sabah state ict blueprint
TRANSCRIPT
sabah state ict blueprintministry of resource development and IT
November 2011
Sabah State ICT Blueprint
Ministry of Resource Development and IT, Sabah
ii
ACKNOWLEDGEMENT
This report has been prepared by a team of consultants from KPMG. The team members
comprised of Mohd Arif Ibrahim, Fadzli Abdul Wahit, Mohd Shah Faisal bin Mohd Zaini,
Azreena Ahmad Rastom, Ra Delina Patail, Nishan Veerakumar, Yakhsha Sharil, Mohd Naaim
Mahmod, Kelly Vo and Pius Tsen.
The report has also benefitted from the inputs given by the public sector, private sector, institutes
of higher learning and non-governmental organisations as stated in Appendix B of this report; and
further enhanced from discussions with the Honourable Dr. Yee Moh Chai, Abidin Madingkir,
and Matius Sator.
The Steering Committee and the Working Committee of the Sabah State ICT Blueprint have
provided helpful comments to the finalisation of the report. The State Government of Sabah,
through the Ministry of Resource Development and IT, funded the project to its completion.
The State IT Advancement Unit of the Ministry of Resource Development and IT hosted the
secretariat to the Steering Committee and Working Committee. It has also provided
administrative and logistical support to the team of consultants.
TABLE OF CONTENTS
ACKNOWLEDGEMENT ii
EXECUTIVE SUMMARY 1
1. INTRODUCTION 26
1.1 Overview on Sabah State 26
1.2 Sabah State Public Sector IT Master Plan (ITMP) 28
1.3 Sabah State ICT Blueprint 31
1.3.1 Scope of Work 35
1.3.2 Project Approach 36
1.3.3 Approach on Information Gathering Techniques 39
1.4 Assessment on Sabah ICT Indicators 40
2. ASSESSMENT OF ICT DEVELOPMENT IN SABAH
BASED ON MSC FRAMEWORK 2.0 49
2.1 Approach based on MSC Framework 2.0 49
2.2 ICT as an Industry 50
2.3 ICT as an Enabler 54
2.4 ICT for Society 63
3. GAP ANALYSIS ON ITMP IMPLEMENTATION AND
CURRENT ICT ENVIRONMENT IN SABAH 73
3.1 Approach for Gap Analysis on ITMP Implementation 73
3.2 Key Salient Findings on ITMP Implementation 74
3.3 Gap Analysis on ITMP Key Strategies Implementation 79
3.4 Approach for Gap Analysis on ICT Environment in Sabah 83
3.5 Gap Analysis on the Sabah ICT Environment 85
3.6 Key External Risks on ICT Development in Sabah 112
4. BENCHMARKING STUDY ON LOCAL AND
INTERNATIONAL E-GOVERNMENT INITIATIVES 115
4.1 Sarawak, Malaysia 115
4.2 Seoul, South Korea 119
4.3 Maine, United States of America 127
4.4 SWOT Analysis 134
4.5 Critical Success Factors (CSFs) 135
5. ICT MANAGEMENT PRACTICES 137
5.1 Overview of Current ICT Management Structure in the Public
Sector 137
5.2 ICT Management Current versus Potential Capability
Assessment 139
6. ICT COST FACTORS ASSESSMENT 145
6.1 ICT Spending Analysis 145
7. TECHNICAL ASSESSMENT: APPLICATION
PORTFOLIO 147
7.1 Application Portfolio 147
7.2 Overall FQ-TQ Observations 190
8. TECHNICAL ASSESSMENT: INFRASTRUCTURE 194
8.1 Server Hardware and Software Inventory 194
8.2 Back Up Management 195
8.3 Network Infrastructure 195
8.4 Data Centre 198
8.5 ICT Security 200
9. STRATEGIC RECOMMENDATIONS 202
9.1 The Need for a Paradigm Shift towards Ubiquitous Government 202
9.2 Approach in Developing Sabah State ICT Blueprint
Recommendations 204
10. SABAH STATE ICT FUTURE MODEL 207
10.1 Sabah State ICT Development Framework 207
10.2 Overview on Sabah State ICT Future Model 208
10.2 ICT Benefits Realisation 211
11. PROPOSED ICT DEVELOPMENT IN SABAH 216
11.1 ICT Development based on MSC Framework 2.0 216
11.2 ICT as an Industry 217
11.2.1 Digital Content Industry 218
11.2.2 Managed Services 226
11.3 ICT as an Enabler 229
11.4 ICT for Society 231
11. STRATEGIC RECOMMENDATIONS: PROGRAMMES
AND STRATEGIC INITIATIVES 235
12.1 Summary of Recommended Programmes 235
12.2 Recommended Programmes 238
12.2.1 Sabah TechnoHub 238
12.2.2 Sabah Technopreneur Empowerment 243
12.2.3 Kreatif AramaIT 251
12.2.4 Sabah Agro Knowledge Portal 264
12.2.5 Advanced Manufacturing Programme (AMP) 271
12.2.6 Supply Chain Network 277
12.2.7 Trek Sabah 283
12.2.8 u-Savvy Government 287
12.2.9 k-Rakyat 292
12.2.10 e-Desa Empowerment 296
12.2.11 e-SabahWomen 302
12.2.12 e-SoHo Sabah 308
12.2.13 Sabah Gov-Apps 312
12.2.14 SmartCity@KK 316
13. INFRASTRUCTURE 324
13.1 Design principals of the Infrastructure 324
13.2 Infrastructure Program 324
13.2.1 Infra 2015 324
13.3 ICT Security 328
13.3.1 Network 328
13.3.2 Host 329
13.3.3 Application 329
13.3.4 Database 330
14. GOVERNANCE 331
14.1 Governance 331
14.1.1 State ICT Institutional Setup 331
14.1.2 Sabah u-Governance 341
14.1.3 ICT Governance 348
14.2 State-Wide ICT Policy and Procedure 351
14.2.1 Sabah Smart Partnership 357
15. Strategic Implementation Roadmap 360
15.1 Implementation Model 360
15.2 Programme Sequencing 362
15.3 Programme Costing 367
15.4 Sources of Funding 379
15.5 Putting Plan into Practice 382
16. CONCLUSION 386
APPENDIX A: ABBREVIATIONS 389
APPENDIX B: LIST OF INTERVIEWEES 391
APPENDIX C: LIST OF APPLICATION SYSTEMS 394
APPENDIX D: REFERENCES 405
LIST OF FIGURES
FIGURE 1: KEY FINDINGS ON ICT DEVELOPMENT IN SABAH 4
FIGURE 2: KEY FINDINGS ON GAP ANALYSIS OF ICT ENVIRONMENT 6
FIGURE 3: SABAH STATE ICT BLUEPRINT FRAMEWORK 10
FIGURE 4: IMPLEMENTATION MODEL 12
FIGURE 5: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT AS AN INDUSTRY –
RELATED PROGRAMMES 14
FIGURE 6: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT AS AN ENABLER –
RELATED PROGRAMMES 14
FIGURE 7: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT FOR SOCIETY –
RELATED PROGRAMMES 15
FIGURE 8: PROPOSED IMPLEMENTATION SCHEDULE OF INFRASTRUCTURE AND
GOVERNANCE 15
FIGURE 9: VISION, MISSION AND OBJECTIVES OF ITMP 30
FIGURE 10: STAGES OF ITMP DEPLOYMENT 31
FIGURE 11: PUBLIC COMPUTERISATION PROGRAMMES 32
FIGURE 12: SWOT MATRIX 34
FIGURE 13: FRAMEWORK OF SABAH STATE ICT BLUEPRINT 35
FIGURE 14: KPMG 3-PHASE APPROACH 36
FIGURE 15: ICT STRATEGIC PLAN METHODOLOGY LINKED TO ICT STRATEGY
ENGAGEMENT LIFECYCLE 38
FIGURE 16: INFORMATION GATHERING TECHNIQUES 39
FIGURE 17: BROADBAND PENETRATION RATE PER 100 HOUSEHOLDS, 2008 41
FIGURE 18: SABAH BROADBAND PENETRATION RATE (ACTUAL VS. TARGET) 42
FIGURE 19: PER CENTAGE OF HOUSEHOLDS WITH ACCESS TO PERSONAL
COMPUTER (PC), 2004 43
FIGURE 20: NUMBER OF HOTSPOT LOCATIONS BY STATE, 2008 44
FIGURE 21: PER CENTAGE OF HOTSPOT LOCATIONS BY STATE, 2008 44
FIGURE 22: CELLULAR PHONE PENETRATION RATE BY STATE, 2007 45
FIGURE 23: MSC FRAMEWORK 2.0 49
FIGURE 24: CURRENT CHALLENGES ON DEVELOPMENT OF ICT AS AN INDUSTRY
IN SABAH 53
FIGURE 25: THRUST AND STRATEGIES OF NSF-BDD 70
FIGURE 26: APPROACH FOR GAP ANALYSIS ON ITMP IMPLEMENTATION 73
FIGURE 27: GENERAL OBSERVATION ON ITMP IMPLEMENTATION 74
FIGURE 28: APPROACH IN ADDRESSING THE TENSION GAP 83
FIGURE 29: FOCUS AREAS FOR GAP ANALYSIS ON ICT ENVIRONMENT IN SABAH 84
FIGURE 30: KEY EXTERNAL RISK ON ICT DEVELOPMENT IN SABAH 112
FIGURE 31: CRITICAL SUCCESS FACTORS (CSFS) 136
FIGURE 32: CURRENT ICT GOVERNANCE STRUCTURE 137
FIGURE 33: ICT MANAGEMENT PRACTICES 139
FIGURE 34: CURRENT VS. POTENTIAL CAPABILITY 140
FIGURE 35: CURRENT VS. POTENTIAL EFFECTIVENESS 141
FIGURE 36: CAPABILITY VS. EFFECTIVENESS MATRIX 144
FIGURE 37: ICT SPENDING 145
FIGURE 38: DATA COLLECTION FOR APPLICATION PORTFOLIO ASSESSMENT 150
FIGURE 39: FUNCTIONAL AND TECHNICAL QUALITY MATRIX 151
FIGURE 40: SISVOT FUNCTIONAL QUALITY 152
FIGURE 41: SISVOT TECHNICAL QUALITY 153
FIGURE 42: SM2 FUNCTIONAL QUALITY 153
FIGURE 43: SM2 TECHNICAL QUALITY 154
FIGURE 44: E-PRESTASI FUNCTIONAL QUALITY 155
FIGURE 45: E-PRESTASI TECHNICAL QUALITY 156
FIGURE 46: E-PAY FUNCTIONAL QUALITY 157
FIGURE 47: E-PAY TECHNICAL QUALITY 158
FIGURE 48: DAVETSA FUNCTIONAL QUALITY 158
FIGURE 49: DAVETSA TECHNICAL QUALITY 159
FIGURE 50: E-KURSUS FUNCTIONAL QUALITY 160
FIGURE 51: E-KURSUS TECHNICAL QUALITY 161
FIGURE 52: EDMS FUNCTIONAL QUALITY 161
FIGURE 53: EDMS TECHNICAL QUALITY 162
FIGURE 54: ILMU FUNCTIONAL QUALITY 163
FIGURE 55: ILMU TECHNICAL QUALITY 164
FIGURE 56: LICENSE INFORMATION SYSTEM FUNCTIONAL QUALITY 164
FIGURE 57: LICENSE INFORMATION SYSTEM TECHNICAL QUALITY 165
FIGURE 58: INTEGRATED SECURITY MANAGEMENT SYSTEM FUNCTIONAL
QUALITY 166
FIGURE 59: INTEGRATED SECURITY MANAGEMENT SYSTEM TECHNICAL QUALITY 167
FIGURE 60: SISTEM LESEN MEMBURU FUNCTIONAL QUALITY 168
FIGURE 61: SISTEM LESEN MEMBURU TECHNICAL QUALITY 169
FIGURE 62: SISTEM PUKONSA FUNCTIONAL QUALITY 169
FIGURE 63: ILMU TECHNICAL QUALITY 170
FIGURE 64: SISTEM ADUAN FUNCTIONAL QUALITY 171
FIGURE 65: SISTEM ADUAN TECHNICAL QUALITY 172
FIGURE 66: SISTEM BAJET NEGERI FUNCTIONAL QUALITY 172
FIGURE 67: SISTEM BAJET NEGERI TECHNICAL QUALITY 173
FIGURE 68: SISTEM MAKLUMAT MGI HALAL SABAH FUNCTIONAL QUALITY 174
FIGURE 69: SISTEM MAKLUMAT MGI HALAL SABAH TECHNICAL QUALITY 175
FIGURE 70: SPINS FUNCTIONAL QUALITY 176
FIGURE 71: SPINS TECHNICAL QUALITY 177
FIGURE 72: TRADING LICENSE SYSTEM FUNCTIONAL QUALITY 177
FIGURE 73: TRADING LICENSE SYSTEM TECHNICAL QUALITY 178
FIGURE 74: SABAH HOUSING INFORMATION SYSTEM FUNCTIONAL QUALITY 179
FIGURE 75: SABAH HOUSING INFORMATION SYSTEM TECHNICAL QUALITY 180
FIGURE 76: SISTEM PEPERIKSAAN PERKHIDMATAN AWAM NEGERI FUNCTIONAL
QUALITY 181
FIGURE 77: SISTEM PEPERIKSAAN PERKHIDMATAN AWAM NEGERI TECHNICAL
QUALITY 182
FIGURE 78: SISTEM PENGURUSAN BANTUAN AM FUNCTIONAL QUALITY 183
FIGURE 79: SISTEM PENGURUSAN BANTUAN AM TECHNICAL QUALITY 184
FIGURE 80: SISTEM BKNS FUNCTIONAL QUALITY 184
FIGURE 81: SISTEM BKNS TECHNICAL QUALITY 185
FIGURE 82: REVENUE COLLECTION SYSTEM FUNCTIONAL QUALITY 186
FIGURE 83: REVENUE COLLECTION SYSTEM TECHNICAL QUALITY 187
FIGURE 84: LOG PRODUCTION SYSTEM FUNCTIONAL QUALITY 187
FIGURE 85: LOG PRODUCTION SYSTEM TECHNICAL QUALITY 188
FIGURE 86: LRCIS FUNCTIONAL QUALITY 189
FIGURE 87: LRCIS TECHNICAL QUALITY 190
FIGURE 87: FQ-TQ SCORE SUMMARY 192
FIGURE 89: FQ - TQ ANALYSIS 192
FIGURE 90: DATA CENTRE AT KKIPC 196
FIGURE 91: DATA CENTRE AT KKIPC 198
FIGURE 92: DATA CENTRE AT JPKN 199
FIGURE 93: PARADIGM SHIFT TOWARDS UBIQUITOUS GOVERNMENT 202
FIGURE 94: APPROACH IN DEVELOPING SABAH STATE ICT BLUEPRINT 205
FIGURE 95: SUSTAINABLE ICT STRATEGY 206
FIGURE 96: STRATEGIC DEVELOPMENT FRAMEWORK 208
FIGURE 97: PROPOSED SABAH STATE ICT BLUEPRINT FRAMEWORK 208
FIGURE 98: SELECTION CRITERIA FOR NICHE AREAS 217
FIGURE 99: ACTIVITIES WITHIN DIGITAL CONTENT INDUSTRY 219
FIGURE 100: THE FLOW OF VALUE IN DIGITAL CONTENT INDUSTRY 220
FIGURE 101: DIGITAL CONTENT INDUSTRY LINKAGES 221
FIGURE 102: STRENGTHS AND WEAKNESSES OF SABAH STATE 221
FIGURE 103: MANAGED SERVICES PRODUCT OFFERINGS 227
FIGURE 104: SHIFTING TO MANAGED SERVICES 228
FIGURE 105: BUSINESS CASE FOR MANAGED SERVICES IN SABAH 228
FIGURE 106: KEY DIMENSION FOR SUCCESSFUL ICT DEVELOPMENT AS AN
ENABLER 230
FIGURE 107: KEY DIMENSION FOR SUCCESSFUL ICT DEVELOPMENT FOR
SOCIETY 233
FIGURE 108: INTER-LINKAGES AMONG RECOMMENDED PROGRAMMES 236
FIGURE 109: SABAH E-AGRO SERVICES 271
FIGURE 110: CIM FRAMEWORK 277
FIGURE 111: SUPPLY CHAIN NETWORK 282
FIGURE 112: EXTENDED ENTERPRISE SOLUTION 283
FIGURE 113: TREK SABAH - TOURIST ICT TOUCH POINTS 287
FIGURE 114: SABAH’S 2009 POSITION BENCHMARKED AGAINST THE KOREAN
GOVERNMENT’S EVOLVEMENT. 292
FIGURE 115: CONCEPT OF A SMART CITY 322
FIGURE 116: HOLISTIC VIEW OF SMART CITY 322
FIGURE 117: CURRENT SABAH STATE GOVERNMENT ICT ORGANISATION
STRUCTURE 332
FIGURE 118: CURRENT SABAH STATE GOVERNMENT SUB-STEERING COMMITTEE
STRUCTURE 332
FIGURE 119: PROPOSED SABAH STATE GOVERNMENT ICT ORGANISATION
STRUCTURE 333
FIGURE 120: SABAH IT COUNCIL REPORTING STRUCTURE 339
FIGURE 121: SABAH U-GOVERNANCE DECISION SUPPORT SYSTEM (DSS) APPROACH MODEL 346
FIGURE 122: PROPOSED APPLICATION ARCHITECTURE FOR DSS 347
FIGURE 123: TOOLS TO IMPROVE ICT GOVERNANCE 348
FIGURE 124: IMPLEMENTATION MODEL 361
FIGURE 125: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT AS AN INDUSTRY
– RELATED PROGRAMMES 363
FIGURE 126: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT AS AN ENABLER –
RELATED PROGRAMMES 363
FIGURE 127: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT FOR SOCIETY –
RELATED PROGRAMMES 364
FIGURE 128: PROPOSED IMPLEMENTATION SCHEDULE OF INFRASTRUCTURE AND
GOVERNANCE PROGRAMMES 364
LIST OF TABLES
TABLE 1: SABAH’S KEY ECONOMIC INDICATORS 27
TABLE 2: BROADBAND PENETRATION TARGETS AND ACTUAL BY STATES 42
TABLE 3: ONLINE SERVICES CRITERIA 46
TABLE 4: STATE AND STATE SECRETARIAT RANKING, 2009 AND 2007 47
TABLE 5: KEY DEFINITIONS OF GAPS 84
TABLE 6: BUDGET VS. ACTUAL 146
TABLE 7: APPLICATION PORTFOLIO 150
TABLE 8: POTENTIAL ICT BENEFITS REALISATION FOR SABAH 213
TABLE 9: KEY DIMENSIONS AND FUTURE OF SABAH DIGITAL CONTENT INDUSTRY 225
TABLE 10: IMPLEMENTATION TIMELINE 236
TABLE 11: CURRENT SUB-COMMITTEE ROLES 333
TABLE 12: ROLES OF ICT FUNCTIONS 339
TABLE 13: PROPOSED SOURCES OF FUNDING 382
1
EXECUTIVE SUMMARY
In realising the benefits of Information Communication Technology (ICT),
governments are focusing on innovations in their day-to-day operations particularly
in the areas of governance, practices and capacities as well as their service delivery
to the citizens. It is noted that Governments are increasingly looking towards e-
Government–as-a-whole-concept which focuses on the provisions of the services at
the front-end, supported by integration, consolidation and innovation in the back-
end processes and systems to achieve maximum cost savings1.
The Sabah State ICT Blueprint is a strategic document that entails the
implementation plan of Sabah ICT. The plan will outline the integration among
ministries and departments under the State Government to ensure coherent focus is
given to various industries and economic sectors such as tourism, agriculture,
manufacturing, logistics, banking and finance. The Blueprint will also focus on the
core components, namely ICT infrastructure, system application, application
software, network and security as well as manpower and resources. The
components will display a balanced strategic implementation plan which not only
focuses on technology but human capital as well.
Through its theme ‘Harnessing Unity in Diversity for Wealth Creation and
Social Well-being’, the Sabah Development Corridor is developed to enhance the
quality of life of the people by accelerating the growth of Sabah’s economy,
promoting regional balance and bridging the rural-urban divide while ensuring
sustainable management of the State’s resources. The development of the ICT
Blueprint also takes into account the key thrust sectors that are highlighted in the
‘Halatuju’ which include agriculture, tourism and manufacturing sectors.
In line with the e-Government initiative, the Sabah State Government has developed
and launched the State Public Sector IT Master Plan (ITMP) in 1997 which has set
out the strategic direction in transforming the operations of the public sector
through the strategic deployment of information technology (IT). As stated in the
ITMP, the strategic vision of the master plan is to achieve administrative renewal
1 UN e-Government Survey 2008, From e-Government to Connected Government.
2
and bring the state closer to its citizens through a fully electronic government by the
year 2002.
The As-Is assessment identifies the effectiveness of the ITMP implementation as
well as the gaps on the current ICT environment in Sabah based on four (4) key
focus areas, namely governance, people, process and technology. Assessment on the
ICT development in Sabah based on the MSC Framework 2.0 was also performed.
In addition, key external challenges and SWOT analysis were also performed based
on the current scenario of the ICT development of the State. The ICT management
practices and detailed technical assessment were conducted to understand the
current infrastructure key issues and challenges as well as users’ satisfaction level
on the current systems being utilised within the State Government and/or within the
respective ministries, departments and agencies.
The To-Be model comprises of high-level programmes and strategic initiatives that
are designed to address the challenges identified as well as to achieve the To-Be
aspirations as aligned with the State Government’s strategic directions. In addition,
the implementation model and roadmap are highlighted to ensure logical
prioritisation of the implementations steps that are in line with the State’s strategic
directions.
Summary of As-Is Assessment
This Blueprint identifies the effectiveness of the ITMP implementation as well as
the gaps on the current ICT environment in Sabah based on four (4) key focus areas,
namely governance, people, process and technology. Assessment on the ICT
development in Sabah based on the MSC Framework 2.0 was also performed. The
MSC framework provides the guidelines and mechanism on the current scenario of
ICT development in Sabah based on listed key focus areas:
1. ICT as an Industry – provides a mechanism on how to build the ICT
industry with foreign direct investment (FDIs) acting as catalysts for
domestic direct investments (DDIs);
2. ICT as an Enabler – provides a mechanism to evaluate and analyse the use
of ICT to enable governments and industries resulting in higher productivity
in practically all aspects of their value chain. The key aim of this perspective
3
is also to determine the level of effectiveness of ICT utilisation in doing
business and day-to-day operations; and
3. ICT for Society – provides a mechanism on the use of ICT to empower
society, bridge the income gap, reduce socio-economic inequalities, enhance
the quality of life, and improve the quality of human capital. It covers also
how ICT is utilised in the education, health as well as community
programmes across the State.
In addition, key external challenges and SWOT analysis were also performed based
on the current scenario of the ICT development in the State. The ICT Management
practices and detailed technical assessment were conducted to understand the
current infrastructure key issues and challenges as well as users’ satisfaction level
on the current systems being utilised within the State Government and/or within the
respective ministries, departments and agencies.
Key Findings: ICT Development in Sabah
Based on our findings, it is noted that the broadband penetration rate per 100
households in Sabah was 9.5, well below the national average of 21.1 in 2008. This
is due to low take up rate among the Sabahans as the broadband services cost is
high while quality of services is low. It is also noted that the broadband penetration
has increased to 10.2 in the first quarter of 2009 and targets to reach 30 per cent by
the end of 2010.2 However, huge disparity in the use of broadband between the
urban and rural communities at a ratio of 6:1 or 85.3 per cent in the city and 14 per
cent in the rural areas is still a key challenge and new measures would have to be
taken to overcome this situation particularly in the states like Sabah and Sarawak
where the rural areas are wider.3
In relation to personal computer (PC) access, Sabah was ranked among the bottom
five, in front of Perlis, Perak, Terengganu and Kelantan in 2004. With a score of
21.2 per cent, Sabah is slightly below the national average of 28 per cent. In
addition, the number of ‘Hotspot’ in Sabah only contributed 2 per cent from the
2 Broadband penetration reached 32.6 per cent as at the end of October 2011, still well below the
national average of 61.1 per cent
3 National Broadband Implementation, MCMC, 2009
4
total ‘Hotspot’ locations in Malaysia as most of the services are focused and
concentrated in tourist areas.
In relation to assessment of the ICT development based on MSC Framework, the
key findings and strategic recommendations are tabulated in the figure below:
Figure 1: Key Findings on ICT Development in Sabah
In terms of development of ICT as an Industry, the current ICT environment shows
that the local ICT players are mainly small players which focus on system
integration, retail operation, network and telecommunication. In addition, there is a
lack of clear focus on the niche sector identified for ICT industry development in
the State. It is also imperative to intensify and improve on the outreach programme
to ensure that local ICT players are aware of the incentives/grants provided by the
Federal and State Government. The State Government should also address any
issues regarding the infrastructure in the State in order to create an investment
climate that is conducive for FDIs and DDIs.
The development of ICT as a key enabler for government and businesses shows
availability of knowledge centres for tourism, manufacturing, agriculture, education
5
as well as the supporting sectors (logistics and banking and finance). However, it is
noted that there are still manual intervention processes in the day-to-day operations
and most of the government web portals only provide one-way communication, thus
limiting interactions between the government and businesses/public. It is
recommended for the clusters to develop one-stop Knowledge Portal as well as to
upgrade the webpage to Web 2.0.
In addition, the development of ICT for Society is focused on educational and
community programmes. It is recommended for the State Government to intensify
the outreach programmes as well as to promote early ICT education at schools.
Key Findings: Gap Analysis on ITMP Implementation and ICT
Environment in Sabah
Based on our findings, it is noted that in terms of implementation, the e-
Government initiative has been partially in place as well as the existence of basic
State Government, education and business portals.
However, there is currently a lack of clear policies and on the enforcement of the
developed policies as highlighted in the ITMP. It is also imperative to develop an
effective monitoring mechanism for the ITMP implementation to achieve the vision
and key objectives of the Plan. As the strategic vision of the citizens through a fully
electronic government by the year 2002, it is noted that as at to date there is only
partial automation on government services as well as one-way communication
offered by the government portals. It is also imperative for the Sabah State
Government to improve on system integration as there are currently a few silo
systems within the State Government, thus limiting information sharing.
In terms of the Gap analysis on the current ICT environment, the key findings are
highlighted in the figure below:
6
Figure 2: Key Findings on Gap Analysis of ICT Environment
SWOT Analysis
Based on the current scenario and identified gaps, the SWOT analysis for the ICT
development and management in Sabah is tabulated in the table below:
Strengths Weaknesses Opportunities Threats
Availability of structured government set up, key actors, clear roles and responsibility Focused master plan and blueprint Established ICT programmes for public and private sectors Close cooperation between NGOs and government on ICT awareness programmes
Fragmented reporting structure Insufficient state-wide information ownership Lack of clear cut policies and objectives Monopolisation and long-term contract Inadequate communication and co-ordination with public sector Lack of
Realign reporting Structure System integration Create check and balance system e-Procurement Online notification Public-private collaboration and joint venture on ICT development Technology transfer and collaboration with Institution of
Unclear focus of ICT development Compromised service due to low - ball of prices Programmes not meeting objectives Inability to absorb new technology Public more advanced than the Government Inability to attract FDIs and DDIs
7
Strengths Weaknesses Opportunities Threats
Good track record of ICT spending Centralised network
monitoring process Insufficient skilled & competent resources (IT and business) Lack of clear prioritisation on ICT procurements & developments Insufficient power supply
Higher Learning (IHLs) & private sectors Intensify training and outreach programmes Improvement on infrastructures Moving towards Web 2.0
Functional Quality (FQ) and Technical Quality (TQ) Analysis
The objective of FQ and TQ analysis is to assess the existing portfolio of
applications in terms of technical and functional quality. The functional quality
provides the users’ perception of how well existing applications support the
business needs and the technical quality provides the supporting people’s perception
of how good the applications are from a technical standpoint. Currently there are
230 application systems being utilised in Sabah and 24 application systems have
been selected for this analysis.
Based on the findings, there are three application systems that lie in the healthy
quadrant (FQ & TQ) above industry benchmark, which are Sistem Aduan, Sistem
Permohonan Biasiswa Kerajaan Negeri Sabah and Sistem Peperiksaan
Perkhidmatan Awam Negeri. On the other hand, five systems lie in the renovation
quadrant; which includes Sistem Bajet Negeri, Integrated Security Management
System, Land Revenue Collection Information System, ILMU System and Trading
License System. These systems would need both functional and technical
adjustments to be transferred into the healthy quadrant. It is recommended that
these systems are to be reviewed or replaced in the future.
8
Key Findings on Technical Assessment-Infrastructure
The key findings for the infrastructural technical assessment are tabulated in the
table below:
Key Areas Strength Areas for Improvement
Networking • Centralised network management.
• Implementation of network/server
segmentation.
• Implementation of network
layering.
• Applications are protected by
firewall.
• Appropriate antivirus mechanism
in place.
• Appropriate connectivity
mechanisms in place.
• Absence of redundant
connectivity at state offices.
• Network congestion within
the intranet and to the
internet.
• Existence of a single point
of failure.
Security • Adequate perimeter defence with
external and internal firewalls.
• There are intrusion detection
systems (IDS) within the network
environment.
• System audits and security
vulnerability assessments are
conducted periodically.
• The ICT policy is not
comprehensive.
• Usage of insecure web
protocol.
Data Centre • Limited access doors that lead to
the outside which minimises risk
of break-ins.
• Located on the 2nd floor reducing
flooding risk.
• Room temperature is kept at
optimal temperature between 21°
and 22° Celsius and has redundant
air condition.
• Uninterruptible power supplies
(UPS) are properly installed.
KKIPC
• Absence of non-liquid fire
suppression system.
• Consider maintaining a
visitor log book.
JPKN
• Absence of intrusion
detection system (IDS)
9
Key Areas Strength Areas for Improvement
• Servers and associated
equipments elevated to a height of
1 foot (high raised floor).
• Physical entry is limited by using
access card door lock.
• Support services are available for
network monitoring, security
monitoring, problem reporting
and escalation as well as first-
level troubleshooting.
• There is a cold recovery data
centre.
It is recommended that all the identified gaps and key issues to be addressed in
ensuring an effective ICT planning and development within the State of Sabah. It is
also imperative to take into account and mitigate the key external risks in achieving
the strategic vision and objectives of the ICT strategic planning of the State.
Sabah State ICT Development Framework
The To-Be recommendations comprises of high-level programmes and strategic
initiatives that are designed to address the challenges identified as well as to achieve
the To-Be aspirations as aligned with the State Government of Sabah’s strategic
directions.
It is proposed for the Sabah State to move towards Ubiquitous State by the year
2025 by harnessing the full potential of ICT for the State. It is also imperative for
the State to focus on developing Ubiquitous society (u-Society) as well as
Ubiquitous government (u-Government) which is focused on modernising as well
as strengthening the government and delivering citizen services electronically
anytime, anywhere and anyhow.
The Proposed Sabah State ICT Blueprint Framework is further illustrated in the
figure below.
10
Figure 3: Sabah State ICT Blueprint Framework
u-Sabah Vision
To further enhance from the previous State Public Information Technology Master
Plan (ITMP), which was to achieve administrative renewal and bring the state
closer to its citizens through a full electronic government, a new vision is
formulated. The strategic vision of the Sabah State ICT Blueprint is u-Sabah where
the State is able to connect and extend its services to everyone via ubiquitous
technology which is connecting to anybody via any means, anywhere and at any
time of the day.
Mission
The success of Sabah in achieving its ICT visions relies on the existence of a
sufficiently robust infrastructure to support the needs of the State, a mechanism to
address the issue of bridging the digital divide through the geographical challenge
as well as innovative ICT acculturation within the public sectors that is constantly
evolving to suite to the public’s demand for better services. Therefore, the missions
of the Sabah State ICT Blueprint are listed as below:
1. To enable key industries through ICT initiatives
This mission will address Government-to-Business (G2B) initiatives to
enable key industries through the creation of new business ventures and
11
increase healthy competitions as mentioned in more detail within the
recommended ICT as an Enabler as well as ICT as an Industry programmes.
2. To create an information rich society by any means, anytime, anywhere
This mission will address Government-to-Citizen (G2C) initiatives to create
an information rich and knowledge society by enhancing the ICT quality and
services efficiency for the benefit of the people anytime, anywhere and
through any means available via ICT technology, as mentioned in more
detail within the recommended ICT for Society programmes.
3. To streamline and increase government managerial efficiency
This mission will address Government-to-Government (G2G) initiatives to
streamline and increase government managerial efficiency and transparency
at its optimum capacity through utilisation of ICT and e-services as
explained in further detail within the governance chapter as well as a few
other programmes such as u-Savvy Government.
4. To create a balanced ICT development across the State
This mission will address ICT infrastructure initiatives to create a balanced
ICT development across the whole state of Sabah by guaranteeing a level of
service via periodic infrastructural improvement, better-quality project
management practices and effective ICT policies in place.
Recommended Programmes
In achieving the vision and mission, fourteen (14) programmes, excluding
infrastructural and ICT governance-related programmes are recommended. All
these programmes and strategic initiatives have the common aim to encourage and
facilitate the development and growth of ICT across the State. In addition, the
recommendations in this report also aims to overcome the challenges identified in
the gap analysis from the perspective of ICT as an Industry (ICT-I), ICT as an
Enabler (ICT-E) and ICT for Society (ICT-S). Among the key challenges that were
addressed are in the areas of human capital development, programme sustainability,
digital divide, change management and technology gap. It is imperative for the State
of Sabah to fully harness the potential of ICT and to perceive ICT as an agent of
change for its industry, economy and society.
In relation to the development of ICT as an Industry in Sabah, the proposed
programmes are developed and designed to support and drive the growth and
12
development in Sabah’s ICT Industry. Programmes such as the Sabah TechnoHub
and Sabah Technopreneur Empowerment would help attract and retain professional
talent moving away from Sabah. It is also proposed for Sabah State to focus in two
(2) niche areas, namely the Digital Content Industry and Managed Services, as both
areas are envisaged to be the platform and catalyst to support the industry
development as well as to create new source of growth for the State.
The Sabah ICT enabler programmes are strategic initiatives that are designed to
leverage ICT to drive growth and development in Sabah’s sectors namely tourism,
manufacturing, logistics, agriculture, education as well as banking and finance. The
programmes deliver innovative and practical solutions for each of the
aforementioned sectors with the aim of achieving Sabah’s vision and objective.
Meanwhile, the main focus on the development of ICT for Society is to bridge the
digital divide as well as to facilitate and foster the creation of information rich and
knowledgeable society.
Sabah State ICT Implementation Roadmap
Implementation Model
The implementation roadmap has been developed based on the prioritisation of the
recommendations and assessments on the dependencies of the key implementation
activities. The high level implementation roadmap is illustrated in the figure below:
Figure 4: Implementation model
As highlighted above, the implementation model could be divided into four (4)
phases as follows:
13
i. Quick Wins
The main objective of this phase is to establish and strengthen a governance
framework which would enable a monitoring mechanism for the
implementation of the recommended programmes. During this period,
initiatives with immediate impact should be implemented. This would
include initiatives such as enforcing policy related matters and enhancing
web base information portals.
ii. Phase I: Infrastructure development
This phase, projected between 2011 till 2015 is aimed to lay a foundation
which would be a catalyst for other proposed programmes aimed to cater
ICT as an industry, enabler and for the society implemented.
iii. Phase II: Integrated online services
The main aim of this phase is to enhance and strengthen the integrated
online services by the introduction of new services and upgrading current
services. This would include services provided between government to
government, government to business, government to citizen and business to
citizen.
iv. Phase III: Ubiquitous Sabah
This phase aims to consolidate the ongoing efforts of the proposed
initiatives in order to establish a State that is able to cater the needs of its
people anytime, anywhere and anyhow. In short, this would be the
establishment of ubiquitous Sabah.
Programme Sequencing
Fourteen (14) programmes plus one (1) infrastructural programme and one (1)
governance programme have been proposed to be implemented for the next fifteen
(15) years in becoming a ubiquitous State by the year 2025. The figure below
illustrates the proposed implementation schedule for all the recommended
programmes.
14
Figure 5: Proposed implementation schedule for ICT as an industry – related programmes
Figure 6: Proposed implementation schedule for ICT as an enabler – related programmes
15
Figure 7: Proposed implementation schedule for ICT for society – related programmes
Figure 8: Proposed implementation schedule of Infrastructure and Governance
The ICT programme implementation schedule provides a project planning view of
the proposed programmes that would support the u-Sabah vision. It also illustrates
the connection between the strategic initiatives within the programmes as well as
with other programmes within the ICT clusters that were categorised based on the
16
MSC Malaysia 2.0 framework. The progress of the programmes that are to be
implemented shall be reviewed every two years to ensure that the key tasks and
deliverables are conducted on scheduled. The indication for the success of the
programmes will be based on the identified Key Performance Indicators (KPIs).
In addition, the KPIs as well as high-level project costing were also highlighted; as
shown in the table below:
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
1. Sabah
TechnoHub
• KPI 1: Per centage of incubatees
graduated from the Incubator
Program.
• KPI 2: Financial performance of
graduated incubatees for three (3)
consecutive years under normal
operation to gauge the
sustainability of the
technopreneurs.
• KPI 3: Per centage of products
commercialised every year.
• KPI 4: Number of physical
incubators in Sabah.
• KPI 5: Development of a
dedicated data centre for managed
services in Sabah.
