The Singapore Land Authority (SLA) was formed in 2001, as a statutory board under the Singapore Ministry of Law. Serving as the national land registration authority, one of the responsibilities of SLA is the management and maintenance of the national land information system, LandNet. Today, there are 15 government agencies participating in LandNet to share and reference land data in their daily operations. Some of these daily operations include land use planning and infrastructure development. These agencies include the Ministry of Law, the Housing & Development Board (HDB), the Urban Redevelopment Authority (URA), the Land Transport Authority (LTA), the National Parks Board (NParks) and SLA. With LandNet, land data is now shared online in real-time. This facilitates efficient and quick decision-making and strategic planning.
Achieving and Enhancing E-government Integration: Lessons from the Land Data Hub Project of the Singapore Land Authority
“On that part, the basic directions are quite different. ChemXlog is very eager to solicit business, trying to put everybody on board the system. The freight forwarder’s basic attitude and direction are just like me. We don’t see immediate interest or savings. On the contrary, we incur more expenditure, more manpower and more work. So we are actually trying to bring each other down, they say: please come on board and we say: please give us more savings. Of course there will be some argument and some conflicts in terms of charges.” Director, Haulier
In early 2001, Simon, the logistics manager of PhotoChem, started to explore the idea of a web based collaborative logistics system. He wanted a system through which he could interact with PhotoChem’s logistics service providers online. Simon realized that it was inefficient to continue interacting with them the traditional way, i.e. through faxes and phones. After successfully convincing his management he started looking out for suitable vendors that could help him in his plan. He selected ChemXlog, an IT firm as the vendor. ChemXlog specialized in providing collaborative logistics systems for chemical companies. Ron, the account manager and Terence, the business development manager of ChemXlog were now to assist Simon in getting the service providers on board the system. Simon knew this was not going to be an easy task.
“The entire organization has played an important role in achieving this transformation. The staff believed in the vision we presented to them, and they were active participants in this process, making it their own, and helping the organization provide the kind of services that are available today. We are not just providing a knowledge-enriching environment to Singaporeans, our organization is a learning organization that constantly relooks at its services and improves itself constantly.” – CEO of NLB, Dr. Christopher Chia
Singapore identified its National Library as one of the organizations that can equip Singapore’s population in the quest to be a knowledge society. In 1992, a committee was established by the government to study the state of public libraries in Singapore and formulate a vision for its development in line with the needs of the nation. In particular, the committee focused on developing Singapore as an international information hub, in addition to providing library services to foster a knowledge society in Singapore and preserving Singapore’s literary heritage. The committee tabled its findings in 1994 in a report titled Library 2000.
Republic Polytechnic: Facilitating Feature-Function-Stakeholder Fit in Enterprise System Implementation
“Not only is technology central to our campus, administration and learning, it is a way of life at Republic Polytechnic… if we don’t do, it is going against the potential of technology. We have no choice. It’s just a question of when we do it.” – A RP Top Management Staff
The Singapore government saw the need to cater to a projected increase in the local population and offer greater variety in terms of education. Consequently, the Republic Polytechnic (RP) Act was passed by the Singapore Parliament on 8 July 2002 and RP was officially established on 1 August 2002. RP had one year to put together their infrastructure before they took in their first batch of students in July 2003. From the onset, two key pillars were formulated to guide RP. Firstly, RP went completely paperless, mobile and wireless. Staff and students owned laptops, and everything from daily lessons to exams were done electronically. Secondly, RP employed a problem-based learning educational pedagogy that was unique in Singapore, as a means of differentiating itself from other local tertiary institutions. This led to the implementation of an enterprise-wide learning management system called the Learning Environment Online system (LEO). LEO went on to become an integral part of education in RP.
“We are a relatively small hospital with a big vision. We aim to improve health and reduce illness via providing a patient-centered quality healthcare system that is accessible, seamless, comprehensive, appropriate and cost-effective to everyone” – Director of Projects in Operations (DPO), Dr. Wang
In the early 2000, after Alexandra Hospital (AH) had been taken over by the National Health Group (NHG) the hospital, it was tasked with the challenge of restructuring its processes and relocating its premises to a new site in the northern part of Singapore in 2009. The process restructure includes introducing new ways of working as well as redesigning healthcare services around the patient’s needs. Essentially, one could expect a paradigm shift in the delivery of healthcare as a result of transformation into a hassle-free hospital.