readiness programme by 2025 • 50% data must be machine-readable, with access to the data through APIs • All ministries and agencies to develop access to data through APIs • All ministries and agencies to use MyGDX • Full implementation of the NDI by 2025 • Full adoption of digital signature by the public sector by 2025OUTCOMES TARGETS T2Local champions with the potential to become regional leaders are identified and groomed • Creation of digitally-savvy businesses that operate successfully in managing end-to-end service provisions and driving industry changing innovations • Businesses that dominate market niche through digitalisation • Creation of locally-grown regional champions • Improve ranking in the Global Innovation Index • Increased market entry for new businesses • More opportunities to transform industry structure • Growth of the digital economy that is conducive to fair competition while safeguarding consumers • Clear tax framework in promoting digital economy • Broaden tax base for government • Facilitation of fair competition for local businesses• More than 800,000 MSMEs adopt digitalisation • Tax frameworks and guidelines based on international best practices • Contribute to the creation of at least 5,000 start-ups by 2025 • Reviewed competition laws by 2023 • Reviewed IP laws by 2023 • Competition impact assessment framework included in the regulatory impact assessment process in the formulation of laws and policies • Introduction of tax framework and guidelines based on international best practices by 2025OUTCOMES TARGETS 80 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY T3Faster and increased rollout of broadband infrastructure projects • More supportive regulatory environment for the telcos • Expedite rollout of broadband infrastructure • Broadband as basic utility • Regional champion for cloud computing services • Increased capabilities and innovation of local data centre companies • Higher investment in the digital economy • More reliable and faster internet connections • All


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supportive regulatory environment for the telcos • Expedite rollout of broadband infrastructure • Broadband as basic utility • Regional champion for cloud computing services • Increased capabilities and innovation of local data centre companies • Higher investment in the digital economy • More reliable and faster internet connections • All federal and state legislations and regulations relating to digital infrastructure development are reviewed by 2025 • Legislations relating to broadband as a basic utility at the federal and state levels are streamlined by 2025 • Local data centre industry revenue at RM3.6 billion by 2025 • Malaysia to have the highest number of submarine cable landing in Southeast Asia by 2025OUTCOMES TARGETS T4Competent and agile workforce that adds greater values to the economic sectors as well as to the communities they live in • Enhanced learning experience • Digitally well-equipped students • Narrowed digital divide • Students have equal access to internet connectivity to embrace digital learning • Digital technology is embedded in the delivery of education • Development of creative thinking among students • Higher technology utilisation rate among teachers • Enhanced capacities and capabilities of teachers in utilising digital technology • Reduction in time spent on administrative work • Educators to have access to teaching material through open access knowledge bank • Improved coordination and interaction between industry players, HEIs and students • Improved capability of students to be future work-ready • The growth of social entrepreneurs in Malaysia • Malaysia as a regional hub for social entrepreneurs • Senior managers are equipped with digital skills • Narrow the digital gap among employees • Workforce equipped with specific skills in digital economy that allows them to grow in tandem with the nations’s digital economy • Enhanced cyber secutity capabilities and standards among companies • Provision of social protection for gig workers • Each school students to have access to individual digital device • All schools have access to internet connectivity • All schools adopt digital solutions and technology in the delivery of education by 2025 • All teachers undergone My Digital Teacher training programme by 2025 • Establishment of an open access knowledge bank by 2025 • All HEIs in Malaysia are strategic partners in the MBOT • All social entrepreneurs will become members of the Social Entrepreneur Circle by 2025 • 50% of senior management in Government-linked companies (GLCs), multinational (MNCs) and MSMEs to participate in the


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of an open access knowledge bank by 2025 • All HEIs in Malaysia are strategic partners in the MBOT • All social entrepreneurs will become members of the Social Entrepreneur Circle by 2025 • 50% of senior management in Government-linked companies (GLCs), multinational (MNCs) and MSMEs to participate in the programme by 2025 • All gig workers to have social protection • Growth in number of professional skills related to the digital economy such as 20,000 cyber security knowledge workers and 30,000 data professionals by 2025 OUTCOMES TARGETS 81 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY • Enhanced skills and improved employability of gig workers in sharing economy• All gig workers in sharing economy participate in the “GigUp” programme by 2025OUTCOMES TARGETST4Agile regulations for the gig economy while ensuring unhindered business innovation T5Equitable access to opportunities to uplift socioeconomic status • More accurate identification of exclusion and inclusion errors in the provision of assistance • More targeted policies to achieve a digitally inclusive society • Vulnerable groups are provided the opportunity to become digital entrepreneurs in uplifting their socioeconomic status• A single database on vulnerable group established by 2022 • DIIM develop by 2023 • 875,000 MSMEs onboard eCommerce by 2025OUTCOMES TARGETS T6Increased trust in the management personal data and data privacy agencies • Students with the appropriate netiquette • Seamless and secure cross-border data flows • Better trust in the protection of personal data • Trusted and secure business ecosystem • Reduced risk of business losses due to cyber threats and cyber attacks • Implementation of netiquette modules as part of national education curriculum by 2025 • Completion of enhancement to PDPA cross-border data transfer provisions and implementation mechanism by 2025 • All new trade agreements to incorporate cross border data protection elements • PDPA reviewed by 2025 • 70% of companies to adopt cyber security measures by 2025OUTCOMES TARGETS 82 PHASE 3: Become a regional market producer for digital products and digital solutions providerCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY T1A data-driven government, where processes are highly digitalised and data is at the centre of its administration that connects the society, businesses and government • Civil servants with holistic set of digital skills to enhance service delivery • Improved public training institutions capabilities • Improved ease of doing business and optimisation of resources • Efficient public service delivery • 85% end-to-end online government services to be integratedOUTCOMES TARGETS T2High ease


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society, businesses and government • Civil servants with holistic set of digital skills to enhance service delivery • Improved public training institutions capabilities • Improved ease of doing business and optimisation of resources • Efficient public service delivery • 85% end-to-end online government services to be integratedOUTCOMES TARGETS T2High ease of doing business, where the government provides a highly conducive environment for businesses to start and operate • More secure and conducive IP ecosystem • Increased local IP registration and ownership • Higher flow of innovation into Malaysia to spur IP development • Establishment of digital industry clusters as a regional hub • More local champions will become regional players • Creation of digital trade environment with improved stability, lowered risks and reduced compliance costs• More than 50,000 IP ownerships by 2030 • Five unicorns (homegrown or foreign) in the key digital industry clusters operationally headquartered in Malaysia • Key and strategic digital economy elements incorporated in all international trade arrangements and cooperation pursued by MalaysiaOUTCOMES TARGETS • Students with ability to adapt, create and innovate with digital technology • Establishment of a single point of reference for employers and employees • 2,500 My Digital Maker Champion Schools by 2030 • MYFutureJobs as a single platform for upskilling and reskilling programme for all employers and employees in Malaysia by 2030 OUTCOMES TARGETST4A high quality pool of digital talent and inclusive digital society 83 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY T6Increased cyber security awareness among businesses and society members • Enhanced public confidence to go digital • Individual rights are well protected through better governance of personal data and data privacy • Enhanced public and business trust in the management of personal data and data privacy • 75% of Malaysians are aware of cyber security and cyber crime • 60% of cyber crime cases can be prosecuted • Other relevant laws reviewed by 2030OUTCOMES TARGETS 84 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY Besides national initiatives, sectoral-focus initiatives are recommended to grow the digital economy. These initiatives enable the sectoral-specific opportunities that are arising from global and regional trends to be captured and they are aligned with the three objectives of the Blueprint.Four sectors are covered, namely agriculture, construction, manufacturing and services. Under the services sector, 10 subsectors are identified. A total of 28 initiatives were developed, which fall under three themes, namely digital adoption, data sharing and analytics as well as


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and they are aligned with the three objectives of the Blueprint.Four sectors are covered, namely agriculture, construction, manufacturing and services. Under the services sector, 10 subsectors are identified. A total of 28 initiatives were developed, which fall under three themes, namely digital adoption, data sharing and analytics as well as digital skills.SECTORAL INITIATIVES Digital adoption Initiatives to enhance the acceleration of digital adoption. These include digitalising business and processes, as well as platform onboardingData sharing and analytics Initiatives to increase data sharing and usage of data through an open API system and centralised data accessDigital skills Initiatives to cultivate the right digital skillset specific to sectors, such as through training programmes 4 SECTORS 10 SERVICES SUBSECTORSAgriculture Construction Manufacturing Services Financial and Insurance Wholesale and Retail TradeEducation Transportation and LogisticsArts, Entertainment and Recreation Professional ServicesTourism Information and Communication TechnologyHealthcare Food and Beverages 85 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY OUTCOMES TARGETS INITIATIVES Promote smart farming adoption through a centralised open data platform amongst industry players1. To have machine-readable data, with access through API 2. Contribute to creation of at least 5,000 start-ups by 2025 3. Increase in digital adoption rate across businesses Increased digital adoption and generated new business models by accessing the open data platform and identifying specific cost-cutting measures Create more local digital platforms to enable access to ‘Farm to Table’ digital marketplace1. Increase in digital adoption rate across businesses 2. Contribute to creation of at least 5,000 start-ups by 2025 3. Contribute to 30% uplift in labour productivity across all sectorsIncreased participation in digital marketplace and sales of farmers Increase and accelerate the construction industry’s adoption of digital technologies throughout the construction project lifecycle 1. To have machine-readable data, with access through API 2. Contribute to creation of at least 5,000 start-ups by 2025 3. Incr ease in digital adoption rate across businessesIncreased the adoption of digital technologies in the construction industry Intensify research, development, commercialisation and innovation (R&D&C&I) in emerging digital technologies in centres of excellence for sustainable construction1. Top 20 under the Knowledge and Technology pillar in the Global Innovation Index 2. Contribute to 30% uplift in labour productivity across all sectorsIncreased the number of buildings and infrastructure which feature emerging digital technologies and sustainability Introduce an enhanced mechanism to accelerate the roll out of smart cities 1. Contribute to creation of at least 5,000 start-ups by 2025 2. At least five smart cities established by


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in labour productivity across all sectorsIncreased the number of buildings and infrastructure which feature emerging digital technologies and sustainability Introduce an enhanced mechanism to accelerate the roll out of smart cities 1. Contribute to creation of at least 5,000 start-ups by 2025 2. At least five smart cities established by 2025 Increased partnership between cities and industry and technology partners to roll out smart citiesExpand HRDF claimable programme to cover new and CIDB organised digital skills training programmes1. Contribute to 30% uplift in labour productivity across all sectors 2. Top 15 under the Skills pillar in the WEF Global Competitiveness IndexMore workers adept at relevant digital technologies 86 AGRICULTURECONSTRUCTION CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY OUTCOMES TARGETS INITIATIVES Establish technology labs and collaborative platforms, especially through public-private partnerships (PPPs)1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectors 3. Top 20 under the Knowledge and Technology pillar in the Global Innovation IndexMore access for local companies, especially MSMEs, to key enabling Industry 4.0 technologies and partners as well as stronger collaboration in deploying new technologies across value chains Develop customised national development programmes for specific manufacturing subsectors1. Contribute to 30% uplift in labour productivity across all sectors 2. Top 15 under the Skills pillar in the WEF Global Competitiveness Index 3. Contribute to creation of at least 5,000 start-ups by 2025Increase in overall labour productivity and skills of workers to mitigate potential job losses Establish a comprehensive tourism database with open access for industry stakeholders1. To have machine-readable data, with access through API 2. Contribute to creation of at least 5,000 start-ups by 2025Accurate and informed decision making by stakeholders and increased innovation in the tourism ecosystem Enable virtual access to cultural products and services via high-resolution image technologies such as virtual reality and augmented reality1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectorsHigh quality experience of local arts, entertainment and culture are accessible globally Encourage the usage of digital technologies in amusement and recreation parks 1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectors 3. Reduce in number of incidents in amusement and recreation parksSeamless and enhanced visitor experience in local amusement and recreation parksStrengthen digital marketing activities to enable wider connection and engagement with customers1. Increase in digital adoption