• KPI 6: Acquisition of MSC Status
Centre for Sabah TechnoHub.
1,951,000,000
2. Sabah
Technopreneur
Empowerment
• KPI 1: Number of technopreneurs
who receive incentives from the
Program.
• KPI 2: Number of successful start-
up companies that receive
financial incentives from the
Program.
206,100,000
17
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
• KPI 3: Development of an
effectiveness study on the
achievement and performance of
those assisted technopreneurs (E.g.
products / services marketability,
sustainability, partnership).
• KPI 4: Development of an
integrated portal that covers all
functionalities (from end-to-end)
related to financial and non-
financial assistance to
technopreneurs.
• KPI 5: Per centage of annual
growth for ICT Skilled workers in
Sabah based on ICT manpower
skill areas (E.g. Hardware Design,
multimedia, Network & Security,
Software Development etc.).
3. Kreatif
AramaIT
• KPI 1: Number of annual e-
Awareness campaigns in the State.
• KPI 2: Per centage of annual
increase of ICT symposium
participants.
• KPI 3: Per centage of annual ICT
symposium participant
satisfaction.
• KPI 4: Per centage of annual
increase of ICT competition
participants.
• KPI 5: Per centage of annual ICT
competition participant
satisfaction.
• KPI 6: Per centage of annual
234,500,000
18
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
increase of ICT exposition
participants.
• KPI 7: Per centage of annual ICT
symposium participant
satisfaction.
• KPI 8: Per centage of annual
increase of ICT industrial trainees
completed the training program.
• KPI 9: Per centage of annual
increase of website usage
(comments, activities by users) on
the knowledge portal.
• KPI 10: Per centage of annual
decrease of rural areas versus
urban areas’ knowledge of ICT
(digital divide).
• KPI 11: Per centage of annual
increase of local content creation
technopreneurs.
• KPI 12: Per centage of annual
increase of awards won for quality
of ICT products and / or services
(including local content) by local
technopreneurs.
4. Sabah Agro
Knowledge
Portal
• KPI 1: Number of annual
publication of Sabah Agro
Knowledge Portal related
materials (E.g. website,
brochures).
• KPI 2: Number of Sabah Agro
Knowledge Portal Awareness
campaigns in the state of Sabah.
• KPI 3: Per centage of annual
12,500,000
19
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
increase of website hits on Sabah
Agro Knowledge Portal.
• KPI 4: Number of Balance of
Trade for Sabah’s Agriculture
Produce.
• KPI 5: Per centage of agriculture
productivity indicator to monitor
the application on Good
Agriculture Practices (GAP) as
well as to gauge the sustainability
of the farmers and agropreneurs.
• KPI 6: Per centage of annual
increase of sales volume
throughout the agriculture value
chain via the electronic market
(knowledge portal).
• KPI 7: Number of agriculture
sector’s GDP contribution.
• KPI 8: Number of value of
agricultural exports.
5. Advanced
Manufacturing
Programme
(AMP)
• KPI 1: Development of feasibility
study report.
• KPI 2: Number of CIM training
participants.
• KPI 3: Number of Computer
Integrated Manufacturing Network
participants.
• KPI 4: Number of commercialised
or certified products (before going
to market) produced within
manufacturing sectors.
• KPI 5: Number of prototypes
produced.
301,500,000
20
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
• KPI 6: Per centage of
manufacturing sector’s GDP
contribution.
• KPI 7: Number of annual Original
Equipment Design (OEM) versus
number of Original Equipment
Manufacturer (OEM) designs and
concept developed.
• KPI 8: Number of increase of
capital investments.
• KPI 9: Number of worker
employment increase within the
manufacturing sector.
• KPI 10: Number of increase of
manufacturing workforce with
tertiary education.
6. Supply Chain
Network
• KPI 1: Development of feasibility
study report.
• KPI 2: Development of centralised
Supplier Chain Management
System.
• KPI 3: Number of Twenty feet
Equivalent Units (TEU) handled at
Sabah Ports.
13,500,000
7. Trek Sabah • KPI 1: 5 annual Trek Sabah
advertising conducted.
• KPI 2: 10 per cent annual increase
of website hits.
• KPI 3: 10 per cent annual increase
of printout materials done at
kiosks / websites from users.
• KPI 4: 85 per cent of user
17,500,000
21
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
satisfaction.
• KPI 5: 10 per cent of annual
increase of the volume of
transaction conducted online.
• KPI 6: 5 per cent of annual
increase of technology based
tourism entrepreneurs (including
bloggers).
8. u-Savvy
Government
• KPI 1: Per centage of user
(trainee) satisfaction on ICT
related courses conducted.
• KPI 2: Per centage of annual
increase of service response rate
from the State Government
Servants in their respective
business operations.
• KPI 3: Ratio of basic, intermediate
and advance ICT skills training
related to their business
operations, which can be offered
accordingly for state government
servants to ensure the
sustainability and growth of their
ICT skills.
16,500,000
9. k-Rakyat • KPI 1: Enhancement of Sabah.Net
portal.
• KPI 2: Satisfaction/feedback
survey for portal enhancement.
• KPI 3: Number of campaign
conducted to promote the use of
Sabah.Net portal.
162,500,000
10. e-Desa
Empowerment
− KPI 1: Number of e-Desa
established as stated in RMK 10.
355,500,000
22
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
• KPI 2: Number of training
conducted in e-Desa centre.
• KPI 3: Number of people
participates in e-Desa programme
and CBC programme every year.
11. e-SabahWomen • KPI 1: Establishment of e-
SabahWomen portal.
• KPI 2: Increase in online business
participation in e-SabahWomen
portal.
• KPI 3: Number of awareness
campaign conducted in promoting
programme in e-SabahWomen
portal.
2,000,000
12. e-SoHo Sabah • KPI 1: Number of people achieved
the minimum level of income
subsequent to the introduction of
the e-SOHO program.
• KPI 2: Per centage of increase for
entrepreneurs running business
from home
Note: KPI 2 is subjected to local
authorities’ rules and regulations
4,500,000
13. Sabah Gov-
Apps
• KPI 1: Development of
government applications as
specified in the programme which
include e-Tamu, e-SabahWomen,
e-Payment, e-Budget, e-
Procurement and e-License.
• KPI 2: Number of people utilising
ICT applications in Sabah Gov-
Apps
9,000,000
23
No. Program Key Performance Indicators (KPI) Total Costing
(RM)
14. SmartCity@KK • KPI 1: Development of a blueprint
on the business model and
strategic planning for Kota
Kinabalu as Smart City.
• KPI 2: Development of pilot
residential areas that utilise the
Digital Home concept for all
houses in the residential areas.
1,000,000
(Note: Other
cost will be
borne by the
developer, State
Government
and State
Agencies
through
collaboration)
15. Infra 2015 • KPI 1: Development of Internet
exchange gateway
• KPI 2: Construction of submarine
cable
• KPI 3: Per centage of bandwidth
of usage
• KPI 4: Per centage of broadband
penetration rate
• KPI 5: Per centage of households
with access to electronic devices
with internet access
2,500,000,000
16. Sabah u-
Governance
• KPI 1: Number of system enhance
annually
• KPI 2: Development of new
systems (Please refer to Gov-Apps
Program)
• KPI 3: Development of the
Decision Support System
19,000,000
TOTAL 5,806,600,000
24
In addition, it is expected that Sabah will achieve the following benefits subsequent
to the implementation of the fifteen (15) year strategic roadmap:
State Government
• Mobile or ubiquitous government with enhanced delivery services to the
stakeholders anytime, anywhere and anyhow;
• Increased number of ICT savvy government servants that is able to lead the
government into an e-government State;
• Creation of a u-Government that is ready to serve the people;
• Increased in government productivity and managerial efficiency;
• Improves transparency of the government to its citizens;
• Establishment of an e-Citizen centric government; and
• Accelerated partnerships between the State government and the local
business organisations, private sectors and NGOs.
Business
• Emergence of competitive, resilient and robust local technopreneurs;
• Increases quality of ICT products and services;
• Attract new business exploration and activities whilst encourage other state
entrepreneurs to start up businesses in Sabah that would contribute to the
GDP growth;
• Increase in trade and business in industries in Sabah;
• Better time to market of products and services;
• Productivity maximisation and cost efficiency of industries products and
services;
• Increased awareness of adopting ICT technologies for business; and
• Enhanced visibility and attractiveness of Sabah products and services in the
Malaysian and overseas market.
Society
• Accelerated ICT awareness and increased adoption of programmes initiated
by the State Government;
• Reduction in the gap of the digital divide between rural and urban areas;
• Increased usage of ICT application / websites among the local community;
• Creation of a talent pool of skilled, knowledgeable and competent
manpower within the ICT industry;
• Increase in employment opportunities for rural population;
• Elevation of the ICT local content industry to a higher level; and
25
• Increase interactions and communications through electronic and
multimedia channels among the community in Sabah.
It is anticipated that proper planning, management, monitoring and strong support
from the key players from both private and public sector are among the key success
factors for the implementation of the identified ICT programmes in Sabah. In
addition, effective and efficient ICT governance structure as well as implementation
of State-wide policy within the public sector is also imperative as the State
Government is foreseen to be the key catalyst in developing the ICT programmes.
ICT-based connected governance efforts are aimed at improved cooperation
between government agencies, allowing for an enhanced, active and effective
consultation and engagement with citizens, and a greater involvement with multi-
stakeholders regionally and internationally. Effective service innovation and
multichannel service delivery depend on strategies, policies and architectures that
allow data, IT systems, business processes and delivery channels to interoperate and
integrate.
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26
1. INTRODUCTION
1.1 Overview on Sabah State
Sabah is the second largest State in Malaysia with a total land area of 73,997 sq.
km. Sabah is rich with natural resources from forest, mineral, fauna, flora to marine
life. About 60 per cent of its land is under forest cover while agriculture occupies
about 30 per cent. Forest resources and agriculture produce have always been the
main sources of income for the State. Mineral and non-mineral deposits such as oil,
copper, gold, limestone and quarry are also found in the State.
Sabah's economy is dependent on exports of its major primary commodities such as
palm oil, cocoa, rubber, crude petroleum, sawn timber and plywood. Its export
sector alone constitutes about 70 per cent of its total output4. The tourism sector has
also become the key economic contributor to the State with forecasted tourist
arrivals of 3.03 million in 2009 and estimated income of RM5.79 billion. The
general information and key indicators for Sabah are highlighted in the table below:
2005 2006 2007
Capital Kota Kinabalu
Area 73,997 sq.km.
Population 2,450,000
Density 44.5/sq.km
Real GDP
(at Constant 1987
Prices)
15.07 billion N/A N/A
GDP Growth 5.08% 5.50% 6.00%
Inflation rate
(2005=100) N/A 3.7% 2.1%
Labour Force 1.21 million 1.26 million 1.30 million
Unemployment
Rate 6.3% 5.8% 5.3%
Total Exports RM 23.8 billion RM 27.1 billion 33.4 billion
4 www.sabah.org.my
27
2005 2006 2007
Total Imports 18.9 billion 21.8 billion 25.9 billion
Major Exports
Crude and processed palm oil, palm kernel oil, crude
petroleum, plywood plain, sawn timber, methanol, hot
briquetted iron, rubber, veneer sheets, wooden mouldings
Major Imports Machinery and transport equipment, mineral fuels &
lubricants, manufactured goods, chemicals and food
Table 1: Sabah’s Key Economic Indicators
Source: Department of Statistics Malaysia, Sabah and Economic Planning Unit
(UPEN), Sabah, 2008
The Halatuju Pembangunan dan Kemajuan Negeri Sabah or ‘Halatuju’ is focused
on the economic, social as well as the political dimensions of the State’s
development. The key thrust sectors that are highlighted in the ‘Halatuju’ include
Agriculture, Tourism and Manufacturing sectors.
Based on the ‘Halatuju’, it is noted that the main concentration on the agriculture
development within the State is focused on modernisation, generation of more
value-added products as well as improved productivity and output of products.
Meanwhile, the key initiatives for the tourism sector are aimed to expand and
improve the infrastructural development, strategic marketing and exploration of
new niche market and products. In relation to the manufacturing sector, the State
Government also aims to strengthen the development of Small and Medium
Industries (SMIs) and Small and Medium Enterprises (SMEs) as well to
encourage the process of modernisation. Balanced development is also imperative
to be emphasised to ensure an equal development between urban and rural as well
as commercial and traditional sectors.
In addition, it is also outlined within the ‘Halatuju’ that the State machinery needs
to be more efficient and productive to ensure enhance delivery services to the
people by developing the concept and practice of ‘reinventing government’ and e-
Government.
In line with the key thrusts and objectives of the National Mission and Halatuju
Pembangunan dan Kemajuan Negeri Sabah, the Sabah Development Corridor
28
(SDC) was launched in 2008 to enhance the quality of life of the people by
accelerating the growth of Sabah’s economy, promoting regional balance and
bridging the rural-urban divide while ensuring sustainable management of the
State’s resources. Through its theme ‘Harnessing Unity in Diversity for Wealth
Creation and Social Well-being’, the SDC programmes are supported by three
(3) key principles, which are aimed at the followings:
• Capture higher economic activities;
• Promote balanced economic growth with distribution; and
• Ensure sustainable growth via environmental conservation.
The development of the Sabah State ICT Blueprint will be aligned with the State
Government’s aspiration and strategic direction; particularly in achieving the SDC’s
vision by the year 2025. The State ICT Blueprint will also take into account the
achievements and areas of improvement of the previous Public Sector ITMP to
ensure a balanced and sustainable ICT development of the State.
Chapter 1 of the Sabah State ICT Blueprint highlights the overview of the previous
Sabah State Public Sector IT Master Plan (ITMP) as well as the proposed Sabah
State ICT Blueprint, its scope of work and overall project approach. This chapter
also discusses on the current assessment of Sabah ICT indicators including
broadband penetration rate and Per centage of Households with Access to Personal
Computer (PC) to gauge the impact and effectiveness of the ICT throughout the
State.
1.2 Sabah State Public Sector IT Master Plan (ITMP)
In moving towards knowledge society, there is an increasing recognition that
technological advancement and innovations in ICT have increased the speed and
intensified the globalisation and liberalisation, which have had significant economic
and social impact in nations and communities around the world. Countries that are
embracing new technology and creating a vibrant innovative culture are in a better
position to sustain socio-economic development in the new economy. It is
recognised that the Government of Malaysia has established a clear vision to
embrace ICT to drive the country to a developed nation status. The Vision 2020 has
defined a destination where the road leading to it has been marked with the
29
launching of the Multimedia Super Corridor (MSC) and the Knowledge Economy
Framework.
In addition, a trend towards transforming the public sector has also emerged in
many countries, which was aspired by increasing demands from the citizens around
the world. The success of government leaders is increasingly being measured by the
benefits they are creating for their constituents, namely, the private sector, citizens
and communities that demand top performance and efficiency, proper
accountability and public trust, and a renewed focus on delivering enhanced service
and results5. It is noted that e-Government is being deployed not only to provide
citizen services but for public sector efficiency purposes, improving transparency
and accountability in government functions and allowing for cost savings in
government administration. In this context, e-Government initiative is seen as the
crucial factor for the transformation of government as it changes the way
government does business for the people and other stakeholders.
In line with the e-Government initiative, the Sabah State Government has developed
and launched the Public Sector Information Technology Master Plan (ITMP) in
1997 which has set out the strategic direction in transforming the operations of the
public sector through the strategic deployment of information technology (IT). The
main objectives of the ITMP are also focused on enhancing the efficiency and
effectiveness of the State Government’s delivery services. As stated in the ITMP,
the strategic vision of the master plan is to achieve administrative renewal and bring
the state closer to its citizens through a fully electronic government by the year
2002. The figure below illustrates the key vision, mission and objectives of the
ITMP.
5 UN e-Government Survey 2008: From e-Government to Connected Government
30
Figure 9: Vision, Mission and Objectives of ITMP
In achieving the above vision and objectives, several key strategies were outlined,
which were focused on the followings:
� Balance Investments in Technology, Organisation and Resources;
� Utilise Sabah.net as the Basis for Strategic Alliances;
� Invest in Manpower: Both Technical and Managerial;
� Leverage Available Resource: Public and Private;
� Deploy Broad Range of IT-based Solutions and Adapt Processes; and
� Structure Supply-Demand Relationships over Time.
The implementation of the ITMP are divided into four (4) main stages, as such the
first stage is concentrated on building the infrastructure and capability to provide
higher visible value of connectivity and access to public information while
acquiring the organisational experience and establishing the technical standards to
move to Stage II6. Meanwhile, the final stage of the implementation was aimed to
attain a fully electronic government and it was noted the initiatives to be realised at
the maturity stage of the IMTP include sustainable tourism management, digital
libraries, electronic communities, lifelong learning and electronic commerce.
6 State Public Sector IT Master Plan
31
Figure 10: Stages of ITMP Deployment
The detailed assessment on the implementation and effectiveness of the ITMP is
outlined in Section 3.
1.3 Sabah State ICT Blueprint
Rapid global change in various fields and dimensions especially in ICT demands
mastery in the use of information in the acquisition and dissemination of new
knowledge and technology. In realising the transformation, governments are
focusing on innovations in their day-today operations particularly in the areas of
governance, practices and capacities as well as their service delivery to the citizens.
Based on the United Nations e-Government Survey 2008, the role of ICT in public
service delivery is accordingly being revisited to enable effective inter-
organisational linkages and consolidation of government systems. Governments are
increasingly looking towards e-Government–as-a-whole-concept which focuses on
the provisions of the services at the front-end, supported by integration,
consolidation and innovation in the back-end processes and systems to achieve
maximum cost savings7. In addition, the United Nations e-Government Survey 2010
also highlighted that mobile revolution and growth of high-speed broadband and
wireless access is beginning to have a measurable economic impact, reinforced by
expansion of e-government capacity in the public sector, even in least developed
countries with limited economies of scale. As most governments have evolved into 7 UN e-Government Survey 2008, From e-Government to Connected Government.
32
the e-Government approach, the focus on the second generation of e-Government
has shifted towards connected government, which is focused towards more
collaborative models of service delivery.
In relation to the public sector, the computerisation programmes have shifted from
data processing in 1970s to system integration and web application in 2005. Moving
forward, it is noted that the public sector focus in shifting towards delivering
services through an integrated and connected government. It is recognised that the
State Government of Sabah has established a clear vision to leverage ICT as the
main enabler in strengthening and improving the delivery services to the
stakeholders as well as the public. This is evident through the formulation of the
State Public Sector Information Technology Master Plan (ITMP) as well as
development of the Sabah.net and Electronic Government System. It is also noted
that the State Government has promoted ICT as the key enabler in enhancing the
State’s strategic competitiveness and boosting the development of ICT as a strategic
industry to support the State’s strategic directions.
Figure 11: Public Computerisation Programmes
Source: Connected Government, Strategies and Action Plans, MAMPU
In relation to that, effective and efficient planning for the State’s ICT
implementation is crucial in ensuring its alignment with the State Government’s
vision towards providing efficient quality and transparent public delivery services.
Apart from that, it is also imperative to develop a comprehensive ICT planning for
the Government Agencies to minimise redundancies and costs as well as to achieve
system integration through resource and information sharing.
The ITMP which was launched in 1997 and reviewed in 2001 has outlined the
strategic direction, key strategies as well as framework towards achieving its vision
to achieve administrative renewal and bring the state closer to its citizens through a
33
fully electronic government by the year 2002. In ensuring the ability of the ICT
planning and implementation to support the current and future needs and
requirements, it is imperative that for the State to develop a new Sabah State ICT
Blueprint which focuses on the ICT development and implementation throughout
the State.
The Sabah State ICT Blueprint is a strategic document that entails the
implementation plan of Sabah ICT. The plan will outline the integration among
Ministries and Department under the state government to ensure coherent focus are
given to various industries and economic sectors such as tourism, agriculture,
manufacturing, logistics, banking and finance.
The Sabah State ICT Blueprint core components will be ICT infrastructure, System
Application, Application Software, Network and Security as well as Manpower and
Resources. The components will display a balanced strategic implementation plan
which not only focuses on technology but human capital as well. In addition, the
Sabah ICT Blueprint highlights proposed programmes in supporting the
development of ICT as an industry and enabler in Sabah as well as development of
ICT for the society in general.
The Blueprint also describes the gaps and lesson learned of past experience in the
previous ITMP implementation. SWOT analysis will be one of the main assessment
results to exhibit the current position of Sabah State ICT Management Practices.
Areas for improvements will be highlighted to ensure Sabah State achieve
tremendous achievements and highest impact in the next ICT Blueprint
implementation.
In developing the proposed programmes for the State, strategies that take into
account the SWOT profile were constructed and matrix of these factors were
developed as shown in the figure below:
34
Figure 12: SWOT Matrix
The development of the programme as well as strategic initiatives is based on the
following strategies:
S-O Strategies Strategies that pursue opportunities that are good to fit the
current strengths of the State
W-O Strategies Strategies that overcome weaknesses to pursue
opportunities.
S-T Strategies Strategies that identify ways that the State can utilise its
strengths to reduce its vulnerability to external threats.
W-T Strategies
Strategies establish a defensive plan to prevent the firm's
weaknesses from making it highly susceptible to external
threats.
The benefit of the implementation will be delivered specifically to all stakeholders
namely (but not limited to) internal and external user, clients and general public and
most importantly Sabah State Government workforce.
35
Figure 13: Framework of Sabah State ICT Blueprint
1.3.1 Scope of Work
The scope of work of the development of the Sabah State ICT Blueprint includes
the following:
� A review, examinations and evaluation of past achievements, success stories,
failures or shortcomings with respect to the implementation of the ITMP and
related activities.
� The level of satisfaction or dissatisfaction among users, clients and the general
public.
� A SWOT analysis of the current situation, including:
− Institutional setup;
− Government machinery;
− Public-private-third sector relationship;
− Strategic economic sectors that can provide the impetus;
− Human capital – capacity and capability;
− Financial resources; and
− Infrastructure – coverage, capacity and quality.
� The strategic direction of ICT development for Sabah.
� A plan of actions based on the strategic direction covering:
36
− Focused economic sectors – tourism, agriculture, manufacturing;
− Key supporting economic sectors – logistics, banking and finance;
− E-commerce:
� Enterprise;
� Community,
− Telecommunications infrastructure:
� Data, voice – speed, quality and standard;
� Coverage and link-ups – local, regional and international,
− Shared service outsourcing:
� Enterprise;
� Community,
− Institutional and legal framework, incubators, Knowledge Park Sabah;
− Human capital, technopreneurs development; and
− Financial resource mobilisation.
1.3.2 Project Approach
The approach for the development of the Sabah State ICT Blueprint is detailed on
the figure below:
Figure 14: KPMG 3-Phase Approach
37
The overall approach for this engagement is divided into three (3) main phases as
indicated below:
a) Phase 1: Assessment
In this phase, the focus lies in the understanding and analyses the current
strategic direction and structure, as well as ICT environment and capabilities of
Sabah State Government. Another important focus is assessing the past
achievements, success stories, failures or shortcomings in the past ITMP
implementation. It will be presented in a gap analysis that contains
benchmarking study with best-fit practices locally, regionally and globally. The
activities continue with the identification of Issues, Challenges, Critical Success
factors and SWOT analysis.
Physical Study Area
The information gathering activities (interviews, fact findings and observations)
will take place in physical study areas as follows (but not limited to):
� Chief’s Minister Department of Sabah;
� Ministry of Finance of Sabah;
� Ministry of Rural Development of Sabah;
� Ministry of Tourism, Culture and Environment of Sabah;
� Ministry of Infrastructure and Development of Sabah;
� Ministry of Agriculture and Food Industry of Sabah;
� Ministry of Local Government and Housing of Sabah;
� Ministry of Industrial Development of Sabah;
� Ministry of Youth and Sports of Sabah;
� Ministry of Resource Development and Information Technology of Sabah
(including State IT Advancement Unit and State Computer Services
Department);
� State Attorney General Chambers;
� State Economic Planning Unit;
� Malaysian Communication and Multimedia Commission, Sabah Branch;
� Sabah Computer Society; and
� Relevant District Offices and Council.
b) Phase 2: Design
The objective of this phase is to develop the future direction of Sabah State
Government in delivering services and to design the future ICT infrastructure to
38
ICT ICT
STRATEGIC STRATEGIC
PLANPLAN
Project Management/ Quality Assurance/ Risk Management runs throughout
Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3
Assessment Design Plan
Pro
ject
Init
iati
on
Phase 1 Phase 2 Phase 3
ICT ICT
STRATEGIC STRATEGIC
PLANPLAN
Project Management/ Quality Assurance/ Risk Management runs throughout
Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3
Assessment Design Plan
Pro
ject
Init
iati
on
Phase 1 Phase 2 Phase 3
ICT
Strategic Plan
‘As-Is Review’Stage 1Stage 2Stage 3
‘To-Be Design’Stage 4 Stage 5
ICT Strategic PlanStage 6
Pro
ject In
itia
tion
ICT ICT
STRATEGIC STRATEGIC
PLANPLAN
Project Management/ Quality Assurance/ Risk Management runs throughout
Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3
Assessment Design Plan
Pro
ject
Init
iati
on
Phase 1 Phase 2 Phase 3
ICT ICT
STRATEGIC STRATEGIC
PLANPLAN
Project Management/ Quality Assurance/ Risk Management runs throughout
Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3
Assessment Design Plan
Pro
ject
Init
iati
on
Phase 1 Phase 2 Phase 3
ICT
Strategic Plan
‘As-Is Review’Stage 1Stage 2Stage 3
‘To-Be Design’Stage 4 Stage 5
ICT Strategic PlanStage 6
Pro
ject In
itia
tion
support the service needs (the “To-Be” model). The gap between the current
environment (business and ICT) and the desired future is identified before
proceeding with the design of new business model and ICT architecture
(information, application, network and service).
In understanding the future requirements, we will analyse the trends and
developments of ICT leading practices locally, regionally and globally in
delivering similar services. We will then design the architecture to satisfy the
ICT demands and develop the technology infrastructure necessary to achieve
Sabah State Government’s goals.
c) Phase 3: Plan
The third phase focuses on developing strategy and plans to pragmatically
migrate Sabah State Government’s current ICT state to the “To-Be” ICT state
designed. The ICT initiatives deployment priority is set in such a way that the
implementation will maximise the realisation of business benefits while
minimising the risks and disruptions to the ongoing daily operations.
While the ICT 3-Phased approach illustrates a high level perspective on how we
aim to manage the project, we have also incorporated the methodology to
support the activities to be carried out. This is a structured approach that assists
our team to ensure successful management and reporting throughout the project.
Each phase above is further divided into sub-stages, which shall be discussed in
Figure 15: ICT Strategic Plan Methodology linked to ICT Strategy Engagement
Lifecycle
39
1.3.3 Approach on Information Gathering Techniques
Figure 16: Information Gathering Techniques
The information gathering exercise is based on review of various Sabah State
Strategic Implementation Plans including the State Public Sector Information
Technology Master Plan (ITMP) and Sabah Development Corridor Blueprint 2008-
2025 as well as other related documents. KPMG has also conducted interviews with
the Senior Management/ Head of Departments/ Permanent Secretary of respective
Ministries and selected Departments, Agencies, Federal Agencies, Non-
Government Organisations (NGOs) as well as private sector, as listed in the
Appendix.
In addition, the information gathering also involved general observations, meetings
and discussions held with other relevant officers. Surveys were conducted using
various sets of questionnaires distributed to end users, ICT and technical staff to
evaluate the current application portfolio’s functional and technical qualities as well
as ICT staff experience. An “As-Is” Workshop was also held on the 28 October
2009 with the key stakeholders involving representatives from various Ministries,
Departments, Agencies as well as NGOs and private sector to understand the
overall ICT development and practices within the State.
40
The information gathered was then analysed in a holistic manner using KPMG’s
ISP Methodology. The result demonstrates the current state of the current ICT
development in Sabah as well as the State’s current ICT capability and effectiveness
particularly in the key focus areas or elements (Application Portfolio, Information
Services Management and ICT Infrastructure) to support the current and future
strategic direction of the State. The gap analysis on the ITMP was also performed to
evaluate the implementation of ITMP key strategies as well as its effectiveness in
enhancing the public delivery services.
The development of the State ICT Blueprint will also be aligned with other State’s
Master Plans; for instance the Sabah Development Corridor Blueprint, Sabah
Industrial Master Plan as well as Halatuju Pembangunan dan Kemajuan Negeri
Sabah.
1.4 Assessment on Sabah ICT Indicators
In assessing the current ICT development of the State, several key ICT indicators of
the State have been identified and analysed to evaluate the level of ICT adoption
and practice among the people of Sabah. The assessment also aims to determine the
effectiveness level of the ITMP implementation in enhancing the delivery services
to of the State Government as well as its impact to the public. The key performance
measurement will also provide an indication of the State’s readiness level among
the Government, businesses as well as citizens in order to support the ICT
development for the State.
41
1.4.1 Broadband penetration rate per 100 households
Figure 17: Broadband Penetration Rate per 100 Households, 2008
Source: MCMC and Department of Statistics, Malaysia
In 2008, Sabah was ranked the second lowest state after Kelantan for broadband
penetration rate per 100 households. Stands at 9.5 per 100 households, Sabah is still
far lower than the national average which is 21.1. The scenario is due to low take-
up rate by the citizens of Sabah. The factor is not just driven by the lack of
awareness among the public, but also contributed by the high cost but low quality of
services provided by the broadband service providers. In addition, it is noted that
lack of infrastructure is also one of the factors that contribute to the low broadband
adoption as such there is only one Internet gateway in Sabah; thus contributing to
the high cost of broadband services.
However, the broadband penetration rate for Sabah has shown an upward trend
every year since 2006 with an average growth of 45 per cent. It is envisaged that the
penetration rate growth will increase as the Sabah broadband market becomes more
competitive. The competitions among the broadband service providers will lower
down the cost of broadband services; hence resulting in more affordable
subscription by the public.
State
Q1 2009 Q4 2010
Actual Target Target
Johor 21.1 22.3 46.9
Kedah 12.5 12.7 32.6
7.19.5 10 10.6 10.9 11.2
13.6 15.2 17.419.4 21.2 21.4
33.2 37
53.9
0
10
20
30
40
50
60
Kelantan Sabah PahangTerengganuPerlis Kedah Sarawak Perak Negeri
Sembilan
Johor W.P.
Labuan
Melaka Pulau
Pinang
SelangorW.P. Kuala
Lumpur
Broadband Penetration Rate per 100 households,2008
National Average: 21.1
42
State
Q1 2009 Q4 2010
Actual Target Target
Kelantan 7.6 7.4 26.9
Melaka 22.8 25.1 53.3
Negeri Sembilan 19.2 19.3 46.3
Pahang 11.0 11.0 32.9
Pulau Pinang 34.6 34.6 78.4
Perak 16.6 16.6 41.6
Perlis 12.3 12.3 36.9
Selangor 36.2 36.2 77.4
Terengganu 11.5 11.5 28.7
Sabah 10.2 12.6 30.1
Sarawak 14.6 14.6 37.9 W.P Kuala Lumpur 59.1 56.3 89.3
W.P Labuan 22.7 23.9 40.9
Malaysia 22.9 22.5 50.0
Table 2: Broadband Penetration Targets and Actual by States
Source: MCMC, 2009
Figure 18: Sabah Broadband Penetration Rate (Actual vs. Target)
Source: MCMC, 2009
It is also noted that the broadband penetration has increased to 10.2 in the first
quarter of 2009 and targets to reach 30 per cent by the end of 2010. However, huge
disparity in the use of broadband between the urban and rural communities at a ratio
of 6:1 or 85.3 per cent in the city and 14 per cent in the rural areas is still a key
0
5
10
15
20
25
30
35
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2008 2009 2010
Bro
ad
ba
nd
Pe
ne
tra
tio
n
Broadband Penetration Rate (Actual vs
Target)
Actual
Target
43
challenge and new measures would have to be taken to overcome this situation
particularly in the states like Sabah and Sarawak where the rural areas are wider8.
1.4.2 Per centage of Households with Access to Personal Computer
Figure 19: Per centage of Households with Access to Personal Computer (PC),
2004
Source: MCMC and Department of Statistics, Malaysia
In relation to Personal Computer (PC) access, Sabah was ranked among the bottom
five, in front of Perlis, Perak, Terengganu and Kelantan in 2004. With a score at
21.2 per cent, Sabah is slightly below the national average of 28 per cent. It is also
noted that the per centage has recorded an annual growth rate of 19.1 per cent from
2002, which shows that the state-wide ICT awareness programme conducted has
been positively accepted and therefore contributed to the growth of personal
computer (PC) ownership in Sabah. However there is still a wide gap in terms of PC
ownership between the citizens in town and rural areas due to infrastructure and
readiness issue which needs attention from the State Government in providing
outreach programme to the people in rural areas more effectively.
1.4.3 Hotspot Locations
With only 37 ‘Hotspot’ locations in the year of 2008, Sabah stands in the bottom
group with Perlis, W.P Labuan and W.P Putrajaya. The number of ‘Hotspot’ 8 National Broadband Implementation, SKMM, 2009
16.2
19.8
20.4
20.7
21.2
21.5
23.5
25.1
25.3
27.9
29.9
35.5
39.5
43.9
0 5 10 15 20 25 30 35 40 45
Percent (%)
Kelantan
Terengganu
Perak
Perlis
Sabah
Pahang
Kedah
Negeri Sembilan
Melaka
Johor
Pulau Pinang
Sarawak
W.P. Kuala Lumpur
Selangor
Percentage of Households with Access to Personal Computer,2004
National Average: 28.2 %
44
locations in Sabah has been decreased from 2006 and 2007, with 44 and 42
locations respectively. It is noted that the state contributed only 2 per cent from the
total ‘Hotspot’ locations in Malaysia. Currently, the ‘Hotspot’ locations in Sabah
are mainly concentrated at tourist attractions and more ‘Hotspot’ should be placed
at public areas such as shopping malls and restaurants to encourage the use of
Internet among the Sabah citizens.
Figure 20: Number of Hotspot Locations by State, 2008
Source: MCMC and Department of Statistics, Malaysia
Figure 21: Per centage of Hotspot Locations by State, 2008
Source: MCMC and Department of Statistics, Malaysia
Number of 'Hotspot' Locations by State
0
100
200
300
400
500
600
700
2005 2006 2007 2008
Lo
cati
on
s
Johor
Kedah
Kelantan
Melaka
Negeri Sembilan
Pahang
Pulau Pinang
Perak
Perlis
Selangor
Terengganu
Sabah
Sarawak
W.P. Kuala Lumpur
W.P. Labuan
W.P. Putrajaya
Percentage of 'Hotspot' Locations by State, 2008
Terengganu
2%
Sabah
2%
Sarawak
5%
Kelantan
2%W.P. Kuala Lumpur
25%
Selangor
30%
Perlis
0%
Perak
6%
Pulau Pinang
10%
Pahang
5%
Negeri Sembilan
2%
Melaka
2%
W.P. Labuan
0% Kedah
3%
Johor
5%
W.P. Putrajaya
1%
45
1.4.4 Cellular Phone Penetration Rate per 100 Inhabitants
Figure 22: Cellular Phone Penetration Rate by State, 2007
Source: MCMC and Department of Statistics, Malaysia
In 2007, the cellular penetration rates in Sabah shows an upward trend with a
penetration rate of 8.5 per cent from 2006. This is due to the declining cost of
mobile phones and services as a result form increased competitions in the mobile
phone market.
However, it is noted that the cellular penetration rate in Sabah is still relatively low
compared to other states as such Sabah stands at 39.6 which is lower than the
national average of 85.1. A large proportion of the mobile phones are still used for
basic communication among the Sabah people (E.g. phone calls, short messaging
system (SMS), etc.).
1.4.5 Government Portals and Websites Assessment
With the aim of providing a continuous evaluation on the Malaysia government
portals and websites performance, e-Government of Multimedia Development
Corporation (MDeC) has carried the Malaysia Government Portals and Websites
Assessment (MGPWA) and the study consists of Main Assessment (MA), Online
Services Assessment (OSA) and Benchmarking. The main objective of the
performance review of these portals and websites is to provide a guideline for
Cellular Phone Penetration Rate per 100 Inhabitants, 2007
58.8
46.1
73
59
73.157.558.2
59.2
43.3
39.6
76.1
71.4
85.5
91.4
0
20
40
60
80
100Johor
Kedah
Kelantan
Melaka
Negeri Sembilan
Pahang
Pulau Pinang
Perak
Perlis
Selangor
Terengganu
Sabah
Sarawak
W.P. Kuala Lumpur
National Average: 85.1
46
agencies to improve their portals and websites as well as to inform and benefit the
citizens in terms of information and service delivery.
Instead of conveying what the government agencies want and to solely fulfil the
assessment requirements, Malaysia government portals and websites are expected to
cater the needs of citizens Therefore, the quality of online services offered and
portals/websites were evaluated to achieve citizen-centric service delivery9. In
evaluating the portals and websites, there are nine (9) main criteria that were further
classified as the Primary (P) and Secondary (S) criteria, as listed in the table below:
Primary Criteria (P) Secondary Criteria (S)
• Forms/ Documents • Integrated transactions
• Queries/ Feedback/ Comment/
Complaint
• Polls/ Survey
• Status Checking • Incentives
• Indicative Notifications • Flexibility of Payments
• Security
Table 3: Online Services Criteria
Source: MDeC
In the Main Assessment, 1,192 portals and websites were assessed and ranked
accordingly. The categories of ranking were divided into ten, namely Overall
Ranking, Ministry Ranking, State and State Secretariat Office Ranking, Local
Authority Ranking, University Ranking, Flagship Coordination Committee (FCC)
Members Ranking, Telehealth & E-Government (TH & EG) Flagship Applications
Ranking, and Pillars Ranking. Based on the result, it is noted that the Sabah State
Government’s portal is ranked 38th in 2009, which has shown a decline from the 31st
rank in 2007. The overall result for the State and State Secretariat Ranking is
tabulated in the table below.
