Risty Restia, Deputy Chair of the Health Innovation and Financing Working Group, Health Technology and Digitalisation Transformation Team, Ministry of Health, Indonesia

1. How do you use your role to ensure that technology and policy are truly inclusive?  

I believe that great technology is not the most sophisticated one, but the one that makes things easier. We always emphasise user-centred design. 

We involve healthcare workers, health information system developers, and insurance providers in every stage, from design to testing, so that solutions truly align with on-the-ground realities. 

Inclusivity also means ensuring that data is used ethically and justly, not merely efficiently. 

2. What’s a moment in your career when you saw firsthand how technology or a new policy changed a citizen’s life for the better? 

One of the most memorable moments was when the Public Health Worker Incentive system was successfully used by thousands of healthcare workers in Puskesmas. Previously, the incentive process was extremely manual, taking weeks and prone to miscalculations. After digitalisation, incentive payments could be made within days. 

3. What was the most impactful project you worked on this year, and how did you measure its success in building trust and serving the needs of the public?  

This year, I led the development of SATUSEHAT Claims, a module within SATUSEHAT that integrates claim data between hospitals, BPJS Health (national health insurance), and private insurance companies. This is a major step towards health data interoperability in Indonesia, especially for health financing data.

For years, claim data systems have been fragmented, making it difficult for the government to analyse financing efficiency and service quality. Through SATUSEHAT Claims, we connected thousands of hospitals to a single national ecosystem using the FHIR (Fast Healthcare Interoperability Resources) standard. 

This project is not just about digitalisation. It is about building trust: creating an ecosystem where the government, private sector, and citizens can trust each other because the data used is accurate, secure, and transparent. 

4. What was one unexpected lesson you learned this year about designing for real people? 

I learned that digital transformation is not about technology. It is about people and the pace of change. We often get tempted to chase system targets without sufficiently building trust and capacity in the field.

This year, I learned to listen more patiently: understanding the concerns of healthcare workers, the challenges faced by IT teams, and the dynamics of bureaucracy. It turns out that empathy and communication are the most powerful “technologies” to ensure transformation succeeds. 

5. We hear a lot about AI. What's a practical example of how AI can be used to make government services more inclusive and trustworthy?  

AI has huge potential to expand the reach of public services, for example by detecting disease patterns earlier or predicting medicine needs in remote areas. But AI can only be trusted if built on high-quality data and strong governance.

We are exploring the use of AI to detect potential fraud in health claims without harming patients. 

Most importantly, AI must remain human-centred: supporting healthcare workers in decision-making, not replacing them. I believe good AI is an AI that strengthens human empathy, not eliminates it. 

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6. How are you preparing for the next wave of change in the public sector? What new skill, approach, or technology are you most excited to explore in the coming year?  

I believe the best way to face change is to keep learning and expanding networks. Next year, I want to deepen my expertise in data interoperability and responsible AI in the public sector, because both will be major foundations for fair digital public services.

I am also learning to be “more comfortable” with uncertainty, navigating policies, expectations, and the speed of technology that often do not align. In a fast-changing world, flexibility and clarity of vision are two sides of the same coin. 

7. What advice do you have for public sector innovators who want to build a career focused on serving all citizens?  

Do not be afraid to work within bureaucracy. That is precisely where the most impactful change can happen. Innovation in the public sector is not about being a disruptor, but about being a bridge-builder – connecting policy, technology, and people’s needs.

My advice: keep your idealism but understand the rhythm of institutions. Sometimes small, consistent steps are more meaningful than big ideas that cannot be implemented. And never forget to embed empathy into every policy we create. 

8. Who inspires you to build a more inclusive and trustworthy public sector?  

My greatest inspiration is my husband, who works in the environmental sector. Seeing his dedication to protecting the planet reminds me that technological innovation should serve life—both human and ecological. He teaches me that integrity is not just about doing things right but about having sincere intentions to serve with heart. 

We often discuss how health and the environment are interconnected, and this helps me maintain a holistic perspective in every initiative I develop. 

9. If you had an unlimited budget, what would your dream project be?  

I would build a Health Resilience Financing Platform, a system that connects disaster data, health data, and public financing to ensure rapid and fair response during crises.

This platform would enable automatic activation of emergency health funds, ensuring that healthcare facilities in affected areas remain operational, and communities stay protected. 

10. Outside tech, what excites you the most? 

I am always drawn to nature, history, and design (especially interior design). That’s why I enjoy hiking and watching documentaries. For me, balancing logic and aesthetics is essential to maintaining a human perspective amidst the highly digital nature of my work.