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rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectors 3. Reduce in number of incidents in amusement and recreation parksSeamless and enhanced visitor experience in local amusement and recreation parksStrengthen digital marketing activities to enable wider connection and engagement with customers1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectorsMore competitive tourism industry ARTS, ENTERTAINMENT AND RECREATION 87MANUFACTURINGSERVICESTOURISM CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY OUTCOMES TARGETS INITIATIVES Nurture and upskill digital talent in the creative industry 1. 200 IP creation in digital content by 2025 2. 8% a verage annual growth rate of digital content export from 2021 to 2025 3. Top 2 0 under the Knowledge and Technology pillar in the Global Innovation Index Malaysia as a regional hub for digital content Encourage textbook and workbook publishers to explore digitalisation and move to e-book and interactive formats1. All students in Malaysia to have access to online learning 2. Increase in digital adoption rate across businesses Continous improvement of digital materials for education with lower cost Empower education centres and educators to adopt digital technologies to carry out online teaching 1. All students in Malaysia to have access to online learning 2. All educators in Malaysia to use digital tools and technologyEnhanced access to online education Establish Fintech InnovationAccelerator Programme to accelerate the growth of fintech start-ups1. Increase in digital adoption rate across businesses 2. Contribute to creation of at least 5,000 start-ups by 2025Malaysia as a fintech gateway to the ASEAN market and become an ideal regional centre for early stage fintech start-ups Develop and establish technical guidelines for data usage in education sector1. To have machine-readable data, with access through API 2. To hav e a secure and reliable education ecosystemEffective custodianship of students’ data while ensuring compliance with regulations, as well as safeguarding all users FINANCIAL AND INSURANCEARTS, ENTERTAINMENT AND RECREATION EDUCATION 88 SERVICES CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY OUTCOMES TARGETS INITIATIVES Develop a framework for rapid adoption of technology for healthcare-related products 1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectorsShortened approval process for healthcare product commercialisation Accelerating the usage of the Malaysia Health Data Warehouse (MyHDW) with the inclusion of blockchain1. To have machine-readable data, with access through API 2. Contribute to 30% uplift in labour productivity across all sectorsMore


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Contribute to 30% uplift in labour productivity across all sectorsShortened approval process for healthcare product commercialisation Accelerating the usage of the Malaysia Health Data Warehouse (MyHDW) with the inclusion of blockchain1. To have machine-readable data, with access through API 2. Contribute to 30% uplift in labour productivity across all sectorsMore efficient policy making and leaner operations for healthcare service delivery Establish a sectoral-based digital skills development scheme to equip the current workforce in the professional services sector1. Contribute to 30% uplift in labour productivity across all sectors 2. Top 15 under Skills pillar in WEF Global Competitiveness IndexThe workforce is well equipped with the necessary knowledge and skills to meet the changing industry demands Establish sector-specific digital toolkit to facilitate the improvement of digital capabilities of professional services firms 1. Increase in digital adoption rate across businesses 2. Contribute to 30% uplift in labour productivity across all sectorsImproved productivity and efficiency of businesses which are at the early stage of digitalisationPromote open access, and a centralised database, supported by sector-specific technical guide on personal data protection1. To have machine-readable data, with access through API 2. Sector -specific technical guide on personal data protection establishedAccurate and informed decision making by stakeholders and increased innovation in the ICT industry HEALTHCARE INFORMATION AND COMMUNICATION TECHNOLOGY PROFESSIONAL SERVICES 89SERVICES CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY OUTCOMES TARGETS INITIATIVES Develop ethical guidelines for the usage of digital technologies within the professional services industry1. Top 15 of the Inclusive Internet Index by The Economist Intelligence Unit (EIU)Digital technologies are adopted in a secure and beneficial as well as minimising ethical risks Promote and encourage a centralised and open transport database to allow for more and better analytics, monitoring and evaluation1. To have machine-readable data, with access through API 2. 5% growth of public transport ridership in Greater KL/Klang Valley by 2025 Efficient and smart mobility of people and goods Facilitate collaboration between retailers and last-mile delivery services providers via open API system1. To have machine-readable data, with access through API 2. Contribute to creation of at least 5,000 start-ups by 2025 3. Contribute to 875,000 MSMEs adopt eCommerce by 2025Increased adoption of technologies amongst stakeholders and better customer experience Equip existing wholesale and retail subsector workforce with digitalskill sets1. Contribute to 30% productivity increase across all sectors 2. Top 15 under Skills pillar in WEF Global Competitiveness IndexDigitally skilled workforceExpedite the implementation of ubiquitous customs (uCustoms)


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adopt eCommerce by 2025Increased adoption of technologies amongst stakeholders and better customer experience Equip existing wholesale and retail subsector workforce with digitalskill sets1. Contribute to 30% productivity increase across all sectors 2. Top 15 under Skills pillar in WEF Global Competitiveness IndexDigitally skilled workforceExpedite the implementation of ubiquitous customs (uCustoms) system1. Increase in digital adoption rate across businesses 2. Top 30 ranking in the World Bank Logistics Performance Index in 2025 Efficient customs clearance in logistics services PROFESSIONAL SERVICES TRANSPORTATION AND LOGISTICS WHOLESALE AND RETAIL TRADE FOOD AND BEVERAGES Accelerate eCommerce onboarding programme for offline food and beverages (F&B) businesses1. Contribute to 30% uplift in labour productivity across all sectors 2. Top 15 under Skills pillar in WEF Global Competitiveness Index 3. Contribute to 875,000 MSMEs adopt eCommerce by 2025More F&B businesses onboard eCommerce to optimise their operations and improve customer experience 90 SERVICES QUICK-WIN INITIATIVES are the high impact initiatives which can be implemented in a short timelineCHAPTER 3 ACCELERATING THE DIGITAL ECONOMY NATIONAL SECTORAL Agriculture: Create more local digital platforms to enable access to ‘Farm to Table’ digital marketplace Construction: Introduce an enhanced mechanism to accelerate the roll out of smart cities Wholesale and Retail Trade: Equip existing wholesale and retail subsector workforce with digital skill setsInitiative 1: Transform MAMPU to better drive digitalisation and respond to rapidly evolving digital technologies Initiative 5: Introduce the Digital-First programme to enhance Federal and state levels usage of cloud services Initiative 8: Establish data-driven policy development and improve the data sharing environment to ensure data quality Initiative 9: All federal and state level agencies to adopt cashless payments as the preferred method for more efficient transactions Initiative 12: Accelerate digital signature implementation across public sector online services to enable end-to-end digital transactions T1 Initiative 4: Adopt an agile regulatory approach to meet the needs of digital economy businesses Initiative 5: Streamline pro-competition measures with digital economy policy to promote fair competition T2 Initiative 3: Expand the adoption of OSC 3.0 Plus Online to more local authorities to speed up approval process in deploying broadband infrastructure T3 Initiative 1: Introduce My Ikrar programme to encourage volunteerism in conducting digital training T5 Initiative 4: Strengthen cross-border data transfer mechanisms and protection to facilitate seamless data flows T6 91 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY BOLD AND NEW INITIATIVES are the high impact initiatives and have great importance on achieving the vision of the


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programme to encourage volunteerism in conducting digital training T5 Initiative 4: Strengthen cross-border data transfer mechanisms and protection to facilitate seamless data flows T6 91 CHAPTER 3 ACCELERATING THE DIGITAL ECONOMY BOLD AND NEW INITIATIVES are the high impact initiatives and have great importance on achieving the vision of the Blueprint NATIONAL SECTORAL Agriculture: Promote smart farming adoption through a centralised open data platform amongst industry players Healthcare: Accelerating the usage of the Malaysia Health Data Warehouse (MyHDW) with the inclusion of blockchainInitiative 10: Enhance Government Online Services Gateway (GOS Gateway) with integrated systems for greater ease of doing businessT1 Initiative 1: Introduce “My Device” programme to ensure all students in Malaysia can access digital learning Initiative 2: Introduce digital packages to ensure all schools in Malaysia have good connectivity Initiative 5: Introduce “My Digital Teacher” programme to encourage teachers to fully embrace the use of digital tools and technology Initiative 6: Expand an open access knowledge bank to house teaching materials for educators Initiative 12: Introduce the “GigUp” programme to equip gig workers with versatile skillsT2Initiative 6: Empowering local champions and stimulating investment through digital industry clusters T2 92 CHAPTER 4 GOVERNANCE STRUCTURE A dedicated governance structure has been established to drive effective formulation, implementation and monitoring of the Malaysia Digital Economy Blueprint. It comprises five key components: 1. National Digital Economy and 4IR Council provides leadership and policy direction 2. Clusters provide expert and technical support for policy development and direction 3. Steering Committee functions to coordinate and monitor effective implementation 4. Strategic Change Management Office functions as the (i) change management driver, (ii) overall monitoring and evaluation unit and (iii) secretariat to the National Digital Economy and 4IR Council and Steering Committee 5. Working Groups act as lead implementers of the initiatives and provide technical expertiseThe governance structure and the policy implementation approach have the following key features to ensure accountability, efficiency and effectiveness:GOVERNING THE IMPLEMENTATIONCHAPTER 4 GOVERNANCE STRUCTURE Strategic Change Management Office to roll out and drive change to ensure acceptance across the nation Implementation through people-private-public partnerships, including academicians and civil society organisations (CSOs) Specific clusters chaired by Ministers and the Chief Secretary to the Government to improveoverall efficiency, accountability andinter-ministry collaboration Clear timelines for measurable outcomesTransparent and clear monitoring and evaluation mechanism to establish complete feedback loop 94 CHAPTER 4 GOVERNANCE STRUCTURE GOVERNANCE STRUCTURE DIGITAL TALENTECONOMY SOCIETY GOVERNMENTSTEERING COMMITTEE (Chair: Minister in the Prime