9 Malaysian Government Portals and Websites Assessment 2009
47
Table 4: State and State Secretariat Ranking, 2009 and 2007
Source: MDeC
Based on our findings, it is noted that the Sabah State portal is focused more on
one-way communication, which limits interactions between the Government and the
citizens and businesses. It is imperative for the State Government to enhance and
improve their delivery services through online communications and transactions to
ensure a more effective and efficient services to the citizens. It is encouraged for the
State Government to provide comments, feedback form, forum or blog as a medium
for users to voice their opinions. Some of the recommendations as highlighted in the
survey include:
• Agencies must develop portals and websites that fulfil and cater the need of
users, rather than fulfilling what the internal need;
• Agencies should enhance on the integration with other Government agencies
through their portals and websites to minimise process redundancies;
• Agencies to update their portals and websites on regular basis to ensure that
information displayed in a portal/website is not outdated;
• Agencies to consider the consistency aspect in terms of look and feel and
navigation when developing a portal/website as it aids in simplifying users
experience;
No State Rank 2009 Score 2009 Rank 2007 Score 2007
1 Selangor Office of State Secretariat
3 80 4 77
2 Penang State Secretariat Office
5 76 4 77
3 Sarawak State 6 75 2 80
4 Perak State 11 70 22 53
5 Terengganu State 12 69 22 53
6 Johor State 23 58 13 62
7 Melaka State 27 54 19 56
8 Negeri Sembilan State 31 50 14 61
9 Pahang State Secretariat Office
36 45 62 9
10 Sabah State 38 43 31 43
11 Kelantan State 49 32 31 43
12 Perlis State Secretariat 50 31 60 12
13 State Government Secretariat (Kedah)
52 29 NA NA
48
• Portals and websites must also be made to cater the disabled. This can be done
by fulfilling the Priority Level One standard of W3C Guideline; and
• Portals and websites must offer interactive features to engage more users, such
as Podcast, RSS Feed, Forum, SMS services, blog and mobile web. These
channels can also improve the service delivery of public sectors.
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49
2. ASSESSMENT OF ICT DEVELOPMENT IN
SABAH BASED ON MSC FRAMEWORK 2.0
The second chapter describes in detail on the findings of the assessment of ICT
Development in Sabah based on MSC Framework 2.0. In spearheading and
facilitating the ICT development, MSC Malaysia is determined to lead this
transformation through ICT via industry and capacity building and socio economic
development. The MSC Framework 2.0 was established as main guidelines in
developing the ICT strategy for States in Malaysia. As MSC Malaysia has
successfully built a vibrant ICT industry, it is imperative that the scope of ICT
development to be expanded beyond the original boundaries of attracting Foreign
Direct Investment (FDI). The pervasiveness of ITC has enabled transformation and
advancement in all aspect of our lives. Certainly, the power of technology is
apparent in the manner in which ICT can enable business, empower societies and
enrich economies.
2.1 Approach based on MSC Framework 2.0
Figure 23: MSC Framework 2.0
Source: MDeC
50
The Multimedia Super Corridor (MSC Malaysia) was established in 1996 with the
aspiration of becoming a global hub for ICT and multimedia innovation, operations
and services as well as to transform Malaysia into a knowledge-economy and
achieve developed nation status in line with Vision 2020.
The MSC Framework is developed based on three (3) key principles, as such on
how ICT can be utilised for different perspectives and focus areas. The framework
also provides the guidelines and mechanism on the current scenario of ICT
development in Sabah based on listed key focus areas:
1. ICT as an Industry - Provides mechanism on how to build ICT industry with
FDIs acting as catalysts for Domestic Direct Investments (DDIs);
2. ICT as an Enabler - Provides mechanism to evaluate and analyse the use of
ICT to enable governments and industries resulting in higher productivity in
practically all aspects of their value chain. The key aim of this perspective is
also to determine the effectiveness level of ICT utilisations in doing business
and day-to-day operations; and
3. ICT for Society – Provides mechanism on the use of ICT to empower
society, bridge the income gap and reduce socio-economic inequalities,
enhance the quality of life, and improve the quality of human capital. This
include on how ICT is utilised in the education, health as well as community
programmes across the State.
Based on the three (3) key principles as highlighted above, the key challenges/
barriers that affect the current scenario are also identified. The strategic preliminary
recommendations are outlined in ensuring the objectives of MSC to develop ICT as
an Industry, Enabler as well as for Society are achieved.
2.2 ICT as an Industry
2.2.1 Key Findings
Sabah State Government’s effort in promoting greater diffusion of science,
technology and innovation in the social-economic development of the state is
bearing fruit. Over the past 25 years, the Sabah economy has undergone structural
change from Agriculture to Manufacturing and Services, a strong indication of
economic transition towards knowledge based economies is underway. For the last
51
three decades, the agriculture, manufacturing and services contributed to a large
portion of the state’s GDP.
The ICT industry in Sabah is still considered at the infant stage, with the sector is
currently being built and developed around the knowledge-based government, since
the establishment of State Public Sector ITMP in 1997. With Cumulative Annual
Growth Rate (CAGR) of 22.68 per cent on Sabah ICT Spending (2004-2008) for
Public Sector, Sabah is seen to have a good potential to grow towards a knowledge-
based state, with ICT industry as the catalyst for the state development. However,
there are few issues that need to be addressed especially on the state’s ICT readiness
in order to create a more conducive investment climate for Sabah ICT Industry.
The current ICT environment shows that the local ICT players are mainly small
players which focus in system integration, retail operation, network and
telecommunication. In addition, there is lack of clear focus on the niche sector
identified such as Shared Service and Outsourcing (SSO) and Content industry
which can further accelerate the ICT Industry development in Sabah. It is noted that
Sabah state can follow the footstep of its neighbour country, Philippines which is
currently ranked among the top five countries for SSO industry. The Philippines’
strongest market niche is in the IT-enabled services or call centres, in which Sabah
can adopt the approach and initiatives by that country, providing that Sabah has
adequate capacity and capability in the future.
In relation to the education sector, there are currently two (2) Institutional of Higher
Learning (IHL) which obtained the MSC-status IHLs, namely Universiti Malaysia
Sabah (UMS) and Pusat Teknologi dan Pengurusan Lanjutan (PTPL) College. It is
vital that Sabah state government to utilise and collaborate with the MSC Status
IHLs for Research and Development (R&D) initiatives and human capital
development.
In line with the Government’s aspiration to develop local ICT players and
entrepreneurs, there are incentives and grants provided for local ICT companies.
Federal government agencies such as Malaysian Industrial Development Authority
(MIDA), Malaysia External Trade Corporation (MATRADE), SME Corp Malaysia
and MDeC provide incentives, R&D grants and business start-up funds for local
ICT companies. For instance, the Small and Medium Enterprises (SMEs) in Sabah
52
can apply for Technology Pre-Seed Fund Programme which was introduced by
MDeC. This MSC Malaysia’s Technopreneur Pre-Seed Fund Programme is
initiated in RMK-9 to catalyse the creation of local Technopreneur and K-SMEs in
ICT towards growing the local ICT industry. The programme offers up to RM
150Kof conditional funding to develop viable business plans into commercially
focused ICT projects with prototype and detailed business plans suitable for venture
funding and commercialisation.
Other relevant funds that provided by federal agencies are Business Start-up and
Product Development Grants (SME Corp), Technology Acquisition Fund (Malaysia
Technology Development Corporation (MTDC)), Commercialisation of R&D Fund
(MTDC), Enterprise Innovation Fund (MOSTI) and Techno-Fund (MOSTI). Local
ICT entrepreneurs would be able to grab this opportunity to commercialise their
own ICT products in the market.
However, based on our observation, most of the local ICT companies are still
lacking in terms of the awareness on the grants and incentives offered by relevant
agencies, hence wasting the opportunity to further develop their businesses. It was
observed that there is still lacking of state-wide grants and incentives for local ICT
players, hence leaving the ICT companies to be solely dependent with the federal
agencies’ grants and incentives.
In relation to the current scenario on ICT development as an industry, a few niche
areas such as ICT readiness, infrastructure and info structure, human capacity and
outreach are identified as the contributing challenges and barriers to the current
readiness of the local ICT industry. Therefore, the current issues and challenges
need to be addressed in order to create a welcoming environment for FDIs and
DDIs).
For ICT readiness, Sabah is still lacking in this area, which is indicated by the low
broadband penetration rate, PC ownership rate and ‘Hotspot’ locations. In addition,
more than 50 per cent of the total populations in Sabah are staying in rural areas;
which contributed to the significant digital gap between the people in town and
rural areas.
53
In terms of infrastructure in Sabah, the current ICT developments are mainly
focused in urban areas, and the developments are also challenged by geographical
difficulties and distances particularly in rural areas. Besides that, insufficient power
supply is also hindering the usage and adoption of ICT products and services among
the Sabah citizens and businesses.
In terms of human capacity, the current situation shows that there is still inadequate
level of relevant human capacity to exploit and manipulate ICT. Lack of state-wide
ICT trainings is one of the factors that contribute to the inadequate level of the ICT
skills and expertise of Sabah workers. The approach and initiatives performed by
the State Government to outreach the SMEs, public and private sectors are still
ineffective due to lack of commitment and two-way collaboration between these
relevant parties.
Figure 24 below summarises the key issues and challenges for these four niche
areas that are currently affecting the ICT Industry in Sabah:-
Figure 24: Current Challenges on Development of ICT as an Industry in Sabah
2.2.2 Strategic Recommendations
Few strategic recommendations have been identified to boost the local ICT Industry
in Sabah. Below is the list of preliminary recommendations that could be
54
implemented by the Sabah State Government in creating a welcoming environment
of local ICT Industry:-
1. Sabah State Government needs to address any issues regarding the
infrastructure in the State in order to create a conducive investment climate
for FDIs and DDIs;
2. Sabah State Government to continue and intensify public awareness and
literacy campaigns on ICT;
3. Public and private sector to establish strategic alliances and collaboration
with MDeC and other relevant agencies;
4. Public and private sectors to collaborate with Institute of Higher Learning
(IHL) for R&D initiatives and human capital development;
5. Sabah State Government is encouraged to provide more ICT programmes,
incentives and grants for local ICT players in Sabah; and
6. Sabah State Government to promote partnership between private and public
sectors on ICT as well as encourage business and technical people to
collaborate together for better understanding on ICT business.
The above strategic recommendations are necessary to accelerate the ICT industry
in Sabah. With a huge potential to grow the local ICT industry to a higher level,
Sabah State Government need to bring together the policy-makers, business leaders,
academics and technical experts to work together in developing new policies and
incentives that will make the Sabah ICT sector more competitive in the global
marketplace.
2.3 ICT as an Enabler
2.3.1 Key Findings
Four (4) key economic clusters have been identified as Sabah’s key economic
clusters’ development (tourism, manufacturing, agriculture and education). Two (2)
supporting economic clusters (logistics and banking & finance) have been identified
as Sabah’s ICT for supporting sectors’ development. Although the lists of websites
available are not integrated in www.sabah.org.my or www.sabah.com.my, it is
noted online services provided by the public and private sectors exists. The next
section describes the current scenario of ICT development for the respective
clusters.
55
Key Economic Clusters
• Tourism
There is some form of knowledge centre regarding tourism in Sabah done by
both the public and private sectors such as www.sabahtourism.com by Sabah
Tourism Board and www.sabahtravelguide.com by eBiz Travel Network Sdn.
Bhd. Internet savvy travellers from overseas and local can now have the option
to search online for travels in Sabah that is suited towards their lifestyle and
requirements such as online accommodation booking (E.g. www.sabah-
homestay.org by Sabah Homestay Association), or even booking for a whole
travel package experience such as going to the cultural village (E.g.
www.monsopiad.com by the private sector) or adventure tours (E.g. www.e-
borneo.com).
Although there are already a few hotel, travel and tour companies that have
jumped into the e-tourism bandwagon, there are still many local travel agencies
that are not utilising ICT to enable and enhance their business in order to reach
to a bigger audience at an affordable price. Majority of the small existing travel
companies are either not aware of the power of ICT as an enabler for their
business or they are not internet savvy to create their own website. In terms of
knowledge centre management, most of the information is given in a 1-way
communication format where there is no medium for the internet users to
interact with the website owners/ businesses.
• Manufacturing
Based on our findings, the only knowledge centre available for the key
manufacturing related industries in Sabah is the Palm Oil Industrial Cluster
(www.poic.com.my) and Kota Kinabalu Industrial Park (KKIP)
(http://www.sabah.com.my/kkip/intro.html). Under the Sabah Industrial Master
Plan, there are also a few Industrial Parks in Sabah such as KKIP and the
Timber Integrated Complexes & Parks to stimulate the growth of existing
industries and attract private sector investments in targeted areas. The
Federation of Sabah Malaysia (www.fsm.org.my) can be found online and
provides grants and incentives to interested and qualified manufacturers.
Communication/interaction between the web-owners and the internet savvy
manufacturers/companies are still a 1-way communication for almost all of the
56
manufacturing websites found. There is also no known manufacturing portal for
the manufacturers from different stream levels (upstream, midstream and
downstream) and potential overseas investors to interact. License applications
and renewals are still done over the counter, as there is no automated online
license facility in Sabah.
• Agriculture
Based on our findings, the only knowledge centre available for the key
agriculture related industries in Sabah is the Palm Oil Industrial Cluster
(www.poic.com.my). There is also a growing trend on agro-tourism in Sabah,
as can be seen by its presence on the Internet. Tourists who are interested in
agriculture or nature related travel package can now search in the Internet for
places to visit such as the Agriculture Parks organised by the State Agencies
(www.sabah.net.my/agripark/home.htm) or even experience the harvesting and/
or manufacturing process as well as sample a few of the products produced by
the local companies such as SabahTea and Tenom Coffee. Information and
travel package booking as well as accommodation booking can be done online
by the respective company’s website (E.g. www.fccoffee.com and
www.sabahtea.com.my). There is also an agriculture village related specifically
to cocoa, available in Tawau. There is an effort made by the e-Desa community
in Kundasang to list down and provide linkages to the available government as
well as bank incentives and grants for agriculture in Sabah. This is a
commendable effort, as this will increase the convenience and save time for the
potential as well as existing agriculture related companies to search for
assistance. This may also create awareness for the public to invest or be
involved in agriculture due to exposure to attractive incentives or grants.
Communication/ interaction between the web-owners and the Internet savvy
foreign investors, agriculture related companies and tourists are still
communicated 1-way where there is very limited interaction for all parties
involved. There is also no known single agriculture portal for the
manufacturers/agriculture related companies from different stream levels
(upstream, midstream and downstream) and potential overseas investors to
interact. License applications and renewals are still done over the counter, as
there is no automated online license application facility in Sabah.
57
• Education
Plenty of efforts have been made by the public sector to encourage the creation
of knowledge centres with regards to education in Sabah. Some of the key
actors based on the State’s ITMP as well as other government agencies have
created a few knowledge centres on the Internet to reach out to the citizens in
Sabah. www.sabah.edu.my was created as the State’s education portal for the
students studying in Sabah as well as the Sabahan students who are studying
overseas. There are plenty of useful information and links to other educational
related websites. Some of the helpful functions available in the portal are the
exam calendar, e-pals corner, student overseas (where the local students are
encourage to interact with other students who are studying overseas at various
universities), education related issues and news and announcement as well as
list of schools available in Sabah.
In addition, there is also the e-Desa programme and a mobile multimedia
service (Desanet) organised by Unit Kemajuan IT (KIT) and Sabah State
Library (SSL) to bridge the digital divide and reach out and promote ICT
awareness to the rural communities. Scholarships given by various government
can be found at certain websites such as (but not limited to)
www.biasiswa.sabah.gov.my. For those who are fresh graduates from
universities, there is also a training portal10 available for them to search for a
job (mainly within the government sectors) and register for specific industry-
related training. Sabah also has a potential niche market in terms of edutainment
where kids are educated in a fun and entertaining environment. For instance,
students are given the chance to compete with other schools for the best website
designs through the Web + Courseware Design & Development Competition
(WCDD) held once in 2 years and Technorama-IT that allows students from
different schools to congregate and interact with each other via friendly IT
related competitions.
Based on our findings, the current scholarship list within the education portal is
very limited as only a few listed scholarship providers are listed. The contents
provided in most of the portals are still information broadcast as oppose to
interactive delivery of contents as well as information. Although there is an
10
http://sole.sabahjobcenter.com/jobPortal/jsp/SOLE/index.jsp
58
online library system which offers online registration for the public, however; it
is noted that there is no response from the library for newly registered users.
Supporting Economic Clusters
• Logistics
Most of the major logistic companies have embraced the Internet technology as
one of the various ways they improve their services to their clients. Example of
available interactive websites that caters to needs of the citizens and businesses
in Sabah are AirAsia11 and ABX Express12. Through these websites, citizens are
able to do their bookings as well as view their itinerary from the comforts of
their own home.
However, most of the day-to-day operations are still done manually by the local
logistic companies. The logistic industry’s development is mainly in urban
areas due to the State’s geographical difficulty and distance challenges. In terms
of parcels and shipments, it sometimes takes days to arrive due to the logistical
challenges. Currently, there is no method for the clients to track their shipments.
Therefore, clients are unable to trace the whereabouts of their parcels during the
duration of the shipment.
• Banking and Finance
Apart from over the counter and ATM facilities, all the major banks in
Malaysia have Internet banking facilities. Moving towards green technology,
bank customers can now view their statements and payments online as well as
perform monetary transactions online. In addition, customers have the options
to go for online investments where registrations and renewals as well as share
purchases can all be performed automatically online. Some banks even offer
mobile banking for its customers.
In spite of all the available facilities, it is noted that over the counter
transactions for personal banking in Sabah is still strong. Incentives and/or
grants are mostly conducted manually as well.
11 www.airasia.com.my
12 www.abxexpress.com.my
59
2.3.2 Strategic Recommendations
Based on our research and findings, our preliminary recommendations are as
follows:
Key Economic Clusters
• Tourism
The tourism cluster in Sabah is one of the most advanced clusters in Sabah in
terms of using ICT as an enabler for running their business be it both within the
State and Federal government as well as the private sectors. As a result, the
internet has enabled Sabah to be exposed to the world as one of the best eco-
tourism spot in the world. It is noted that foreign as well as local tourists
currently have the option to comfortably do their own research on their
preferred type of tours and at the same time, book their travel package, flight
tickets and accommodation instantly.
Therefore, one of the preliminary strategic recommendations is for the tourism
sector to continue its own on-going efforts to update its webpage as well as
maximise its usage on ICT in its day-to-day operations. It is also advisable for
the State Government as well as the Federal Government to create a public and
business ICT awareness and to facilitate some form of incentives on e-tourism
to allow the small local players (E.g. tour operators, travel agencies) to improve
on their service delivery. This initiative will also aim to assist in penetrating
new market as well as promoting their businesses to a wider audience in
different geographical area so that they will be able to create a business niche
for themselves and able to sustain their businesses against the major industry
players.
Another preliminary suggestion is for the Government to upgrade its tourism
knowledge centre websites to Web2.0 where the contents are more towards
community focus and sharing of contents, thereby allowing visitors to comment
on their experiences or/and post their recommendation as well as interact with
the website owner. Another possible suggestion is also to allow privilege
members such as the local tour groups or well-known bloggers to tag the
location of the tour using imbedded Google map into the webpage. This will
60
indirectly assist and ease the burden of the government sector to continuously
update their website.
• Manufacturing
The manufacturing cluster is the third biggest industry in Sabah and many of its
produce has the potential to grow and expand from upstream to downstream. In
view of the fact that the manufacturers in Sabah face the challenges of
geographical difficulties and distances, one of the possible alternatives is to
improve on the IT infrastructure and day-to-day business operations. To
complement the current planning of creating more upstream and downstream
produce within the manufacturing sector, it is suggested that a specific 1-stop
manufacturing knowledge portal centre for Sabah to be created where detailed
information for all the core manufacturing industry are stored (E.g. List of
potential industry players from the upstream and downstream that the local
businesses and/or foreign investors can contact and liaise with to do a possible
joint business venture).
In order to encourage and develop more potential local manufacturers for the
upstream and downstream market, the State Government should consider the
possibility of intensifying awareness programmes related to manufacturing that
uses ICT as a potential tool to enhance its business or to enable its business. For
example, the State Government may work together with Sabah Economic
Development Corporation (SEDCO) to encourage young entrepreneurs to
broadcast its presence within the proposed manufacturing portal in order to get
noticed by potential clients or business partners. Due to the geographical
difficulties faced by many manufacturers, it is also recommended for the State
Government to automate the license application to save administrative,
travelling and postage cost and at the same time improve its service delivery
efficiency to its stakeholders.
• Agriculture
The agriculture cluster is the biggest contributor to Sabah’s economy,
particularly palm oil. Given that most of the State’s agriculture produce are raw
produce, many of its produce has the potential to grow and expand all the way
from upstream to downstream akin to how the Sabah Tea product has now
expanded from selling different types of tea to include agro-tourism related
61
products such as educational package tour as well as adventure tour13. ICT can
be another medium to encourage and develop new agriculture entrepreneurs
within the upstream, midstream and downstream component of the value chain.
Information regarding grants and incentives can be disseminate to the masses
throughout the State by capitalising on existing available infrastructure
provided by SSL (Desanet) and eDesa in order to bridge the digital divide.
Therefore, based on this scheme, it is highly recommended that the State looks
into the possibility of automating subsidies, grants and incentives application
for effective and improved processing time.
Apart from automating the grants and incentives application, it is also
recommended for the State Government to automate the license application to
save administrative, travelling and postage cost and at the same time improve
its service delivery efficiency to its stakeholders. To encourage the usage of
ICT amongst the agro-entrepreneurs as medium of interaction and source of
information as well as contact to potential investors, business partners and
clients, it is advisable for the state to create a 1-stop knowledge portal centre for
agriculture.
• Education
To improve the usage of available ICT facilities in the State, such as the online
booking for books in the SSL as well as the education portal that exists within
Sabah.Net, it is recommended that these systems be reviewed and its
functionalities such as e-booking and list of scholarships be improved. The
websites should also be upgraded to Web2.0 to allow interactions between and
amongst the users based on real-time basis. Once the facilities have been
revamped and improved, it is recommended for the key actors (as stated within
the ITMP) to increase public awareness on the available educational facilities
and programmes. This can be done by creating an awareness campaign every
year during the Sabah ICT month, ICT related competitions and/or
Technorama-IT. Should the issue of lack of manpower to coordinate the
programmes arise, there is also the possibility of co-organising the events with
interested NGOs, private sectors and/or other government agencies.
13 http://www.sabahtea.com.my/index/tourism/packages.html
62
In relation to edutainment, it is recommended for the State to conduct
edutainment activities (E.g. Technorama-IT, Web + Courseware Design &
Development Competition, etc.) as frequent as possible, or at least on a yearly
basis. The State should also consider creating edutainment incentives or grants
for interested parties (NGOs, private sectors as well as government agencies) as
this may be a possible niche area that the State may leverage on to develop as
an ICT industry.
Supporting Economic Clusters
• Logistics
Due to the geographical challenge in Sabah, it is recommended for the public
sector to improve their business visibility/ transparency by enabling its
customers to track their shipment as a form of increasing customer’s
satisfaction. This is to allow the customers be aware of the whereabouts of their
shipment and to allow them to estimate the arrival of their shipment better. To
ease the burden of maintaining too many systems and tracking different
shipments, it is recommended for the ports to have 1(one) main intranet/
internet system where it is able to track the shipments akin to the DHL system
model. In the long term, this will allow management to review its operation and
target potential areas to be enhanced in the future.
Another possible area for ICT expansion is to create a 1-stop logistic portal
where all the logistic industry players may all advertised its services as well as
their shipment timetable (arrival and departure) to create convenience for
potential customers. Therefore, even with the issue of distance as well as
geographical challenge, the potential customers are able to plan their shipment
schedule accordingly.
• Banking and Finance
To encourage and convert more individuals to reap the benefit of personal
online banking in Sabah, it is suggested for the public sectors such as the KIT
and the Ministry of Finance to liaise with local banks to create public awareness
of online financial assistance as well as incentives for new market in Sabah –
online investment through Desanet and eDesa. This is to bridge the digital
divide amongst the older generations who are not internet savvy and the society
in the rural areas by educating them on the merits of online investment and/or
63
banking where they no longer have to do unnecessary spending on
transportation as well as follow up calls to participate in certain investment
schemes (E.g. mutual funds).
By automating government grants and subsidies, the State Government will be
able to improve its service to the citizens as automated grants and subsidies
approval plus tracking can be done with less delay regardless of resources or
geographical boundaries issue. It is also suggested for the State to create an
online payment portal for businesses and/or citizens via the internet, similar to
Sarawak’s paybillsmalaysia.com14 concept. Once an online payment portal has
been implemented, this will create convenience for the citizens as well as
businessmen to pay their bills on time to save costs and time.
2.4 ICT for Society
2.4.1 Key Findings
The major change brought about by the ICT is transformation of the society into
knowledge and network society. The networking of people facilitated and
accelerated by ICT lead to a powerful shift and social transformation to the society.
The impact of ICT on the society can be felt at various levels in the society i.e. to
the local community, national and global level.
The ICT application at the local level includes the following examples:
• Local government support and social services (e-Government);
• Smart schools;
• Market information and business opportunities; and
• Employment opportunities.
ICT at national level, have assisted the society by providing e-governance,
regulatory framework, cyber laws and e-commerce. At the regional and the global
levels, ICT facilitates cooperation growth by easing the government-to-government
services, government to people services, sharing education and best practices.
14 https://www.paybillsmalaysia.com/ebppsnt/
64
Whilst there are beneficial impacts of ICT to the society, there are also some key
challenges and barriers in developing ICT as key communication and transactional
tools for the public. The key imperative issue is the “digital divide” or the gap
between those who have access to technology (E.g. telephones, computers and
internet and relates services) and those who do not have access to these resources.
The current scenario on the development of ICT for Society in Sabah is highlighted
below:
• Education
In 1996, Malaysia identified ICT as one of the key foundations for its projected
transition from a production-based economy to a knowledge-based economy by
2020. In achieving these goals, the governments also acknowledged that such
transition will require a workforce capable of exploiting ICT to create new
economic opportunities.
Realising the importance of this talent pool, the government announced under
the Eighth Malaysia Plan on the need to re-engineer the country’s education
system and align it with its Vision 2020. The Smart School Flagship
Programme was one of the seven applications identified under the MSC
initiative. The smart school initiative has been planned to ensure that the
education system prepares future Malaysian citizens not only as knowledge
workers for the Information Age but to be able to achieve Malaysia’s vision of
becoming a fully developed nation by the year 2020.
At present, there are five (5) Smart Schools in Sabah. These smart schools were
located at the following locations across Sabah main cities;
a. SMK Elopura, Sandakan;
b. SMK Pengiran Omar, Sipitang;
c. SMK Tenom, Tenom;
d. SM Sains Lahad Datu, Lahad Datu; and
e. SM Sains Sabah Kota Kinabalu, Kota Kinabalu.
However, it is noted that there some factors that might have contributed to the
ineffectiveness of the smart schools, which are as follows:
� Frequent shortages of power supply;
� Shortages of computer units; and
� Shortages of IT teaching experts.
65
• Government to Citizen (G2C)
Government to citizen (abbreviated as G2C) is the online non-commercial
interaction between local and central Government and private individual. The
mechanism is the medium for the Government sectors to become visibly open
to the public domain via a Web Portal as well as online public services and
information to all citizens. One of the success online services provided by the
government of Sabah to the citizen is the Sabah Job Centre (SJC) maintained by
Ministry of Resources Development and Information Technology. The
comprehensive job portal has been established as an innovative way to help in
addressing the unemployment particularly in the rural areas. SJC acts as one-
stop centre for Government and private in Sabah and serves as the integrated
hub for Government, private sectors and citizens for employment opportunities,
jobseeker’s resumes, career information and advices, training courses and
continuous professional development (CPD) programmes15.
In addition, most of the government websites have been established and the
government agencies have moved one step further to provide added measure
services for the convenience of the citizen to interact with government agencies.
Perhaps what is still lacking with most of the websites is its functionalities in
terms of interactivity and online transactions like bill payment, online
application etc. Hence, the factor will increase resistance among the citizens to
interact with the government through ICT.
• Bridging Digital Divide
Bridging the digital divide may seem like a low priority when many in the
developing world struggle with domestic issues such as electricity, access to
clean water and healthcare. However, Malaysia has made considerable
advances to bridge the digital divide considering a very large per centage of the
population now has access to a mobile phones, radio, TV and video players.
The Government has initiated several e-pilot projects to ensure people in remote
areas have access to computers. Considerable amount of initiatives have been
taken into place to also serve to Sabah and Terengganu where poverty and
hardcore poverty rates are highest.
15 www.sabahjobcenter.com
66
It is noted ICT is currently utilised not only as key enabler for economy
development, also as tools for reducing socio-economic disparities of
previously under-served sections of society, thereby bridging the digital divide
and contributing to e-inclusion in the Nation’s emerging knowledge society.
Building on extensive national experience with telecentres, the government is
going forward with large scale multi-million dollars programme to establish
community telecentres in every district in the country, including the many rural
and remote locations that are isolated from the urban centres16. In addition,
Malaysian government has taken multiple initiatives and continue to implement
few programmes across all states to address the major obstacles to bridge down
the digital divide particularly aiming at the rural areas.
It is noted that various major efforts have been made by several parties; namely
State Governments, giant and national corporations. Some of the programmes
include the followings;
� e-Desa Programme - At present, there are 11 e-Desa centres have been set
up by the State Government (under KIT) to narrow down the digital divide
of the community at the rural area with ICT usage. This programme has
been outlined under the Ninth Malaysia Plan and RM 5.4 million has been
allocated for the programme to be operated. Each e-Desa will be equipped
with 10 computers and provides a communication platform for the target
communities to access to information sources related to agriculture,
environment, health, markets and government services online.
� Desa@net - The objective of Desa@Net is to promote the effective use and
awareness of ICT as a means to improve standards of living, learning, work
and recreation among students in rural Sabah. Desa@Net is a mobile
computer training centre that contains 10 notebooks, a server and laser
printer. The vehicle visits ten (10) schools in the rural district of Papar,
Kudat and Kota Belud in Sabah. Each school is visited once every fortnight
for a full day where students are taught basic computing skills, usage of
Internet browsing and e-mail, word processing and homepage creation.
� Community Broadband Centre (CBC) - The objective of CBC is to
develop and implement a collaborative programme that has a positive social
and economic impact to the community. It also serves as the platform for
human capital development and capacity building through dissemination of 16 Telecentres for National e-Inclusion in Malaysia
67
knowledge via means of access to communications services. The facilities
installed for CBC and projects may also be used as training centres for local
people to learn and develop on computer and ICT skills, to provide access
to distance education, employment opportunities, human resource training,
business ventures, amongst others. The CBCs shall serve as centre for
Internet access to the community.
In addition to the above mentioned programmes, the Sabah State Government under
the Ministry of Resource Development and Information Technology has launched
the Sabah ICT Month as one of the initiatives to increase the ICT awareness among
the citizens. The key aims of the programme are to promote ICT as a key enabler
for enhancing the State’s strategic competitiveness, to boost the development of
ICT as a strategic industry in support of State’s Halatuju Pembangunan as well as
to recognise the contribution of the ICT industry to the economic development of
the State.
In addressing the digital divide, it is observed that there are some main
challenges and barriers for the Sabah State; which are listed as follows:
� Lack of social infrastructure;
� Difficult geographical and environment terrain;
� Sustainability issue of the telecentres due to lack of participant form the
community;
� Lack of information and social administrative services;
� Limited economy activities and low per capita income; and
� Low literacy rate.
• ICT for the Underserved
ICT plays a crucial role in all aspects of the Malaysia community including the
underserved community; particularly the disabled and women community.
Various incentives and programmes have been established by the government
to bridge the digital gap for the underserved community in Sabah.
Under the Ninth Malaysian Plan, programmes to integrate people with
disabilities and women at disadvantage to enable them to lead a normal life
were given clear emphasis.
68
� Women - There are estimated 5,000 single mother in Sabah (Source:
Jabatan Hal Ehwal Semasa). The Sabah State Government is concerned
with the high number of single mothers who are still living in poverty and
has facilitated some initiatives to identify and help them to reduce the
increase their income. At present, few centres for women have been
established. These centres are being utilised by the single mothers for
training and skill enhancement in terms of business, IT literacy and other
activities. In the IT literacy classes, there are thought basic computing
skills, usage of Internet browsing and e-mail, word processing and
homepage creation.
� Handicapped people - The United Nations estimates that there are 650
million disabled people in the world which corresponds to 10 per cent of
global population. 80 per cent of these people live in developing countries,
many in conditions of poverty. 80 per cent of disabled people of
employable age are jobless. In Malaysia, there are 2.7 million disabled
people. This does not include the number of senior citizens who become
disabled through old age and illness. The disabled people are deprived of
many of fundamental rights such as freedom of movement, education,
employment, enjoying social life, voting and even on ICT. To a large
extent, most of the schools, business premises, work places, public transport
and public facilities are out of reach to disabled people. These factors cause
disabled people to be further marginalised apart from the perception by
society that they are objects of charity and are unable to lead fulfilling and
independent lives.
It is imperative for the State Government to take immediate steps to
incorporate the needs of disabled people and women in the planning and
decision making in relation to ICT development for the society. It is also
recommended for the State to develop relevant ICT programmes and
involve the disabled people in all policies and projects implementation
including education, housing, employment, public transportation, built
environment, services, social and cultural activities and whichever relevant
to ICT.
2.4.2 Strategic Recommendations
69
In addressing the issue of the digital divide, all groups of society including
geographical isolated communities such as the natives of Sabah, women, youths, the
disabled and senior citizens must work together. The digital problem can be
resolved or minimised with the involvement of the main players:
• The education system;
• The industry;
• The Government; and
• The rural community.
The digital divide can be reduced by setting up community information centres to
educate the rural citizens. In relation to education system, it is imperative to
promote ICT at young age specifically in schools. Parents and teachers shall
encourage participation of Youth in the telecentres programmes for more of hands
on exposure.
In supporting the industry development, a good infrastructure is essential for the
abolition of the digital divide. Ensuring the availability of basic energy
infrastructure facilities such as electricity, telephones lines and roads will help to
narrow down the digital divide. The ICT sector was currently enjoying plenty of
incentives under the umbrella of the MSC as well as other respective agencies. SME
companies in Sabah should be given more incentives and grants by the state
government to increase their investments in e-commerce and ICT related services
so that such services will not be monopolised. This is important, in terms of creating
competitive advantage amongst the industry players.
The rural community shall take advantage on the outreach programmes established
by the government and fully utilised the centres provided by the government such
as e-Desa, telecentres and Desa@net to enhance their computer and ICT skills.
The State Government shall also consider establishing a State-owned portal to adopt
MSC Malaysia guidelines and criteria for online services as well as to align the
State-wide programmes with five (5) thrusts of national strategic framework of e-
Inclusion on Bridging Digital Divide (BDD). As presented by Azizah (2008) the
thrusts of the National Strategic Framework on bridging digital divide in Malaysia
is divided into five (5) key areas, which include:
70
• To increase access and adoption of ICT by the underserved groups which are
labelled as children, youths, women, senior citizens, handicapped people,
indigenous people, and small micro and medium entrepreneurs (SMMEs). This
objective will be achieved via the development of one telecentre per district to
ensure equitable access to affordable PCs and online services for all;
• To create value in BDD programmes via the utilisation of telecentre as a way to
increase socioeconomic development of the targeted communities;
• To develop local content through participatory approaches via provision of
financial support;
• To increase multi-stakeholder collaboration and coordination. This is done via
integration and coordination of the existing policies, strategies and programmes
for e-inclusion; and
• To institutionalise evidence and informed policy and practice via adopting
improved methodologies for monitoring and evaluating of e-inclusion
programmes.
The figure below highlights the key thrusts and strategies for National Strategic
Framework on bridging digital divide in Malaysia.
Figure 25: Thrust and Strategies of NSF-BDD
Source: Convergence of Broadband Conference, 2008
71
In relation to the underserved group, it is recommended for the State to develop
relevant ICT programmes for the women especially single mothers, abused
wives and children; aiming to promote ICT awareness and adoption among
them. A centralised database for the single mothers and the disabled people is also
a value added service to facilitate monitoring as well as decision making within the
State Government. It is imperative that the Government to continue to play a key
role in BDD by initiating and providing online services throughout the country to
enable Malaysians to access and utilise the Internet as a part of everyday life.
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73
3. GAP ANALYSIS ON ITMP
IMPLEMENTATION AND CURRENT ICT
ENVIRONMENT IN SABAH
This chapter highlights the gap analysis on the key areas, namely on the ITMP
implementation as well as on the current ICT environment in Sabah. The gap for
ITMP implementation is focused on the key strategies that have been outlined in the
ITMP document to gauge the implementation status of each of the identified
strategies. Meanwhile, the assessment of the gap analysis for the ICT environment
is based on four (4) key focus areas; namely People, Process, Technology and
Governance. Key areas of improvements were analysed and the gap was identified
based on the criticality analysis.
3.1 Approach for Gap Analysis on ITMP Implementation
Figure 26: Approach for Gap Analysis on ITMP Implementation
A gap assessment was performed on the ITMP Strategies as listed within the Public
Sector ITMP according to our findings from interviews with stakeholders and
research. Based on the summary of strategies, there are six (6) main strategies that
were formulated to breach the critical gaps in reaching the targets set forth in the
ITMP. The gap is classified as fully implemented strategy, partially implemented
strategy and strategy not implemented, as shown in the figure above.
74
Further comments and remarks on the assessment are then tabulated into a table for
ease of future assessment and for possible further development expansion.
3.2 Key Salient Findings on ITMP Implementation
Based on our findings, it is noted that in terms of implementation, the e-
Government initiative has been partially in place as well as the existence of basis
State Government, Education and Business portals.
However, there is currently lack of clear policies and as well as on the enforcement
of the developed policies as highlighted in the ITMP. It is also imperative to
develop an effective monitoring mechanism for the ITMP implementation to
achieve the vision and key objectives of the Master Plan. As the strategic vision of
the citizens through a fully electronic government by the year 2002, it is noted that
as at to date only there is still partial automation on Government services as well as
1-way communication offered by the Government portals. It is also imperative for
the Sabah State Government to improve on the system integration as there are
currently a few silo system exist within the State Government, thus limiting
information sharing.
Figure 27: General Observation on ITMP Implementation
75
We have outlined our assessment on the implementation on ITMP based on the
recommended key strategies:
• Balance Investment in Technology, Organisation and Resources
According to the ITMP strategy, the basis of an electronic government is
necessarily a new way of interacting with its stakeholders, and the strategy is an
attempt to reform the government around a new media like a forest grows
around a new river. At this point of writing, the comprehensive electronic
government is only partially achieved due to budget constraints allocated by the
state. The bandwidth for broadband service is too small, resulting to very slow
internet connectivity. However, the government has successfully set up
Sabah.Net as a conduit for the citizen to communicate with the government.
One of the features is where complaints or feedback can be sent automatically
via the internet (website). One of the possible quick win to further improve the
digital delivery of government services is by increasing public awareness of the
other media (Sabah.Net) that is available for them to interact with the
government. A generic database system for the whole government services that
is able to capture the stakeholders’ thoughts (E.g. polls, opinions, wish lists and
comments from the stakeholders as well as government’s reply) is also
recommended to be set up for a more effective and efficient management of the
public’s needs and satisfaction of government services. Co-ordination as well as
cooperation amongst departments and agencies is also very important to fully
utilised available infrastructure to its optimum level. Therefore, it is advised
that the current existing policies be further strengthen and enforced the ITMP.
• Utilise Sabah.Net as the Basis for Strategic Alliances
One of the ITMP strategies is to utilise Sabah.Net as the basis for strategic
alliances. There is only few websites listed under the ‘Featured Sites’ in
Sabah.Net and it is suggested that more should be added in such as Inland
Revenue Board (IRB) and Employee Provident Fund (EPF) websites to ensure
that Sabah.Net will be utilised as a convenient and strong 1-stop centre
(website) for all the government services reference for the citizens of Sabah.
The ITMP initiatives are almost, closely aligned to the MSC initiatives though
there is still a need for further improvements in terms of staff vs. pc ratio as to
meet with the demand of employees who will now rely more heavily on
computers to perform their daily job functions. Co-operative links to growth
76
areas in the region and direct links to key cities and industries in ASEAN is also
something within the suggested strategies in the ITMP that needs to be
emphasised in terms of ICT expansion to prevent even further delay in realising
its goals. Based on our findings, users are still unable to utilise Sabah.Net as the
basis for strategic alliance with the technology providers due to lack of
functionality available.
• Invest in Manpower: Both Technical and Managerial
Skilled manpower is recognised as the key to the success of the ITMP. The
ITMP also acknowledges that agency leaders must understand what IT can do
before the technical personnel can be expected to make much headway, while
IT personnel also need to acquire very specific skills and competencies; thus
learning must proceed in parallel. Unfortunately, the training conducted is not
sufficient as there is no policy to enforce and to make ICT training compulsory
to all government staff. There is also no collaboration with institute of higher
learning or Centre of Excellence in order to meet the demands of IT courses to
be conducted. Although improvement in technology management can be in
seen, proper support during implementation stage is not carried out effectively
to the win user buy-in towards the system and to place 100% reliance on the
new technology. There is still a lack of improvement in technology
management development in rural areas and therefore these areas need more
attention from the state to bridge the digital divide. Limited budget for ICT
overall is still the main issue and is one of the reason why getting technical
training from leading international sources is easier said than done.
• Leverage Available Resources: Public and Private
Base on the strategies within the ITMP, it was suggested for the state
government to leverage on all available resources within the public and private
sectors by getting assistance from internal resources, local technology vendors,
overseas sources of advanced technology, national and international
telecommunications operators, institute of higher learning, service industries as
well as MSC as a source of technology adapted to local needs. Currently the
CIO conference is held regularly and there is also an online CIO forum17 to
encourage further interaction amongst the CIOs as well as to allow the CIOs to
get more comfortable with the usage of Internet technology within their 17 http://www.cio.sabah.gov.my/Forum.asp
77
business operations. There is no network compromising experts from various
fields were established. Base on further analysis, similar silo systems running
independently such as the Geographical Information System by different state
agencies and departments exists. Even though there is an integrated system that
is able to integrate all of the silo systems, information sharing is done at a
minimal basis. This is due to poor user confidence on the system as well as
user’s worry regarding information (especially on private and confidential
matters) safety. JPKN is currently responsible for ICT procurements as well as
system developments, while KKIPC acts as the Sabah.Net service provider. No
known strategic partnership with international vendors was identified but
Telekom Malaysia Berhad has been identified as the only national
telecommunications operator. Even though joint venture programmes between
the universities and the public sectors are currently in place, educational
institutions tend to rely either on its own or the private sector’s IT technology.
In terms of aligning the ITMP with MSC by using the MSC as source of
technology, only conceptual design has been performed at the moment.
• Deploy Broad Range of IT-based Solutions and Adapt Processes
In order to meet immediate needs, technology to connect legacy systems such
as the e-Exam and the e-IncSlip to the current network were developed and
acquired. The last migration from a mainframe to a UNIX server took place in
2008. This programme of migration was completed successfully and has
fulfilled the ITMP’s programme plan which was to migrate away from
mainframes. Multi-tier client-server architecture has been replaced by web-
based architecture as computing standards, however these standard are yet to be
documented. Open Internet technology such as HTML, Java, and JavaScript
were adopted. However there is still a big tendency within the public sector to
use basic facsimile technology in their day-to-day formal communication.
Voice integrated with digital networks such as the Voice over Internet Protocol
(VOIP) has yet to be utilised. Wireless technology such as the Wi-Fi is
currently the emerging standards although it is only being implemented at Kota
Kinabalu for the moment. Applications are developed with platform-
independent languages such as PHP.
78
• Structure Supply-Demand Relationships over Time
Data hubs and warehousing have yet to be implemented due to the fact that the
systems are not integrated. Strategic IT competent centres have been developed
and are as follows: JPKN is responsible for data management/warehousing
institutional systems support as well as acting as an outsourced vendor for other
government agencies; Sabah State Library is responsible for public access and
information dissemination; KKIPC is responsible for managing the network and
also act as a main vendor for the government agencies. KIT is the governance
body that is in charge of decision making related to ICT policy and coordinates
the key actors’ activities. Even though there is performance monitoring in
KKIPC, there is absence of performance indicators for customised developed
systems.
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79
3.3 Gap Analysis on ITMP Key Strategies Implementation
Strategies Actions Gap Remarks
Balance Investments in Technology, Organisation and Resources
1. Administrative renewal
• Fully electronic government is only partially achieved due to budget constraints.
2. Networked delivery of information services
• Broadband coverage is weak with very slow internet connectivity.
3. Government policy initiatives
• Initiative is given however fund allocated by the state is limited. • Some of the proposed policy as outlined in the ITMP have been
developed, however, there is still lacking in terms of enforcement of the policy.
4. Government-citizen communications
• Limited G2C interaction through Sabah.Net, where citizen are able to voice out their complaints to the government.
• Lack of effective monitoring on the public awareness and literacy campaigns conducted.
5. Government-enterprise co-operation via EDI
• No linkage for information sharing between departments or agencies.
6. Interagency co-ordination
• Communication mostly on phone, email & fax. Co-ordination, interaction and information sharing may be challenging as there is no common database or linkage of information.
7. Digital delivery of government services
• Demand for digital delivery for government service is still very low due to the mindset of the government servants of preferring to stick within their comfort zone due to low buy-in of the new technology available.
• Most of the Government web portal offer 1-way communication, thus limits interactivity of online transactions as proposed in the ITMP (E.g. updating license and personal details).
Utilise Sabah.net as the Basis for Strategic Alliances
8. State government as a strong centre
• One-stop website is available but there is mostly only a 1-way communication type of interactivity.
9. Sabah initiatives closely couple to the MSC
• Sabah already has the basic potential to align with MSC. However, it is still lacking of IT infrastructure and no 100% network coverage throughout the state.
10. Co-operative links to growth areas in the region
• Public sector has some cooperation with private sectors and NGOs on their programmes but these are not automated/
80
Strategies Actions Gap Remarks
marketed on the Sabah.Net. 11. Direct links to key cities and industries in ASEAN
• No direct links to key cities and industries are currently available.
12. Strategic alliances with technology providers
• Alliances with technology providers exist within CIO conferences and state network connections. However, this was not conducted by using Sabah.Net’s infrastructure.
Invest in Manpower: Both Technical and Managerial
13. Co-ordinate top-down education with bottom-up training
• Insufficient of qualified trainers and appropriate facilities
14. Executive education focused on information management
• There is a lack of emphasis on Information Management (ICT) within a personnel’s performance management and there is a lack of on-going IT course conducted every year. As a result, there is no ICT training policy to gauge the effectiveness of the training or course provided.
15. Technical training from leading international sources
• There is insufficient allocated fund to carry out technical training throughout the public sector as well as to get technical training from leading international sources.
16. Technology management development
• There is minute focus and/or implementation on technology management development, especially within the rural areas.
17. End user training to empower content creation and use
• Basic end user training given but very minimal support provided in the phase of implementation. Therefore, this has the potential to create minimum trust from the user as well as no user buy-in towards the new system.
Leverage Available Resources: Public and Private
18. Internal resources throughout state government
• There is a CIO Conference and Online Forum (www.cio.sabah.gov.my/Forum.asp) for the usage of the public sector’s CIOs in Sabah. There is however, no network compromising experts from various fields established. There are a few similar silo systems (E.g. Geographic Information Systems) running independently from a few government agencies and departments, as well as an integrated system for all the departments involved to use. However, the lack of enforcement in ICT has caused the lack of information sharing and updates on the integrated data.
81
Strategies Actions Gap Remarks
19. Local technology vendors
• JPKN is the main procurement & system development ‘vendor’ for the whole public sector in Sabah. KKIPC is the service provider of Sabah.Net for the state government
20. Overseas sources of advanced technologies
• There is no known strategic partnership with international vendors at the moment
21. National and international telecommunications operators
• Is currently monopolised towards 1 telecommunication operator, Telekom Malaysia Berhad
22. Regional universities and commercial schools
• Small joint venture programmes exists between universities and public sectors even though the educational institution tends to rely on its own and private sector’s IT technology.
23. Service industries as sources of content
• Updates on website content are inconsistence and not up to date most of the time, for most of the public sectors. There is also a lack of a 2-way communication with the webpage visitors as there is no medium for them (web2.0) to do so.
24. The MSC as a source of technology adapted to local needs
• It is currently still within conceptual design
Deploy Broad Range of IT-based Solutions and Adapt Processes
25. Mainframe technology for institutional systems
• The technology developed or acquired to connect to legacy systems (e-Exam, e-PayA3, e-IncSlip, and e-Prestasi) to the network currently meets immediate needs. The last migration performed from a mainframe to a Unix server successfully took place in 2008. Currently, the role of JPKN has been enhanced to include the role of a data warehouse manager.
26. Multi-tier client-server architecture as computing standard
NA
• This technology is too specific and therefore no longer applicable as the current trend is to move towards web-based architecture.
27. Open Internet technology as the network standard
• Open Internet standards like HTML (Hypertext Mark-up Language), Java, and JavaScript are currently being used.
28. Advanced facsimile technology for document distribution
• Most, if not all of the public sector still prefers to use the basic facsimile frequently as a common medium for document distribution as oppose to the email.
29. Voice (voicemail, etc.) integrated with digital networks
• Voice over IP (VOIP) has yet to be utilised due to low and insufficient infrastructure to cater to this technology.
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Strategies Actions Gap Remarks
30. Wireless (mobile, paging, GPS, LEO) as emerging standard
• Although mobile signals are able to cover almost all the geographical area within Sabah, the Wi-Fi technology is currently available only in Kota Kinabalu
31. Platform-independent languages for applications
• Platform Independent: o CFM (ColdFusion) o PHP (PHP: Hypertext Pre-processor)
• Microsoft Dependant: o ASP
• ASP.Net
Structure Supply-Demand Relationships over Time
32. Data hubs and warehouses
• Although there is some form of a data centre, a proper data hub as well as data warehouses has yet to be implemented
33. Develop strategic IT competence centres
• Data management/warehousing Institutional systems support: o JPKN
• Public access/dissemination: o SSL
• Network Management: o KKIPC
• Outsourcing: o JPKN o KKIPC
34. Empower monitoring and co-ordination
• KIT (STU) is continuously performing monitoring and coordination. Therefore the goal of the monitoring and coordination of the ITMP being done by the CIOs has yet to be achieved.
35. Establish and use performance indicators
• Even though there is performance monitoring in KKIPC, there is
absence of performance indicators for customised developed
systems.
83
3.4 Approach for Gap Analysis on ICT Environment in
Sabah
Figure 28: Approach in Addressing the Tension Gap
In assessing the current ICT environment in Sabah, it is imperative to understand and
perform the environmental scanning of the current situation to better understand the
ICT practices and environment as well as the key challenges and issues that deter the
development of ICT in the State. The future scenario of the ICT environment is also
identified to provide the strategic direction of the State. It is also crucial to address
the gaps to ensure the Government aspirations and objectives in achieving the future
scenario will be achieved.
The assessment of the gap analysis for the ICT environment is based on four (4) key
focus areas; namely People, Process, Technology and Governance. Key areas of
improvements were analysed and the gap was identified based on the criticality
analysis as highlighted in the table below.
CURRENT MODEL
Where and what we are today?
Creative Tension Gap
Global Best-fit Practices
K-Workforce
Global Dynamics
Stakeholder’s Opinion
Critical SuccessFactors
PublicSatisfaction
Where and what we are tomorrow? What is the potential?
• Future strategic direction (vision, mission and objectives)
• Fully integrated connected government
• Automated G2G, G2B and G2C
• Aligned operational processes & greater effectiveness
• Potential strategic partnership with global outsourcing & technology companies
• Alignment to State development plans (SDC, OPP etc.)
• Current ICT Environment (Process, People & Technology)
• ICT Governance
• Strength and Weaknesses
• Key Challenges and Issues
FUTURE MODEL
CURRENT MODEL
Where and what we are today?
Creative Tension Gap
Global Best-fit Practices
K-Workforce
Global Dynamics
Stakeholder’s Opinion
Critical SuccessFactors
PublicSatisfaction
Where and what we are tomorrow? What is the potential?
• Future strategic direction (vision, mission and objectives)
• Fully integrated connected government
• Automated G2G, G2B and G2C
• Aligned operational processes & greater effectiveness
• Potential strategic partnership with global outsourcing & technology companies
• Alignment to State development plans (SDC, OPP etc.)
• Current ICT Environment (Process, People & Technology)
• ICT Governance
• Strength and Weaknesses
• Key Challenges and Issues
FUTURE MODEL
84
Figure 29: Focus Areas for Gap Analysis on ICT Environment in Sabah
Gap Key Definition
Slight Gap
Minimum strategies and action plans are required
to achieve the objectives.
Serious Gap
Additional strategies and action plans are
required in achieving the objectives.
Critical Gap
New and additional strategies and action plans
are required; failing to do so results in objectives
not being met.
Table 5: Key Definitions of Gaps
Source: KPMG Analysis
Based on the gap analysis, key preliminary recommendations are outlined to address
the identified gaps.
Governance
Technology
PeopleProcess
Focus
Areas for Gap
Analysis
• ICT Governance & Reporting Structure
• Benefits Realization Management]
• Relationship Management
• Headcount, Skills & Competency
• Change Management
• Human Capital
Development (Training & Outreach Programme)
• Infrastructure (Hardware, Software & Network)
• System Management
• Security
• ICT Planning & Procurement
• System Development, Maintenance & Support
• Performance Monitoring
• State-wide Information Sharing
• Data and Content Management
• Government – Citizen Communication
85
3.5 Gap Analysis on the Sabah ICT Environment
3.5.1 Governance
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
Governance
ICT Policy
Under-utilised ICT policy
• Based on the ITMP, it was
recommended for the State to develop
the following policies and guidelines
in supporting the ICT development
and practices within the public sector:
a. Network management policy;
b. IT deployment and usage policy;
c. Information management policy
(includes information, standards
and digitisation); and
d. Data administration and access
policy.
• Our findings show that currently the
above policies have been developed.
However, it is noted that most of the
government sectors do not fully utilise
Lack of state-wide policies and
direction would result in non-
conducive and inefficient
electronic government
environment and practices
within the Sabah State public
sector agencies.
• To review and further develop
the existing and new policies to
strengthen the ICT practices and
management within the Sabah
State Government. Apart from
the current existing policies, the
policy should include
enforcement policy, procedure
manual, guidelines for end-users,
system analysts and system
supports.
86
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
the policies, particularly in the area of
information management policy such
as information update.
ICT Policy is not comprehensive
enough
• Based on our findings, it is observed
that the current ICT policy is not
comprehensive as some of the ICT
policy and/or guideline does not cover
certain areas in detail; such as the
standardisation for metadata for easier
indexing in the future.
Lack of a comprehensive policy
reduces governance over the
ICT environment.
• To review the policy to ensure
that it is comprehensive enough
by including components that
have not been covered, such as
standardisation of meta data.
Lack of IT policy and guideline
awareness
• Based on our findings, it is observed
that the current execution of the
workshops and seminars is
insufficient as most of the officers are
not aware of the government policy
initiatives.
• Some government sectors are also not
Lack of awareness on the
available policies and
guidelines.
• It is recommended for the
Government to conduct ongoing
state-wide workshops and
seminars to promote new policies
and guidelines as well as
intensify the awareness on the
policies and guidelines.
87
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
aware of the existence of the ITMP
although they are using the
applications in Sabah.Net.
• There is a lack of IT governance to
ensure consistent IT implementation
and enforcement of security practices
throughout the Sabah government
organisation.
• To ensure effective policies,
procedures, guides, rules and
regulations; organisation
structure and work processes
needs to be in place to avoid
shortcomings in the
organisation’s delivery
mechanism via effective
enforcement mechanism.
ICT Governance
Structure
Complex organisation chart and
unstructured reporting mechanism
• Based on the ITMP, there are 5 key
actors18:
o Chief Minister’s Department;
o Jabatan Perkhidmatan Komputer
Negeri (JPKN);
o INSAN;
o Sabah State Library; and
o KKIP Communications Sdn. Bhd.
• However, our findings show that only
Lack of a single point reporting
structure and direction would
result in a non-conducive and
inefficient electronic
government environment and
practices within the state public
sector agencies.
• It is recommended for the
Government to review its current
Sabah ICT Governance
Organisation Chart and to
revamp its current reporting
structure. One of the possibilities
is to merge its reporting structure
into one entity in order to
strengthen the organisation chart
18 Page103, The Primary Organisational Entities, State Public Sector IT Master Plan, September 1997
88
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
3 out of the 5 key actors are active at
the moment.
• It is also observed that the current
reporting structure is complex due to
many reporting entities for the officers
to report to with regards to ICT
Development and Management within
the State Government, therefore prone
to confusion.
It is imperative for the State
Government to streamline the
reporting structure among the key
stakeholders to ensure a more
effective and efficient ICT
development for the State. It is noted
that a major element of the strategy is
the creation of an aligned ICT
Governance structure that achieves
coherence and eliminates the
duplication and fragmentation of ICT
and management within the
Sabah State Government.
• It is recommended that the
development of the ICT
Governance structure should take
into account the following
measures (but not limited to):
° Standard structure for the ICT
Development and Operations
within the State Government;
° ICT technical management
governance;
° Coordination planning for the
Public Sector ICT projects;
and
° Monitoring mechanism and
performance assessment for
the ICT projects.
89
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
management that currently exist
across the State Government.
With the development of mechanisms
for the delivery of major ICT services
under a single, united structure, the
State Government can take advantage
of economies of scale and eliminate
redundant operations. The
development of new ICT Governance
will strengthen organisational
ownership of ICT while
simultaneously improving ICT
development.
Lack of effective ITMP implementation
& monitoring
• Based on our findings, there has been
an ITMP review every 5 years.
However, the concentration has been
more towards addressing the technical
and hardware needs. Therefore, most
of the strategies of implementation
The implementation of
hardware and software are in-
lined with the progress of the
ITMP. However, there is a
delay in achieving the overall
goal of the ITMP due to lack of
• To review the current
management of ITMP review
and monitoring.
• To enforce the implementation of
the strategies and action plans in
accordance with a Project
90
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
and actions plans were not followed
through (such as the implementation
of utilising Sabah.Net as the basis for
strategic alliances with the
governments and industries19,
resulting to a carrot and stick progress
when it comes to achieving the
ITMP’s overall goal.
focus and monitoring on the
implementation of the
strategies, programmes and
action plans
Management Office (PMO)-like
approach such as project
milestone and monitoring.
Benefits
Management &
Realisation
Incentives and ICT as an enabler
• Based on our findings, there is
minimum realisation within the
government sector regarding the
benefits of implementing e-
governance as an enabler in their day-
to-day operations as well as business
process improvement. It is
recommended for the Government to
review its current incentives and
enforcement with regards to ICT
governance to avoid duplication of
Lack of proper change
management equipped with
benefits and enforcement
management may cause
government officers to feel lack
of trust on the new work
process and therefore creating
work duplication by resuming
to their previous comfort zone
as well as using the new work
procedure.
• It is recommended to review the
current systems in hand to ensure
that it is able to cater to all users’
requirements, as this will
increase performance of all
business processes.
• Moving forward, it is
recommended that the end user
requirement process as well as a
support phase after the system
implementation would be an
19 Page e-7, Summary of Strategies and Actions, State Public Sector IT Master Plan, September 1997
91
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
work (system automated/ softcopy
and hardcopy) amongst the agencies/
departments/ ministries due to user’s
lack of trust on the new approach to
work.
integral part of the system
development lifecycle. This
would provide the opportunity
for the users to identify the
functions required as well as
provide feedback on the system’s
user friendliness.
Relationship
Management
Ownership-custodian & shared
responsibilities
• Based on our interviews, cooperation
within inter-governments in big
projects such as a shared intranet
system for GIS is minimal. This may
be due to lack of a proper guideline
with regards to data-sharing/ security
policies in order to encourage shared
responsibilities and ownership
custodian for shared systems, as well
as lack of proper infrastructure to
enable such a huge project/ initiative.
Lack of efficiency within the
government as a whole may
occur due to users’ hesitancy to
share information therefore
resulting in unnecessary extra
expenditure on systems and a
waste of time and resources’
effort for duplication of similar
work amongst the Governments
Ministries, Departments and
Agencies.
• It is recommended for the State
Government to review its
policies and guidelines with
regards to data sharing as well as
ownership custodian for systems
that can be grouped as one (1)
large project.
• This will create a chance to
encourage system integration
amongst its users and act as a
unified 1State government in the
eyes of the public.
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Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
Lack of inter-government programmes
coordination/ awareness
• Based on the interview results, most
of the Agency/ Ministry and
Departments’ systems have the
potential to have ICT as an enabler to
their daily work via the government’s
intranet website. However, there is a
lack of information sharing between
the Departments, Agencies and
Ministries with regards to who
already have similar systems and/ or
data that can be shared amongst each
other. It is imperative that the
coordination - awareness programmes
being launched/ run to ensure the
Agencies, Department, Ministries
and/ or private sectors are well
informed and coordinated as well as
the data-sharing security is up to the
end-users’ expectations.
Although there is some form of
small joint - ventures and
information sharing done within
the government sectors, not all
government sectors are aware of
all the related government
programmes that are being run
by other government sectors as
most of the information sharing
is done via networking amongst
each other.
• A review of information sharing
policy to create an avenue where
all Government Ministries/
Agencies/ Departments are able
to share information such as the
details and the type of
programmes that they offer and
the systems that they have in
place. This initiative will enable
the Government to be more
transparent to the public and
allow Government to be viewed
as one (1) structured entity
working for the public instead of
different autonomous entities.
• To study and analyse on the
possibility of system integration
among the existing and new
application system within the
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Sabah State Government.
• A study on the possibility of
creating a knowledge
management system to act like a
1-stop bulletin board as well as
an easier 1-stop reference centre
of the offers available between
G2G and G2B for governments,
businesses and citizens. This will
hopefully enable and encourage
joint-ventures and participations
of programmes to take place.
3.5.2 People
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
People
Staffing Lack of Staff
• Based on the ITMP20, it has been
noted from the beginning that the
Lack of skilled manpower
resources could affect daily
• To review the current number of
IT personnel and determine the 20 Page 17, weaknesses, State Public Sector IT Master Plan, September 1997
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whole state of Sabah has a scarcity of
skilled manpower (technical and
managerial) to build, operate and
manage a state-of-the-art IT
infrastructure and electronically
enabled business processes for direct
delivery of government services.
• Based on our findings, it is observed
that the lack of skilled IT expert still
exists throughout most of the
government sector such as Pejabat
Hasil Bumi Sabah (PHBS), Jabatan
Perlindungan Alam Sekitar (JPAS)
and Jabatan Perikanan. According to
‘Estimates of Emolument for the year
200921’ the number of IT staff for the
state is only 267 which including 5
Ad Hoc. The state is currently
practicing pooled-resource/ resource-
sharing among departments in
operations and the quality of
delivered services.
number of IT staff to be
acquired to cater to the current
and future needs of the
organisations.
21 Page 673 – 677 Kepala 53 – Jabatan Perkhidmatan Komputer Negeri, Estimates of Emolument for the year 2009, and 26 February 2009.
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Key Focus Area Key Findings Impact Gap
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conjunction with IT services provided
by JPKN and KSIT.
Skill and
competency
Limited Skilled and Competent IT
Personnel
• Based on our interviews and ICT
Management Practices conducted, a
few of the government sectors does
not have sufficient skilled resources
that have the right skill sets and
competency on the current technology
know-how (E.g.: Webmaster, IT staff)
to support the ITMP mission and
goals.
Difficulty in achieving State’s
ITMP objectives due to lack
of skilled and competent
staffs.
• To review the current number of
IT personnel as well as their
competency and skills capability;
• To determine the number of IT
staff to be acquired, trained,
and/or retrained to cater to the
current and future needs of the
government.
• To consider the possibility of
corporatizing or outsourcing its
ICT staff in order to meet the
demands of the government,
business and public.
Change
Management
Responsiveness to Change
• In meeting the challenge of
responsiveness to change, the Sabah
State Government would need to be
Lack of change management
initiative for the public sector
and public would deter IT
• It is recommended for the State
Government to analyse and
intensity the change management
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
responsive enough in terms of
technological advancement and
system functionalities. In terms of
personnel, the State Government
would also need to focus on the
resistance that may occur among the
older generation staff in accepting a
complex technology-driven
environment. The State Government
should also take into account on
succession planning to ensure that
knowledge from experienced staff is
transferred to new members to avoid a
situation whereby the system is no
longer in use as there are no personnel
with the capabilities or knowledge to
utilise it.
• With more highly trained staff, the
issue of systems being under-utilised
would also be highly reduced. With
increased computer literacy and aim
optimisation and business
process improvement gained
from the automation as well as
enhanced services provided.
.
initiative for both public sector
and the public. The State
Government should consider
outlining change management
strategy in the entire phase of the
business process improvement
and application system
implementation. The method
includes mentoring, e-learning
and knowledge sharing focus
group.
• To develop succession planning
to cater for knowledge transfer.
• To conduct job impact analysis
on periodical basis to ensure task
routines are redefined after new
business process and application
system being introduced.
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to automate most work processes, the
staff vs. pc ratio would need to be
improved due to the fact that now
employees would rely on computers
to perform their daily job functions.
• As State Government aims to enhance
the delivery services to the public, it
is noted that the change management
initiative should also be further
intensified and strengthened to
increase the awareness of the public
sector enhanced services.
Human Capital
Development
Lack of ICT Trainings
• Skilled manpower is identified as the
key success of the ITMP. Some of the
key initiatives include:
a. Coordinate Top-down Education
with Bottom-up Training;
b. Executive Education Focused on
Information Management;
c. Technical training dorm Leading
Lack ICT trainings and
courses will deter the
knowledge transfer and
technical skill development
among the civil servants and
citizens.
• To analyse and review the
current requirements and content
development for ICT trainings
and courses in ensuring a more
effective and efficient human
capital development.
• To establish collaboration with
Centre of Excellence or
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
International Sources;
d. Technology Management
Development; and
e. End-user Training to Empower
Content Creation and Use
• It is noted that the current ICT
training and human capital
development is currently conducted
with the aim to increase the level of
ICT literacy and awareness among the
civil servant and citizens in general.
The ICT trainings within the public
sector is categorised into four (4)
different approaches that include:
a. Institusi Latihan Sektor Awam
INSAN and INTAN provide
courses on office software, email
and Internet usage and etc.
b. JPKN
Provide training s and courses on
e-Government applications and
Institution of Higher Learning to
promote ICT as one of preferred
courses as well as cross-transfer
training experiences.
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Key Focus Area Key Findings Impact Gap
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system developed for the State
Government.
c. Private institution
Provides ICT trainings and
courses which are focused on
specialised technical skills and
expertise.
d. Self-training
Self-trainings are mostly
performed by individuals with
basic ICT and Internet skills
trough reference to books and
Internet
Our findings show that the current
trainings provided are still insufficient to
cater for the current demand.
ICT Acculturation and Outreach
Programme
The current outreach and awareness
programme conducted to the citizens of
Sabah are still insufficient. This is evident
Lack of ICT, acculturation and
awareness programme will
limit the ICT adoption and
• To increase the ICT
acculturation and awareness
programme to ensure a balanced
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Preliminary Recommendations
from the low number of household with
access to PC within the State of Sabah
(21.2% in 2004). It is imperative for the
State Government to collaborate with
other external training providers in
ensuring a more effective awareness and
outreach programme conducted,
particularly in the rural areas.
development within the State.
ICT development across the
State
Enforcement on ICT training policy
• It was recommended in the ITMP to
formulate a policy to make IT training
compulsory. It is noted that the above
mentioned policy has yet to be
developed and there is currently lack
of enforcement among the
Government Ministries, Departments
and Agencies on ICT trainings. It is
imperative for the State Government
to establish the ICT training policy as
it will identify priorities, sets targets
and provides framework against
Lack of enforcement on ICT
training may affect both
public and private sectors day-
to-day IT usage and adoption
• To study the needs to develop
the ICT training policy as well as
to identify the key measures to
gauge the effectiveness of the
trainings and courses provided.
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Key Focus Area Key Findings Impact Gap
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which to monitor and evaluate
progress.
3.5.3 Process
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
Process
ICT Planning and
Procurement
process
Planning
As noted in ITMP, IT resource plan were
developed over a two year budget plan
which covers both development projects
and service delivery. However, it is noted
that the followings were the major issues
on the IT Planning and Procurement;
• The development of organisation ICT
Planning and Procurement objectives
and strategies was not aligned with
the business directions and needs. The
observation shows that planning was
based on as and when or ad-hoc basis.
Planning involves setting
objectives, developing strategy
and mobilising the necessary
resources. However, when the
IT Strategy was not aligned
with the Business Strategy,
planning can be made wrongly.
Hence, this will lead to
unnecessary ICT spending that
is not beneficial to the
organisation.
A procurement planning is based on
the analysis of the organisation’s
procurement profile and is an
important activity in the
organisation’s annual management
cycle. Procurement Planning
identifies what will be done, why this
is necessary, when to begin and who
will be responsible and what is
required.
Aligning the IT strategy with the
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
In addition, there are lack of clear
directions of how ICT can be utilised
as the strategic partner to the agencies
and traditional role still in place (E.g.
only providing IT support to agencies).
• It is noted that there is lack of
coordination between business user
and IT in determining the ICT strategy
and requirements within the Public
Sector.
business objectives and strategies is
vital for an effective IT Planning and
Procurement process. A thorough
review shall also be performed on the
planning stage to ensure that ICT
planning and procurement is aligned
with Business Strategy. The State
need to undertake well planned and
managed procurement activities that
lead to high quality business
outcomes.
• The agencies were bound with highly
regulated procurement process. Based
on our observations, is noted that the
average procurement process or the
requested hardware and software is
between two (2) to six (6) months.
These long processes include verifying
the request made by the agency, site
visits made to the agency’s office and
approval process.
Highly regulated procurement
process involved bureaucratic
management will lead to
slower procurement process.
Thus, this will affect the
operations of the agency in
meeting up their business
objectives.
It is recommended that the State
should consider reviewing on the
policies and guidance to ensure
consistent practice across the
agencies’ IT procurement.
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
• Centralised planning - All ICT
procurement proposed by the agencies
required to be submitted centrally as
such the request should be submitted to
JPKN for review and approval.
Delay in operations caused
centralised process.
It is recommended that the State
should consider establishing an online
procurement, and minimise manual
intervention for an effective planning
and procurement process
System
development,
maintenance and
support
System development
Based on the assessment performed, system
development for the State Government
Ministries, Departments and Agencies was
mostly developed in-house by Jabatan
Perkhidmatan Komputer Negeri (JPKN). It
is noted that there is still lacking in terms
of collaboration among the IT, users and
the senior manager for developing an
effective and cost benefit system. There are
cases where system has been developed but
was not used/ fully utilised as user
requirement was not fulfilled.
Interaction between IT, users
and the senior manager is
imperative in ensuring the
system developed meet the
current needs and requirements
of both the business and the
users. Lacking of such
interaction as well as user
involvement may cause a
system not meeting user
requirement and system may
not be effective.
Communication between IT, users
and the senior need to be further
strengthened to ensure an effective
system development and
implementation.
Technical capabilities
It is noted that the State should enhance on
the needs for competent and skilled ICT
System developed not meeting
user requirements and improve
To ensure the right personnel to be
involved in the development of a cost-
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
personnel in relation to system
development, maintenance and support.
business processes effective and efficient system.
Performance
monitoring of IT
Service Delivery
Performance Measures
Based on the ITMP, it is stated that the
State should initiate development of a new
IT performance framework and design a
performance management strategy and
action plan. The Balanced Scorecard
techniques were used to measure the
performance for the IT Service. However,
it is observed that continuous process of
reviewing the IT Service Delivery to gauge
the results of the IT Service Delivery were
still lacking. This includes the mission
performance, customer satisfaction as well
as the business value the IT Service
Delivery.
Measuring performance offers
an effective method of
determining whether or not IT
Service Delivery is meeting its
goals and weather fulfilled the
customer satisfaction. Lacking
of such performance measure,
will results in stagnant
progress and quality of IT
service delivery may be
compromised.
Performance measures shall be
performed on regularly basis. This is
important for the State to monitor the
progress of the IT service delivery as
this helps in strategic planning and
decision making process.
Vendors Performance
Based on the interviews conducted, the
reviewing processes on the performance of
the Vendors after the implementation of
Measuring the vendors
performance offers an effective
method of determining whether
Measurement of vendor’s
performance is vital to the
effectiveness of the IT Service
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
various IT projects were still lacking.
Vendors performance were only conducted
at the initiation stage, particularly at the
selection stage where it processes involves
are
or not vendors is meeting the
agencies goals and weather
fulfilled customer satisfaction
has been met. Lacking of such
performance measure, will
results in stagnant progress and
quality of IT service delivery
may be compromised.
Delivery. A Performance evaluation
or rating must be carried out
periodically. Vendors’ performance
should be evaluated not just on how
well the vendors meet the specific
requirements but the cost benefit from
the after service given. E.g. results on
the customer complaint and/or
effectiveness of the IT Service
Delivery.
State-wide
Information
Sharing
Based on our assessment on the current
ICT environment in Sabah, it was noted
that there is no single custodian for some
state-own information E.g. state level GIS
information, which leads to ineffective
information sharing between relevant State
Government Agencies in Sabah.
In addition, most of departments in Sabah
utilise their own system which indirectly
leads to lack of information sharing and
• Lack of information sharing
affects decision making; and
• Information is not managed
as state-wide strategic
resource
• To identify and appoint a single
custodian of the state-own
information for effective
information sharing;
• To set up a common standard for
related systems and encourage
sharing of best practices in the use
of relevant information; and
• To integrate or provide interfaces
between relevant systems for ease
of accessibility of information
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
integration between related agencies in
Sabah.
between related departments.
In order to move towards a fully connected
government, information sharing is crucial
for agencies or departments that require
critical information for decision making.
However, privacy and security frameworks
to protect confidential information in the
system are still the main concern among
the Sabah State Government Ministries/
Departments and Agencies.