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clusters chaired by Ministers and the Chief Secretary to the Government to improveoverall efficiency, accountability andinter-ministry collaboration Clear timelines for measurable outcomesTransparent and clear monitoring and evaluation mechanism to establish complete feedback loop 94 CHAPTER 4 GOVERNANCE STRUCTURE GOVERNANCE STRUCTURE DIGITAL TALENTECONOMY SOCIETY GOVERNMENTSTEERING COMMITTEE (Chair: Minister in the Prime Minister’s Department (Economy)) Cluster chairs or Secretary Generals Representatives from private sector, academia and CSOs Others (for example, relevant ministries, federal agencies, state government)EMERGING TECHNOLOGYDIGITAL INFRASTRUCTURE AND DATA Agile regulation (including Good Regulatory Practice, sandbox): MPC Cyber security: KDN, NACSA Inclusivity and sustainability: EPUNational Digital Economy and 4IR Council chaired by the Prime Minister supported by Ministers, relevant private sector representatives, academicians and CSOs Chair: Minister of MOHRChair: Minister of KKMMChair: Minister of MITIChair: Minister of KPWKMChair: Minister of MOSTIChair: Chief Secretary to the Government (KSN) Secretariat: MOHRSecretariat: KKMMSecretariat: MITISecretariat: KPWKMSecretariat: MOSTISecretariat: MAMPUPrivate Sector: Private HEIs, content providers, education associations Private Sector: Telecommunication industries, technology providers, data centre providersPrivate Sector: Industry associations, investorsPrivate Sector: Telecommunication industries, CSOsPrivate Sector: Technology providers, private HEIsPrivate Sector: Training providers, digital technology providers Key Members: MOE, MOHE, KBS, KKMM, KKR, EPU, KPWKM, KPLBKey Members: MOT, MOSTI, KPKT, KKR, KPLB, KPWKM, MOHE , EPU, MAMPU, MCMCKey Members: MOF, MEDAC, KPDNHEP , MOSTI, KKMM, KKR, KPWKM, EPU, MIDA, BNMKey Members: KKM, KPLB, KBS, KASA, KETSA, EPU, MEDAC, KKMMKey Members: KKMM, MITI, EPU, MOHE, Public Research InstitutionsKey Members: KPKT, MOSTI, MAMPU, KDN, KKMM, EPU, JPA Multiple Working Groups (WGs) Federal and state government-led initiatives Private sector, CSOs, academia-driven initiativesStrategic Change Management Office (EPU) 95 CHAPTER 5 CONCLUSION BEING PROACTIVE WILL ENABLE MALAYSIA TOTHRIVE IN THE DIGITAL ERA The Blueprint represents Malaysia’s aspirations and action in accelerating growth of the digital economy to enrich and improve the wellbeing of all Malaysians. It outlines strategies and initiatives to enable Malaysia to be a regional leader in the digital economy and achieve inclusive, responsible and sustainable socioeconomic development.THE MALAYSIA DIGITAL ECONOMY BLUEPRINT The global trends and Malaysia’s aspiration of becoming a high-income, technology-based and prosperous nation necessitate a thriving digital economy. Meanwhile, the adverse effects, if not managed properly, pose a threat to livelihoods and the social fabric. THE IMPERATIVECHAPTER 5 CONCLUSION The Blueprint emphasises human-centric values, which willbenefit the society at large. The success of this Blueprint relies on the concerted efforts and cooperation of the society, businesses and government . The Blueprint’s strategies and initiatives are developed under the


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threat to livelihoods and the social fabric. THE IMPERATIVECHAPTER 5 CONCLUSION The Blueprint emphasises human-centric values, which willbenefit the society at large. The success of this Blueprint relies on the concerted efforts and cooperation of the society, businesses and government . The Blueprint’s strategies and initiatives are developed under the six thrusts aiming to accelerate the digital economy in Malaysia. These are accompanied by a clear governance structure and implementation framework. Malaysia is committed to being agile, sustainable and progressive towards a vibrant digital economy.THE GAME PLAN 97 The roles of society including CSOs, business and the government are complementary to each other. Insights and actions from all stakeholders are pivotal in shaping and understanding the impacts of digital and technology disruption on Malaysia. Active participation from and strong partnerships between all stakeholders are necessary for the equitable and cohesive success of MyDIGITAL. Ultimately, the motivation to do good for all should be the driving force of every endeavour, in order to positively impact society. ACT TOGETHER TO DRIVE THE ASPIRATIONS OF MyDIGITAL SOCIETY To reap the benefits of digital transformation, society needs to: • be willing and adaptable to change • embrace opportunities to ensure their personal digital readiness through furthering their knowledge and skills • make use of open data platforms to develop digital solutions which are relevant to their communities • be responsible in their use of technologies for good • contribute to building trust and overcoming the challenges of digital transformation related to data protection, digital misinformation and cyber bullying To assist society in embarking on digital transformation and scale up their impact, CSOs can contribute to: • bridge the digital divide – by reaching out to those who need help with digital access and literacy • influence the use of emerging technologies for goodCHAPTER 5 CONCLUSION 98 GOVERNMENT To create a complementing ecosystem that facilitates responsible and sustainable transformation, the government will: • continue to provide strategic direction and policy decisions for areas of focus and actions needed • continue to invest in infrastructure and facilitate skills upgrading • adopt a more data-driven and rakyat-centric approach in developing policies and regulatory frameworks • facilitate businesses and society to have equal access to the opportunities and socioeconomic benefits of the digital revolution • prioritise public funds to encourage innovation and technology adoptionBUSINESS To remain resilient and competitive, the businesses need to: • invest in innovation and


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approach in developing policies and regulatory frameworks • facilitate businesses and society to have equal access to the opportunities and socioeconomic benefits of the digital revolution • prioritise public funds to encourage innovation and technology adoptionBUSINESS To remain resilient and competitive, the businesses need to: • invest in innovation and adopt digital solutions • take lead for some of the MyDIGITAL initiatives • lead innovative, responsible and sustainable approaches in delivering products and services • propel innovative solutions to solve socio-environmental challenges • equip the workforce with the necessary skill sets to embrace widespread transformation • participate in community and socioeconomic empowerment agendaCHAPTER 5 CONCLUSION 99 CHAPTER 5 CONCLUSION MyDIGITAL – EMPOWERING PEOPLE, ENABLING BUSINESS The goal of MyDIGITAL is to ensure all of us enjoy the opportunities and benefits from this digital revolution. For this to be realised, we need to rid the fear of the unknown future and with it, the resistance to change. Instead, we need to be ready to face the challenges of digitalisation.To become the nation it envisions, Malaysia needs to take hold of the opportunity and power to shape this digital revolution. We need to be adaptable, excited to learn and eager to contribute towards a future that reflects our common objectives and values. Recognising the rapid unfolding of the digital revolution, we shall drive the desired MyDIGITAL agenda with a great sense of urgency. 100 101JENDELA Pelan Jalinan Digital Negara JPA Public Service Department KASA Ministry of Environment and Water KBS Ministry of Youth and Sports KDN Ministry of Home Affairs KEGA Key Economic Growth Area KETSA Ministry of Water, Land and Natural Resources KKM Ministry of Health KKMM Ministry of Communications and Multimedia KKR Ministry of Works KPDNHEP Ministry of Domestic Trade and Consumer Affairs KPKT Ministry of Housing and Local Government KPLB Ministry of Rural Development KPWKM Ministry of Women, Family and Community Development KSN Chief Secretary to the Government MAMPU Malaysian Administrative Modernisation and Management Planning Unit MBOT Malaysia Board of Technologies MCMC Malaysian Communications and Multimedia Commission MDEC Malaysia Digital Economy Corporation MEDAC Ministry of Entrepreneur Development and Cooperatives MIDA Malaysian Investment Development Authority MITI Ministry of International Trade and Industry MKN Majlis Keselamatan Negara MNC Multinational company MOE Ministry of Education10MP Tenth Malaysia Plan 11MP Eleventh Malaysia Plan 4IR Fourth Industrial Revolution ACE Accredited Cybersecurity Education AI Artificial Intelligence API Application Programming Interface B2C Business-to-Consumer BNM Bank Negara


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MIDA Malaysian Investment Development Authority MITI Ministry of International Trade and Industry MKN Majlis Keselamatan Negara MNC Multinational company MOE Ministry of Education10MP Tenth Malaysia Plan 11MP Eleventh Malaysia Plan 4IR Fourth Industrial Revolution ACE Accredited Cybersecurity Education AI Artificial Intelligence API Application Programming Interface B2C Business-to-Consumer BNM Bank Negara Malaysia CDO Chief Digital Officer CSO Civil society organisation DELIMa Digital Educational Learning Initiative Malaysia DIIM Digital Inclusion Index Malaysia EIU Economist Intelligence Unit EPU Economic Planning Unit F&B Food and beverages G20 Group of 20 GCI Global Competitiveness Index GDP Gross Domestic Product GLC Government-linked company GOS Gateway Government Online Services GatewayHEI Higher Education Institution ICT Information and Communication Technology ICU Implementation Coordination Unit IMD International Institute for Management Development INTAN National Institute of Public AdministrationIoT Internet of Things IP Intellectual propertyGLOSSARY 102 UN United Nations UN-EGDI United Nations E-Government Development Index UNCTAD United Nations Conference on Trade and Development UPI Unified Payment Interface WEF World Economic Forum WG Working Group WKB 2030 Wawasan Kemakmuran Bersama 2030MOF Ministry of Finance MOHE Ministry of Higher Education MOHR Ministry of Human ResourcesMOSTI Ministry of Science, Technology and Innovation MOT Ministry of Transport MPC Malaysia Productivity Corporation MSAP Mandatory Standard on Access Pricing MSC Multimedia Super Corridor MSME Micro, Small and Medium Enterprise MyCC Malaysia Competition Commission MyHDW Malaysia Health Data Warehouse NACSA National Cyber Security AgencyNDI National Digital Identity NFCP National Fiberisation and Connectivity Plan OECD Organisation for Economic Cooperation and Development PDPA Personal Data Protection Act PENJANA Short-Term Economic Recovery PlanPPP Public-Private Partnership R&D&C&I Research, development, commercialisation and innovation RMKe-12 Twelfth Malaysia Plan SCMO Strategic change management office STEM Science, technology, engineering and mathematics STTF SME Technology Transformation Fund TEP Technology Expert Panels UBBL Uniform Building By-Law uCustoms ubiquitous customs


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for the Digital Health Blueprint 2023–2033Action Plan A more personalised and connected health and wellbeing experience for all Australians Action Plan for the Digital Health Blueprint 2023–20332 Acknowledgements The Department of Health and Aged Care gratefully acknowledges the advice, input and support of the many organisations and individuals who contributed to developing this document through user research, engagement and consultation processes. Copyright © 2023 Commonwealth of Australia as represented by the Department of Health and Aged Care This work is copyright. You may copy, print, download, display and reproduce the whole or part of this work in unaltered form for your own personal use or, if you are part of an organisation, for internal use within your organisation, but only if you or your organisation: (a) do not use the copy or reproduction for any commercial purpose; and (b) retain this copyright notice and all disclaimer notices as part of that copy or reproduction. Apart from rights as permitted by the Copyright Act 1968 (Cth) or allowed by this copyright notice, all other rights are reserved, including (but not limited to) all commercial rights. Requests and inquiries concerning reproduction and other rights to use are to be sent to the Communication Branch, Department of Health and Aged Care, GPO Box 9848, Canberra ACT 2601,or via e-mail to copyright@health.gov.au. Creative Commons Licence This publication is licensed under the Creative Commons Attribution 4.0 International Public License available from https://creativecommons. org/licenses/by/4.0/legalcode (“Licence”). You must read and understand the Licence before using any material from this publication. Restrictions The Licence may not give you all the permissions necessary for your intended use. For example, other rights (such as publicity, privacy and moral rights) may limit how you use the material found in this publication. The Licence does not cover, and there is no permission given for, use of any of the following material found in this publication: • the Commonwealth Coat of Arms. (by way of information, the terms under which the Coat of Arms may be used can be found on the Department of Prime Minister and Cabinet website http://www.dpmc.gov.au/government/commonwealth-coat-arms); • any logos and trademarks; • any photographs and images; • any signatures; and • any material belonging to third parties. Attribution Without limiting your obligations under the Licence, the Department of Health and Aged Care requests that you attribute this publication in your work. Any reasonable form of words may be used