Lack of privacy and security
frameworks may create a
challenge for the establishment
and development of
collectives’ database for online
information between related
departments.
To develop and enforce appropriate
policy and regulatory environment on
information management as such it
sets out what kind of information is
available / accessible to whom and
under what conditions for information
sharing.
Data and Content
Management
Based on our assessment on content
management of the web portals within
State Government, it is noted that
information in some government portals is
not up to date.
It is imperative for the State Government to
take into account on the enforcement of the
content management across the State
Ministries, Departments and Agencies. In
Lack of up-to-date information
will lead to untimely reporting
and affect the decision making
for relevant organisation.
• To provide a dedicated person
(webmaster) with relevant IT
skills for effective content
management of government
portals where data and information
are crucial for information
dissemination, decision making
and timely reporting.
• To enforce on timely content
updating and enforce stringent
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
addition, currently the webmaster for each
department is selected among the staffs
(non-technical) that is not from IT
background which leads ineffective data
and content management within the State
Government.
penalties for the departments
which do not maintain their
portals within a stipulated time.
Government-to-
Citizen
Communication
In order to transform Sabah into a
knowledge society, the State Government
needs to enhance its communication with
Sabah citizens via online platforms. It is
noted the current Government web portals
are focused on information publishing, thus
limiting two-away communications and
transactions between the Government and
citizens (E.g. online bill payment, online
application, forum etc.).
Lack of online communication
mechanism between the State
Government and the citizens
increases manual intervention
processes between these two
parties. This may impedes the
government initiatives to fasten
the government-citizen
processes and provide better
services to the public.
• To develop and focus on
functionalities of the government
web portals in terms of providing
online forms/ documents, queries/
feedback, status checking,
indicative notifications as well as
security based on the MSC
Malaysia primary criteria for
online services.
• To conduct system review on the
existing systems to enhance and
enable online transactions such
online licence application and bill
payment.
• To promote the use of online
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
communication methods between
government and citizens of Sabah.
Based on our observation in the
government portals, it was noted that there
is insufficient multi lingual translation for
local ethnic groups in Sabah such as
Kadazan-Dusun, Rungus, Bajau and Murut.
Language issues would limit
the reach of information from
the government to the public.
To provide portals with choice of
languages that are used by the local
ethnic groups
As noted in ITMP, the State Government
can foster a strong sense of community
development within Sabah by creating e-
communities through public awareness
programmes and literacy campaigns
conducted for the community.
Programme such as e-Desa and
Community Broadband Centre (CBC) were
established by both state and federal
government to increase the awareness and
IT literacy in rural communities. However,
lack of monitoring and direct support from
relevant agency has made such programme
Lack of monitoring and direct
involvement in ensuring the
successfulness of the
programme has made the
awareness and literacy
campaigns to the rural
communities were not meeting
the required objectives.
• To intensify and monitor the
public awareness programme and
literacy campaign.
• To focus on use of technologies
within communities to solve
specific community challenges.
• To provide training to facilitate
creation of relevant local content.
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Key Focus Area Key Findings Impact Gap
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Preliminary Recommendations
as less effective and abandoned.
3.5.4 Technology
Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
Technology
Networked
delivery of
information
services
It is noted that portals for knowledge
sharing has been established such as e-Desa
and Sabah State Library (SSL). However, it
is noted that there are complaints over poor
network speed and inconsistent
connectivity to the internet which disrupted
the access.
Poor speed creates a limitation
for utilisation of technologies
that require more bandwidth
such video streaming, WebTV
and live conferencing.
To reassess the requirement of the
bandwidth to the internet and within
the intranet. Conduct stress test and
internet usage filtering to monitor
usage.
Various sites have reported to experience
inconsistent power supply.
Without power, it would be
pointless to introduce newer
technologies as most devices
require electricity to function.
To introduce usage of uninterruptible
power supply (UPS) as a temporary
solution. Consider usage of generator.
Inter-agency co-
ordination
Collaborative applications should be
deployed in a standard platform. As there
are applications on open standards and
Integrating applications with
different standards will require
interface protocols (API) that
To establish standards that defines
type of platforms permissible.
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Key Focus Area Key Findings Impact Gap
Analysis
Preliminary Recommendations
proprietary, it may cause an integration
issue.
would incur time, cost and
specific skill sets. Lack of
integration increases manual
intervention for data sharing
and increases the chances of
human error.
Application
technology
It was noted that no systems are running on
mainframe technology. The last migration
from a mainframe to a Unix server took
place in 2008. However, the maturity of the
systems is not gaugeable at present. It is
also noted that the data warehouse
proposed in the ITMP has not been
implemented
Disparate information sources
reduce effective decision
making due to the lack of fast
and available information.
An integrated system interfacing with
a data warehouse would serve as an
Executive Information System. This
system would also allow users to
perform various analytics such as
predictive analysis and trending
analysis in a more effective manner
that would assist decision making.
It is noted that most of the applications
utilised are on client-server and web based
architecture. Moving forward, it is
imperative that the State Government to
ensure all new applications would be web
based architecture.
The use of web based
architecture increases the
system’s readiness for
integration. Furthermore, it
would also increase the
accessibility of applications via
browsers.
To establish standards that defines
type of architecture to be utilised.
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It was noted that applications that are
currently in production environment are
operating on both proprietary and open
standards.
Integrating applications with
different standards will reduce
the ease of integration of
systems.
To establish standards that defines
type of platforms permissible.
As telephone lines exist in the interiors of
Sabah, the utilisation of facsimile
technology was practical. The ITMP
further proposed for the usage of advanced
facsimile technology to support multimedia
communications. However, there were no
actions noted to support the proposed plan.
Basic fax facilities allow
limited formats of information
to be transferred. This limits
the utilisation of multimedia
information and reduces the
effectiveness of
communication.
To consider utilising other
communication media as facsimile is
no longer state-of-art technology.
Although there is usage of internet and
telephones, a voice integrated digital
network has yet to be utilised.
Limits the usage of more cost
effective communication tools.
To introduce voice over internet
protocols (VOIP).
The utilisation of wireless technology by
the State Government is limited to usage
within the premise and between buildings
to buildings. It was noted that the State
Government has yet to establish a wireless
township concept.
Inadequate advancement
towards wireless deters efforts
to promote ICT awareness. It
also has a negative impact on
efforts in creating a cyber
community proposed by the
ITMP.
To introduce and promote hot spots
or/and ‘WIFII’ areas that would allow
public to access to the internet.
112
3.6 Key External Risks on ICT Development in Sabah
Figure 30: Key External Risk on ICT Development in Sabah
Based on our findings and research, we have identified eight (8) potential key external
risks on the ICT Development in Sabah:
1. Government Policy
Federal and state policies may differ from one another. In developing the ICT, it
is imperative for the State Government to be aligned with the Federal and State
Government strategic directions and the State Government should be ready in
terms of contingency plan supported with high information flexibility in the
event of any changes to the current policy or directions.
2. Economic
The economic development and environment in Sabah is prone to the influence
of the nation as well as the world’s economical trend. Should another economic
crunch occur, this will cause a setback in the implementation of the State ICT
Blueprint as the state will have to focus on more urgent and important matters to
address the inflation that will affect its citizen.
113
3. ICT Security
Based on the National Cyber Security Policy (NCSP), it is noted that the
increasing pervasiveness, connectivity and globalisation of information
technology coupled with rapidly changing, dynamic nature of cyber threats and
commitment to the use of ICT for socio-economic development brings about
critical information infrastructures to provide greater control. This means that
Government must adopt an integrated approach to protect these infrastructures
from cyber threats22.
Currently the ICT security in the State of Sabah is able to handle virus and
spamming attacks as well as security breach. It is prudent for the State
Government to continuously upgrade its security and perform a security drill on
a regular basis to ensure that the data of confidential matters as well as the
privacy of everyone is well protected. A security breach as well as a computer
virus attack will invoke a sense of loss of confidentiality, integrity,
accountability and service. This will eventually cause the public as well as
outside investors to shun from using information technology as an enabler on
their day-to-day business operations and enhancing their lives. Governments
may also stand to lose millions of ringgit due to State’s private and confidential
matters being leaked to the world.
4. ICT Trends and Technology Advancement
It is imperative for the State Government to remain impartial and to draft an ICT
governance policy that does not favoured only to one type of technology as the
technology and ICT trends are forever changing at a fast pace. An example of an
ICT Trend that is hardly in use is the floppy disk drive as well as the pager.
Thus, the State Government should also consider the possibility of using a
variety of technology such as the usage of SMS, web2.0, GPS device technology
as mediums to reach out its services to the public.
5. Social
At presence, even with the small and extraordinarily diverse citizenry populates
Sabah’s large land area; there is still a digital divide between the society staying
within the city area and the rural area, as well as between the young and the old
generations. Most of the city dwellers as well as the young are more ICT savvy
compare to the elderly and village dwellers. This has increased their chances of
22
National Cyber Security Policy (NCSP)
114
getting a better job and thus has the potential to eradicate poverty. Therefore it is
imperative that the Government continues its on-going commendable effort to
bridge the digital divide through creating ICT awareness as well as providing
training to the under privileged society.
6. Infrastructure (Transport & Utilities)
Sabah faces a unique challenge of geographical topology and distances. Despite
the government’s commendable effort to bridge the digital divide, if the issue of
infrastructure and info structure are not addressed as soon as possible, the gap of
the digital divide will nevertheless, widen as technology is constantly changing
at a fast pace and the Governments’ aim to reduce poverty to a knowledgeable
K-society will take a longer time to achieve.
7. Political
The Ministries in Sabah are influenced by the politicians as well as government
servants. Therefore, if the there is a political change in Sabah, this may affect the
states priorities in its development projects, including the implementation of the
ITMP. If this occurs, the creation of a k-society as well as k-economy may be
delayed.
8. Public Awareness and Satisfaction
Many information channels (internet, satellite TVs, radio) link the people of
Sabah to the outside world. With awareness of the changes that are happening
around the world, their perceptions of their needs for governance will evolve,
and this new set of expectations becomes a major force shaping the future role of
State Government. Evidence of this scenario is already present is certain parts of
the world, such as South Korea and USA. Inevitably, the Government in Sabah
will have to bring services to the people in a more efficient and convenient
manner as opposed to the current practice of the people going to the Government
for services to satisfy the public’s demand.
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4. BENCHMARKING STUDY ON LOCAL AND
INTERNATIONAL E-GOVERNMENT
INITIATIVES
Realising the benefits of ICT, it is noted that most of the Governments of developing
and developed countries in the world have embarked and transformed into the
connected government approach to improve the capability to transfer and exchange
information as well as interoperability between the Government’s Information
Systems. Strengthening the governance concept within the e-Government is an
important step towards improving the coordination processes and systems within and
across government agencies and organisations and changing the way government
operates in enhancing the delivery services to the citizens23. The next section highlights
the benchmarking analysis from both local and international countries on their current
ICT development including the strategic direction, ICT trends as well as its impact
analysis.
4.1 Sarawak, Malaysia
State Sarawak, Malaysia
General
Information24
• Broadband Penetration Statistics:
o 24% of the population (as of Aug 2009)
• Internet Penetration
o 63.80% of the population (as of Aug 2009)
• Latest Population Estimate:
o 2.5mil population (as of 2007)
• Sarawak’s GDP per Capita (as of 2008):
o MYR$ 28,801
• State Area (as of 2007):
o 124,450 km2
o 19 persons per km2 (population density)
Despite being the largest state in Malaysia and having a population
23
UN e-Government Survey 2008, From e-Government to Connected Government
24 http://www.internetworldstats.com/asia/kr.htm
116
density of 19 persons per km2, Sarawak has managed to record an
internet penetration rate of 63.8 per cent of its population by 2009,
within less than 20 years of ICT implementation by the State
Government. This is almost the same internet penetration rate as
one of United States of America’s successful e-government state,
Maine at 64.5% internet penetration rate. Sarawak is also one of the
top 3 ranked states (in Malaysia) in the Web Portal Assessment
conducted by the MDEC (2009).
Key Findings
Sarawak started implementing its e-Government initiatives since
1995. Realising the importance of administrating and monitoring
the e-Government initiative, the Sarawak Government has set up a
unit called the ICT unit, under the Chief Minister’s Department.
The ICT arm of the government, pioneered by the operations of the
ICT Unit in 1991 is Sarawak Information Systems Sdn. Bhd
(SAINS). The ICT unit also has its own EG (electronic
government) section. The responsibility of the EG is to manage and
update public services web pages, as well as to establish related
policies, standards, guidelines and procedures. This section has
another 4 sub-sections; EG Development, Web Administration, ICT
Security and ICT Community Development. By mid 2006, 100 per
cent of the state’s 26 local authorities are providing their services
online.
Enterprise
Architecture
• Strategic Direction
The current strategic direction for Sarawak is to translate the
117
aspirations and framework set out in the Sarawak state ICT
blueprint 2007-2011 into specific initiatives and programmes,
aligned to the strategy of MSC Malaysia. Phase 1 Plan will
focus on developing four thrust areas namely rural facilitation,
human capital development, knowledge-based industry, and
centres of excellence in ICT content and application.
• Applications
o Services
Services that has been implemented are as follows:
� MyOneStopSarawak (eMOSS)
Launched in 2002, it is a Sarawak portal that allows
the society and business community to access online
government-to-public services such as payment
online, procurement services and lifestyle.
� e-DUN
Web-based electronic access system and information
resource designed for the Legislative Assembly
Proceedings.
� Sarawak Interactive Digital Roads Atlas (SIDRA)
SIDRA was conceived in year 2002 to create a
comprehensive road atlas to support the tourism
industry and local community. SIDRA is currently
available for Kuching, Miri, Sibu, Bintulu and Mukah.
� e-Recruitment
The e-recruitment system provides the facility to
confirm candidate attendance for interview sessions
via e-mail and/or Shot Messaging Service (SMS).
� Electronic Local Authority (eLA)
All-inclusive range of online services such as e-
Booking, e-Request, e-Billing and e-Payment made
available by local authorities in Sarawak for the
public.
o Back End (Administrative)
� Sarawak Monitor
Sarawak’s Development Project Monitoring System to
118
monitor and facilitate the evaluation of all government
development programmes and projects.
� Sarawak.Net
Secure and swift electronic centre for communication
between and amongst and public sectors and private
sectors.
ICT
Governance
Sarawak’s ICT programmes were driven by the need for the
government to:
• Align its ICT blueprint with MSC Malaysia;
• Improve citizen relationships; and
• Bridge the Digital Divide
Impact
Analysis
• Improved managerial efficiency and transparency of public
services
Through the MyOneStopSarawak (eMOSS), Sarawak citizens
are now able to utilise some of the integrated services offered
by various ministries, departments and agencies in Sarawak via
a user friendly single window. Through this service, the State
Government has managed to prevent data duplication and
standardise the development and operational system. As a
result, the streamlined internal operation is expected to have
saved time and cost for the departments involved and increase
transparency and trust in the eyes of the citizen through
improved administrative efficiency of public services.
• Improved convenience for Sarawak citizen
The e-Bill Presentment and Payment (eBPP) has allowed the
Sarawak citizens to pay their bills issued by the State
Government Agencies, State Utilities, Statutory Bodies and
Local Authorities online anywhere and anytime. Payments are
made through account debiting from various payment channels
such as Maybank, RHB Bank and several other banks as well as
credit cards. As a result, the processing cost has been lowered
and the collection has been improved for the issuing authorities.
It has also given the citizens’ convenience to pay on time. From
its launch in 2000, there are now more than 63,000 registered
subscribers.
119
• Top 3 best e-government state in Malaysia
Due to proper planning in of its ICT master plan, Sarawak was
awarded as the 3rd best e-government in Malaysia.
Bench
Marking
Rationale
Sarawak Sabah
• The largest state in
Malaysia and has a
population density of 19
persons per km2 ;
• Sarawak Information
Systems Sdn. Bhd. is the
Sarawak State’s ICT arm;
• Sarawak is a state that is
strong in agriculture and
agriculture; and
• Currently Sarawak is well-
established in terms of
implementing its state e-
governance from the late
1980s till today. It now has
a few systems in placed to
reach and improve its
services in terms of G2G,
G2B and G2C.
• Second largest state in
Malaysia and has a population
density of 32 persons per km2
• KKIP Communication
(KKIP-C) is the Sabah State’s
ICT arm;
• Sabah is a state that is strong
in tourism, agriculture and
manufacturing; and
• Sabah intends to be successful
in e-governance to improve
its current services in terms of
G2G, G2B and G2C.
4.2 Seoul, South Korea
120
State Seoul, South Korea
General
Information25
• Broadband Penetration Statistics:
o 34.9% of the population (as of Feb 2007)
• Latest Population Estimate:
o 10.356mil population ( as of 2006)
• Seoul’s GDP per Capita (as of 2007):
o USD$ 31,095
• State Area (as of 2007):
o 605.25 km2
o 17,219 persons per km2 (population density)
South Korea is one of the top ten ranked governments in the e-
Government Readiness and Maturity Surveys conducted by the
Brown University (for year 2007) and United Nations (for year
2008). Although it is still a developing country that started out as a
manufacturing, agriculture, forestry and fishery-based industry in
the 1980s26, it has a highly developed internet market (70.7% of the
population in South Korea) and has a fast-growing broadband
market. Based on the study conducted by United Nations in 2008 on
e-government readiness, Korea’s national portal has a strong e-
participation presence.
In general, the main national portal in Korea27, including Seoul28,
provides citizens with online consultation and encourages its people
to engage in issues affecting them. The availability of a secure
network that utilises electronic signatures allows citizens to create
online submissions and payments and lets them track their progress.
In Seoul, the government has moved from “Establishing a high
quality intelligent city”29 as its vision of e-governance to “Utilising
ubiquitous technology to create intelligent city that enhances
25 http://www.internetworldstats.com/asia/kr.htm
26 Korean government-driven ICT policy: IT839 strategy, Protocol Engineering Center, June 2005
27 http://www.knowledge.go.kr/
28 http://www.e-seoul.go.kr/
29 e-Seoul Master Plan
121
citizen’s quality of life as well as build new city model based on
ubiquitous technology” and create a clean and attractive global
city”30.
Key Findings
The e-Seoul digital governance roadmap was formulated since the
1990s, focusing on one-stop civil service and access policy. By year
2002, although the Seoul Metropolitan City Government (SMG)
has developed 190 administrative systems, Seoul Data Centre and
100 online integrated service websites to reduce Total Cost of
Ownership, it felt short of the citizens’ expectations on better and
more diverse public services, which was proven by low citizen’s
access of 14 per cent31. The services remained governmental
agency-centred instead of citizen-centred due to the lack of
networking among systems and services. Therefore, in phase II of
the e-Seoul digital governance roadmap, SMG concentrated on
creating a service-oriented government city by shifting its paradigm
from system installation and quantitative expansion to system
utilisation and qualitative growth, pursuing systematic
implementation of its information project. This has created a 34 per
cent increase in citizen’s access rate by year 2004.
At this current point of writing, e-Seoul has reached the fourth
phase, the state of Sophistication where information is personalised
and focused on citizen-centric as opposed to government-centric
when e-Seoul first started.
30 U-Seoul Master Plan
31 Study on the Organisational and Network Cooperation for ‘Sophistication and Activation’
e-Government, Seoul Development Institute
122
Source: www.e-seoul.go.kr
Enterprise
Architecture
• Strategic Direction
The current strategic direction for Seoul is to utilise ubiquitous
technology to create intelligent city that enhances citizen’s
quality of life as well as build new city model based on
ubiquitous technology and create a clean and attractive global
city32.
• Applications
o Services
Services are created and developed base on citizen-centred
services:
� One-Click Civil Service
Single click to submit various petitions
� Internet Tax Payment (etax.seoul.go.kr)
Online tax payment facility.
� Internet Single Window (www. Seoul.go.kr)
Integrated homepage provides citizens with improved
access to civil service and information.
� Internet GIS Portal
Provides citizen with useful online geographical
information on Seoul.
� Seoul Internet Broadcast
Provides internet broadcast to citizens
� Integrated Reservation Service
32
U-Seoul Master Plan
123
Enables citizens to make online reservations for all
public services and facilities in Seoul
� Active Civil Participation
Promotes civil participation in policy-making
processes
� Bridging the Digital Divide
Offers information devices to improve the right of
access to information and promote citizens’ digital
literacy to ensure equal opportunity for development
o Back End (Administrative)
� Groupware
Improves administrative efficiency and awareness on
the importance of informatisation
� Urban Safety Management
Uses GIS in the area of urban safety management,
traffic system improvement and urban planning
� Intelligent Transport System
Applies GIS to newly-upgraded transport system to
speed up public transport and ease congestion on the
roads in Seoul
� Urban Planning Information System (UPIS)
Analyses spatial changes in Seoul city
� System Integration
Integrates information resources to enhance
government’s efficiency. Systems involved are:
a. Groupware
Contains various systems such as Human Resource
Management Site, e-Budget, Legal Case Study
b. Electronic Document Management System
(EDMS)
c. Enterprise Portal (“Single Window” integrated
systems portal through Single Sign On)
• Technology & Infrastructure
o Seoul Data Center (SDC)
124
Consolidates information resources from different agencies
into one data centre
o E-Seoul Net
High speed network that connections 36 organisations
through 180 kilometres of optical cable
o Integrated Information Security System
Total Security Management (TSM) ensures the security of
the intellectual property of e-Seoul Net and Seoul Data
Center
ICT
Governance
e-Seoul was driven by the need for the government to:
• Cut costs and improve efficiency;
• Meet citizen expectations and improve citizen relationships;
and
• Facilitate economic development.
As a result, the Seoul e-government has reached an advanced level
where it is now focuses on citizen-centric services that are
characterised by interactive services through citizen participation
and currently pursuing to attain its fourth phase goal in its e-
government development model as shown in the figure above
towards an ubiquitous government and intelligent city.
Impact
Analysis
• Improved managerial efficiency and transparency of public
services
Through the One Click Civil Service (e-Seoul.net), Seoul’s
citizen are now able to utilise e-Seoul’s integrated services
125
offered by various ministries, departments and agencies via a
user friendly single window. Through this service, the state
government has managed to prevent data duplication and
standardise the development and operational system through the
connection between the back office and front office. As a result,
the streamlined internal operation is expected to have saved
time and cost for the departments involved and increase
transparency and trust in the eyes of the citizen through
improved administrative accountability of public services.
• Improved convenience for Seoul citizen
The online reservation facility for 540 various services
(facilities, lectures, performances) provided by the government
has greatly improved the convenience for the citizen as they can
make the reservation via online or mobile phones from the
comforts of their own home or anywhere else.
• Creation of a citizen-centric government
The launch of a website for citizen engagement in policy
formation process33 allows Seoul citizens to be able to propose
a public policy. This has allowed the government to receive
new ideas from its citizens and therefore serve its citizens
better. As of to date, various opinions proposed in the portal
have been vetted through online discussion among citizens,
experts, and public officials and have been adopted as official
policies of Seoul.
33
www.oasis.seoul.go.kr
126
Expenditure
Assessment34
• Decreased operation cost
Operation budget has decreased from $1.97 billion in 2003 to
$0.9billion by 2005
• Decreased number of workers involved
38% from the number from year 2003 to year 2005
Bench
Marking
Rationale
Seoul, South Korea Sabah, Malaysia
• Developing Asian
Country;
• Started as a country that
was strong in
manufacturing and
agriculture;
• Historically started its e-
governance as numerous
silo systems and now have
moved into one (1)
integrated and focused
system for the whole
government; and
• Currently Seoul is very
strong in the IT industry,
especially e-governance
and is now in the midst of
preparing to move towards
u-governance.
• Developing Asian Country;
• Sabah is a state that is strong
in tourism, agriculture and
manufacturing;
• Currently has a few silo
systems that have the
potential to be integrated as
one (1) main system and
focused system for the whole
government; and
• Sabah intends to be successful
in e-governance to improve
its current services with the
G2G, G2B and G2C.
34 Korea E-Government, Contributing to Enhanced Wellbeing, Yonsei University, May 2008
127
4.3 Maine, United States of America
State Maine , United States of America
General
Information
• Internet Usage Statistics:
o 849,114 Internet users
o 64.5% of the population
• Latest Population Estimate:
o 1,316,456 population (as of 2008)
• State Area:
o 35,387 sq km (Maine is the 39th biggest state in the USA)
The State of Maine is a state in the New England region of the
north-eastern United States. The Maine State’s IT vision is ‘to
utilise technology to be a recognised leader in delivering cost
effective services desired by the citizens, businesses and
government organisations, while maximising constituent
participation in the government process’.
The Strategic Information Technology Plan were constructed with
the aims to streamline the existing processes in order to improve
efficiencies for the benefit of all stakeholders and to meet
constituent expectations for quality at reasonable cost while
maintaining the confidentiality of the information. The State of
Maine will achieve the Information Technology vision by executing
the following long-term strategies mentioned as follows35;
• Deliver access to appropriate government (local, state, federal)
services through a common portal structure;
• Continuously improve the delivery of services to customers
through strategic enterprise technology investments;
• Strengthen business managers understanding of leveraging IT
to meet business needs;
• Expand data integration to enable collaboration between all
constituents and to create synergies which can be leveraged;
• Strengthen the technology architecture; and
35
Business Wire
128
• Recruit, retain and invest in a highly skilled workforce.
Key
Findings
While Maine has recognised the power of the ICT to support and
act as an enabler for the economic growth, there are still several
gaps that still hamper the country’s ability to deliver cost effective
services. Technology were not widely utilised in delivering such
effective services.
On the basis of the key finding a number of endeavour, programmes
and project have been identified according to the IT strategies
identified above. Programmes are used to deliver a strategic
business change. Programmes were identified, prioritise and link to
the initiatives of each department in the government, which are
executed as projects. The type of endeavours, programmes and
projects identified based on the following categories:
• Applications;
• Infrastructure;
• Management; and
• Security.
Portal
In preparation for Maine to achieve its IT objectives, Maine needs
to create common portal structure. The portal structure created is
based on the nature/group of the department in the government.
Maine has been nationally recognised as the best state government
web portal in the 2004 Best of the Web National Competition for e-
Government Excellence36.
Maine has built one of the nation’s most robust official Web portals
through its innovative use of Internet technology. For the last five
years, Maine’s Web site has been ranked among the top four State
e-Government portals in the annual Best of the Web competition.
The InforME oversight board provides direction and prioritisation
of Maine’s portal directives. Local government content and services
from more than 500 municipalities are available through the
36 The Brint Report
129
Maine.gov local portal section. Citizens have access to local
officials, brief descriptions of the cities or towns as well as local
points of contact among other services.
Network service
The importance of network services in terms of its security has
become a major driver of network policies, design and technology
of Maine. It was noted that the network topology required
improvements to meet the state agencies’ needs. Major
recommendation and action taken by the government were as
follows;
• Develop a security plan for the network;
• Determine the requirements for state-wide Identity
Management including certificates and signatures; and
• Within each agency network, establish a firewall between its
network and the State backbone. Firewalls should be configured
and managed centrally.
e- Government (Maine.gov)
Launched in August, 1999, Maine.gov37 is the official Web portal
of the state of Maine and a repeat winner in the Centre for Digital
Government’s "Best of the Web" competition. Maine.gov is a
service of the Information Resource of Maine, a collaborative effort
between the state of Maine and Maine Information Network, LLC.,
a wholly owned subsidiary of e Government firm NIC (NASDAQ:
EGOV). The core components of the e-Government of Maine
include standards, governance, funding, security, reporting, Portal,
enterprise application integration (EAI) and privacy.
37 http://www.Maine.gov
130
Source: www.maine.gov Maine.gov Data Share The purpose of Maine.gov Data Share is to provide easy access to
public data, increase government transparency and to encourage
public participation and collaboration in government. By making
data readily available for research, analysis and development of
web tools and applications, the government hope to encourage new
and creative approaches to the data from the citizens.
Enterprise
Architecture
• Strategic Direction
Maine have identified an “ever-greening process” which
consists of two steps namely:
o Business and IT alignment; and
o Ever-greening the IT architecture.
An ever-greening process is the process by which the IT
architecture is changed, maintained, updated and enforced in
order to maintain its long term integrity. The initiative is led by
the office of the CIO in conjunction with Information Services
Policy Board (ISPB), Information Services Management Group
(ISMG) and Agency Business Managers. The State stakeholder
has been responsible to establish the state-wide IT vision, IT
Strategies and Business according to their departmental needs.
The Agency Technology Officers (ATO) system (similar to the
CIO system) and their business counterparts were programmed
131
to meet on a periodic basis to review the strategies and adjust as
necessary to meet changing business/ constituent needs. Any
difference between the current state and what is required will
direct IT to effectively identify and scope infrastructure needs/
upgrades.
In terms of workforce, Maine focuses on recruiting, retraining
and investing in a highly skilled workforce that responds
quickly to the ever-changing technology world. Programmes
carried-out by the State are as follows;
o Develop training programmes and clear career path for all
IT staff;
o Incorporate an IT knowledge sharing/ transfer programme
across agencies that will reduce redundant effort;
o Encourage cross training of individuals (secondment); and
o Exploit centre of expertise.
• Applications
o Services
Services are created base on citizen-centred services:
� Electronic Medical Records (EMR);
Medical information of the Maine Citizen.
� Maine Claims Management System (MECMS);
� Maine's Automated Child Welfare Information System
(MACWIS) - Maine's version of the information
systems being developed under a national federal/state
partnership to bring modern technology to help
caseworkers, supervisors, and administrators tasked
with handling states' responses to child abuse and
neglect.
� Maine Adult Protective Service Information System
(MAPSIS) - This system allows case workers to
intake, update and track cases involving alleged abuse
and neglect of the State’s elderly population. This
system also allows the elderly citizen to protect and
132
improve the quality of life.
� eNET-ME
Behavioural Health Services end users presented a
need to collect client treatment and diagnostic data
from community providers in a reliable, secure and
user-friendly manner. Behavioural Services staffs
were collecting data manually from community
providers via forms which were mailed or faxed to the
department and subsequently data entered into a
system.
� Geographic Information Systems (GIS)
A data layers to the data catalogue and the internet
map viewer of the Maine.
� Maine.gov Data Share
An online library of free, public government datasets
that can be downloaded and used for research,
analysis and application development.
� eDemocracy
Citizens and residents have easy and convenient
access to democratic services.
Impact
Analysis
• Top 5 Best State Government Sites in USA
Maine.gov has been able to offer more than 375 services to
improve public access to government services and information.
The Centre for Digital Government has once again recognised
Maine.gov as one of the best state government sites in the
nation. Maine.gov was ranked fourth in the 2009 Digital
Government Achievement Awards for state government Web
portals. This marks the ninth year since 2000 that Maine's
official web site has been named in the top 4 state government
sites38 by the Centre. The competition evaluates portals on the
basis of online services, innovative technology, efficiency, and
attention to ease-of-use, accessibility to the disabled, privacy
and security.
• Improved managerial efficiency of public services through
38 http://www.centerdigitalgov.com/survey/88
133
one-point centre
The Internet has drastically changed the way people interact
with their government over the years. Customer service is at
the heart of the State of Maine. Local government content and
services from more than 500 municipalities are available
through the Maine.gov local portal section. Citizens have
access to local officials, brief descriptions of the cities or towns
and local points of contact among other services.
• Improved convenience for Main citizen
The new eDemocracy portal offers content and services from
variety of government resources available through a single
Web page. From the Maine.gov eDemocracy page, citizens and
residents have easy and convenient access to democratic
services such as election calendars and notifications, voter
registration change of address forms and absentee ballot forms,
democracy learning tools for students and educators as well as
interactive communication tools for citizens to interact with
elected officials, and a whole lot more.
Bench
Marking
Rationale
Maine, USA Sabah, Malaysia
• Maine main Industry:
Agriculture & fisheries
and tourism
• Received assistance and
support from a dedicated
vendor (NIC39) to
implement some of its e-
governance project40.
• Sabah main Industry:
Agriculture & fisheries,
manufacturing and tourism
• Received assistance and
support from a dedicated
vendor (KKIPC41) to
implement some of its e-
governance project.
39 http://www.nicusa.com/html/
40 http://www.govtech.com/gt/case_study/100375
41 http://www.kkipc.com/2k7/
134
4.4 SWOT Analysis
Based on the analysis of the ICT development and environment in Sabah as well as
benchmarking on the local and international e-Government initiatives, the Strengths,
Weaknesses (areas for improvement), Opportunities and Threats (SWOT) analysis,
which a common tool used in measuring the current standing of any organisation, was
performed to determine the current scenario of ICT development in the State. Knowing
where you stand is critical before planning for future growth. The analysis will be a
valuable input to assist the State Government in finding solutions and formulating its
development plan.
Strengths Weaknesses Opportunities Threats
Availability of structured government set up, key actors, clear roles and responsibility Focused master plan and blueprint Established ICT programmes for public and private sectors Close cooperation between NGOs and government on ICT awareness programmes Good track record of ICT spending Centralised network
Fragmented reporting structure Insufficient state-wide information ownership Lack of clear cut policies and objectives Monopolisation and long-term contract Inadequate communication and co-ordination with public sector Lack of monitoring process Insufficient skilled & competent resources (IT and business) Lack of clear prioritisation on ICT procurements & developments Insufficient power supply
Realign reporting Structure System integration Create check and balance system e-Procurement Online notification Public-private collaboration and joint venture on ICT development Technology transfer and collaboration with Institution of Higher Learning (IHLs) & private sectors Intensify training and outreach programmes Improvement on infrastructures Moving towards Web 2.0
Unclear focus of ICT development Compromised service due to low - ball of prices Programmes not meeting objectives Inability to absorb new technology Public more advanced than the Government Inability to attract FDIs and DDIs
135
4.5 Critical Success Factors (CSFs)
Following to the identification of gaps as well as external risks on ICT development,
the Critical Success Factors (CSFs) are identified. CSFs are the subjects which must be
addressed effectively in order for the State Government to achieve its mission and
objectives. It is a simple concept which help focus attention on major concerns; easy to
communicate; and easy to monitor.
CSF can be considered as barrier, which needs early identification and to have ready
solutions. As such, the State Government needs to develop appropriate initiatives
including deployment of ICT to address most of the BCSF effectively before achieving
its mission. Understanding the CSF well together with challenges and key issues would
assist the State management in materialising their vision statement more realistically.
In relation to the State ICT development, it is imperative to have adequate funding as
well as competent and skilled ICT workforce to ensure the ICT development and
programmes are aligned with the State’s vision and mission. Competent ICT resource
is also vital in ensuring an effective alignment between ICT and business.
Effective ICT programme delivery and monitoring will also ensure all the system
redevelopment as well as ICT programmes meet the objectives to encourage the
utilisation of ICT among for the Government, businesses and citizens. Effective
performance measurement should be identified and implemented to ensure the ICT
development has met the overall vision and strategic goal of the State as well to
determine the effectiveness of the ICT development in improving and strengthening
internal process and increase users’ and customers’ satisfactions. The State
Government should also address the infrastructural gaps to ensure balanced
development among all districts and to bridge the digital divide within the State.
The figure below highlights the identified CSFs for an effective and efficient ICT
strategy and development in Sabah.
136
Figure 31: Critical Success Factors (CSFs)
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137
5. ICT MANAGEMENT PRACTICES
Section 5 of the report highlights the current ICT management structure within the
Public Sector. A high level review was undertaken on how technology usage is
governed within the State. The review encompasses the current ICT management
structure as well as ICT management practices. The analysis of the ICT Management
Practices is conducted at high-level which aims to obtain an overview understanding of
the capability and effectiveness of the current practice.
5.1 Overview of Current ICT Management Structure in the
Public Sector
Based on the ITMP, it was planned that the Science and Technology Unit (STU) be
given the task and empowered as the chief initiating and implementing agent of the
plan, on behalf of the secretariat and the Sabah IT Council (lead by the Sabah State
Government. The task of STU was to carry out the responsibilities in close
consultation with the Working Committee on the IT Deployment in the Public Sector
of Sabah IT Council. Special task forces were to be formed to tackle technical issues
that may arise, and handle the IT utilisation policies, IT training etc. Over the years,
some parts of the ICT Management Structure have changed where the KIT has taken
over the role of the Science and Technology Unit as can be seen from the image below.
Figure 32: Current ICT Governance Structure
138
5.1.1 ICT Governance and Reporting Structure
As per figure above, the current ICT Governance and Reporting Structure is complex.
It is currently expected that the agents of change (E.g. Departments, Agencies, and
NGOs) are all ICT literate and have the ability to understand and express the type of
systems or ICT technology that’s available in the market that they would want for their
day-to-day operations. Matters with regards to ICT policies and Sabah.NET, the
initiation and/or the implementation of strategies and actions recommended in the
ITMP are handled by KIT. KKIPC does the development of Sabah.Net, under the
supervision of the KIT. However, applications development as well as IT procurement
by the agents of change is under the Ministry of Finance’s jurisdiction. JPKN is in
charge of evaluating the IT procurement requests of the agencies, departments,
ministries, etc. This may lead to confusion for the agents of change as the key actors
must be ICT savvy enough to know the difference between the customised system
implementation and Sabah.Net (which is also a type of system) related matters.