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and trademarks; • any photographs and images; • any signatures; and • any material belonging to third parties. Attribution Without limiting your obligations under the Licence, the Department of Health and Aged Care requests that you attribute this publication in your work. Any reasonable form of words may be used provided that you: • include a reference to this publication and where, practicable, the relevant page numbers; • make it clear that you have permission to use the material under the Creative Commons Attribution 4.0 International Public License; • make it clear whether or not you have changed the material used from this publication; • include a copyright notice in relation to the material used. In the case of no change to the material, the words “© Commonwealth of Australia (Department of Health and Aged Care) 2023” may be used. In the case where the material has been changed or adapted, the words: “Based on Commonwealth of Australia (Department of Health and Aged Care) material” may be used; and • do not suggest that the Department of Health and Aged Care endorses you or your use of the material. Enquiries Enquiries regarding any other use of this publication should be addressed to the Branch Manager, Communication Branch, Department of Health and Aged Care, GPO Box 9848, Canberra ACT 2601, or via e-mail to copyright@health.gov.au Trademarks FHIR® is the registered trademark of HL7 and is used with the permission of HL7. The Flame Design mark is the registered trademark of HL7 and is used with the permission of HL7. The Department of Health and Aged Care Digital Health Blueprint is an independent publication, and The Children’s Medical Center Corporation and its affiliates and partners in no way endorse, sponsor, authorise or otherwise approve of the Blueprint. Terminology used in this document In this document, we only use the term ‘patient’ to refer to a person receiving treatment for a disease or injury. When referring to people in the community involved in services related to health and wellbeing, we may use the term ‘consumers’, ‘people’ or ‘Australians’ as appropriate. These terms should be considered inclusive of non-citizens making use of the health system. The term ‘healthcare provider’ includes individual health professionals and the organisations for whom they work. ‘Healthcare’ is used as an adjective (for example, ‘healthcare provider’), while ‘health care’ is used as a noun (for example, ‘primary health care’). Action


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be considered inclusive of non-citizens making use of the health system. The term ‘healthcare provider’ includes individual health professionals and the organisations for whom they work. ‘Healthcare’ is used as an adjective (for example, ‘healthcare provider’), while ‘health care’ is used as a noun (for example, ‘primary health care’). Action Plan for the Digital Health Blueprint 2023–20333 4 A digital blueprint for strengthening our health system 5 A plan for action 6 Working with our delivery partners 7 A principles-led approach 8 The engine that drives change 9 A focus on action to deliver outcomes 10 Delivering initiatives to meet our outcomes 10 Progressing national digital health reform with our partners 12 Ongoing health policy efforts 13 Modernisation of My Health Record 14 Enhancing My Health Record capabilities 16 Enhancing medication management 20 National standards to support health system interoperability 22 National health information exchange capabilities 23 Workforce development 25 Mental health 27 Digital initiatives supporting population health 30 Genomics 31 Aged care 35 Even better health care by 2033 36 Terms and abbreviationsTable of contents Action Plan for the Digital Health Blueprint 2023–20334 A digital blueprint for strengthening our health system The Digital Health Blueprint 2023–2033 articulates our vision for the role digital health capabilities will continue to play in delivering a more person-centred and sustainable health system by 2033: supports our long-term health reform priorities for a consumer-centric health system informed by dataresponds to the evolving needs of healthcare providers, researchers and innovatorsplaces the consumer and their carers at the centre of their health and wellbeingis better at preventing disease and promoting health and wellnessTrusted, timely and accessible use of digital and data underpins a personalised and connected health and wellbeing experience for all Australians. supports inclusivity, equity and usability by designThe Blueprint aims to complement existing state and territory frameworks and the National Digital Health Strategy and align with the Australian Government’s broader digital transformation agenda.• digitally enabled services are changing how people, clinicians, businesses and governments work together . A contemporary health service should reflect the digital experiences people expect from other industries • digital health can play an important part in better supporting a health workforce that is under pressure to deliver timely and high-quality care • there is a need for the adoption of national digital health capabilities in areas where we hold responsibility for policy, legislation and funding.For consumers, healthcare providers, researchers and


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can play an important part in better supporting a health workforce that is under pressure to deliver timely and high-quality care • there is a need for the adoption of national digital health capabilities in areas where we hold responsibility for policy, legislation and funding.For consumers, healthcare providers, researchers and innovators, the Blueprint reflects our vision for the use of digital health and our role in its use. For example: It outlines the role digital will play in delivering a health system that: While the Blueprint outlines 2033 health and wellbeing goals, it also acknowledges the dynamic nature of digital health.A plan for action The Blueprint is supported by this Action Plan, which guides our efforts in realising our vision. FOR APPROVAL Action Plan for the Digital Health Blueprint 2023–2033 5To deliver on our vision, the Blueprint: • identifies the outcomes needed for consumers, healthcare providers, researchers, industry and innovators • outlines the priority areas in which we will invest to achieve the vision • defines our role in providing a strong and consistent vision and leadership in stewarding digital transformation to support long-term health reform priorities. Our initiatives will span three horizons, recognising evolving technology, government funding cycles, and the value of building upon existing foundations for sustainable healthcare connections. We will refresh this Action Plan as required to reflect the changing digital health landscape and our responses to these changes. 2023–2025Short-term horizon 2025–2028Mid-term horizon 2028 onw/a.alt1rdsLong-term horizonBuilding on the Blueprint, this Action Plan: • explains the initiatives we and our partners are investing in to meet our target outcomes • identifies how these initiatives align to the action areas from the Blueprint • outlines our key delivery partners and progress. Working with our delivery partners Australia’s health system is a complex mix of organisations and individuals, priorities, responsibilities and capabilities. Our delivery partners will help us realise our vision through collaboration to develop and implement our digital initiatives. Delivering on this vision cannot be achieved in isolation. It requires a clear approach and strong partnerships. Our delivery partners cover the breadth of the health & wellbeing sector Other government health organisationsAcademic, medical and industry researchersRepresentative organisationsConsumers and their families and carersHealthcare providers State and territory health departments Health and wellbeing software and device industryNational infrastructure and services operators Action Plan for the Digital Health Blueprint 2023–2033 6 We are committed to ensuring there is: Clarity on our digital


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government health organisationsAcademic, medical and industry researchersRepresentative organisationsConsumers and their families and carersHealthcare providers State and territory health departments Health and wellbeing software and device industryNational infrastructure and services operators Action Plan for the Digital Health Blueprint 2023–2033 6 We are committed to ensuring there is: Clarity on our digital prioritiesEnhanced sector collaboration on national initiatives for more effective, consumer-focused healthcare deliveryCertainty to those involved in delivering innovation in the health and wellbeing sector Action Plan for the Digital Health Blueprint 2023–2033 7Coll/a.alt1bor/a.alt1tive • by /a.alt1cting together, we c/a.alt1n /a.alt1chieve more • coll/a.alt1bor/a.alt1tion with /a.alt1 diverse st/a.alt1keholder community en/a.alt1bles me/a.alt1ningful implement/a.alt1tion /a.alt1nd use • ch/a.alt1nge is m/a.alt1n/a.alt1ged /a.alt1nd outcomes improved through ongoing eng/a.alt1gement /a.alt1nd discussion • pl/a.alt1nned /a.alt1ctivities consider sector-wide digit/a.alt1l m/a.alt1turity levels /a.alt1nd necess/a.alt1ry uplifts. Trusted • consumers /a.alt1nd he/a.alt1lthc/a.alt1re providers trust the qu/a.alt1lity, /a.alt1ccur/a.alt1cy, security /a.alt1nd priv/a.alt1cy of he/a.alt1lth d/a.alt1t/a.alt1 • consumers control d/a.alt1t/a.alt1 consent for he/a.alt1lth c/a.alt1re /a.alt1nd rese/a.alt1rch, trusting its /a.alt1ppropri/a.alt1te use • he/a.alt1lthc/a.alt1re providers /a.alt1re conﬁdent in the tools they use to /a.alt1ccess /a.alt1nd interpret d/a.alt1t/a.alt1 /a.alt1ccording to profession/a.alt1l guidelines.Enduring • contempor/a.alt1ry legisl/a.alt1tion, guidelines, policy, /a.alt1nd funding supports bold reform designed for long-term beneﬁts • good govern/a.alt1nce ensures st/a.alt1ying on course while /a.alt1d/a.alt1pting to digit/a.alt1l he/a.alt1lth ch/a.alt1nges • implement/a.alt1tions /a.alt1re /a.alt1ligned with the modern he/a.alt1lth /a.alt1nd wellbeing /a.alt1gend/a.alt1 for /a.alt1 sust/a.alt1in/a.alt1ble he/a.alt1lthc/a.alt1re system.Person-centred • d/a.alt1t/a.alt1 focuses on the person it is /a.alt1bout • systems /a.alt1re designed /a.alt1round the people who use them • consumers e/a.alt1sily /a.alt1ccess, use /a.alt1nd underst/a.alt1nd inform/a.alt1tion • he/a.alt1lthc/a.alt1re providers /a.alt1ccess consumer d/a.alt1t/a.alt1 when /a.alt1nd where they need it /a.alt1s /a.alt1 n/a.alt1tur/a.alt1l p/a.alt1rt of their clinic/a.alt1l workﬂow. N SE WA principles-led approach We are taking a principles-led approach to developing initiatives that support the delivery of our vision. Commonwealth Digital Health Blueprint 2023–2033 8 A p/a.alt1ge title is the title of /a.alt1 web p/a.alt1ge /a.alt1s it /a.alt1ppe/a.alt1rs /a.alt1t the top of the browser window /a.alt1nd in se/a.alt1rch engine results. The p/a.alt1ge title is deﬁned by the title element of /a.alt1 p/a.alt1ge’s HTML. The engine that starts to drive change Outcomes will rely on new or exising init/a.alt1tives, these will often be sh/a.alt1red /a.alt1cross their subsequent /a.alt1ction /a.alt1re/a.alt1s, with /a.alt1ll /a.alt1iding the s/a.alt1me sh/a.alt1red vision.We know that individual organisations and initiatives will not all start from the same level of maturity. Part of our role is to support a growing digital maturity for everybody in Australia’s healthcare system. To achieve our vision for


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/a.alt1cross their subsequent /a.alt1ction /a.alt1re/a.alt1s, with /a.alt1ll /a.alt1iding the s/a.alt1me sh/a.alt1red vision.We know that individual organisations and initiatives will not all start from the same level of maturity. Part of our role is to support a growing digital maturity for everybody in Australia’s healthcare system. To achieve our vision for digital health, we have adopted an outcome-focused approach guided by our principles, the Blueprint, and Action Plan, emphasising improved health outcomes. This Action Plan focuses on the next 2 years of planning within our three-horizon approach. Outcomes will depend on shared initiatives across action areas, all contributing to the same vision.The engine that drives change This Action Plan recognises that digital health evolves rapidly. As the Blueprint begins to roll out, some initiatives will build on mature areas of digital health, while others will start in areas of lower maturity. Action Plan for the Digital Health Blueprint 2023–2033Future horizons will see specific initiatives continue, some end and new ones commence.2023–2025Short-term horizonAustralia’s health workforce is digitally empowered to provide connected care with confidence, whenever or wherever it is neededAustralians have choice in how they manage their health and wellbeing, and can navigate the health system knowing their story follows them Modern digital foundations underpin and strengthen a collaborative, standards-based health system that is safe and secureData and information are shared and reused securely to deliver a sustainable learning health system M/a.alt1turity cycles which progress e/a.alt1ch horizonBuild the found/a.alt1tions /a.alt1nd sh/a.alt1ring /a.alt1s m/a.alt1instre/a.alt1m Embed inform/a.alt1tion /a.alt1ccessn/a.alt1tion/a.alt1l c/a.alt1p/a.alt1bilitiesSc/a.alt1le /a.alt1nd deliver ... will be delivered through initiatives Action Plan for the Digital Health Blueprint 2023–2033 9A focus on action to deliver outcomes What we are doing to meet Australia’s digital expectations For each of the four outcomes, we’ve established action areas to target digital initiatives, promoting a connected, inclusive, and personalised healthcare system. Each initiative in this Action Plan is aligned with these action areas to clarify their purpose and connections. Austr/a.alt1li/a.alt1’s he/a.alt1lth workforce is digit/a.alt1lly empowered to provide connected c/a.alt1re with conﬁdence, whenever or wherever it is needed D/a.alt1t/a.alt1 /a.alt1nd inform/a.alt1tion /a.alt1re sh/a.alt1red /a.alt1nd reused securely to deliver /a.alt1 sust/a.alt1in/a.alt1ble le/a.alt1rning he/a.alt1lth systemModern digit/a.alt1l found/a.alt1tions underpin /a.alt1nd strengthen /a.alt1 coll/a.alt1bor/a.alt1tive, st/a.alt1nd/a.alt1rds-b/a.alt1sed he/a.alt1lth system th/a.alt1t is s/a.alt1fe /a.alt1nd secureAustr/a.alt1li/a.alt1ns h/a.alt1ve choice in how they m/a.alt1n/a.alt1ge their he/a.alt1lth /a.alt1nd wellbeing, /a.alt1nd c/a.alt1n n/a.alt1vig/a.alt1te the he/a.alt1lth system knowing their story follows them Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s:Action /a.alt1re/a.alt1s:• helping Australians make informed choices • supporting