Key Actors
Based on the original ITMP, a few key actors were identified to ensure the
implementation of the ITMP would be successful. The five (5) key actors were/are:
1. The KIT, which until now, still continues to play a strategic role in policies
particularly in reinventing government programme and conducting reviews
and updates on new and emerging technologies that may affect the
implementation of the ITMP;
2. The JPKN, which still implements IT projects (IT procurement and system
development) for State Ministries and Departments, particularly in the areas of
computerisation and system development;
3. The INSAN, which provides the training that, equips government officers with
the necessary skills and knowledge to survive in this information age. Yet, its
role of training the government servant at the moment is still at the very basic
(E.g. classes on how to use Open Office, how to use a computer) level and it is
not being emphasised as one of the core trainings that a government servants
must go for;
4. The SSL, aside from being the chair for the Working Committee on IT in
Social Development of the Sabah IT Committee, also manages the electronic
139
community or eMas and Desanet projects. Desanet and eMas is still and on-
going programme especially for the rural committee until now; and
5. KKIPC Sdn. Bhd, which acts as the operator of Sabah.Net, electronic
government system, Education Net and eCommerce.
Three (3) out of the five (5) main key players are still playing very active roles in
shaping and implementing the ITMP in Sabah. The other 2 key players, SSL and
INSAN still runs its ITMP related programmes but with less emphasis.
5.2 ICT Management Current versus Potential Capability
Assessment
A high level review was undertaken on how technology usage is governed within the
State Government. The analysis of the ICT Management Practices is conducted at
high-level which aims to obtain an overview understanding of the capability and
effectiveness of the practice.
The management processes review examines processes in three main areas as shown in
Figure 33 below:
Figure 33: ICT Management Practices
� IT Governance
• Corporate Control of IT
• Role and Position of IT
• Investment Appraisal &
Prioritisation
• Benefi ts Management &
Realisation
• IT Performance Managem ent
� IT Strategy
• Business and IT Strategy
Linkage
• IT Architecture (Information,
Applications and Technology)
• Sourcing Strategy
� Relationship Management
• Relationship Management
� Project & Programme
Management
• Project & Programme
Management
� Information & Know ledge
• Information Management
• Knowledge Management
� Business
Demand
� Business Change Management
• Business Process
Management• Business Change
Management & Sponsorship
� IT Opportunit ies & Awareness
• Identification of IT Opportunities & Requirements
• IT Awareness & Training
� Sourcing Management
• Sourcing Management
� Organisation M anagement
• HR Management
• Financial Management
� Application Development &
Maintenance
• Development (Package &
Custom)
• Maintenance (Package &
Custom)
� Service & Delivery
Management
• Configuration and Asset
Management
• End-User Computing
• Operational (Data Centre)
Management
• Network &
Telecommunications
• IT Helpdesk
• IT Disaster Recovery and
Security
� Shared � Technology
Supply
� Area
� Aspect
• Topic
140
• Business Demand – In this aspect of ICT Management Practices, the demand
for technology from the State Government’s perspective has been evaluated;
• Shared – In this aspect of ICT Management Practices, KPMG has conducted
an evaluation of the areas in which technology supply and business demand
share responsibility in the management of technology services; and
• Technology Supply – In this aspect of ICT Management Practices, the supply
of technology from the technology perspective has been evaluated on users’
demands affect the supply of technology.
5.2.1 ICT Management Capability and Effectiveness
Figure 34: Current vs. Potential Capability
The chart above is the average score result of the ICT Management practice workshop
conducted with KIT and JPKN separately, with regards to the capability available is
supporting the ICT development of the State. Overall, both departments believe that
their current capabilities are not able to reach to their actual potential capabilities.
These are mainly due to lack of resource as well as unbalanced planning and budget.
Based on the result above, the strongest capability that both respondents agreed is that
they have reached a certain level of satisfaction in managing their IT Disaster
Recovery & Security, IT Helpdesk and Sourcing Management. However, both parties
141
still believe that there are still room for improvement in terms of possibly tightening
the sourcing security by adopting MAMPU’s security guideline.
In terms of area for improvement, both parties agreed that the key focus area will be
within the Technology Supply and Shared Responsibilities area such as Knowledge
Management and Benefits Management & Realisation. This is due to the fact that there
is no Knowledge Management System in place at the moment and that the
performances of IT projects that are currently running are assessed only by evaluating
on its usage. In addition, both parties agreed that there is a potential to expand their
capabilities within these area once they have find the proper method to address the
issues.
The State Government needs to consider strategising ICT training and awareness
programmes so that staff will be kept abreast with technological advancement. To
continue measuring the success of this programme, the State Government should
consider embedding this element in the performance measurement, E.g. ICT training
hours as one of the Key Performance Indicators (KPI).
5.2.2 ICT Management Current versus Potential Effectiveness Assessment
Figure 35: Current vs. Potential Effectiveness
142
The chart above is the average score result of the ICT Management practice workshop
conducted with KIT and JPKN with regards to the potential effectiveness of the ICT
development and management. Overall, both departments believe that their current
capabilities are not able to reach to their actual potential effectiveness mainly due to
lack of resource, unbalanced focus and budget.
Based on the result above, the strongest effectiveness of the implementation of the
ITMP based on current capabilities that both had agreed to are similar with the result
of the ICT Management Capability Assessment result; where both agreed that they
have a reached a certain level of satisfaction in managing their IT Disaster Recovery &
Security, IT Helpdesk and Sourcing Management as well as Sourcing Strategy.
However, both parties still believe that based on the potential future improvement on
their capabilities, the effectiveness of the implementation can still be optimised. In
terms of potential high effectiveness if the service capabilities have been improved,
both parties agreed that the key focus area will be within the Technology Supply and
Shared Responsibilities area such as Configuration and Asset Management as well as
Investment Appraisal & Prioritisation as this will align its objectives towards its goal
of creating an effective e-Government where business users as well as stakeholders are
interested and committed to using the ICT as an enabler for their day-to-day operation
as they will be motivated to find ways to improve on their work capabilities as there
will be a form of appraisal.
5.3 Key Salient Points on ICT Management Practices
In the current information era, ICT are expected to bring a major impact in changing
the way we perform our work and deliver services to the dedicated beneficiaries or
target groups. Therefore, the development of the best ICT management practice must
take into consideration of this principle so as to meet the ITMP’s goals in transforming
the current working environment, which will align the element of people, processes
and technology.
With the view that ICT within an organisation should be regarded as an integrated
infrastructure that combines direct and indirect resources, so is the necessity of its
management. The integrated infrastructure should be able to address not only the direct
Technology part of the ICT infrastructure, but also the elements of the Business
Demand and Shared Responsibility.
143
Overall, through the interview from both JPKN and UKIT, both has viewed that there
are potential / high capability of the government agencies as a whole to have achieved
more than the current situation. However, there have been a number of considerations
that being taken into account to come out with such rating for each of the subtopics
discussed.
The capabilities in supporting good ICT management practices shall consider the
followings main factors:
• Human factors – culture, training, development;
• Management practices - business process, management culture, governance; and
• Technology.
Based on the findings and observations, an effective Business Change Management
shall be in place to address the people issue in the Sabah State Government. The
people must be responsive enough in terms meeting technological advancement and
system functionalities for best ICT Management Practices. The readiness of the people
for technological advancement was still a major issue to the Sabah State Government.
Lacking of change management initiative would deter IT optimisation and business
process improvement gained from the automation as well as enhanced services
provided.
It was also noted that, most of the Agency/ Ministry and Departments’ systems have
the opportunity to have ICT as an enabler to their daily work. Many opportunities have
been identified to advance the Sabah State Government in leveraging ICT as business
enablers. However, the opportunities were always bound with rigid policies,
procedures and as well budget constraint by the Government.
Based on our findings, it has been noted that each Agency/Ministry and Departments
has established ICT policies and procedures. IT Steering Committee and Chief Internal
Officer has been established to be the governance factor for the effectiveness of ICT to
act as an enabler. However, based on the observations results, lacking of the push
factor from these important roles has caused stagnant results from the Sabah State
Government.
It is imperative that the Sabah State Government to reassess the requirement of the
technology supply and to establish standards that defines type of requirement for an
144
Agency/ Ministry and Departments to possess. At present, the technology supply needs
further improvement especially on the Development, network and telecommunications
and configuration and Asset Management.
Overall, both parties still believe that based on the potential future improvement on
their capabilities, the effectiveness of the implementation can still be optimised. Both
parties need to agree on suitable outreach programmes, identify strong push factors
from the key actors and improve on the technology supply so that the potential to
expand their capabilities within these area able to address the issues accordingly.
Figure 36: Capability vs. Effectiveness Matrix
The scores on capabilities and effectiveness were plotted in a graph (illustrated in the
figure above) as a representation of the State Government’s position in ICT
Management Practices. Overall, State Government’s is positioned in the quadrant of
average capability as well as effectiveness. Being in this position, State Government
needs to review its ICT management practice, develop measures to achieve sound
quality control, reassess ICT objectives and improve project management. ICT
Management Practices should be assessed overtime preferably semi-annually to chart
the progress of the capability and effectiveness. Ultimately, this exercise will assist the
State Government to migrate the management capacity to a superior state that is
equipped with effective project management and manageable ICT projects (recorded as
high capability as well as effectiveness).
145
6. ICT COST FACTORS ASSESSMENT
Section 6 of the report highlights the ICT cost factors assessment in terms of ICT
spending trends analysis within the public sector.
6.1 ICT Spending Analysis
The Public Sector ICT spending was tabulated for the year 2004 to 2007.The figures
were obtained from both JPKN and KIT based on their records of related ICT
spending. The information obtained is collated information from all the government
agencies and JPKN is the responsible to analyse the related spending of each the
government agencies based on their needs
Figure 37: ICT Spending
The figure above depicts the breakdown for the actual ICT spending for years of
analysis (2004-2007).There is no apparent trend for ICT as observed in the above
graph. ICT spending is volatile and fluctuates on a year to year basis. Ideally, ICT
spending need to be monitored and should chart a steady growth of 7.8% yearly42.
Budget Vs Actual
42 World Information Technology and Services Alliance (WITSA), Digital Planet 2005
ICT Related Spending
0
2,000
4,000
6,000
8,000
10,000
2004 2005 2006 2007
Year of Analysis
Valu
e i
n R
M (
'000)
Sabah e-Government
Maintenance
Hardware/Software
ICT Development
Training
2004 2005 2006 2007
Budget Actual Budget Actual Budget Actual Budget Actual
' 000 ' 000 ' 000 ' 000
Sabah e-Government 6,000 6,000 6,000 6,000 6,500 8,500 7,600 7,389
Maintenance 4,086 4,449 6,079 3,784 8,225 4,818 9,789 4,764
Hardware/Software 3,711 1,198 3,600 1,492 4,885 6,097 6,565 5,870
ICT Development 2,000 225 2,000 2,262 8,420 6,271 8,420 5,201
Training 950 831 950 703 1,000 598 1,000 610
146
Table 6: Budget vs. Actual
The ICT cost and spending analysis focuses on the evaluating the trend of the actual
vs. the budgeted amount for each year. Our analysis was based on documents titled
Budget Spending and ICT Related Budget.
The observation shows that spending was not consistent with the budgeting made at
beginning of the year. The recommended practice for public sector dictates that ICT
budget should be at least 8-10 per cent out of the operating cost to ensure ICT
practices is resilient enough to support the organisation’s business objective.
However, there are no exact pattern was recorded to chart a steady growth throughout
the analysis period. It is recommended for ICT to have a steady growth of 7.8 per cent
yearly in order to obtain optimum technological benefit and reason as specified above.
It is also evidenced that most of the agencies did not keep detailed spending records
on hardware, software, and maintenance support and services subscription fee.
In moving forward, it is recommended that JPKN to detail down the spending from all
the agencies and itemise the spending to other components such as software
development, software maintenance, application maintenance, network and
communication, hardware maintenance, implementation service, project management
services, consultancy as well as ICT training. By having detailed records, JPKN will
have the capability to track the performance of ICT Management Practices based on
the investment.
It is also important to observe that ICT budget should be reviewed at least every
quarter to ensure its relevancy towards achieving its objective which is to support
business needs. Apart from that, all agencies should be directed to take the initiatives
to make comparison between actual vs. budget spending preferably annually at the
organisation level. The analysis is a useful benchmarking tool to measure how budget
utilisation being practice to optimise ICT related impact to the business as a whole.
GRAND TOTAL 16,747
12,703 18,629
14,241 29,030
26,284 33,374
23,834
147
7. TECHNICAL ASSESSMENT: APPLICATION
PORTFOLIO
Section 7 highlights the technical assessment which allows us to determine the level
and quality of technology services being provided in terms of the application
currently utilised within the Public Sector. The objective of this section is to assess
the existing portfolio of applications in terms of technical and functional quality
7.1 Application Portfolio
The functional quality provides the users’ perception of how well existing
applications support the business needs and the technical quality provides the
supporting people’s perception of how good the applications are from a technical
standpoint.
Currently there are 230 application systems being utilised in Sabah. The usage of
these applications is dependent on each department/unit’s functions need. The
adaptation of these application systems were performed in a piece meal basis,
implemented whenever a business process requires a system. Please refer to Appendix
C: List of Application Systems for the detailed list of the applications.
Based on the findings, it is noted that majority of the systems in Sabah are stand alone
application systems. Most of them are developed in-house by JPKN, while others are
developed by external vendors. It is noted that a very minimum effort was given to
integrate / interface among the application systems. Below are the selected 24 systems
out of 230 application systems in Sabah, comprising of e-government applications
and specialised systems for relevant agencies.
The table below depicts the selected 24 applications that are being utilised in Sabah:
Project/System
Name
Development
type
System Functionality G2C/ G2B/
G2G
Target group
Sistem Buku
Vot dan Baucar
Bersepadu
Customise A system that process
payment voucher for each
department and managing
G2G All
departments
148
Project/System
Name
Development
type
System Functionality G2C/ G2B/
G2G
Target group
(SISVOT) vote books through
computerised system.
Sistem
Maklumat dan
Sumber Manusia
(SM2)
Customise A web based system that
keeps all related
information on Sabah State
government civil servant
E.g. personal information,
services, leave, training
etc.
G2G All
departments
Sistem Prestasi
(e-Prestasi)
Customise Evaluates the performance
of the government servants
within Sabah State
Government.
G2G All
departments
Sistem e-Pay A3 Customise An electronic system for
Daftar Gaji form –
Notification on the updates
of salary details.
G2G All
departments
(Owner:
JBNS)
Sistem Davetsa Package Integrated Veterinary Data
System that consists of 15
modules. Among the
modules are Import/Export
module, diagnostic/lab
module, enforcement
module, pharmacy module,
quarantine module, e-pasar
module and project
management module.
G2C Jabatan
Perkhidmatan
Haiwan &
farmers/
public
Sistem Izin
Kursus INSAN
(e-Kursus)
Customise A web application for
government servants to get
information on the
trainings conducted. Staff
can apply online to
participate in the trainings
available.
G2G All
departments
149
Project/System
Name
Development
type
System Functionality G2C/ G2B/
G2G
Target group
Electronic
Document
Management
System (EDMS)
Package A computer system used to
track and store electronic
documents and/or images o
f paper documents.
G2G All
departments
Integrated
Library
Management
Utility (ILMU)
Package Used by SSL staff to
manage books effectively
from the procurement
process until books
borrowing and returning
process.
G2C Sabah State
Library (SSL)
License
Information
System
Customise To issue timber licenses. G2C Forestry
Department
Integrated
Security
Management
System
Package For the usage of staff in
Wisma Pertanian (Visitor
System, CCTV and
attendance).
G2G Kementerian
Pertanian dan
Industri Asas
Tani (KPIM)
Sabah Housing
Information
System
Customise To register and record the
details of housing
developers / contractors.
G2B Kementerian
Kerajaan
Tempatan dan
Perumahan
Tempatan
Sistem
Peperiksaan
Perkhidmatan
Awam Negeri
Customise Online application for
Public Services
Examination and PTK by
the civil servants.
G2G All
departments
(Owner:
JPAN)
Sistem
Pengurusan
Bantuan Am
(SISBAM)
Customise To record and print
information of the
donation recipients every
month.
G2C Jabatan
Perkhidmatan
Kebajikan
Sabah
Sistem
Permohonan
Biasiswa
Kerajaan Negeri
Customise A web based system for
the public to apply the
state scholarship (BKNS)
and the JPANS staff will
G2C Jabatan
Perkhidmatan
Awam Negeri
(JPAN)
150
Project/System
Name
Development
type
System Functionality G2C/ G2B/
G2G
Target group
Sabah manage the applications
through the system.
Revenue
Collection
System
Customise To record the total
Forestry Revenue
collection.
G2B Accounts
Office
Log Production
System
Customise To record all exporter and
buyer of production.
G2G Regional
Office
Land Revenue
Computerised
Information
System
Customise
For collection of quit rent
and premium throughout
the state. Customers can
pay their dues anywhere.
G2B Jabatan Tanah
dan Ukur
Table 7: Application Portfolio
7.1.1 Functional and Technical Quality (FQ-TQ) Assessment
KPMG has issued questionnaires to both end-users and ICT technical staff to gather
information with regards to functional and technical qualities of each of the current
application portfolio above. Figure 38 below provides an overview on the types of
data collected.
Figure 38: Data Collection for Application Portfolio Assessment
Functional Quality (FQ)
• Response time
• User Satisfaction
• Documentation
•
•
•
Functional
Questionnaire
By end-users
Technical Quality (TQ)
• System structure
• Maintainability
• Exploitability
•
•
•
Technical
Questionnaire
By IT-staff
Quality of an information system
Functional Quality (FQ)
• Response time
• User Satisfaction
• Documentation
•
•
•
Functional
Questionnaire
By end-users
Technical Quality (TQ)
• System structure
• Maintainability
• Exploitability
•
•
•
Technical
Questionnaire
By IT-staff
Quality of an information system
151
The objective of the Functional Quality (FQ) assessment is to evaluate and assess the
level of user satisfaction with regards to Sabah Government’s application systems as
well as determining any areas of concern. The industry standard for the functional
quality is 70 per cent.
The objective of the Technical Quality (TQ) assessment is to assess the level of
technical satisfaction with regards to Sabah Government’s application systems as well
as determining any areas of concern. The Technical Quality assessment is based on
three areas, which are:
i. Package Design;
ii. Support; and
iii. Operation.
The industry standard for the technical quality is 65 per cent.
Figure 39 below explains the overall position of the Functional Quality and Technical
Quality Matrix.
Figure 39: Functional and Technical Quality Matrix
•100
•90
•80
•70
•60
•50
•40
•30
•20
•10
•0•0
•TQ•10 •20 •30 •40 •50 •60 •70 •80 •90 •10
0
•%
•%
30
90
100 Excellent systems from a
technical and functional
standpoint. Systems are
efficient, easily maintained and
meet users' requirements.
Functional quality problems on
technically adequate systems can in
general be addressed fairly easily.
Systems are meeting user requirements;
however they are generally costly to
maintain.
Technical adaptations required.
Systems with poor technical quality and
poor functional quality are candidates for
renovation or immediate replacement.
FQ
•100
•90
•80
•70
•60
•50
•40
•30
•20
•10
•0•0
•TQ•10 •20 •30 •40 •50 •60 •70 •80 •90 •10
0
•%
•%
30
90
100 Excellent systems from a
technical and functional
standpoint. Systems are
efficient, easily maintained and
meet users' requirements.
Functional quality problems on
technically adequate systems can in
general be addressed fairly easily.
Systems are meeting user requirements;
however they are generally costly to
maintain.
Technical adaptations required.
Systems with poor technical quality and
poor functional quality are candidates for
renovation or immediate replacement.
Systems with poor technical quality and
poor functional quality are candidates for
renovation or immediate replacement.
FQ
152
7.1.1.1 Sistem Buku Vot dan Baucar Bersepadu (SISVOT)
i. Functional Quality
Figure 40: SISVOT Functional Quality
SISVOT is an e-government application that process payment voucher for each
department and managing vote books through computerised system. This system is
currently being used by all state ministries and government agencies and it was
developed in-house by JPKN. For the purpose of this survey, the functional
questionnaires were provided to few users from different departments in a workshop.
The system scored 73 per cent on functional quality, which is above the industry
standard. Responsiveness, Data Currency, Security, Reliability, Ease of Use and Help
Facilities scored above the industry standard. Only Accuracy, Suitability, Adaptability
and User Support holding the per centage below the industry standard based on the
score above. Since the SISVOT is an e-government application and being used by all
ministries and state government agencies, there are only several evaluation areas that
are critical for user satisfaction. These include information accuracy, system
responsiveness, system reliability and ease of use. The survey results showed that
these areas scored above 70 per cent except information accuracy and meet the users’
functional requirements.
Functional Quality
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall F
Q
Accur
acy
Res
pons
ivene
ss
Data
Curre
ncy
Securit
y
Rel
iabi
lity
Ease o
f Use
Help
Fac
ilities
Suita
bility
Adapt
abilit
y
User S
uppo
rt
Prese
nt ade
quacy
Future
ade
quac
y
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
153
ii. Technical Quality
Figure 41: SISVOT Technical Quality
The SISVOT scored 49 per cent on technical quality. Notably, all critical areas such
as package design, support and operation scored below the benchmark level. Ease of
making changes scored lowest at only 30 per cent while accuracy and ease of
operation share the same highest score with 60 per cent but still fell short of 5 per cent
from the benchmark for technical quality. The total score of the system shows that the
system needs serious enhancement in all three critical areas; package design, support
and operation.
7.1.1.2 Sistem Maklumat dan Sumber Manusia (SM2)
i. Functional Quality
Figure 42: SM2 Functional Quality
Technical Quality
49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Package
Desi
gn
Accura
cy
Complia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esourc
es
Porta
bility
Support
Ease o
f anal
ysis
Ease o
f makin
g cha
nges
Testin
g
Ope
ratio
n
Ease o
f opera
tion
Relia
bility
in o
peratio
n
Proble
m re
solu
tion
Benchmark
SISVOT, , , , , ,
Functional Quality
70%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iability
Ease
of U
se
Help
Facilities
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
154
SM2 is a web based system that keeps all related information on Sabah state
government civil servant such as personal information, services, leave, training and
other relevant information. This system is being used by all state government
departments in Sabah and this e-Government application is classified as Government-
to-Government (G2G) application.
The figure above shows all of the criteria’s being scattered closely with the standards,
hence resulting the value of the functional quality to be within the industry standards
of 70 per cent. Ease of Use is the highest amongst the criteria with a value of 80 per
cent, while the main criteria forcing the average value down would be the
Adaptability of the system holding about 59 per cent. Other criteria that are within the
benchmark are Accuracy, Data Currency, Help Facilities, and Suitability, while the
criteria that are beneath the standards are Responsiveness, Security, and Reliability.
ii. Technical Quality
Figure 43: SM2 Technical Quality
The SM2 system scored 70 per cent on technical quality, which is above the
benchmark level. Two critical areas which are Package Design and Operations scored
above 65 per cent with each criteria scored 74 per cent and 68 per cent respectively.
Notably, all sub areas are above the benchmark except ease of making changes and
ease of operation. This is because the system is being used for quite a long time and
the system is not been upgraded since its establishment. The system is being
supported by IT Support Group (KSIT) in each respective building.
155
7.1.1.3 Sistem Prestasi (e-Prestasi)
i. Functional Quality
Figure 44: e-Prestasi Functional Quality
Sistem Prestasi (e-Prestasi) is an e-Government application that was developed by
JPKN to evaluate the performance of the government servants in Sabah state. The
system is being used by state-wide government agencies and it has not been upgraded
since its establishment. All departments are currently utilising this system to evaluate
the performance of the state government servants and from the first observation; they
are quite satisfied with the system as it assists the management to evaluate their staff
through online.
By looking at the graph on the figure above, the results are scattered close within the
benchmark, hence resulting a 70 per cent average Functional Requirement for the
system, satisfying the minimum industry standards. Five criteria has been identified to
have exceeded the required standards which are, Data Currency, Ease of Use, Help
Facilities, Suitability, and Adaptability. Both Accuracy and User Support are 69 per
cent, fell 1 per cent from meeting the benchmark. In summary, the system needs a
slight modification particularly on the responsiveness and security to fully meet the
users’ requirement of the system.
Functional Quality
70%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Acc
urac
y
Res
pons
iven
ess
Dat
a Cur
renc
y
Sec
urity
Relia
bility
Eas
e of
Use
Help
Facilit
ies
Suita
bility
Ada
ptab
ility
Use
r Sup
port
Pre
sent
ade
quac
y
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
156
ii. Technical Quality
Figure 45: e-Prestasi Technical Quality
The overall score for technical quality fell slightly below the benchmark with a score
of 62 per cent, 3 per cent short from the benchmark. Only Support did not meet the
benchmark, while other two critical criteria which are Package Design and Operation
scored within the benchmark, with 65 per cent and 67 per cent respectively. Although
the score for both criteria is within the benchmark, the overall score for technical
quality did not pass the benchmark due to a huge gap between Support and the
benchmark. Ease of Making Changes and Testing scored among the lowest in the
technical quality and affected the score for Support as both of the criteria are sub
criteria for Support.
(The rest of this page is intentionally left blank)
Technical Quality
62%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Abi
lity
to in
terfa
ce
Use
of r
esou
rces
Porta
bility
Suppo
rt
Eas
e of
ana
lysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Rel
iabi
lity
in o
pera
tion
Problem
reso
lutio
n
Benchmark
E-PRESTASI, , , , , ,
157
7.1.1.4 Sistem Pay A3 (e-Pay)
i. Functional Quality
Figure 46: e-Pay Functional Quality
Sistem Pay A3 is an e-Government system that is being used by each government
agency in Sabah. The system was developed by JPKN and the owner of this system is
Jabatan Bendahari Negeri Sabah. The purpose of this system is to assist the users in
checking the salary details. The users will be able to update their salary details by
using the Pay A3 Form that is being provided in the system.
Based on the functional chart depicted above, the functional quality (FQ) per centage
of the system is 74 per cent, slightly above than the benchmark. Highest per centage
goes to Data Currency with a score of 100 per cent followed by Responsiveness,
Security, Reliability, Help Facilities, Suitability, and Adaptability with similar input
of 80 per cent. Criteria that fell below the industry standard are Accuracy, Ease of
Use, and User Support, with Ease of Use being the lowest at 40 per cent.
Functional Quality
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall F
Q
Accur
acy
Resp
onsive
ness
Data
Curre
ncy
Securit
y
Relia
bility
Ease o
f Use
Help
Faci
lities
Suitabilit
y
Adapt
ability
User S
uppo
rt
Prese
nt ade
quacy
Future
adeq
uacy
Depe
ndency
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
158
ii. Technical Quality
Figure 47: e-Pay Technical Quality
The technical quality (TQ) of the e-Pay system is 62 per cent, slightly below than the
benchmark. This is due to low score in Support criteria. The Ability to Interface and
Ease of Making Changes scored the lowest within the 0 to 10 per cent range; thus
causing it to be the main factor why the overall technical quality has not met the
benchmark.
7.1.1.5 Sistem DAVETSA
i. Functional Quality
Figure 48: DAVETSA Functional Quality
Technical Quality
62%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Package
Desi
gn
Accura
cy
Complia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esourc
es
Porta
bility
Support
Ease o
f anal
ysis
Ease o
f makin
g cha
nges
Testin
g
Ope
ratio
n
Ease o
f opera
tion
Relia
bility
in o
peratio
n
Proble
m re
solu
tion
Benchmark
ePAY3, , , , , ,
Functional Quality
67%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall F
Q
Accura
cy
Respo
nsivene
ss
Dat
a C
urrency
Secur
ity
Rel
iabilit
y
Ease o
f Use
Help
Faciliti
es
Suitabi
lity
Adaptab
ility
User S
upport
Prese
nt adeq
uacy
Future
adequ
acy
Depende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
159
Sistem DAVETSA is an Integrated Veterinary Data System that consists of 15
modules. Among the modules are Import/ Export module, diagnostic/lab module,
enforcement module, pharmacy module, quarantine module, e-pasar module and
project management module. This system is being classified as the Government-to-
Citizen (G2C) application as it also interacts with the public to use the application
especially on the veterinary related information. It was developed by an external
vendor while JPKN played a role in supporting the system.
Based on the figure above, the value of the overall functional quality (FQ) is 67 per
cent, which is slightly below the industry standards of 70 per cent. Four criteria hold a
full per centage of 100 per cent which are Data Currency, Security, Adaptability, and
User Support. The rest of the criteria are all below the standard requirement, namely
Accuracy, Responsiveness, Reliability, Ease of Use, and Suitability holding similar
results of 52 per cent, with Help Facilities holding the lowest value of 14 per cent.
ii. Technical Quality
Figure 49: DAVETSA Technical Quality
The overall results compiled for the DAVETSA system is 74 per cent, above the
required benchmark which is 65 per cent for technical quality. Three main criteria that
are Package Design, Support, and Operation have projected results that are above the
benchmark level. Three sub criteria have obtained full per centage, namely Security,
Use of Resources, and Ease of Analysis. Only three criteria were shown having values
Technical Quality
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plianc
e
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in
ope
ratio
n
Problem
reso
lutio
n
Benchmark
Davetsa, , , , , ,
160
below the required per centage and they are Compliance, Ability to interface, and
Problem Resolution.
7.1.1.6 Sistem e-Izin Kursus INSAN (e-Kursus)
i. Functional Quality
Figure 50: e-Kursus Functional Quality
Sistem e-Izin Kursus INSAN is a web application for government servants to get
information on the trainings conducted by the Sabah State government. Staff can
apply online to participate in the trainings available. Pre-approval is needed from the
head of department and all communications are done via e-mail. The system is
currently being used by all government departments and it was developed in-house by
JPKN
The figure above shows a per centage of 64 per cent, which is below the required
amount in the industry a standard. Accuracy, Responsiveness, Data Currency,
Security, Reliability, and Ease of Use are criteria that were driving the overall results
to meet the minimum requirement. Although these results hold a full value of 100 per
cent, however, due to the rest of the criteria, especially Help Facilities and Suitability,
they were eventually dragged below the benchmark level. Help Facilities, and
Suitability both show 0 per cent value while Adaptability and User Support
respectively hold a value of 24 per cent and 12 per cent.
Functional Quality
64%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iabi
lity
Ease
of U
se
Hel
p Fac
ilitie
s
Suita
bility
Adapta
bility
User S
uppo
rt
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depen
denc
y
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
161
ii. Technical Quality
Figure 51: e-Kursus Technical Quality
The e-Kursus system has shown an average per centage of 78 per cent. All main
criteria such as the Package Design, Support, and Operation scored above the
benchmark with a per centage of 83 per cent, 70 per cent, and 75 per cent
respectively. Referring to the diagram above, only one sub criteria was found below
the benchmark level which is the Testing with a result only slightly below the
requirement, 60 per cent. Accuracy and Ability to Interface have projected full points
while the rest have similar results of 75 per cent.
7.1.1.7 Electronic Document Management System (EDMS)
i. Functional Quality
Figure 52: EDMS Functional Quality
Technical Quality
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease o
f ana
lysis
Ease
of mak
ing c
hange
s
Testin
g
Oper
atio
n
Ease o
f ope
ratio
n
Relia
bility
in o
perat
ion
Proble
m re
solu
tion
Benchmark
E-KURSUS INSAN, , , , , ,
Functional Quality
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Acc
urac
y
Res
pons
iven
ess
Dat
a Cur
renc
y
Sec
urity
Reliability
Eas
e of
Use
Help
Fac
ilitie
s
Suitability
Ada
ptab
ility
Use
r Sup
port
Pre
sent
ade
quac
y
Futu
re ade
quac
y
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
162
EDMS is a computer system that is being used to track and store electronic
documents and/or images of paper documents. The system has been invested by the
Sabah State Government to manage the electronic documents effectively within the
Government ministries and departments. Currently there are few departments are
utilising the system as there is plan to expand the system to other departments.
The overall score for functional quality of EDMS is 75 per cent, slightly above the
benchmark level. Notably, there are six areas that scored above the 65 per cent mark,
with four of them managed to achieve the 100 per cent mark. The six areas mentioned
are Responsiveness, Security, Reliability, Ease of Use, Help Facilities and
Adaptability. Meanwhile, other areas scored below the benchmark with Accuracy
being the lowest with a score of 40 per cent. The users find that the system is in need
of slight improvement in both current and future use.
ii. Technical Quality
Figure 53: EDMS Technical Quality
EDMS scored 50 per cent for overall technical quality. Notably, there is one area that
scored a full 100 per cent per centage which is Security. It is noted that the security of
the system is not being compromised hence contributed to a very high score on that
area. However, all three main criteria (Package Design, Support and Operation)
scored below the benchmark level, with 54 per cent, 39 per cent and 54 per cent,
respectively. All sub areas except Support fell below the benchmark level, hence
contributed to the low overall score on the technical quality for this system.
Technical Quality
50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plianc
e
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in
ope
ratio
n
Problem
reso
lutio
n
Benchmark
EDMS, , , , , ,
163
7.1.1.8 Integrated Library Management Utility (ILMU)
i. Functional Quality
Figure 54: ILMU Functional Quality
The ILMU is a system that is being used by SSL staff to manage books effectively
from the procurement process until books borrowing and returning process. The
system was outsourced to a vendor for development while KSIT in SSL is responsible
for supporting the system.
Looking the graph above, only Data Currency portrayed a result above the benchmark
level while the values for the rest of the criteria are all below the required amount.
Thus, causing a huge distant between the overall FQ with the required standards. The
overall score for FQ is 44 per cent, far below than the benchmark. Accuracy, Security,
Ease of Use, Help Facilities, Suitability, and Adaptability all displayed 52 per cent,
while Reliability and User Support both own 12 per cent. Responsiveness is the
lowest criteria with a score in the range of 0 to 10 per cent as perceived by the users.
Functional Quality
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iabi
lity
Ease
of U
se
Hel
p Fac
ilitie
s
Suita
bility
Adapta
bility
User S
uppo
rt
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depen
denc
y
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
164
ii. Technical Quality
Figure 55: ILMU Technical Quality
Overall technical quality score for ILMU system is 63 per cent, just slightly below the
benchmark level. Package Design and Operation both are beneath the required
standards. Among the 12 criteria, only five were depicted to have a value above the
required standard; namely Ability to Interface, Portability, Ease of Making Changes
and Training with a similar value of 75 per cent.
7.1.1.9 License Information System
i. Functional Quality
Figure 56: License Information System Functional Quality
Technical Quality
63%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plianc
e
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in
ope
ratio
n
Problem
reso
lutio
n
Benchmark
Sistem ILMU, , , , , ,
Functional Quality
76%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iability
Ease
of U
se
Help
Facilitie
s
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
165
License Information System is currently being used by Forestry Department of Sabah
to issue timber licenses to the public. This system was developed by JPKN and was
classified as a Government-to-Citizen (G2C) application system.
The system scored 78 per cent for functional quality, indicating that the users are
satisfied with the functionalities of the system. However, Security scored the lowest
among all the criteria. In general, the system only need slight improvement on
functional quality for current and future use.
ii. Technical Quality
Figure 57: License Information System Technical Quality
The overall TQ based on the graph above is 35 per cent, which is below than the
benchmark level of industry standard. This is due to low scores for two main criteria
which are Package Design and Support. Only Operation has met the benchmark with
a value of 65 per cent. This is due to high score contributed by their sub criterion
which is Ease of Operation. However, the remaining sub criteria scored below the
benchmark level hence contributing to the low score of overall technical quality.
Testing has the lowest score while Security, Ability to Interface and Portability are
among the criteria that need to be addressed and further enhanced to increase the
technical quality scores for License Information System.
Technical Quality
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plianc
e
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in
ope
ratio
n
Problem
reso
lutio
n
Benchmark
License Information System, , , , , ,
166
7.1.1.10 Integrated Security Management System
i. Functional Quality
Figure 58: Integrated Security Management System Functional Quality
The Integrated Security Management System is an integrated security system which
integrates few devices such as CCTV and smart card with this application. It was
developed by an external vendor and it is only being used by government staff in
Wisma Pertanian. The owner of this system is Ministry of Agriculture Sabah and the
users of this system are particularly the ministry itself and the departments under the
MOA.
Notably, Data Currency scored the maximum per centage allowed which is 100 per
cent. However, the values for the rest of the criteria are all below the benchmark
level. Accuracy, Responsiveness, Security Reliability, and User Support all hold a
value of 52 per cent. Ease of Use has 42 per cent followed by Adaptability 31 per
cent. The criteria with the lowest value of 24 per cent are both Help Facilities and
Suitability. The low scores for most of the criteria had influence the total score which
is only 48 per cent, which is below than the benchmark level.
Functional Quality
48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iability
Ease
of U
se
Help
Facilit
ies
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
167
ii. Technical Quality
Figure 59: Integrated Security Management System Technical Quality
The Integrated Security Management System scored 47 per cent on technical quality.
All main criteria such as Package Design, Support and Operation scored below the
benchmark, with a score of 51 per cent, 40 per cent and 42 per cent respectively. Only
two sub criteria managed to score above the benchmark levels which are the Accuracy
and Security whereas the remaining scored below the 65 per cent mark. Portability
and Ease of Analysis scored the lowest at only 25 per cent.
The low score for Support is probably due to the fact that the system was developed
by external vendor; hence the support team from JPKN would probably face
difficulties in understanding the nature design of the integrated system.
The total score of the system fell short of 18 per cent from the industry standard,
indicating that the system needs a major enhancement in main criteria such as
Package Design, Support and Operation.
Technical Quality
47%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
Integrated Security Management System, , , , , ,
168
7.1.1.11 Sistem Lesen Memburu
i. Functional Quality
Figure 60: Sistem Lesen Memburu Functional Quality
Sistem Lesen Memburu is developed for monitoring of the Hunting License
applicants as well as to ensure the type and quantity of animals that can be hunted.