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digit/a.alt1l found/a.alt1tions underpin /a.alt1nd strengthen /a.alt1 coll/a.alt1bor/a.alt1tive, st/a.alt1nd/a.alt1rds-b/a.alt1sed he/a.alt1lth system th/a.alt1t is s/a.alt1fe /a.alt1nd secureAustr/a.alt1li/a.alt1ns h/a.alt1ve choice in how they m/a.alt1n/a.alt1ge their he/a.alt1lth /a.alt1nd wellbeing, /a.alt1nd c/a.alt1n n/a.alt1vig/a.alt1te the he/a.alt1lth system knowing their story follows them Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s: Action /a.alt1re/a.alt1s:Action /a.alt1re/a.alt1s:• helping Australians make informed choices • supporting self-care and improved access • leveraging the insights of consumers • delivering transparency and strengthening trust • ensuring an inclusive future • connecting people’s healthcare journey • providing care where it is needed for all Australians • encouraging consumer participation in emergency responses. • meeting public expectations for consent and data sharing • delivering accessible, accurate and usable health data • ensuring coordinated national investment and co-commissioning • promoting efficiency and financial sustainability • supporting precise research and analysis translated into practical care • bringing innovation into the spotlight.• collaborating with representative organisations for broader adoption • linking skills development and career pathways • driving towards national consistency in education and training • promoting the need for digital skills and education in national priority health programs • creating a trusted view of consumer data • strengthening continuity of care • delivering high-quality, trusted health intelligence and decision support. • ensuring systems are connected, are interoperable and can easily share information • connecting data to the right person • building a resilient and secure system • strengthening foundations for emerging technology and devices • promoting use and reuse of national infrastructure • leveraging whole-of-government investments. Action Plan for the Digital Health Blueprint 2023–203310 Our digital investments will build upon existing foundations to achieve our planned 2033 outcomes, incorporating known mid-term initiatives and options.Delivering initiatives to meet our outcomes Progressing national digital health reform with our partners Securing the Australian Digital Health Agency Recognising its role as the national coordinating body for the digital enablement of Australia’s health system, the Australian Government is investing $325.7 million over four years from 2023–24, to establish the Australian Digital Health Agency as an ongoing entity. Intergovernmental Agreement on National Digital Health 2023–2027 The Australian Government is investing $126.8 million over four years from 2023–24 to support the implementation of the Intergovernmental Agreement on National Digital Health 2023–2027 (IGA) in conjunction with state and territory governments. Implementing the IGA will enhance health system sustainability, efficiency, and patient outcomes while maintaining funding for existing national health infrastructure and services, including the Healthcare Identifiers Service , National Clinical


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support the implementation of the Intergovernmental Agreement on National Digital Health 2023–2027 (IGA) in conjunction with state and territory governments. Implementing the IGA will enhance health system sustainability, efficiency, and patient outcomes while maintaining funding for existing national health infrastructure and services, including the Healthcare Identifiers Service , National Clinical Terminology Service, and National Authentication Service for Health . The IGA will also implement priority projects of strategic importance. These include: • the design and development of national health information exchange capabilities to support patients as they transition across care settings and jurisdictional borders • adoption and use of ePrescribing in public hospitals and health services • the continued delivery of the Real Time Prescription Monitoring service.Short- to mid-term horizon Partners Australian Digital Health Agency Short- to mid-term horizon Partners State and territory governments Australian Digital Health Agency Services Australia Healthdirect Australia Ongoing Work commencedWhile each initiative calls upon specific delivery partners, the health software industry should be recognised for its key role in realising many of these. Equally, consumers and consumer advocacy groups play an important role in many initiatives to ensure they meet the needs of those with lived experience. Action Plan for the Digital Health Blueprint 2023–2033 11Identified Planning Work commenced Implementation Completed Ongoing Legend: MyMedicare MyMedicare is a new voluntary system for patients and healthcare providers to support better care for people who choose to register with their general practice and nominate their usual GP. This information will be viewable in My Health Record so that hospitals and other healthcare providers can more readily communicate with each patient’s nominated GP. MyMedicare responds to the Strengthening Medicare Taskforce recommendation for government to introduce a system of voluntary patient registration for general practice. The Australian Government is investing $19.7 million over four years from 2023–24 through the Department of Health and Aged Care (the Department) to support the rollout of the MyMedicare system.Short-term horizon Partners Healthcare providers and organisations Australian Digital Health Agency Services Australia Work commenced Action Plan for the Digital Health Blueprint 2023–203312 Ongoing health policy efforts International partnerships Continue to work with international partners and key bodies such as the Global Digital Health Partnership , and the World Health Organization , to emphasise the vital role of the health workforce in supporting digitally enabled change and leverage international collaboration, thinking and advancement. Policy levers to support health system interoperability Identify and support priority areas of


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key bodies such as the Global Digital Health Partnership , and the World Health Organization , to emphasise the vital role of the health workforce in supporting digitally enabled change and leverage international collaboration, thinking and advancement. Policy levers to support health system interoperability Identify and support priority areas of health and wellbeing that need policy, legislation and standards for enhanced interoperability, leading to improved consumer outcomes and reduced burden on providers. Short- to mid-term horizon Partners Global Digital Health Partnership World Health Organization Short-term horizon Partners State and territory governments Healthcare providers and organisations Australian Digital Health Agency Services Australia Modernising healthcare delivery MyMedicare is a new model of care being implemented by the Australian Government to drive improvements in the continuity of quality primary health care for all Australians. It will deliver new blended funding models for primary care providers targeted at improving patient health outcomes and supporting greater practice viability. Practice and patient registration in the MyMedicare system will be voluntary. MyMedicare will recognise multidisciplinary team-based care models for registered patients. This will allow new payments that incentivise team arrangements and improve patient outcomes. By making greater use of the available workforce we can reduce patient wait times and address shortages. Broader types of health organisations (such as Nurse Led Practices) will be recognised as eligible practices under MyMedicare. By recognising them against the primary and community care standards, we can ensure quality service provision for patients. Identified Planning Work commenced Implementation Completed Ongoing Legend: Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 13Identified Planning Work commenced Implementation Completed Ongoing Legend: Modernisation of My Health Record My Health Record data-rich platform The Australian Government is investing $38.4 million over two years from 2023–24 to commence the transition of My Health Record from being a clinical document (PDF) system to an atomic data-rich platform. This work involves aligning My Health Record with international health data standards, such as HL7 and FHIR, to enhance interoperability and promote person-centred care for all Australians. Continued modernisation of My Health Record My Health Record will play a key supporting role in the establishment of national health information sharing capabilities. Planning for the modernisation of the My Health Record system to meet these sharing requirements for consumers and healthcare providers is underway, with future phases to be considered by government.Short-term horizon Partners Australian Digital Health Agency Short-term horizon Partners Australian Digital


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in the establishment of national health information sharing capabilities. Planning for the modernisation of the My Health Record system to meet these sharing requirements for consumers and healthcare providers is underway, with future phases to be considered by government.Short-term horizon Partners Australian Digital Health Agency Short-term horizon Partners Australian Digital Health Agency Australian digital health on FHIR We are supporting a community-led consortium approach engaging all stakeholders to develop national data models and interactions using the FHIR® standard. This will include an Australian Core FHIR standard and eRequesting FHIR Implementation Guides that specify data models and interactions for managing personal digital health and administrative patient information. This investment will also trial a FHIR Management process (community process and HL7-AU FHIR Management group) and evaluate the effectiveness of the accelerated standards development approach and operating model. This work is underpinned by the development of the Australian FHIR Management Framework. Work commenced Planning Action Plan for the Digital Health Blueprint 2023–2033 14Identified Planning Work commenced Implementation Completed Ongoing Legend: Enhancing My Health Record capabilities Sharing by default The Australian Government has allocated $13.1 million over two years, from 2023–24, to enable default sharing of key health information with My Health Record. This initiative begins with pathology and diagnostic imaging reports within the next two years, enhancing care continuity and preventing redundant diagnostic services. The Australian Digital Health Agency offers technical assistance for healthcare providers to register, connect to, and use the My Health Record system. The Agency also provides education and change adoption support for consumers and healthcare providers. Support will also include education and guidance for consumers and healthcare providers as new features become available. Planning is underway to extend sharing to My Health Record by default for other key health information to further support continuity of care for all Australians. Connecting allied health to My Health Record The Australian Government has invested $5.8 million over two years starting in 2023–24 to support allied health software vendors in connecting to My Health Record, building on adoption within general practice and medical specialists. This work will support increasing members of a patient’s healthcare team with access to their essential health information in My Health Record. Short-term horizon Partners Australian Digital Health Agency Short-term horizon Partners Australian Digital Health Agency Software industry Work commenced Planning Action Plan for the Digital Health Blueprint 2023–203315 Putting knowledge into the hands of Australians My Health Record


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healthcare team with access to their essential health information in My Health Record. Short-term horizon Partners Australian Digital Health Agency Short-term horizon Partners Australian Digital Health Agency Software industry Work commenced Planning Action Plan for the Digital Health Blueprint 2023–203315 Putting knowledge into the hands of Australians My Health Record already contains useful consumer information. As we continue to upload more health data by default, we are working to enhance the presentation of this information for Australians.The Australian Digital Health Agency has delivered the My Health app, which provides easy access to key health information once it has been uploaded to My Health Record. The Department encourages the development of more user-friendly health apps providing comprehensive health information. This could include direct sharing of electronic prescriptions with pharmacists from the medication screen and providing clear medication timelines and advice for easier discussions with healthcare providers. Combined with information from other sources such as the Australian Immunisation Register, consumers will be able to confidently manage their vaccination status through apps on their personal devices. Connected wearable devices that collect a person’s real-time health data will enable Australians to be actively involved in managing their health and wellbeing. “I have severe psoriasis. To get subsidised … lots of paperwork needs to be prepared. It would be nicer if I could play a larger part in the process. For example, when my Dermatologist sends the paperwork to Medicare, I’d like to be cc’d.” EY Sweeney, ‘DoHAC Digital Health Blueprint User Research’. Jun. 2021 Identified Planning Work commenced Implementation Completed Ongoing Legend: Action Plan for the Digital Health Blueprint 2023–2033 16Identified Planning Work commenced Implementation Completed Ongoing Legend: Enhancing medication management Strengthening electronic prescribing and targeted digital medicines enhancements The Australian Government will invest $111.8 million over four years from 2023–24 to deliver a stable and sustainable prescription delivery service. This will support the continued use of electronic prescribing across the health system. ePrescribing high-cost and high-risk medications As part of this initiative, the Australian Government will implement the mandatory use of electronic prescriptions for high-risk and high-cost medicines, which will strengthen their safe provision and use. This change will also address data quality issues that stem from paper-based or poorly structured, non-mandatory processes. The timing for implementation of this initiative will depend on the consultation that will take place to inform the policy and legislative requirements. Electronic medication charts Under this initiative, the