This system is owned and used by Jabatan Hidupan Liar Sabah and was classified as a
Government-to-Citizen (G2C) application.
Notably, Data Currency scored above the benchmark level with a respectable 80 per
cent. However, other criteria are all positioning themselves below the industry
standard with Accuracy, Security and Suitability scored the lowest with scores below
the 10 per cent mark. The low scores for most of the criteria of functional quality has
contributed to the low score of overall function quality, in which the system only
managed to score 29 per cent, far below than the industry standard.
(The rest of this page is intentionally left blank)
Functional Quality
29%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iability
Ease
of U
se
Help
Facilitie
s
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
169
ii. Technical Quality
Figure 61: Sistem Lesen Memburu Technical Quality
Sistem Lesen Memburu scored 65 per cent for technical quality. The score is at par
with the industry standard, hence showing that the system is meeting the industry
standard of the technical quality. It is noted that only Portability area scored 100 per
cent mark, while other six sub criteria managed to score above the industry standard.
In overall, the system needs a few adjustments especially on the design of the system
in order to perform better in future.
7.1.1.12 Sistem PUKONSA
i. Functional Quality
Figure 62: Sistem PUKONSA Functional Quality
Technical Quality
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Pac
kage
Des
ign
Acc
urac
y
Com
plianc
e
Secur
ity
Abi
lity
to in
terfa
ce
Use
of r
esou
rces
Porta
bility
Sup
port
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Reliability in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
SISTEM LESEN MEMBURU, , , , , ,
Functional Quality
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accura
cy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Relia
bility
Ease
of U
se
Help
Facilitie
s
Sui
tabi
lity
Adapt
ability
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
170
Sistem PUKONSA is an application system that was developed to record and update
the contractors’ details under the PUKONSA license. The system is currently being
used by the PUKONSA unit of Ministry of Finance Sabah. The system was classified
as a Government-to-Citizen application as the system provides services to the public
with regards to the PUKONSA license.
Based on the graph above, seven out of ten criteria scored the maximum per centage
which is 100 per cent, namely Data Currency, Security, Reliability, Ease of Use,
Scalability, Adaptability and User Support. The high scores for these seven criteria
had influenced to total score for functional quality, in which the overall score is 83
per cent. There are three criteria that scored below the benchmark, with
Responsiveness scored the lowest with 23 per cent. It is noted that the system is a
simple and easy-to-use system and there are not many problems arise or associated
with the system.
ii. Technical Quality
Figure 63: ILMU Technical Quality
Sistem PUKONSA scored 47 per cent for technical quality, which is below the
industry standard. It is noted that all main and sub criteria did not meet the benchmark
level, therefore contributing to the low score of the overall technical quality of the
system. Slight improvement is needed for Operation in order to meet the industry
standard, while major adjustment is needed for the other two main criteria, namely
Package Design and Support.
Technical Quality
47%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in o
pera
tion
Problem
reso
lutio
n
Benchmark
Sistem PUKONSA, , , , , ,
171
7.1.1.13 Sistem Aduan
i. Functional Quality
Figure 64: Sistem Aduan Functional Quality
Sistem Aduan is an online facility for the public to make complaints and check status
of the complaints (online tracking). The system has been developed by external
vendor and the annual maintenance fee for the system is relatively high. The system is
currently being used by the public to make complaints and the system will re-route
the message to respective departments. The system is a Government-to-Citizen (G2C)
application as the system allows interaction between the state government and Sabah
citizens.
Notably, the system scored a perfect 100 per cent score for functional quality. All
criteria managed to get a perfect score hence contributed to the overall score for FQ.
The users are particularly satisfied with the system as the system’s functionalities
meet their requirements to fully interact with the system.
Functional Quality
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
172
ii. Technical Quality
Figure 65: Sistem Aduan Technical Quality
The overall TQ based on the graph above is 78 per cent, slightly above than the
benchmark level. All three main criteria which are Package Design, Support and
Operation scored above the benchmark level as Operation scored a perfect score with
100 per cent. The high scores for these criteria have contributed to the respectable
score of overall Technical Quality. This is due to the good system design and support
by both the vendor and KSIT.
7.1.1.14 Sistem Bajet Negeri
i. Functional Quality
Figure 66: Sistem Bajet Negeri Functional Quality
Technical Quality
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in o
pera
tion
Problem
reso
lutio
n
Benchmark
Sistem Aduan, , , , , ,
Functional Quality
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accura
cy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Relia
bility
Ease
of U
se
Help
Facilitie
s
Sui
tabi
lity
Adapt
ability
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
173
Sistem Bajet Negeri is an application system that was developed to keep information
on the budget of the Sabah government. The users of this system are Ministry of
Finance and Ministry of Agriculture. However, it was noted that the design of the
system does not meet the users’ requirement in both ministries as there are duplication
of effort occurred when using the system, which is supported by the functional quality
score as shown above.
Notably, all criteria are all scored below the industry standard, hence contributing to
the very poor score of overall functional quality, 44 per cent. Accuracy,
Responsiveness and Adaptability scored the lowest with 24 per cent for each
respective criteria. Based on the low scores, it is noted that major enhancement is
needed to improve the system and meeting the users’ requirement in performing
operations more effectively.
ii. Technical Quality
Figure 67: Sistem Bajet Negeri Technical Quality
Sistem Bajet Negeri scored 25 per cent on the technical quality. All main criteria such
as Package Design, Support and Operation scored below the benchmark, with a score
of 20 per cent, 27 per cent and 32 per cent respectively. In mean time, all sub criteria
are far below than the 65 per cent mark, with the scores are in the 20 per cent-40 per
cent range.
The low score for technical quality of the system indicates that the application system
was not designed according to the standards and the support team is now facing
Technical Quality
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in o
pera
tion
Problem
reso
lutio
n
Benchmark
Sistem Bajet Negeri, , , , , ,
174
difficulties in supporting the system effectively. Therefore, the system needs a major
enhancement in all main criteria such as Package Design, Support and Operation.
7.1.1.15 Sistem Maklumat MGI Halal Sabah
i. Functional Quality
Figure 68: Sistem Maklumat MGI Halal Sabah Functional Quality
Sistem Maklumat MGI Halal Sabah is owned by Jabatan Hal Ehwal Agama Islam
Negeri Sabah (JHEAINS) and was developed for the public to apply for Halal
certificate through this online system. This system was developed in-house by State
Computer Services Department (JPKN) and was classified as Government-to-Citizen
(G2C) applications as this application system provides interaction with the public.
Sistem Maklumat MGI Halal Sabah scored a respectable 84 per cent for functional
quality, in which it indicates that the users are satisfied with the functionalities of the
system. The high score acquired was mainly contributed by all criteria, except Data
Currency and Adaptability which scored below the industry standards. Therefore,
only slight modification is needed especially on these two criteria to improve the
functional quality of the system.
Functional Quality
84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
175
ii. Technical Quality
Figure 69: Sistem Maklumat MGI Halal Sabah Technical Quality
Sistem Maklumat MGI Halal Sabah scored 50 per cent on the technical quality, which
is below the industry standard. All main criteria such as Package Design, Support and
Operation scored below the benchmark, with a score of 43 per cent, 52 per cent and
60 per cent respectively. In mean time, all sub criteria are far below than the 65 per
cent mark, except Use of Resources which scored above the industry standard with a
respectable score of 76 per cent.
The low score for technical quality of the system indicates that the application system
was not designed according to the standards. Therefore, the system needs a major
enhancement in all main criteria such as Package Design, Support and Operation.
(The rest of this page is intentionally left blank)
Technical Quality
50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in o
pera
tion
Problem
reso
lutio
n
Benchmark
SISTEM MAKLUMAT MGI HALAL SABAH, , , , , ,
176
7.1.1.16 State Project Information System (SPINS)
i. Functional Quality
Figure 70: SPINS Functional Quality
SPINS is an application system that record and check the status of the implemented
projects by Sabah State Government. SPINS; which is developed by JPKN; is owned
by Unit Perancang Ekonomi Negeri Sabah (UPEN) and used by all state government
agencies to update necessary information on the state-funded implemented projects.
The SPINS scored 42 per cent for functional quality. There are three criteria that
scored above the industry standard, with Security scored a perfect score of 100 per
cent. However, based on the rating by the users, they indicate that the system required
a new application to cater their needs and requirements to perform their daily
operations.
Functional Quality
42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Curre
ncy
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapta
bility
Use
r Sup
port
Prese
nt a
dequa
cy
Futur
e ade
quac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
177
ii. Technical Quality
Figure 71: SPINS Technical Quality
SPINS scored 75 per cent for technical quality, which is contributed by respectable
scores of all three main criteria; Package Design, Support and Operation. These
criteria scored above the industry standard with 65 per cent, 82 per cent and 82 per
cent respectively. All sub criteria except Accuracy and Compliance managed to
position themselves above the 65 per cent mark, with three sub criteria scored a
perfect score for technical quality. The high score indicates that the system’s technical
quality only needs slight improvement on a few aspects of the system.
7.1.1.17 Trading License System
i. Functional Quality
Figure 72: Trading License System Functional Quality
Technical Quality
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packa
ge D
esign
Accur
acy
Com
plia
nce
Secur
ity
Ability to
inte
rface
Use
of r
esou
rces
Porta
bility
Suppo
rt
Ease
of a
nalysis
Ease
of m
aking
chan
ges
Testin
g
Ope
ratio
n
Ease
of o
pera
tion
Reliabi
lity in o
pera
tion
Problem
reso
lutio
n
Benchmark
Sistem Bajet Negeri, , , , , ,
Functional Quality
69%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Acc
urac
y
Res
pons
iven
ess
Dat
a Cur
renc
y
Sec
urity
Reliability
Eas
e of
Use
Help
Facilitie
s
Suita
bility
Adapt
ability
Use
r Sup
port
Pre
sent
ade
quac
y
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
178
The Trading License System is owned and used by Majlis Perbandaran Sandakan to
issue trading licenses for local business organisations. This system is a customised
system which was developed by JPKN and supported by KSIT in Sandakan.
This system scored 69 per cent on functional quality. The Data Currency rating for
this system is 100 per cent, so as Reliability and Suitability. In the meantime, Ease of
Use and Help Facilities scored over 65 per cent mark. It is noted that the
responsiveness of the system is poor as perceived by the users. In summary, the users
indicate that the system does not meet their future requirements hence a new
application is needed to meet their needs in future.
ii. Technical Quality
Figure 73: Trading License System Technical Quality
Trading License System scored 42 per cent for technical quality which is below than
the industry standard. The low score acquired by Trading License System is
influenced by the scores for all three main criteria, in which all of them scored below
the benchmark level of 65 per cent. In addition, all sub criteria also scored below the
65 per cent mark with Ability to Interface is the lowest criteria for technical quality.
The scores above indicate that the design of the system is poor hence contribute to
difficulties if the system needs to integrate or interface with other systems.
The total score for this system is below the industry standard benchmark with a huge
23 per cent difference. This indicates that the system’s technical quality needs major
improvement on all aspects of the system.
Technical Quality
42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease o
f ana
lysis
Ease
of mak
ing c
hange
s
Testin
g
Oper
atio
n
Ease o
f ope
ratio
n
Relia
bility
in o
perat
ion
Proble
m re
solu
tion
Benchmark
TRADING LICENSE, , , , , ,
179
7.1.1.18 Sabah Housing Information System
i. Functional Quality
Figure 74: Sabah Housing Information System Functional Quality
Sabah Housing Information System is an application system that is developed to
register and record the details of housing developers in Sabah. This system is a
customised system which was developed by JPKN and it was classified as a G2B
application system.
The overall score for Functional Quality of Sabah Housing Information System is 71
per cent, just slightly above the industry standard. Notably, there are six areas that
scored above the 65 per cent mark, with two of them managed to achieve the 100 per
cent mark. The six areas mentioned are Accuracy, Responsiveness, Data Currency,
Security, Ease of Use and Suitability. Meanwhile, other areas scored below the
benchmark with Adaptability and User Support being the lowest with a score of 40
per cent. The users find that the system is in need of slight improvement in current
capacity but major improvement is needed for future use.
Functional Quality
71%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Rel
iability
Ease
of U
se
Help
Facilitie
s
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
180
ii. Technical Quality
Figure 75: Sabah Housing Information System Technical Quality
Sabah Housing Information System scored a respectable 81 per cent for technical
quality which is above than the industry standard. The high score acquired by Sabah
Housing Information System is influenced by the scores of all three main criteria, in
which all of them scored above the benchmark level of 65 per cent. In addition, there
are six sub criteria that managed to achieve a 100 per cent mark, which are Accuracy,
Security, Ease of Making Changes, Testing, Ease of Operation and Reliability in
Operation. However, there are four criteria that scored below the benchmark level;
hence slight improvement is needed to improve the affected criteria of the system
such as Compliance, Ability to Interface, Use of Resources and Portability.
The total score for this system is above the industry standard benchmark with a 16 per
cent difference. This indicates that the system’s technical quality is good and meeting
the industry standards but slight improvement is needed to enhance the system.
Technical Quality
81%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
SABAH HOUSING INFORMATION SYSTEM, , , , , ,
181
7.1.1.19 Sistem Peperiksaan Perkhidmatan Awam Negeri
i. Functional Quality
Figure 76: Sistem Peperiksaan Perkhidmatan Awam Negeri Functional Quality
Sistem Peperiksaan Perkhidmatan Awam Negeri (Sistem Peperiksaan) is an
application system that is developed to provide online application services for the
state government civil servant to attend the Public Services Examination and
Penilaian Tahap Kecekapan (PTK). The system was developed by JPKN and now
being used by all state departments in Sabah. The owner of this system is Jabatan
Perkhidmatan Awam Negeri and the system is being utilised effectively in Sabah.
This system scored 75 per cent on functional quality. Notably, there are five criteria
that managed to score a full 100 per cent mark. The five criteria are Data Currency,
Security, Reliability, Ease of Use, Help Facilities and User Support. However, the
other four criteria scored below the industry standard, with Suitability and
Adaptability scored the lowest with 25 per cent. It is noted that dependency of the
system is completely acceptable and only slight improvement is needed to further
enhance the system for current and future use.
Functional Quality
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
182
ii. Technical Quality
Figure 77: Sistem Peperiksaan Perkhidmatan Awam Negeri Technical Quality
Sabah Peperiksaan scored a respectable 72 per cent for technical quality which is
above than the industry standard. The high score acquired by this system is mainly
due to the high scores of all three main criteria, in which all of them scored above the
benchmark level of 65 per cent. In addition, there are eight sub criteria that managed
to position above the benchmark level, which are Accuracy, Compliance, Security,
Use of Resource, Portability, Ease of Analysis, Ease of Operation and Reliability in
Operation. However, there are four criteria that scored below the benchmark level;
hence slight improvement is needed to improve the affected criteria of the system.
The TQ score for this system indicates that the system’s technical quality has met the
industry standards but slight improvement is needed to enhance the system.
(The rest of this page is intentionally left blank)
Technical Quality
72%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
SISTEM PEPERIKSAAN, , , , , ,
183
7.1.1.20 Sistem Pengurusan Bantuan Am (SISBAM)
i. Functional Quality
Figure 78: Sistem Pengurusan Bantuan Am Functional Quality
SISBAM is an application system that is developed to record and print information of
the donation recipients. This system is being used by Jabatan Perkhidmatan Kebajikan
Am Sabah (JPKA) for donation information management in Sabah. The system was
developed in-house by JPKN and supported by KSIT in JPKA’s building.
For functional quality, the system scored 75 per cent which is above the benchmark
level. Moreover, there are five criteria that managed to achieve 100 per cent mark
which are Accuracy, Responsiveness, Data Currency, Reliability and Adaptability.
However, Security scored the lowest with 24 per cent, which shows that the users
perceived the criteria as a serious weakness of the system. The users also indicated
that major improvement is needed for current and future use.
Functional Quality
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
ivene
ss
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
184
ii. Technical Quality
Figure 79: Sistem Pengurusan Bantuan Am Technical Quality
SISBAM scored 48 per cent for technical quality which is below than the industry
standard. Only two sub criteria managed to achieve more than the 65 per cent mark
which are Accuracy and Ease of Operation. However all main criteria are all below
the benchmark level hence contributing to the low overall score of technical quality.
Major improvement is needed particularly on the design and portability of the system
in order to increase the rating for technical quality.
7.1.1.21 Sistem Permohonan Biasiswa Kerajaan Negeri Sabah (BKNS)
i. Functional Quality
Figure 80: Sistem BKNS Functional Quality
Technical Quality
48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
SISTEM PENGURUSUAN BANTUAN AM, , , , , ,
Functional Quality
86%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accura
cy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Relia
bility
Ease
of U
se
Help
Facilitie
s
Sui
tabi
lity
Adapt
ability
Use
r Sup
port
Prese
nt a
dequ
acy
Futur
e ad
equa
cy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
185
BKNS is a web based system for the public to apply the state scholarship (Biasiswa
Kerajaan Negeri Sabah). The Jabatan Perkhidmatan Awam Negeri Sabah’s staff will
manage the applications by the public through the system. This system is classified as
a Government-to-Citizen application as it provides interaction with the public through
the system.
Based on the graph above, it is shown that Sistem BKNS scored a respectable 86 per
cent with all main and sub criteria managed to position themselves above the
benchmark level of 65 per cent. This result shows that the system is positively
accepted by the users and only slight improvement is needed to further enhance the
system.
ii. Technical Quality
Figure 81: Sistem BKNS Technical Quality
Sistem BKNS managed to score 81 per cent for technical quality, 16 per cent above
the benchmark level. Notably, all main and sub criteria scored above the industry
standard which indicates that the system has good technical quality. Three sub criteria
scored the perfect 100 per cent score, which are Security, Accuracy and Testing. This
shows that the security design of the system has not been compromised hence
contributing to the high score of the overall technical quality.
Technical Quality
81%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease o
f ana
lysis
Ease
of mak
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hange
s
Testin
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Oper
atio
n
Ease o
f ope
ratio
n
Relia
bility
in o
perat
ion
Proble
m re
solu
tion
Benchmark
SISTEM PERMOHONAN BKNS, , , , , ,
186
7.1.1.22 Revenue Collection System
i. Functional Quality
Figure 82: Revenue Collection System Functional Quality
Revenue Collection System is an application system that is used by the Regional
Office to collect timber revenue, general, and form 2B revenue and produce
respective receipt. This system was developed in-house by JPKN and it was classified
as a Government-to-Business (G2B) application.
The system scored 83 per cent for functional quality, positioning the system above the
benchmark level of 70 per cent. All criteria scored above the industry standard except
Security, which scored the lowest with 52 per cent. It is noted that the users indicated
that the security of the system is not up to the standard. Therefore, slight improvement
is needed to improve on the security aspect of the system.
Functional Quality
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
187
ii. Technical Quality
Figure 83: Revenue Collection System Technical Quality
Revenue Collection System scored 44 per cent for technical quality. The score is
below than the industry standard, hence showing that the needs further improvement
in terms of the technical quality. It is noted that only Operation area scored above the
65 per cent mark, while other two main criteria scored below the required level, with
Package Design scored the lowest with 32 per cent only. Operation scored high due to
good rating on Reliability in Operation which scored 100 per cent for that sub criteria.
7.1.1.23 Log Production System
i. Functional Quality
Figure 84: Log Production System Functional Quality
Technical Quality
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
Revenue Collection System, , , , , ,
Functional Quality
76%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Secur
ity
Relia
bility
Ease
of U
se
Hel
p Fac
ilities
Suita
bility
Adapt
abilit
y
Use
r Sup
port
Prese
nt a
dequ
acy
Futu
re a
dequ
acy
Dep
ende
ncy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
188
Log Production System is an application system used by Regional Office to record all
exporter and buyer of production. The system is a customised system which is
developed by JPKN and maintained by KSIT in Sandakan. The system is classified as
Government-to-Government (G2G) application system and now being implemented
in Sabah.
The system scored 76 per cent for functional quality which is slightly above the
industry standard of 70 per cent. There are seven out of ten criteria that managed to
score above the benchmark level, which are Accuracy, Responsiveness, Data
Currency, Security, Ease of Use and Suitability. Meanwhile the other three areas
scored below the 70 per cent mark with the same score, 60 per cent. In overall, the
system is adequate for the current use but need a slight improvement for future use.
ii. Technical Quality
Figure 85: Log Production System Technical Quality
For technical quality, Log Production System scored 28 per cent, far below than the
benchmark level which is 65 per cent. Only Operation managed to score above the
industry standard, while other two main criteria scored far below than the 65 per cent
mark. The Package Design of the system is very poor as most of its sub criteria scored
only in the 0 to 10 per cent range. There is major improvement needed to ensure that
the technical quality of the system improved to the industry standard. It is noted that
Reliability in Operation scored the full mark of 100 per cent hence contributing to a
good score of Operation.
Technical Quality
28%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability
to in
terfa
ce
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease o
f ana
lysis
Ease
of mak
ing c
hange
s
Testin
g
Oper
atio
n
Ease o
f ope
ratio
n
Relia
bility
in o
perat
ion
Proble
m re
solu
tion
Benchmark
Log Production System, , , , , ,
189
7.1.1.24 Land Revenue Collection Information System (LRCIS)
i. Functional Quality
Figure 86: LRCIS Functional Quality
LRCIS is used and owned by Jabatan Tanah dan Ukur. This system was developed in-
house by JPKN and now maintained by the KSIT of Jabatan Tanah Ukur’s building.
The system is very crucial for daily operation of the department and this system was
classified as a Government-to-Business (G2B) application. The function of the system
is to assist their customers to pay their dues online and the system is used for
collection of quit rent, premium etc. throughout the state.
The system scored 30 per cent for functional quality, 40 per cent below than the
required benchmark level. Only one criterion scored above the industry standard, with
a score of 100 per cent. However, other criteria scored poorly particularly on
Accuracy, Data Currency, Suitability and Adaptability. Major improvement is needed
for the system to cater for current and future use since the dependency of the system
is really high.
Functional Quality
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall FQ
Accur
acy
Res
pons
iven
ess
Dat
a Cur
renc
y
Securit
y
Rel
iabi
lity
Ease o
f Use
Hel
p Fac
ilitie
s
Suita
bility
Adapt
abilit
y
Use
r Supp
ort
Prese
nt a
dequa
cy
Futur
e ad
equac
y
Depe
nden
cy
Benchmark
Summary
New
application
required
Completely
acceptable
Significant
modifications
required
190
ii. Technical Quality
Figure 87: LRCIS Technical Quality
For technical quality, LRCIS scored 55 per cent, slightly below than the industry
standard of 65 per cent. All main criteria scored below the benchmark, with only four
sub criteria managed to achieve more than the 65 per cent mark. The four criteria are
Compliance, Security, Use of Resources and Reliability in Operation. Ease of Making
Changes scored the lowest with 15 per cent, which is far below than the required
rating. There is major improvement needed to ensure that the technical quality of the
system improved to the industry standard. It is noted that the scores above reflect the
difficulties to maintain the system due to the complexity of the system.
7.2 Overall FQ-TQ Observations
No Application System Functional Score Technical Score
1. SISVOT 73% 49%
2. SM2 70% 70%
3. Sistem Prestasi 70% 62%
4. Sistem e-Pay A3 74% 62%
5. Sistem Davetsa 67% 74%
6. e-Kursus INSAN 64% 78%
Technical Quality
55%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ove
rall TQ
Packag
e Des
ign
Accur
acy
Com
plia
nce
Securit
y
Ability to
inte
rface
Use
of r
esou
rces
Portabilit
y
Suppo
rt
Ease
of a
nalysis
Ease
of m
akin
g ch
ange
s
Testin
g
Ope
ratio
n
Eas
e of
ope
ratio
n
Rel
iabi
lity
in o
pera
tion
Pro
blem
reso
lutio
n
Benchmark
LRCIS, , , , , ,
191
No Application System Functional Score Technical Score
7. EDMS 75% 50%
8. Sistem ILMU 44% 63%
9. License Information
System 76% 35%
10. Integrated Security
Management System 48% 53%
11. Sistem Lesen Memburu 28% 65%
12. Sistem PUKONSA 83% 47%
13. Sistem Aduan 100% 78%
14. Sistem Bajet Negeri 44% 25%
15. Sistem Maklumat MGI
Halal Sabah 84% 50%
16. State Project Information
System (SPIN) 42% 75%
17. Trading License System 69% 42%
18. Sabah Housing Information
System 71% 81%
19. Sistem Peperiksaan 75% 72%
20. Sistem Pengurusan
Bantuan Am (SISBAM) 75% 48%
21. Sistem Permohonan BKNS 86% 81%
22. Revenue Collection System 83% 44%
23. Log Production System 76% 28%
24. Land Revenue Collection 30% 55%
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No Application System Functional Score Technical Score
Information System
(LRCIS)
Figure 88: FQ-TQ Score Summary
As observed in the table above, five out of the 24 applications fell below the industry
benchmark for both Functional and Technical Quality. Strategy should be developed
to maintain or improve the level of user satisfaction for all application systems.
Unsatisfied users tend to underutilise the system and thus, create tendency to fall back
to manual processes that are prone to human error, data inaccuracy, time consuming
and work redundancy issues.
7.2.1 Overall Findings (FQ & TQ)
Figure 89: FQ - TQ Analysis
Based on the FQ and TQ score, the above matrix was plotted to gain a holistic
understanding of the current application systems in Sabah.
As observed in the Figure 89 above, there are three application systems that lie in the
healthy quadrant (FQ & TQ) above industry benchmark, which are Sistem Aduan,
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Sistem Permohonan Biasiswa Kerajaan Negeri Sabah and Sistem Peperiksaan
Perkhidmatan Awam Negeri. On the other hand, five systems lie in the renovation
quadrant which includes Sistem Bajet Negeri, Integrated Security Management
System, and Land Revenue Collection Information System, Sistem ILMU and
Trading License System. These systems would need both functional and technical
adjustments to be transferred into the healthy quadrant. It is recommended that these
systems are to be reviewed or replaced. KPMG would make the necessary
recommendations in Phase 2- “To-Be” Architecture report on the application systems.
(The rest of this page is intentionally left blank)
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8. TECHNICAL ASSESSMENT:
INFRASTRUCTURE
Section 8 highlights the technical assessment which would incorporate server
hardware and software inventory, back up management, network
infrastructure, data centre and IT security.
8.1 Server Hardware and Software Inventory
The following are the key findings of hardware and software utilised within
the Sabah.Net environment:
i. The servers located at both data centres are not clustered and do not
have deployment of hardware redundancy. Hence, there is low
business continuity capability in dealing with server or hardware
failure;
ii. The usage of non-standardised server operating platform that may
lead to difficulty in mobilising resources with the right skill set and
expertise to support the application hosted in the different servers.
Current operating systems utilised are Windows Server 2003, Red
Hat and Sun Solaris. Training cost might also increase as server
administrators are required to attend mixed courses;
iii. Applications are developed in non-standardised platforms. Some are
developed on open source and some are proprietary. Different
platforms reduce system readiness for integration. Among the
platforms currently utilised are PHP, Cold Fusion, ASP, ASP.Net,
Visual Basic 6 and FoxPro;
iv. The applications are standalone and not integrated to any other
internal or external applications. Lack of integration increases manual
intervention for data sharing. This also increases the chances of
human error and if there is a need for information sharing, the effort
could be time consuming; and
v. There is a mix of client server and web based application architecture.
It was noted that the application development team has moved to only
develop web based applications. However, there is absence of
documented policy regarding application standards.
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8.2 Back Up Management
There is a centralised solution for backup management practiced at both data
centres (KKIPC and JPKN) located at Sabah Trade Centre. The backup for all
production servers are done on an incremental basis daily and a full back up
is done at the end of the week. The tapes that contain these back up data are
then stored at the data recovery centre. As for JPKN, there are also copies of
the tapes stored at the operating data centre. The following are key findings
on the back up management practice:
i. The current back up practice would be regarded as cold back up. A
cold back up involves downtime because users cannot use the data
while it is being backed up. Furthermore, the backed up data would
be at least one (1) day old. This may not be sufficient to support
systems with critical information; and
ii. It was informed that restoration testing is conducted every six
months. However, there were inadequate documents to support the
success rate of this simulation. Such exercise is important to validate
whether the backup media is reliable and whether backup activities
are performed properly. Backup mediums need to be tested
periodically as some of the mediums could have been reused multiple
times.
8.3 Network Infrastructure
Network infrastructure assessment was performed to gain an understanding of the
existing network set-up and the connectivity with their respective sites within
Sabah.Net.
8.3.1 Network Architecture of Sabah.Net
The conceptual network architecture model for the Sabah.Net is as depicted in figure
below.
196
Figure 90: Data Centre at KKIPC
There are two (2) data centres located within the Sabah.Net network architecture.
Sabah.Net is connected to the internet provided by Telekom Malaysia at 34 Mbps via
the data centre governed by KKIPC. All the other government agencies and offices in
Sabah are connected to the Sabah.Net via leased lines, frame relays, VSAT and ISDN
lines. The network is protected by firewalls at the gateway between the data centres
and Sabah.Net. There are also intrusion detection systems (IDS) located within the
Sabah.Net to detect unwarranted incidents.
8.3.2 Network Architecture Strengths and Areas of Concern
The following are the strengths and areas of concern for the current Sabah.Net
network architecture:
Strengths
i. Sabah.Net network infrastructure is centrally managed. Centralised
management would provide better control over the network infrastructure. It
would allow resource sharing and policy decisions to be implemented with
ease. Moreover, this practice would allow quick response to incidents and
reduce the chances of a delay in resumption of service.
ii. There is network layering within the data centre located at KKIPC that
provides internet connectivity to Sabah.Net. There is an internal and external
197
firewall with a fail over unit for the external firewall. Network layering
increases security and performance issues. The layering would allow
containment of network problems in which the entire Sabah.Net would not be
down when a problem is at a particular segment.
iii. The firewalls and intrusion detection systems (IDS) provide perimeter
defence and prohibit unauthorised access from the external threats. The fail-
over firewall will serve its purpose of regulating the flow of traffic to the
network in the event the current unit fails.
iv. The connectivity methods are based on the state office geographical locations.
The connectivity medium utilised allows the following advantages that should
be leveraged upon:
a. Leased line
Leased line provides dedicated bandwidth and secure connectivity via
virtual private network.
b. Frame relay
Frame Relay protocol allows to discard erroneous frames and thus
eliminate time-consuming error-handling processing through improved
reliability of communication lines and increased error-handling
sophistication.
c. VSAT
Usage of VSAT enhances availability, reliability, cost effective, fast
transmission, better transmission quality and ability to handle voice,
video and data.
Areas of concern
i. Fault Management
There is an absence of redundant connectivity from the data recovery centre
and to the state offices. This reduces the business resiliency of Sabah.Net.
The absence of redundant connectivity would cause service disruption when
the connectivity fails to function.
ii. Performance Management
The connection to the internet is at 34 Mbps. However, it was noted that users
were still facing network congestion. It was also noted that content filtering
for the usage of the internet is not practiced. This reduces control over the
usage of internet as users may utilise the internet for non-work related matters
that increases network traffic and creates network congestion.
198
8.4 Data Centre
Sabah.Net has two (2) data centres, one located within the premises of KKIPC and the
other located within the premise of JPKN. Although both are governed by two
different organisations, they are both located at Sabah Trade Centre. The data centre
at KKIPC provides Sabah.Net connectivity to the internet. KKIPC also monitors the
network performance and provides 24 x 7 technical assistance in the event
connectivity- related incidents occur. The application servers are hosted at the data
centre owned by JPKN. JPKN only provides technical support from 7am to 7pm.
However, in the event there is an incident that may disrupt the data centre’s services,
the Secure Operation Centre that monitors Sabah Trade Centre would notify JPKN.
Listed below are the strengths and areas of concern for the data centres:
Data Centre at KKIPC
Figure 91: Data Centre at KKIPC
Strengths
i. Limited access doors that lead to outside which minimises risk of break-ins.
ii. Located on the 1st floor reducing flooding risk;
iii. Good temperature control utilising dual air-conditioning system whereby the
room temperature is kept at optimal temperature between 18° and 20°
Celsius;
199
iv. Installed with uninterruptible power supply units;
v. Sufficient floor space for server expansion;
vi. Servers and associated equipments elevated to a height of 1 feet (high raised
floor);
vii. Surveillance cameras are installed at the entrances to the server room;
viii. Support services are available for network monitoring, security monitoring
problem reporting and escalation as well as first-level troubleshooting 24 x 7;
and
ix. Data recovery centre for resumption of service in the event there is an
unexpected occurrence.
Areas of concern
i. Design
There is absence of a non-liquid fire suppression system.
ii. Security
There is absence of a visitor log book to the server room.
Data Centre at JPKN
Figure 92: Data Centre at JPKN
200
Strengths
i. Limited access doors that lead to outside which minimises risk of break-ins;
ii. Physical entry is limited by using access card door lock;
iii. Located on the 1st floor reducing flooding risk;
iv. Good temperature control utilising dual air-conditioning system, whereby the
room temperature is kept at optimal temperature between 18° and 20°
Celsius. The temperature control system is incorporated with an alert system
that alerts data centre operators via SMS;
v. Installed with uninterruptible power supply units;
vi. Sufficient floor space for server expansion;
vii. Servers and associated equipments elevated to a height of 1 feet (high raised
floor);
viii. Surveillance cameras are installed at the entrances to the server room;
ix. Support services are available for problem reporting and escalation as well as
first-level troubleshooting from 7 am to 7 pm; and
x. Data recovery centre for resumption of service in the event there is an
unexpected occurrence.
Areas of concern
i. Security
There is absence of intrusion detection system (IDS). An IDS would allow
detection of unauthorised activities that may increase the risk of losing data
integrity.
8.5 ICT Security
The security aspect in this study covers the overall practice within Sabah.Net. The
following are the strengths and areas of concern for the current ICT security practice:
Strengths
i. Data centre is protected from external users accessing via the internet and
internal users via Sabah.Net by firewalls. The firewalls filter both inbound
and outbound traffic and also manage public access to private networked
resources such as applications residing within Sabah.Net;
ii. Sabah.Net has installation of antivirus software within its IT environment;
201
iii. Intrusion detection systems (IDS) were located within the data centre. The
presence of a functioning IDS reduces the risk of unwanted activities or
manipulation of the systems that compromise the security that leads to system
disruption; and
iv. System audits and security vulnerability assessments are conducted to
enhance the IT security in a periodic manner.
Areas of concerns
i. The current ICT policy is not comprehensive and was last reviewed on 6
December 2005. The policy only covers the following components and
requires further enhancement:
a. Roles and responsibilities
b. Incident reporting
c. Technology standards
d. Data standard
e. E-mail policy
f. Firewall policy
g. IT Security
h. Conduct of usage
i. Antivirus
ii. There is a single point of failure located in the network architecture as there is
only a single exchange gateway provided by Telekom Malaysia to the State.
In the event this gateway is down, the entire Sabah would not have any
connectivity; and
iii. It was noted that users are allowed the usage of unencrypted protocols, E.g.
web mail. The HTTP connection is not encrypted and this increases the risk
of any information transmitted to and from the web mail server to be sniffed
or intercepted. This can be subsequently used for malicious intent such as
Man-In-the-Middle attack by launching further attacks on applications
residing within Sabah.Net.
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9. STRATEGIC RECOMMENDATIONS
Section 9 of the report highlights the strategic recommendation of the Sabah State
ICT development in terms of the strategic direction as well as the approach in
developing the recommendations. The section also outlines the needs for the State to
move towards ubiquitous government in order to ensure a more effective and efficient
delivery services within the Government agency as well as to the citizens anytime,
anywhere and anyhow.
9.1 The Need for a Paradigm Shift towards Ubiquitous
Government
In realising the benefits of ICT, Governments are focusing on innovations in their
day-to-day operations particularly in the areas of governance, practices and capacities
as well as their service delivery to the citizens. Based on the United Nations e-
Government Survey 2008, the role of ICT in public service delivery is accordingly
being revisited to enable effective inter-organisational linkages and consolidation of
government systems. As most governments have evolved into the e-Government
approach, the focus on the second generation of e-Government has shifted towards
connected government, which is focused towards more collaborative models of
service delivery.
Figure 93: Paradigm Shift towards Ubiquitous Government
As most government have evolved from the Traditional Government into the e-
Government approach, the focus of the second generation e-Government has shifted
towards Connected Government, which is focused towards more collaborative
models of service delivery.
2
Traditional Government
E-GovernmentConnected
GovernmentUbiquitous
Government
Traditional mode
of delivery
services
e-Services Value of
services
Anything
Where does Sabah
Stand?
• Partial e-Government
• 1 Way Information Exists
in Most Government
Portals
• Few Silo Systems Exists
Within Government
• Partial Automation on
Government Services and
Businesses
203
Connected or networked governance revolves around governmental collective action
to advance the public good by engaging the creative efforts of all segments of society.
It is about influencing the strategic actions of other stakeholders. ICT-based
connected governance efforts are aimed at improved cooperation between government
agencies, allowing for an enhanced, active and effective consultation and engagement
with citizens, and a greater involvement with multi-stakeholders regionally and
internationally43. Effective service innovation and multichannel service delivery
depend on strategies, policies and architectures that allow data, IT systems, business
processes and delivery channels to interoperate and integrate. Thus, the development
of ICT planning is crucial in ensuring effective and efficient utilisation of ICT, data
integration and improved processes.