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provision and use. This change will also address data quality issues that stem from paper-based or poorly structured, non-mandatory processes. The timing for implementation of this initiative will depend on the consultation that will take place to inform the policy and legislative requirements. Electronic medication charts Under this initiative, the Australian Government will establish a national framework for electronic medication charts, expanding their use in various settings, such as oncology, hospitals (private and public), residential aged care, and palliative care. This will enhance clinical safety and medication practices, and reduce administrative burdens for prescribers and dispensers. Long-term horizon Partners State and territory governments Software industry Australian Digital Health Agency Department of Veterans’ Affairs Australian Commission on Safety and Quality in Health Care Professional and peak bodies Ongoing Action Plan for the Digital Health Blueprint 2023–2033 17Identified Planning Work commenced Implementation Completed Ongoing Legend: ePrescribing in public hospitals and health services settings The Australian Government is supporting the adoption of electronic prescribing to public hospital and healthcare settings, including (but not limited to) in-patient and out-patient hospital care, at-home or outreach services, oncology/chemotherapy or palliative care treatment in hospital and other facilities. Expanded adoption will ensure consumers have a seamless experience as they transition between clinical settings through the: • development of a conformance profile for electronic prescribing from electronic medical charts • integration of electronic prescribing from electronic medical charts with the existing prescription delivery service • alignment of enabling national and jurisdictional legislation. Real Time Prescription Monitoring Real Time Prescription Monitoring (RTPM) is designed to monitor the prescribing and dispensing of monitored medicines with the aim of reducing their unsafe use in Australia. RTPM is being implemented Australia wide and the National Data Exchange component of this system has been delivered. RTPM is intended to support decision-making by providing the capability for prescribers and pharmacists to check a patient’s medicine history before writing or dispensing a prescription for a monitored medicine. The system provides an alert to prescribers and dispensers when a patient is receiving multiple supplies of monitored medicines. Long-term horizon Partners Australian Digital Health Agency Australian Commission on Safety and Quality in Health Care Peak bodies State and territory governments Short-term horizon Partners Australian Digital Health Agency State and territory governments Australian Health Practitioner Regulation Agency Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 18Identified Planning Work commenced Implementation Completed Ongoing Legend: Real Time Prescription


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on Safety and Quality in Health Care Peak bodies State and territory governments Short-term horizon Partners Australian Digital Health Agency State and territory governments Australian Health Practitioner Regulation Agency Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 18Identified Planning Work commenced Implementation Completed Ongoing Legend: Real Time Prescription Monitoring RTPM is a nationally implemented system designed to monitor the prescribing and dispensing of controlled medicines with the aim of reducing their misuse in Australia. The RTPM provides information to doctors (prescribers) and pharmacists (dispensers) about a patient’s history and use of controlled medicines when they are considering prescribing or dispensing these medicines. This digital capability can help reduce misuse of medicines listed as controlled substances, while ensuring patients who genuinely need these medicines are able to access them.We are working together with state and territory agencies to implement the RTPM system. However, each state or territory remains responsible for the management of controlled medicines in its jurisdiction. ePrescribing Electronic prescribing allows prescribers and their patients to use an electronic prescription. It forms part of an Australian Government budget measure to make the Pharmaceutical Benefits Scheme (PBS) more efficient. Electronic prescriptions are part of the broader digital health and medicines safety framework. They enable the prescribing, dispensing and claiming of medicines, without the need for a paper prescription. Electronic prescribing does not fundamentally change existing prescribing and dispensing processes. Patients can still choose which pharmacy they attend to fill their prescription. While paper prescriptions remain an option, prescribers and patients can choose electronic prescriptions if they prefer. Electronic prescribing is important because it: • provides greater choice for patients • makes prescribing and dispensing medicines more efficient • may reduce prescribing and dispensing errors• supports electronic medication charts in hospitals and residential aged care facilities • removes the need for handling and storing a physical paper prescription • supports digital health services such as telehealth services to ensure continuity of patient care • provides an opportunity to protect community members and healthcare providers from exposure to infectious diseases (for example, COVID-19) • maintains patient privacy and integrity of personal information. Action Plan for the Digital Health Blueprint 2023–2033 19Identified Planning Work commenced Implementation Completed Ongoing Legend: Maximising the value of the Healthcare Identifiers Service Established in 2010, the Healthcare Identifiers (HI) Service is operated by Services Australia on behalf of the governments of Australia. The value of the HI


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information. Action Plan for the Digital Health Blueprint 2023–2033 19Identified Planning Work commenced Implementation Completed Ongoing Legend: Maximising the value of the Healthcare Identifiers Service Established in 2010, the Healthcare Identifiers (HI) Service is operated by Services Australia on behalf of the governments of Australia. The value of the HI Service lies in its accuracy when identifying consumers of health care and healthcare providers. Unlike other options, such as Medicare card numbers, the HI Service provides a unique identifier for all individuals and organisations in the health system. Healthcare Identifiers are essential for My Health Record’s functionality, and state and territory health systems incorporate consumer identifiers to ensure accurate data exchange. We will maximise the value of the HI Service by identifying and promoting the broader adoption of healthcare identifiers within jurisdictions and the Department, including rationalising directory services and expanding support for healthcare identifiers in other systems. Through widespread adoption of a single national identifier for individuals and healthcare providers, we can support the increasing need for data linkage across systems to support clinical decision-making and research. This will be critical to support the rapid adoption of digital solutions and data focused on the individual such as genomics and the broader precision health movement. Action Plan for the Digital Health Blueprint 2023–2033 20Identified Planning Work commenced Implementation Completed Ongoing Legend: National standards to support health system interoperability Healthcare Identifiers Framework Project As part of the 2022–2023 Budget, the Australian Government agreed to continue the Health Delivery Modernisation (HDM) Program. The HDM Program was initiated to progressively stabilise and modernise the health payment systems and services to underpin the Medicare PBS, and the Australian Immunisation Register, as well as a number of other health-related programs. As part of the HDM Program, the Department of Health and Aged Care is working to modernise the Healthcare Identifiers legislative framework and HI Service to ensure they support and improve the exchange of health information. The project aims to align the Healthcare Identifiers Act 2010 with the modern healthcare environment to support current and emerging goals. Sparked – Core FHIR standards The Australian Government has invested $9.3 million over two years from 2023–24 for the CSIRO to work with all Australian governments, the Australian Digital Health Agency and the health technology industry. This collaboration aims to establish a core national standard for consistent patient health interaction information capture through community consensus. This work is


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has invested $9.3 million over two years from 2023–24 for the CSIRO to work with all Australian governments, the Australian Digital Health Agency and the health technology industry. This collaboration aims to establish a core national standard for consistent patient health interaction information capture through community consensus. This work is vital to achieve consistent, near-real-time health information capture and sharing throughout the healthcare system. CSIRO will develop national core health information sharing standards based on FHIR core standards, guided by community collaboration. Implementation guides will support open national data exchange and sharing capabilities for Australia’s health system. Short-term horizon Partners CSIRO Australian Digital Health Agency Software industryShort-term horizon Partners Services Australia Australian Digital Health Agency State and territory governments Australian Government Solicitor Office of the Australian Information Commissioner Ongoing Work commenced Action Plan for the Digital Health Blueprint 2023–2033 21Identified Planning Work commenced Implementation Completed Ongoing Legend: eRequesting and electronic Clinical Decision Support The Australian Government has invested $5.8 million over two years from 2023-24 for the Department of Health and Aged Care to collaborate with key sector stakeholders to design a national eRequesting capability. This work includes establishing the technical, clinical terminology and exchange standards required to implement a national eRequesting capability for pathology and diagnostic imaging health services, subject to future decisions of government. This co-design process will establish the ability to implement the first end-to-end digital pathway for patients and their healthcare providers, from an eRequest to diagnostic result that would be shared to My Health Record. This work will establish information and data standards for pathology and diagnostic imaging, enabling electronic Clinical Decision Support (eCDS) tools and systems to support health professionals across their scope of practice.Short-term horizon Partners CSIRO Australian Digital Health Agency Software industry Building the standards for a national eRequesting capability We are collaborating with key sector stakeholders to design a national eRequesting capability. This work will establish the technical, clinical terminology and exchange standards required to implement a national eRequesting capability for pathology and diagnostic imaging health services. This co-design process will establish the ability to implement the first end-to-end digital pathway for patients and their healthcare providers, from an eRequest to diagnostic result that would be shared to My Health Record. This work establishes information and data standards for pathology and diagnostic imaging sectors, enabling eCDS tools and supporting health professionals in their practice. Work commenced Action Plan for the Digital


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for patients and their healthcare providers, from an eRequest to diagnostic result that would be shared to My Health Record. This work establishes information and data standards for pathology and diagnostic imaging sectors, enabling eCDS tools and supporting health professionals in their practice. Work commenced Action Plan for the Digital Health Blueprint 2023–2033 22Identified Planning Work commenced Implementation Completed Ongoing Legend: National health information exchange capabilities National health information exchange capabilities Under the IGA, scoping and development of a National Health Information Exchange Architecture and Roadmap will be undertaken to establish the national technical requirements needed to enable consistent, secure, safe and discoverable sharing of health information across care settings and state and territory borders. This work will inform national infrastructure requirements needed to establish national health information exchange capabilities into the future. Discovery for a national health information sharing legislative framework As part of the 2023–2024 Budget, the Department is investing to support the states and territories to undertake preliminary legislative policy and analysis work to identify options to develop a national legislative framework authorising national health information sharing across care settings and borders. Short-mid-term horizon Partners Australian Digital Health Agency State and territory governments Software Industry Short-term horizon Partners Australian Digital Health Agency Services Australia Office of the Australian Information Commissioner State and territory governments What is Health information exchange? Health information exchange (HIE) is the electronic access to and sharing of healthcare information by healthcare providers within a country, region, community or hospital system, depending upon the scope. The idea is to securely and appropriately share and access a patient’s vital health information with their healthcare providers, thus enhancing the speed, quality, safety, and cost of care. Many organisations have implemented individual HIE solutions through development of systems or deployment of commercial solutions. However, Australia currently lacks a national HIE capability for real-time healthcare information exchange between healthcare systems.HIE capabilities are considered a key part of international and Australian health systems. We aim to work with our delivery partners to eliminate legislative and regulatory obstacles to establishing a national framework for health information exchange in Australia. Work commenced Planning Action Plan for the Digital Health Blueprint 2023–2033 23Identified Planning Work commenced Implementation Completed Ongoing Legend: Workforce development Capability Action Plan – framework Expanding upon the Capability Action Plan ( CAP), we will develop foundational digital health capability statements applicable to the entire healthcare workforce, addressing both standard


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commenced Planning Action Plan for the Digital Health Blueprint 2023–2033 23Identified Planning Work commenced Implementation Completed Ongoing Legend: Workforce development Capability Action Plan – framework Expanding upon the Capability Action Plan ( CAP), we will develop foundational digital health capability statements applicable to the entire healthcare workforce, addressing both standard and unique digital health capability needs of various healthcare professions. The Australian Government co-funds parts of the implementation of this work through the IGA. Activities will include the promotion and adoption of standardised digital health capabilities, development of a workforce digital health readiness framework and foundational digital health practice guidelines to support healthcare providers. CAP – online hub for digital career pathways Building on the CAP, an online hub for digital career pathways for clinical and non-clinical professionals will be established. The hub will serve as a central repository for educators, professional bodies, employers, and individuals to access information and resources related to digital health careers, workforce development, career pathways, skills attraction, and future job skill growth. Work will continue with stakeholders including government jurisdictions, professional groups, and peak bodies to increase the availability of easily accessible training, resources, guidance, and tools on digitally enabled health care for health workers and health service organisations. Short- to mid-term horizon Partners Australasian Institute of Digital Health Australian Digital Health Agency Short- to mid-term horizon Partners Australasian Institute of Digital Health Australian Digital Health Agency Work commenced Implementation Action Plan for the Digital Health Blueprint 2023–203324 National Digital Health Capability Action Plan (CAP) The CAP is a two-year program of work that sets out initiatives to equip Australia’s health workforce for a digitally enabled future with standard capability frameworks, guidelines, resources, and tools. The Australian Digital Health Agency has published the CAP, which builds on thinking to date, with an emphasis on defining pragmatic actions that are relevant across the sector. It outlines priority actions for building digital health capability in the health workforce to meet consumer needs now and in the future. The CAP combines three themes, which together influence the upskilling of Australia’s health workforce. Digit/a.alt1l he/a.alt1lth workforce en/a.alt1blersFr/a.alt1mework /a.alt1nd guidelinesFr/a.alt1mework /a.alt1nd guidelines to support consistent digit/a.alt1l he/a.alt1lth c/a.alt1p/a.alt1bilities /a.alt1nd pr/a.alt1ctice n/a.alt1tion/a.alt1lly Educ/a.alt1tion /a.alt1nd tr/a.alt1ining to en/a.alt1ble the he/a.alt1lth workforce to upskill /a.alt1nd /a.alt1dopt digit/a.alt1l Regul/a.alt1tion to require the inclusion of digit/a.alt1l he/a.alt1lth in regul/a.alt1ted he/a.alt1lth educ/a.alt1tion Coll/a.alt1bor/a.alt1tion to promote /a.alt1 sh/a.alt1red digit/a.alt1l culture /a.alt1nd continuous le/a.alt1rning Coll/a.alt1bor/a.alt1tionEduc/a.alt1tion /a.alt1nd tr/a.alt1iningRegul/a.alt1tion Digit/a.alt1l


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care model. In its current form, the IAR provides guidance to health professionals on the areas that should be considered when conducting an initial assessment; however, it does not recommend/utilise a specific assessment tool. The IAR was funded in the 2021–22 Budget for four years to expand its use in primary care and community-based mental healthcare settings. National Head to Health website Refreshed in 2023, the national Head to Health website provides an online pathway for Australians to navigate mental health information, programs and services. The refreshed website includes new features and functionality to make it easier for Australians experiencing mental health challenges (or those caring for them) to find and access services that meet their needs more seamlessly. The website offers healthcare professionals additional resources and an improved service finder to find suitable services for their patients, supporting a blended model of care. Head to health phone Service The Head to Health phone service, launched nationally on 1 July 2022, allows anyone in Australia to make a free call to Head to Health on 1800 595 212 (between 8:30am and 5pm weekdays) for information, advice and referral into the most appropriate mental health service that meets their needs. This may involve referral into a Head to Health service, or another free or low-cost mental health service in their local area, depending on what best meets individual circumstances. Services are commissioned by PHNs. Short-term horizon Partners Mental health sector partnersShort-term horizon Partners State and territory governments Primary Health Networks (PHNs) Short- to mid-term horizon Partners State and territory governments PHNs Work commenced Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 26Identified Planning Work commenced Implementation Completed Ongoing Legend: Head to Health Head to Health helps all Australians access the mental health and wellbeing services that are right for them. It makes it easier to navigate and choose the most suitable care options, whether that’s face-to-face, via phone, or online. Head to Health makes timely mental health advice, assessment, and treatment more accessible for all Australians. In addition to the website, there is a national Head to Health phone service, Head to Health centres and pop up clinics, and Head to Health Kids Hubs. Action Plan for the Digital Health Blueprint 2023–2033 27Identified Planning Work commenced Implementation Completed Ongoing Legend: Digital initiatives supporting population health Cardiovascular Disease Risk Guideline and calculator The Cardiovascular Disease (CVD) Risk Guideline provides clinicians


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service, Head to Health centres and pop up clinics, and Head to Health Kids Hubs. Action Plan for the Digital Health Blueprint 2023–2033 27Identified Planning Work commenced Implementation Completed Ongoing Legend: Digital initiatives supporting population health Cardiovascular Disease Risk Guideline and calculator The Cardiovascular Disease (CVD) Risk Guideline provides clinicians with the most up-to-date evidence on the early detection, assessment, and management of CVD risk. The Australian Government contracted the National Heart Foundation of Australia in 2019 (until 30 June 2023) to update the guideline and develop an online risk calculator for use by health professionals. In the 2023–2024 Budget, the Australian Government committed $1 million to commence implementation of the new guideline and embedding of the calculator into GP software. Grow and Go Toolbox The Grow and Go Toolbox provides a repository of evidence-based Australian resources for parents, health professionals and early childhood educators that support healthy food habits in the first 5 years of life . Key features include: • comprehensive digital library and intuitive search engine with over 1,700 resources and tools • ‘Find a Health Professional’ tool • ‘Build a Resource Suite’ (coming soon) • free nutrition education modules for the Early Childhood Education and Care Sector (coming soon). Daybreak app Hello Sunday Morning’s Daybreak program is a treatment and early intervention mobile app designed to provide around-the-clock support to individuals who are seeking support for their at-risk drinking and to reduce their harmful alcohol consumption. Path2Help Path2Help is an information and support pathways directory that contains more than 11,000 services nationwide for Australians who may need information for themselves or their loved ones about alcohol and other drug use. The directory provides evidence-based information and is searchable by location, need, specific drug and type of service. Path2Help is Australia’s first online tool to recommend support services and information based on individual needs and circumstances. Short-term horizon Partners National Heart Foundation Short-term horizon Partners University of Queensland Short-term horizon Partners Hello Sunday Morning Short-term horizon Partners Alcohol and Drug Foundation Ongoing Ongoing Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 28Identified Planning Work commenced Implementation Completed Ongoing Legend: Positive Choices Positive Choices is an online portal targeting teachers, principals, school counsellors, First Nations education officers, youth workers, parents, and young people. Positive Choices aims to raise awareness about the harms associated with alcohol and other drug use by providing tools and school-based programs on


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Implementation Completed Ongoing Legend: Positive Choices Positive Choices is an online portal targeting teachers, principals, school counsellors, First Nations education officers, youth workers, parents, and young people. Positive Choices aims to raise awareness about the harms associated with alcohol and other drug use by providing tools and school-based programs on alcohol, tobacco, illicit drugs, and related harms . Cracks in the Ice Cracks in the Ice is an initiative aiming to develop and disseminate evidence-based resources about crystal methamphetamine to improve knowledge, reduce stigma and increase access to care for people who use crystal methamphetamine as well as their families, health workers and communities. ASSIST-BI tool The Alcohol, Smoking and Substance Involvement Screening Test (ASSIST) and linked Brief Intervention tool provides early and targeted brief intervention for substance use and reduces the short- and long- term risks for individuals, families, and communities . Counselling Online Counselling Online provides free 24/7 access to specialised drug and alcohol counselling and support by a qualified counsellor, in a confidential environment. The Counselling Online service offers support in the form of self-assessment tools, an online support community, self-help, information articles, chat-based counselling, questions by email, and telephone support. SMART Recovery SMART Recovery ’s goal is to support all Australians in managing addictive behaviours, anxiety and other mental health issues. It aims to reduce the impact of drugs and alcohol across the country by providing evidence-based peer support services online, especially for those without access to in-person services. SMART Recovery also addresses the effects of anxiety, depression, anger, and disconnection. Short- to mid-term horizon Partners University of Sydney Short- to mid-term horizon Partners University of Adelaide Short- to mid-term horizon Partners University of Adelaide Short- to mid-term horizon Partners Turning Point Short-term horizon Partners SMART Recovery Ongoing Ongoing Ongoing Ongoing Ongoing Action Plan for the Digital Health Blueprint 2023–2033 29Identified Planning Work commenced Implementation Completed Ongoing Legend: Australian Indigenous HealthInfoNet Edith Cowan University manages the Alcohol and other Drugs Knowledge Centre HealthInfoNet . This is a national web resource that provides relevant and culturally appropriate content and a resource for health practitioners and community members working to reduce harm from alcohol and other drug use among First Nations people . Healthy Habits The Healthy Habits program was established to develop digital education and training material for GPs to support Australians to achieve a healthy lifestyle through increased physical activity and better nutrition and sleep. The


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working to reduce harm from alcohol and other drug use among First Nations people . Healthy Habits The Healthy Habits program was established to develop digital education and training material for GPs to support Australians to achieve a healthy lifestyle through increased physical activity and better nutrition and sleep. The program also delivers digital educational resources for patients about preventive activities and lifestyle risk factors. There is also the Health Habits patient app, which tracks behaviour and can be linked to a patient’s general practice, allowing users to set and view goals together with their GP and/or practice team. After-hours reform for Healthdirect Australia The Australian Government is investing $143.9 million over two years from 2023–24 as part of Strengthening Medicare to improve access to after-hours primary care . This involves a $7 million investment over two years from 2023–24 to enhance Healthdirect Australia’s after-hours care pathways, including improving the After Hours GP Helpline with ePrescribing and routine reconnection to usual care arrangements. It also covers the integration of urgent care provider information into the National Health Services Directory, cyber security enhancements for data protection, and improved access to real-time appointment availability with support for seamless bookings .Short- to mid-term horizon Partners Edith Cowan University Short-term horizon Partners Royal Australian College of General Practitioners Short-term horizon Partners Healthdirect Australia State and territory governments Ongoing Work commenced Work commenced Action Plan for the Digital Health Blueprint 2023–2033 30Identified Planning Work commenced Implementation Completed Ongoing Legend: Genomics Establishment of Genomics Australia The Australian Government is currently consulting with states and territories, through the Health Technology and Genomics Collaboration, on the establishment, design, and remit of a new national genomics body. The consultation process is expected to be completed by the end of 2023 and will be informed by the advice of the recently formed Expert Advisory Group, as well as the existing Aboriginal and Torres Strait Islander Advisory Group on Health Genomics. Potential future roles and responsibilities for Genomics Australia may include guidance on responsible collection, storage, use and management of genomic data. Short-term horizon Partners State and territory governments A blueprint for genomics data in Australia Genomic health technologies have the potential to reshape clinical practice and change the way we prevent, diagnose, treat and monitor illness throughout each person’s life. We continue to provide substantial funding for genomics research through the Genomics Health Futures Mission of the Medical Research Future


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for genomics data in Australia Genomic health technologies have the potential to reshape clinical practice and change the way we prevent, diagnose, treat and monitor illness throughout each person’s life. We continue to provide substantial funding for genomics research through the Genomics Health Futures Mission of the Medical Research Future Fund (MRFF). Guided by the National Health Genomics Policy Framework , we and our partners have delivered the National Approach to Genomic Information Management (NAGIM) Blueprint, which supports the management of genomic information and the safe adoption of medical genomics. This addresses the challenge of handling data resulting from genomics research and clinical applications. Informed by Australian Genomics’ data pilot program and a national and international capability report, we have supported development of an implementation strategy for the recommendations from the NAGIM Blueprint. We are working with consumers, health professionals, researchers, and industry to determine the next steps in this plan to develop the world’s leading genomic medicine sector here in Australia, to create both life-saving health outcomes and a high-tech industry of the future. Planning Action Plan for the Digital Health Blueprint 2023–2033 31Identified Planning Work commenced Implementation Completed Ongoing Legend: Aged care Support at Home Assistive Technology and ICT enablement Support at Home offers a simplified, more accessible pathway that expedites access to Home Care Packages and a wider array of Assistive Technology. Our goal is to help older Australians remain comfortably at home for longer. Support at Home Assistive Technology aims to broaden the range of available assistive technologies for seniors living independently. While the current list features 18 digitally enabled options, final approval is pending. The Department is launching a new Support at Home program, which aims to: • provide consumers with a unified system matching their assessed needs • focus on care management for those requiring it and offer consumers the choice of multiple service providers • ensure early access to goods, equipment, and Assistive Technology. 24/7 registered nurses coverage Since 1 July 2023, at least one registered nurse (RN) has been required to be on-site and on duty at all times at each Residential Aged Care Facility. The Department will publish 24/7 data and information along with Star Ratings on the My Aged Care ‘Find a Provider’ staffing pages. Future work to further develop and refine the 24/7 RN responsibility includes: • modelling aged care RN workforce shortages by region • developing clinically appropriate


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Aged Care Facility. The Department will publish 24/7 data and information along with Star Ratings on the My Aged Care ‘Find a Provider’ staffing pages. Future work to further develop and refine the 24/7 RN responsibility includes: • modelling aged care RN workforce shortages by region • developing clinically appropriate alternative models of care, through the University of Wollongong, to ensure safe and quality care is delivered when an RN is not available due to workforce shortages.Short-term horizon Partners Aged care sector Software vendors Short-term horizon Partners Aged Care sector Work commenced Work commenced Action Plan for the Digital Health Blueprint 2023–2033 32Identified Planning Work commenced Implementation Completed Ongoing Legend: Dollars Going to Care Dollars Going to Care will publish financial data items of residential aged care providers on My Aged Care alongside Care Minutes and Star Ratings. The standardised and benchmarked financial information on residential aged care services on My Aged Care will include information on profits/losses, care, nursing, food, maintenance, cleaning and administration costs. This information will empower consumers with enhanced transparency, helping them select a provider that best suits their needs. Publicly available financial information will increase provider accountability and enable them to compare their financial data with similar providers. Care Minutes The government implemented Care Minutes targets for all government-funded residential aged care services on October 1, 2022. Care Minutes represent the time that older Australians who are living in these facilities receive from healthcare professionals, including RNs, enrolled nurses (ENs), personal care workers (PCWs), and nursing assistants (AINs). In the future, the Department will publish Care Minutes on the My Aged Care website for consumers. Care Minutes are currently available for providers via the Provider Portal, which includes the following: • total Care Minutes • average nursing Care Minutes • total nursing Care Minutes • calculation date • responsibility period start date • responsibility period end date • calculation period start date • calculation period end date.Short-term horizon Partners Aged care sector Short-term horizon Partners Aged care sector Work commenced Planning Action Plan for the Digital Health Blueprint 2023–2033 33Identified Planning Work commenced Implementation Completed Ongoing Legend: Government Provider Management System The Department will establish the Government Provider Management System (GPMS) to provide access to timely and up-to-date information. The GPMS will: • allow aged care providers to self-manage, view and maintain their records with the government and support their reporting requirements • improve information


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Ongoing Legend: Government Provider Management System The Department will establish the Government Provider Management System (GPMS) to provide access to timely and up-to-date information. The GPMS will: • allow aged care providers to self-manage, view and maintain their records with the government and support their reporting requirements • improve information sharing between the aged care and healthcare systems to deliver the right care the first time and reduce duplication and manual reporting processes • provide a better view of care requirements for each resident to improve quality of care • provide a master source of aged care provider information for collection and sharing with relevant stakeholders • allow for future development of a whole-of-government provider management system • replace legacy ICT infrastructure with a contemporary and extensible platform to support future aged care system requirements.Short-term horizon Partners Aged Care Quality and Safety Commission Planning Action Plan for the Digital Health Blueprint 2023–2033 34Identified Planning Work commenced Implementation Completed Ongoing Legend: Health and artificial intelligence Artificial intelligence (AI) technologies can boost Australia’s competitiveness, drive industry transformation, and create local jobs and economic growth. This is especially true in the health sector. AI covers a range of technologies that process data using specialised algorithms to derive information from large quantities of raw data faster than can be done manually. For example: • Natural Language Processing can convert free text in medical records and other documents into structured and coded information • Machine Learning can use large sets of training data to identify attributes in new data, such as detecting diseases in medical images, when trained on radiologies-diagnosed images. National investments already support several aspects of aspects of AI. For example: • The National Artificial Intelligence Centre will help drive adoption and use of transformative AI technologies. Established within CSIRO’s Data61, the centre manages Australia’s AI expertise and addresses barriers for small and medium-sized enterprises in adopting and developing AI and emerging technology • The Therapeutic Goods Administration is working with other major regulatory agencies in the International Medical Device Regulators Forum to establish an optimal regulatory approach for AI-enabled medical devices. This approach balances safety, effectiveness, and timely market access• CSIRO’s bioinformatics group used its own AI-based platform to analyse one trillion genomic data points in the cloud to help locate parts of the human genome that cause disease • CSIRO’s Data61 has developed Artificial Intelligence: Australia’s Ethics Framework (A Discussion Paper)


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approach balances safety, effectiveness, and timely market access• CSIRO’s bioinformatics group used its own AI-based platform to analyse one trillion genomic data points in the cloud to help locate parts of the human genome that cause disease • CSIRO’s Data61 has developed Artificial Intelligence: Australia’s Ethics Framework (A Discussion Paper) to provide principles and guidance regarding implementing AI technologies. The recent rise of generative AI, which generates new content from learning/training data, will provide new challenges for health care in Australia. Public access to new consumer grade tools may encourage some clinicians to self- develop algorithms and code with no review or guidelines and with unknown quality, accuracy or understanding of risk. The role clinical governance plays in the use of generative AI will be the topic of much discussion. Trusted, timely and accessible use of digital and data underpins a personalised and connected health and wellbeing experience for all Australians Action Plan for the Digital Health Blueprint 2023–2033 35Even better health care by 2033 This Action Plan will support a more connected experience throughout a person’s interactions with the health system. These interactions will be supported by relevant data and the appropriate digital technologies. Preventive wellbeing /a.alt1nd self-c/a.alt1reHome-b/a.alt1sed /a.alt1ssisted c/a.alt1re Second/a.alt1ry c/a.alt1reTerti/a.alt1ry c/a.alt1re Community c/a.alt1re Prim/a.alt1ry c/a.alt1re Rese/a.alt1rch /a.alt1nd innov/a.alt1tion (devices, softw/a.alt1re, c/a.alt1re models) th/a.alt1t support d/a.alt1t/a.alt1 use /a.alt1nd reuse /a.alt1cross digit/a.alt1l ch/a.alt1nnelsD/a.alt1t/a.alt1 ch/a.alt1nnels Cur/a.alt1ted consumer inform/a.alt1tion /a.alt1nd support th/a.alt1t /a.alt1ssists self-c/a.alt1re, self-monitoring /a.alt1nd self-m/a.alt1n/a.alt1gementOur vision for 2033 is: Terms and abbreviations Term/abbreviation Description HL7Health Level Seven, an international standards development organisation FHIR® Fast Health Interoperability Resources ConsumerAny person who uses health or wellbeing services, or supports somebody who does Healthcare provider Any professional providing health or wellbeing services CSIROCommonwealth Scientific and Industrial Research Organisation SNOMED CT-AU Clinical terminology used for health care NHSD National Health Services Directory NDHS National Digital Health Strategy PHNs Primary Health Networks Action Plan for the Digital Health Blueprint 2023–2033 36


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Sementara/ Kpas/ KKM/1/2005) dan masukkan di dalam : 5. Salinan Laporan pemeriksaan Penempatan Sementara /Kpas / KKM/1/2005) hendaklah dikumpul dan diserahkan kepada urusetia di bilik operasi di Pejabat Kesihatan Daerah dan Jabatan Kesihatan Negeri kepada Bilik Operasi Bencana melalui email kepada: Urusetia Operasi Pengurusan Bencana Kementerian Kesihatan Malaysia, Aras 6, Blok E 10, Parcel E Pusat Pentadbiran Kerajaan Putrajaya Putrajaya Tel : 03-88834172 / 88834120 / 88834143 Fax : 03-88886276/ 88886277 CAWANGAN KESIHATAN PEKERJAAN DAN ALAM SEKITAR BAHAGIAN KAWALAN PENYAKIT, KEMENTERIAN KESIHATAN MALAYSIA Tarikh : November 2005 16 PENEMPATAN SEMENTARA /KPAS/KKM/1/2005 LAPORAN PEMERIKSAAN KESIHATAN ALAM SEKITAR DI PENEMPATAN SEMENTARA A. MAKLUMAT AM 1. Tarikh Pemeriksaan 2. Nama Pegawai Pemeriksa: 3. Jawatan: 4. Nama Pegawai Rujukan ( liaison officer): 5. Nama Penempatan Sementara 6. Alamat: 7. No Telefon / Faks / E-mel:. Nota: Sila lampirkan pelan tapak 8 Jumlah Mangsa: 9. Mengiku pecahan umur: dan jantina Lelaki Wanita 0 – 1 2 – 6 7 – 12 12 – 18 18 – 45 44 - 59  60  Jumlah 17 BIL PERKARA/ITEM SKOR A KAWASAN PERSEKITARAN PENEMPATAN SEMENTARA 1.0 Kawasan persekitaran dan lokasi (5 %) 1.1 Kawasan tanah rendah dan mudah banjir / location 1.2 Persekitaran yang dijaga dan diurus dengan baik / landscape. 1.3 Sistem perparitan monsoon 1.4 Kawasan pelupusan sampah awam 1.5 Pelupusan air limbah dan air hujan yang lancar. 1.6 Berhampiran dengan kawasan industri 1.7 Berhampiran dengan kawasan kumbahan air najis/ industri 1.8 Hampir dengan kawasan perumahan Jumlah Markah Peratus Markah = Jumlah Markah /24 x 10 % Nota Kaki: Jarak diukur dan markah yang diberi Bersebelahan = 0 Kurang 50 meter = 1 50 – 100 meter = 2 > 100 meter = 3 2.0 Kawasan bermasaalah kesihatan / health indicator (5 %) 2.1 Kawasan wabak denggi /malaria 2.2 Kawasan wabak penyakit bawaan makanan dan air 2.3 Kawasan kacauganggu bau busuk 2.4 Kawasan kacauganggu lalat 2.5 Kawasan kacauganggu tikus 2.6 Kawasan kacauganggu lipas 2.7 Kawasan kacauganggu bunyi bising oleh kenderaan atau kilang 2.8 Kawasan kacauganggu asap kenderaan atau kilang 2.9 Kawasan kacauganggu habuk / dust 2.10 Kawasan masaalah kacauganggu binatang belaan atau liar 2.11 Lain-lain kacauganggu Jumlah Markah Peratus Markah = Jumlah Markah / 33 x 5% Nota Kaki: Cara pengukuran Kacauganggu yang terlalu nyata = 0 Kacauganggu ada kelihatan = 1 Kacauganggu kadang ada berlaku = 2 Tiada Kacauganggu = 3 18 B STATUS DALAM KAWASAN PENEMPATAN 3.0 Kemudahan asas /basic facilities (20%) 3.1 Sistem