In addition, with the recent advances in mobile technologies and infrastructures,
citizens start to demand for not just mobile but also ubiquitous access to online as
well as e-government services. The advancements of ICT give rise to the era of e-
government which has revolutionised the way governments deliver services to its
citizens. These advancements allow governments to make their services available and
accessible to citizens in a ubiquitous manner. In ubiquitous government, the notion of
“ubiquitous” should extend from “beyond the constraints of time and places”
highlighted by Gouscos et al. (2001). Specifically, accessibility is equally important.
It is noted that the notion of ubiquitous should be expanded to refer to “beyond the
constraints of time, places and digital divide.”44
It is proposed for the Sabah State to move towards Ubiquitous State by the year 2025
by harnessing the full potential of ICT for the State. It is also imperative for the State
to focus on developing a ubiquitous society (u-Society) as well as a ubiquitous
government (u-Government) which is focused on modernising as well as
strengthening the government and delivering citizen services electronically
anytime, anywhere and by any means available.
However, there are some challenges that need to be addressed in achieving the u-State
status in terms of people, process and technology. As the strategic vision of the Public
Sector IT Master Plan (ITMP) is to achieve administrative renewal and bring the state
closer to its citizens through a fully electronic government by the year 2002, it is
43
UN e-Government Survey 2008, From e-Government to Connected Government
44 Rethinking the Relationship between Ubiquitous Government and Electronic Government
204
noted that as at to date only there is still partial automation on Government services as
well as one-way communication offered by the Government portals. It is also crucial
for the Sabah State Government to improve on the system integration as currently,
information sharing is limited due to the existence of a few silo systems that could
have been integrated, within the State Government. It is also vital to encourage
businesses and private sectors to utilise ICT as the key enabler in their day-to-day
operations to achieve higher productivity and effectiveness level.
In addition, the State Government should also focus on providing opportunities for
anybody to be able to utilise online services and information resources from any parts
of the State. Improving access means increasing the technical capabilities, expanding
the number of online services and managing information to enhance the presence in
existing online communities. It also means engaging citizens in decision-making and
delivering these services in a manner that protects the privacy and security of every
citizen.
In addition, the State should also look into developing the ICT as an industry which is
envisaged to be one of the key engines of growth. It is also essential to look into
developing local technopreneurs and businesses to ensure sustainable and resilient
ICT development within the State. As the pervasiveness of ICT has enabled
transformation and advancement in all aspect of our lives, Sabah should leverage on
the power of information and communication technology to enable government and
businesses as well as empower society and support the economic development of the
State.
9.2 Approach in Developing Sabah State ICT Blueprint
Recommendations
In designing the future model of Sabah ICT development landscape, the proposed
programmes and strategic initiatives are intended to address the issues highlighted
during the preliminary assessment phase. Some of the key challenges that have been
taken into account include the followings:
• Lack of system integration and information sharing;
• Lack of skilled and competent ICT manpower;
• Improvement on ICT infrastructure and accessibility;
205
• The need to strengthen the ICT governance framework; and
• Lack of effective monitoring on ICT service delivery.
The design is also aimed towards creating an environment that is conducive for
business, government and society to perform optimally with ICT as the key enabler.
In addition, the proposed programmes also take into consideration the Malaysian
Government’s direction for ICT development that have been outlined in the 10th
Malaysia Plan, National ICT Roadmap and MyICMS 886.
As highlighted in the previous phase, the As-Is model identifies the current state of
Sabah in relation to ICT development, the key issues and challenges as well as the
current ICT Management Practices, Infrastructure and Info Structure. Meanwhile, the
development of the State ICT Blueprint is also focused on the To-Be aspiration which
defines the future model of Sabah State ICT as well as its strategic direction.
The current state of issues and challenges will impact and shape the direction of the
future Sabah State ICT Blueprint that aims to benefit all stakeholders, particularly
Government, businesses as well as public. The diagram below shows that in order to
meet the future model, Sabah State Government and other relevant parties should look
at addressing the ‘Tension Gaps’, that is found both within the internal and external
gaps.
Figure 94: Approach in Developing Sabah State ICT Blueprint
206
In developing the ICT sector in the State, the State Government should play the key
role as the catalyst in creating the demand pull for ICT technologies, products and
services. A long-term sustainable ICT strategy should be strongly linked to the overall
State’s strategic direction and sustainability objectives, while taking into
consideration of the economic, environmental and social issues.
Figure 95: Sustainable ICT Strategy
Source: KPMG International, 2008
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207
10. SABAH STATE ICT FUTURE MODEL
Section 10 highlights the Sabah State ICT future model that sets the vision and
mission of the State’s ICT direction. The future model is also focused on the
recommended strategic programmes and initiatives to support the intended ICT vision
and mission of the State.
10.1 Sabah State ICT Development Framework
In developing the Sabah State ICT Blueprint, the strategic development framework
has been customised to ensure effective and sustainable ICT programmes
development and implementation. The vision of the Sabah State ICT Blueprint
defines the future model and strategic direction of ICT development in the State,
whilst the mission provides the brief description on business goals in achieving the
vision.
This overall future model of Strategy is to ensure that the base platform in terms of
human skills and expertise, effective monitoring and improved processes is solid
enough to support the Strategy. This would also include support from all respective
parties that will be identified as the target stakeholders within this Blueprint.
Based on the gaps and key challenges identified, strategic programmes and initiatives
to overcome the gaps are identified and grouped into programmes. These programmes
will address the needs for improvement in the perspective of G2G, G2B and G2C
communication. In addition, the overall future model also supports the ICT
development in relation to ICT as an Industry (ICT-I), ICT as an Enabler (ICT-E) and
ICT for Society (ICT-S) in order to remain aligned to the MSC Malaysia Framework
2.0. The figure below highlights the strategic development framework which is
utilised for the development of the Sabah State ICT Blueprint.
208
Figure 96: Strategic development framework
10.2 Overview on Sabah State ICT Future Model
A Sabah ICT vision as well as missions to address G2G, G2B, G2C interactions and
infrastructure improvement are visualised based on the gaps and key challenges
identified. Strategic initiatives to overcome the gaps are further identified and
grouped into programmes that are feasible to be implemented within a fifteen (15)
years’ time frame, in tune with the objective of the Sabah State ICT Blueprint.
The Proposed Sabah State ICT Blueprint Framework is further illustrated in the
diagram below.
Figure 97: Proposed Sabah State ICT Blueprint Framework
209
10.2.1 u-Sabah Vision
To further enhance from the previous State Public Information Technology Master
Plan (ITMP), which was to achieve administrative renewal and bring the state
closer to its citizens through a full electronic government, a new vision is
formulated. The strategic vision of the Sabah State ICT Blueprint is u-Sabah where
the State is able to connect and extend its services to everyone via ubiquitous
technology which is connecting to anybody via any means, anywhere and at any time
of the day. It is imperative for the State to be connected as such all the citizens will
have access to information that would enable them to make informed decisions which
could impact from a routine day-to-day decision up to affecting the socio-economy
stature of the State.
10.2.2 Mission
The success of Sabah in achieving its ICT visions relies on the existence of a
sufficiently robust infrastructure to support the needs of the state, a mechanism to
address the issue of bridging the digital divide through the geographical challenge as
well as innovative ICT acculturation within the public sectors that is constantly
evolving to suite to the public’s demand for better services. Therefore, the mission of
the Sabah State ICT Blueprint is divided into a few categories in order to achieve the
vision such as:
1. To enable key industries through ICT initiatives
This mission will address G2B initiatives to enable key industries through the
creation of new business ventures and increase healthy competitions as mentioned
in more detail within the recommended ICT as an Enabler as well as ICT as an
Industry programmes.
2. To create an information rich society by any means, anytime, anywhere
This mission will address G2C initiatives to create an information rich and
knowledge society through ICT by enhancing the ICT quality and services
efficiency for the benefit of the people anytime, anywhere and through any means
available via ICT technology, as mentioned in more detail within the
recommended ICT for Society programmes.
3. To streamline and increase government managerial efficiency
This mission will address G2G initiatives to streamline and increase government
managerial efficiency and transparency at its optimum capacity through
utilisation of ICT and e-services as explained in further detail within the
210
governance chapter as well as a few other programmes such as u-Savvy
Government.
4. To create a balanced ICT development across the state
This mission will address ICT infrastructure initiatives to create a balanced ICT
development across the whole state of Sabah by guaranteeing a level of service
via periodic infrastructural improvement, better-quality project management
practices and strict ICT policies in placed as explained in the infrastructure and
governance chapter within this document.
In achieving the ICT vision and mission of the State, recommendations to overcome
the current gap and future requirement were designed into programmes and action
plans. As per
Figure 97 above, there are fourteen (14) proposed programmes (excluding
infrastructure and governance-related programmes) ranging from short-term
implementation to long-term or on-going implementation that are interlinked and can
be divided accordingly to assist in achieving the ICT missions of the Sabah ICT
Blueprint. The programmes are Sabah TechnoHub, u-Savvy Government, Trek
Sabah, k-Rakyat, Advanced Manufacturing Program, Sabah Technoproneur
Empowerment, Sabah Agro Knowledge, e-Desa Empowerment, e-SabahWomen, e-
Soho, Kreatif AramaIT, SmartCity@KK as well as Sabah Gov-Apps. Apart from
having a goal in placed (vision and mission) and the programmes to be conducted,
there are two (2) vital base platforms or components in order to realise the vision of u-
Sabah. It is vital that a robust and sufficient infrastructure as well as a monitoring
mechanism and proper governance is in placed (please refer to the infrastructure
chapter and governance chapter for further explanation) to ensure a balanced ICT
growth and guaranteed buy-in from the stakeholders throughout the whole state.
The lack of manpower as well as insufficient budget for ICT within each individual
government agency can be overcome by encouraging the practice of public-private
collaborations as well as G2G joint ownership on identified integrated systems.
Example of public as well as private sectors that the government can leverage on will
be other government agencies, government linked companies (GLCs), non-
governmental organisation (NGOs), business associations, citizens and other private
sectors. The State Government also has the option to leverage on other identified
available resources such as, leveraging on current national ICT related programmes
(E.g. MSC Malaysia, National Cyber Security Policy (NCSP)).
211
10.2 ICT Benefits Realisation
In the past few decades, ICT has revolutionised the world. ICT’s potential for
facilitating Gross Domestic Product (GDP) growth and reducing poverty in
developing countries has increased rapidly. Through ICT, industries are able to cover
large market spaces and increase the reach of their businesses thus creating new
employment opportunities for the population. ICT has become a catalyst for industries
in developing regions to compete with international players through product and
services innovation and value added propositions. Through the exploitation of ICT,
these industries could also achieve cost optimisation and value maximisation thus
enabling them to develop product and services with competitive pricing and a faster
time to market.
With the recent global economic downturn, the role of ICT has become even more
relevant. Countries around the globe have invested in ICT infrastructures as part of
their crisis mitigation and stimulus plans to create short-term employment as the
stepping stone for long term growth. Realising these benefits of ICT, developing
countries have incorporated ICT into their economic stimulus agendas through
implementation of their national e-strategies that emphasise connectivity as well as
new applications in areas such as e-government and e-business.
A World Bank study found that high ICT usage (that is, countries where between 60
and 90 per cent of firms use e-mail or Web sites) is highly correlated with income
level in developing countries.45It is also noted that the World Bank’s most current
research shows that for every 10 per cent increase in mobile phone subscribers, there
is a 0.8 per cent direct increase in economic growth. When indirect and downstream
benefits are included, the impact on GDP growth could exceed 5 per cent. For every
10 per cent increase in high-speed Internet connections, the increase in economic
growth is 1.3 per cent. 46
Sabah possesses much strength in natural resources, fertile landscapes and rich
cultural & biological diversity. Through leveraging these strengths, Sabah’s industries
and sectors have great potential for growth and development. Furthermore, Sabah is a 45 2006 The World Bank/ Information and Communications for Development
46 2009 World Bank Group Issue Brief / Information and Communication Technologies
212
gateway for regional trade and transhipment activities which acts as a catalyst for
industry expansion and growth. Investments in ICT will enable Sabah to successfully
leverage on its inherent strengths and stimulate growth in its industries thus
contributing to the state’s Gross Domestic Product.
The strategic programmes and recommendations in this blueprint document are
designed to leverage ICT to drive growth and development in Sabah’s industry
sectors. The recommendations and programmes deliver innovative and practical ICT
solutions with the aim of achieving Sabah’s vision and objectives as outlined in the
Sabah Development Corridor Blueprint. It is expected that Sabah would realise the
key benefits of ICT investments as depicted in the table below:
ICT Benefits Realisation
Growth
Industries and businesses have larger markets coverage
Increase of reach of businesses
Productivity maximisation and increased economic output through
employment creation
Growth in ICT Skills and expertise among the Sabah population
Market
Emergency of new information-based products and new business
niches
Industries and businesses are more competitive in global markets
Stimulation of Sabah’s market through the shortening of product life
cycles
Investment
Growth in Foreign Direct investment (FDI)
Achieve system development cost & risk minimisation and value
optimisation
High returns on investment in ICT Sector
Efficiency
Facilitation of cost-effective public and private services
Enabling of more efficient goods and services allocation
Industry cost savings
Facilitating the use of capital and natural resources
Efficient production management : better inventory management,
flow control, integrated sales and production lines
Improved performance of state industries, increasing efficiency in
combining capital and labour (multifactor productivity)
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ICT Benefits Realisation
Improvement of quality management & monitoring
Enabling mass customisation in industries and businesses
Creation of new intermediaries and new business niches
Better access to knowledge and information by enabling of rich
information flow
Greater flexibility catering to a diversified customer base with
improved decision making
Innovation
Reduction of technology cost
Enabling of mass production
Derive benefits from adopting international standards
Achieve a faster time to market
Productivity
Increase of labour productivity due to the availability of skilled
workers
Increase of multifactor productivity
Increase of capital input per worker thus increasing efficiency and
productivity
Trade
Growth in regional and international trade
Increased trading of ICT products and services
Increased exports and transhipment activities
Employment
Increased employment opportunities and the reduction in
unemployment rate
Increase in labour skills and competencies
Energising of occupational structure and changing demand for
competencies
Reduction in poverty rate
Demand Increase of local ICT Products and services
Demand of new business niches and specialisations
Table 8: Potential ICT Benefits Realisation for Sabah
In addition, it is expected that Sabah will achieve the following benefits subsequent to
the implementation of the fifteen (15) year strategic roadmap:
State Government
214
• Mobile or ubiquitous government with enhanced delivery services to the
stakeholders anytime, anywhere and anyhow;
• Increased number of ICT savvy government servants that is able to lead the
government into an e-government State;
• Creation of a u-Government that is ready to serve the people;
• Increased in government productivity and managerial efficiency;
• Improves transparency of the government to its citizens;
• Establishment of an e-Citizen centric government; and
• Accelerated partnerships between the State government and the local business
organisations, private sectors and NGOs.
Business
• Emergence of competitive, resilient and robust local technopreneurs;
• Increases quality of ICT products and services;
• Attract new business exploration and activities whilst encourage other state
entrepreneurs to start up businesses in Sabah that would contribute to the
GDP growth;
• Increase in trade and business in industries in Sabah;
• Better time to market of products and services;
• Productivity maximisation and cost efficiency of industries products and
services;
• Increased awareness of adopting ICT technologies for business; and
• Enhanced visibility and attractiveness of Sabah products and services in the
Malaysian and overseas market.
Society
• Accelerated ICT awareness and increased adoption of programmes initiated
by the State Government;
• Reduction in the gap of the digital divide between rural and urban areas;
• Increased usage of ICT application / websites among the local community;
• Creation of a talent pool of skilled, knowledgeable and competent manpower
within the ICT industry;
• Increase in employment opportunities for rural population;
• Elevation of the ICT local content industry to a higher level; and
215
• Increase interactions and communications through electronic and multimedia
channels among the community in Sabah.
216
11. PROPOSED ICT DEVELOPMENT IN SABAH
Section 11 highlights the proposed ICT development programmes in Sabah in order to
achieve its ICT vision and mission. The ICT strategic programmes and initiatives are
developed to support the MSC Framework 2.0 which is focused on ICT development
as an Industry, ICT as an Enabler as well as ICT for the Society of Sabah.
11.1 ICT Development based on MSC Framework 2.0
In developing the main ICT programmes and initiatives for the State of Sabah, the
MSC Framework is utilised. The MSC Framework is developed based on three (3)
key principles, as such on how ICT can be utilised for different perspectives and focus
areas such as ICT as Industry, Enabler as well as ICT for Society. In achieving the
vision to be a ubiquitous State, it is imperative for the recommended ICT programmes
and strategic initiatives to support the MSC Framework 2.0, taking into account the
three (3) principles. The development of ICT industry in Sabah is envisaged to be one
of the key engines of growth through the development of two (2) niche areas, namely
Digital Content Industry and Managed Services. The development of the Sabah
TechnoHub, Incubator as well as Technopreneur Empowerment Programmes is
foreseen as the main catalyst in supporting the development of ICT industry in Sabah,
which aims to develop competitive and sustainable local ICT players in the State.
The objective for the development of ICT as key enabler in Sabah is to increase and
enhance the competitiveness and income of the key and supporting economic sectors
in Sabah. Access to knowledge and information will emerge as key element of
tourism, agriculture, manufacturing and education sectors’ competitiveness. In
addition, the development of ICT for society will focus on the utilisation of ICT to
ensure a balanced ICT development across the State as well as to develop the
“Knowledge Society” among the Sabah people. While most of the middle class is able
to afford PCs and resulting in higher ICT literacy, the State will emphasise on the
rural community, thus lessening the digital divide. The primary means to achieve this
is by formulating and implementing State-wide awareness, educational and outreach
programmes a long term effort.
217
11.2 ICT as an Industry
In order to develop ICT as a key sector in Sabah, it is proposed for the State to
emphasise on one or two niche areas as key strategic focus for the local ICT Industry.
The niche areas will act as a platform for the State to effectively build the industry
and create a welcoming environment for the Domestic Direct Investments (DDIs) and
Foreign Direct Investments (FDIs) to take place in Sabah. Among the selection
criteria that need to be considered are as follows:
• Attractiveness of the niche areas – The focus lies on the key offerings of the
niche areas;
• Advantages of Sabah – Considerations of the State’s current strengths,
capacity and capabilities in relation of ICT development;
• Benefits gained by investing niche areas – Considerations of the key benefits
that will be achieved by embarking and investing in the selected niche areas;
and
• Sabah’s ability to dominate in selected niche areas.
The two (2) proposed niche areas that have been identified for Sabah’s ICT Industry
include the Digital Content Industry and Managed Services, which will be discussed
in the following sections.
Figure 98: Selection Criteria for Niche Areas
In relation to the development of ICT as an Industry in Sabah, the proposed
programmes are developed and designed to support and drive the growth and
development in Sabah’s ICT Industry. Each ICT as Industry programme encompasses
detailed programmes descriptions, objectives, impacts to sectors and key action plans
to assist and facilitate future implementation.
218
11.2.1 Digital Content Industry
11.2.1.1 Introduction
One of the key objectives of Malaysia’s ICT development roadmap is to build and
develop new growth engines within the ICT sector. It is envisaged that local content
development is a prime area for growth both locally and globally. Digital
broadcasting services and multi-service convergence networks have created a high
demand for digital content in web, digital television, and mobile platforms.
For many years, Sabah’s uniqueness has its roots in the State’s tourism industry. In
this regard, the State will be well-placed to leverage on this area to create a local
content industry with a big potential for development. By building the creativity of
local developers and providing them with the right platform, Sabah can develop
competent players to contribute towards creating this new sector.
11.2.1.2 Digital Content Industry – The Concept
Digital content implies a combination and convergence of content and digital
technology. The production of content has traditionally been the preserve of the
creative industries (such as film and advertising). It is foreseen that the digital content
production and distribution will provide opportunities for the participations of
individuals and firms with expertise and capabilities in the information and
communication technologies industry.
The descriptive terminology associated with the digital content industry is ill-defined
(DCITA 2004b). Digital content is variously described as:
• A particular set of product and service outputs within general content and
media markets or within creative industries (that is, ‘creative industries
producing digital content’);
• A distinct set of industries or as a sector in its own right; and
• Online or networked content as distinct from tangible artefacts or physical
modes of production or presentation, implying that the mode of distribution
and access is a defining technical feature of the industrial activity.
219
Figure 99: Activities within Digital Content Industry
Digital content can be interpreted as an activity at large as well as identifying
contribution from its component parts, including activities such as:
• Core production: The creation of digital content by firms and individuals in
‘the creative industries’ (henceforth referred to as ‘production’ for short);
• Embedded production: The creation of digital content within the
professional service industries rather than the ‘creative industries’, for
example web pages and advertising materials created in-house by a law firm
or an educational institution (henceforth called ‘ embedded’ for short); and
• Distribution: Value created by circulating, transmitting or exhibiting digital
content or raising awareness about it.
Within this approach, the production of digital content can be viewed as an activity
that requires factors or inputs such as human capital, financial capital as well as
administrative, informational, scientific and technological infrastructure.
Digital content that is produced (either as separate products or embedded within the
products and services of other industries) are aggregated by distributors who channel
it to domestic and overseas end-users or customers. It is imperative for Sabah State to
build up a sound foundation for the industry, particularly through access to key inputs
to ensure it will achieve its objective as new source of growth.
The lift to elevate the industry is provided by demand pull factors, particularly raising
demand due to enhanced access to markets as well as increased competitiveness
2D/3D
Technology
Filmed Content
(with CGI)
Mobile
Content
Technology
Content Technologies
Examples of technology to create, process, aggregate, repurpose
& customize content to the environments that require them
Special & Visual
Effects
Interactive
Technology Digital
Intermediate
Technology
Digital Mastering
Virtual
Reality/Simulations
Games
Development
Animation
220
which enhanced the capacity to meet the demands of digital contents customers. The
figure below presents a simple flowchart of the digital content industry.
Figure 100: The flow of value in Digital Content Industry
Source: Centre for International Economics, 2008
11.2.1.3 Digital Content Industry: Sabah Perspective
In Sabah, nature and culture can be the basis for the development of digital content
industry. For many years, Sabah has been known as a tourism state, as the State has
the capability to attract the tourists all around the world due of its rich culture and
creativity. Besides tourism, agriculture and manufacturing are also the main sectors,
and have been the largest contributors to the Sabah revenue for years.
Digital content can provide linkages to those key industries by utilising the creativity
and culture of Sabah people to develop a potential digital content industry. The figure
below shows on Digital Content Industry linkages with cultural institutions, creative
industries and other industries.
Digital Content Distribution
Digital Content Production
Embedded
Domestic
Market
Established
Market
Technology
Financial Capital
Physical Capital
Human Capital
THE FLOW OF VALUE IN DIGITAL CONTENT INDUSTRY
221
Figure 101: Digital Content Industry Linkages
Source: Cutler and Co and Queensland University of Technology, Research and Innovation Systems in the Production of Digital Content and Applications, 2004)
There are a few issues and challenges that need to be addressed in order to develop a
viable and resilient Digital Content Industry in Sabah, with lack of ICT adoption
amongst the Sabah people remain the main challenge. Besides geographical
difficulties which lead to difficulties in obtaining inputs and contents for the digital
content creation, there is also a need to create a cluster for this industry in order to
create connection within sectors and between sectors for Digital Content Industry.
The figure below summarises the strength and weaknesses of Sabah in moving
towards the creation of Digital Content Industry.
Figure 102: Strengths and Weaknesses of Sabah State
11.2.1.4 Key Dimensions and Future for Digital Content Industry in
Sabah
The key characteristics of the digital content industry under the three views
(Preferred, Base-Case and Pessimistic) for the future of Sabah Digital Content
Industry are summarised in the table below. The table below shows the best-practices
222
of Digital Content Industry that could be adopted by Sabah for a long run while
avoiding the base-case and pessimistic ways of developing the Digital Content
Industry.
Dimension Preferred Base-Case Pessimistic
Creativity • Rich in artistic,
technical and
business creativity
including through
attracting foreign
talent
• Widespread access
to high quality
education and
training
• Access to
emerging and
existing ideas –
rapid adoption of
new ideas
• Artistic, technical
and business
creativity,
underdeveloped
and underutilised
• Education and
training
sometimes at
odds with
commercial
needs
• Patchy adoption
of new ideas and
innovation
• Few suitable
stories (content)
• Loss of artistic,
technical and
business
creativity to other
global creative
centres
• No access to high
quality education
and training
• Limited access to
emerging and
existing ideas
Capacity • Financiers/investo
rs involved in
providing capital
(especially access
to capital by
SMEs)
• Cross media
innovation raises
capabilities and
enables efficient
re-use of ideas and
content
• significant funding
for R&D and
innovation
• seed funding
• Limited capital
available
(particularly
scarce for
creative smaller
enterprises)
• Limited funding
for R&D and
innovation
• Limited access to
leading
technologies
• Enterprises
struggle to win
sequences of
projects and
• Loss of capital
(especially
capital held by
SMEs)
• Scarce funding
for R&D and
innovation
• Poor access to
skilled people
• No access to
leading
technologies
• Loss of firms and
collective
expertise –
industry regresses
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Dimension Preferred Base-Case Pessimistic
encourages more
successful creative
start up companies
accumulate
expertise over
time
to cottage
industry/ad hoc
project structures
Cluster • Strong clusters/
ecosystems
• Connections
within sectors and
between sectors
• Strong linkages
between creative,
educational and
commercial
centres
• Patchy and ad
hoc connections
within sectors
and between
sectors
• Technological
convergence
favours larger/
international
organisations
• Ad hoc linkages
between creative,
educational and
commercial
centres
• Fragmented
industry
• Bifurcated
structure very
pronounced with
market
dominated by
large/internationa
l distributors
• Technological
convergence
favours
economies of
scale/scope and
blocks smaller
start ups
• Poor linkages
between creative,
educational and
domestic
commercial
Channels • Aggressive and
successful
production of
branded local
content
• Excellent access to
communications
(E.g. broadband
access) plus
widespread
adoption of other
new technologies
• Ad hoc
relationship
between
producers and
customers
• Contacts in
upstream and
downstream
aspects of the
industry
• Access to
communications
• Random and
limited
relationship
between Sabah
industry and
customers
• Shift in consumer
tastes towards the
products of large
global content
aggregators
224
Dimension Preferred Base-Case Pessimistic
support wider
audiences and
markets
• Strong
commercial
linkages in
upstream and
downstream
aspects of the
industry
• Good access to
overseas markets
with reduced
restrictions
provide ‘shelf
space’ for content
(E.g. broadband
access)
• Partial market
access and
restrictions to
access
Commerciality • Internationally
recognised brands
• Capacity to charge
for content
through
convenient, cheap
payment systems
• Better industry
understanding and
use of rights
management and
protection of
intellectual
property
• Partial capacity
to charge for
content
• Patchy
management of
intellectual
property rights
• Limited access to
charging systems
for smaller firms.
Larger and
international
firms operate
proprietary
systems that give
them a major
competitive
advantage
• Poor
management of
intellectual
property/rights
• IP laws become a
barrier to the use
of existing ideas
and content
rather than an aid
225
Dimension Preferred Base-Case Pessimistic
to new producers
who struggle for
commercial
sustainability
Competitiveness • Heightened
awareness of local
content drives
strong demand
• Access to overseas
markets opens
opportunities
• Good supply of
creative skills and
other inputs keeps
costs down
• Patchy
international
awareness of
local content
• Competition
based upon lower
cost rather than
higher quality
• Shrinking
awareness of
Sabah
capabilities and
ideas
• Continued
improvements in
communication
results in
domestic market
being swamped
by dumped
content (E.g.
content sold at
below cost to
drive out
competition)
Table 9: Key Dimensions and Future of Sabah Digital Content Industry
The development of Digital Content Industry in Sabah will be supported by the three
(3) proposed programmes that will be explained in the next chapter, namely the
Sabah TechnoHub, Sabah Technopreneur Empowerment and Kreatif AramaIT.
‘Sabah TechnoHub’ Programme is a development programme that encourages Sabah
to be aligned with the national MSC strategic plan in obtaining the MSC Status State.
It also allows Sabah to leverage on benefits that the MSC status carries. The Digital
Content Industry in Sabah can leverage on best practices adopted by MSC in
developing the nation’s digital content industry.
The Sabah Technopreneur Empowerment can be the catalyst for developing the
technopreneurs especially for the Digital Content Industry in Sabah. The proposed
financial and non-financial assistance would assist the local content creators to further
226
develop their digital content businesses by acquiring the right tools and technologies
for content creation. In the meantime, Kreatif AramaIT would act as the platform to
obtain the local content sources from key industries such as tourism, manufacturing
and agriculture. The programme would also encourage the participation of the local
content creators by having competitions, awards and recognitions to further boost the
industry. In addition, Kreatif AramaIT will also support the human capital
development as it is more focused on developing the talent pool with the right skill,
knowledge and competency level within the industry. It is anticipated that the
programmes would support the key dimensions and future of the Digital Content
Industry in Sabah.
11.2.2 Managed Services
11.2.2.1 Introduction
ICT services sit at the heart of almost every business acting as an enabler for staffs,
customers and ultimately delivering value to the bottom line. It is the delivery
mechanism for the business’s information flow to clients, prospective clients and
staff. It also allows protection of intellectual capital. It is noted that some businesses
choose to do this in-house, employing their own staff and facilities to deliver services,
whilst others choose to outsource it. Although the IT industry is not new to the state
of Sabah, managed services is still perceived as at infancy level.
11.2.2.2 Managed Services – The Concept
The practice of transferring day-to-day related management responsibility as a
strategic method for improved effective and efficient operations is known as
Managed Services. A managed service provider (MSP) provides delivery and
management of network-based services, applications, and equipment to enterprises,
residences, or other service providers. In a nut shell, managed services could also be
known as outsourcing. The concept’s aim would be to establish managed services for
various industries in Sabah.
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Figure 103: Managed Services Product Offerings
The development of Managed Services as one of key niche areas in supporting the
ICT industry in Sabah could be spearheaded by the State Government as it would be a
potential long term revenue generation option. Among the services that managed
service could include would be digital creative content, network and wireless, system
integration, software development, hosting services, small office home office
(SOHO), secretarial services, and virtual corporate office and telephony services.
11.2.2.3 Managed Services: Sabah Perspective
Sabah has a huge potential for venturing into the managed service industry. It is noted
that the projected revenue opportunities for managed service provider is worth
USD66 billion by the year 201247 and the market is expected to grow in Asia
(excluding Japan) to about USD49.4 billion by 201048. It is envisaged that there is a
demand factor that could drive managed services as an industry in Sabah.
47 Ovum study commissioned by Cisco Systems, 19 May 2008
48 Global Networked Economy by Deans & Associate, 23 December 2008
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Figure 104: Shifting to Managed Services
The survey49 reports indicate that 71 per cent of organisations opt for outsource to
reduce cost. About 66 choose to outsource to gain enhanced technology and 65 per
cent choose to outsource to improve performances. This may well provide us with a
strategic direction of the future in ICT. As for the state of Sabah itself, managed
services have the potential to grow due to current scenario which consists of
challenges and opportunities as illustrated in the figure below.
Figure 105: Business case for managed services in Sabah
The current challenges in Sabah that could be the impediment for managed services
development are inadequate technical skill sets to assist in technology adoption, 49 GXS survey, January 2007
229
inadequate performance measurement mechanisms in place, lack of sufficient
infrastructure facilities such as servers, server rooms and application development for
small technopreneurs as well as lack of efficient business continuity planning. In
addition, from the As-Is observation, it is noted that most industry players are seeking
alternatives to reduce operational cost, quick solution for skilled task force, a more
consistent and reliable service provider. With both challenges and opportunities,
managed services have the potential to bloom in Sabah. Looking from the
government’s perspective, certain recommended programmes such as the Sabah
TechnoHub, Incubator, Technopreneur Empowerment and Sabah Gov-Apps
programmes would complement the establishment of managed services. However,
from a business point of view, there should be a management team that manages this
service by establishing a business model that underlines strategies which defines
services up to determining the pricing mechanism.
11.3 ICT as an Enabler
In this era of Knowledge Economy, the use and exploitation of ICT is vital for
governments to gain quicker access to markets, facilitate information sharing,
increase productivity and efficiency. Governments today invest much in ICT in order
to spur growth and development across various sectors and industries in their
countries. These ICT-enabled sectors are able to compete in regional and global
markets through product and services innovation and value added propositions. With
the exploitation of technology, cost optimisation and value maximisation can be
achieved thus enabling industries to develop product and services with competitive
pricing and a faster time to market. In addition, businesses and private sectors will
also gain benefits through utilisation of ICT in increasing their productivity and
efficiency.
Sabah is blessed with much inherent strength in natural resources, fertile landscapes
and rich cultural and biological diversity. Thus, there is great potential for growth and
development in Sabah’s industries and sectors. Also strategically located in the
region, Sabah is a gateway for regional trade and transhipment activities which acts as
a catalyst for industry expansion and growth. The exploitation and use of ICT will
enable Sabah to successfully leverage on its inherent strengths and drive growth in its
industries in line with its vision to become a vibrant, economically successful and
liveable state. Furthermore, the wide utilisation of ICT will enable Sabah to
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efficiently access vital market information and take advantage of business
opportunities in the BIMP-EAGA (East ASEAN Growth Area).
The Sabah ICT enabler programmes are strategic initiatives that are designed to
leverage ICT to drive growth and development in Sabah’s sectors namely tourism,
manufacturing, logistics, agriculture, education and banking and finance. The
programmes deliver innovative and practical solutions for each of the aforementioned
sectors with the aim of achieving Sabah’s vision and objectives as outlined in the
Sabah Development Corridor Blueprint. The Sabah ICT enabler programmes employ
five (5) key dimensions (as depicted in the diagram below) to ensure sectors success.
Figure 106: Key Dimension for Successful ICT Development as an Enabler
Each ICT-enabler programme encompasses detailed programmes descriptions,
objectives, impacts to sectors and key action plans to assist and facilitate future
implementation. It is believed that Sabah will be able to spur growth and facilitate
modernisation in its sectors with adoption, practice and implementation of these
programmes.
The development of ICT as an enabler to Sabah’s key sectors will be supported by
seven (7) proposed programmes, namely Sabah Agro Knowledge Portal, Advanced
Manufacturing Programme (AMP), Trek Sabah, Supply Chain Network, Kreatif
AramaIT, SmartCity@KK and u-Savvy Government as depicted in the next
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section. The Sabah Agro Knowledge Portal utilises e-agriculture to spur growth in
Sabah’s agriculture sector by providing innovative e-services offerings, access to vital
agricultural data, e-Marketplace for agricultural activities and a Private Electronic
Market (PEM) for agriculture trading services.
The Advanced Manufacturing Programme (AMP) on the other hand, applies ICT
in manufacturing that will enable manufacturers to efficiently integrate, automate and
streamline manufacturing processes. With the adoption of AMP, manufacturers can
maximise productivity and efficiency whilst minimising costs of operations in
manufacturing.
The implementation and practice of a Supply Chain Network is vital in
synchronising supply with demand and spurring growth in Sabah’s industries. The
next program, Supply Chain Network will focus on integrating and synchronising all
activities, processes and systems across key sectors (manufacturing, agriculture,
logistics etc.) in Sabah’s supply chain. This programme will enable Sabah to create a
demand driven market and a networked economy.
The Kreatif AramaIT and ICT-Savvy Government programmes are designed to
bridge the digital divide in Sabah by promoting ICT usage and developing an e-
culture within the State. These programmes also assist in developing a strong ICT
backbone in Sabah and acts as a catalyst for growth in ICT business opportunities. In
addition, to address the tourism sector, the Trek Sabah programme is proposed to
enhance Sabah’s tourism ICT infrastructure with the aim of improving Sabah’s
tourism services and promoting business tourism in Sabah. Meanwhile, the
SmartCity@KK program, which supports ICT as Industry, as an Enabler and for
Society will create and develop a new way of lifestyle by leveraging on the ICT.
11.4 ICT for Society
The rapid developments witnessed during the recent years in the field of ICT directly
impact on the economic, social and cultural life of the society. This broadly depends
on the capabilities of the countries to keep pace with the rapid changes of the ICTs
advances.
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ICTs are high tech tools to obtain information and knowledge. It is noted that various
basic gateways and channels are used in accessing to information and knowledge,
namely telephones, personal computers, and the internet being the preferred channels.
Mobile phones and computers, particularly that are internet connected, are capable of
providing online information, thus making them effective platform and enabling
mechanisms for development in the society. In addition to drive the economy
forward, ICTs are also being targeted as tools for reducing socio-economic disparities
of previously under-served sections of society, thus bridging the digital divide and
contributing to e-inclusion in the Nation’s emerging knowledge society.
In order to bridge digital divide (BDD), Malaysia via several ministries and also
private initiatives has put aside a big amount of investment to connect every
Malaysian citizen to the Internet superhighway via the setting up of 1945 telecentres
in all the states in Malaysia including Sabah and Sarawak (Norizan Abdul Razak &
Mohamad Zaki, 2008).
Thus, in the effort to empower the rural communities, it is crucial to ensure e-
inclusion activities reached the targeted communities. The users must have the access
to Internet and the appropriate skills and ICT competencies to use the online services
and information. The rural communities also need to improve on the language barrier
and to search and use the information effectively so that the process of assisting them
to become knowledge society can be accomplished.
In relation to that, Sabah State is also focused to promote ICT sector with a view to
support its economic plan, addressing its digital divide issues and what is most
important, promoting ICTs for the benefits of the people (rakyat). However, despite
various initiatives both from the Federal and State, Sabah is still lagged behind as
compared to other States in Malaysia in respects of the ICT development in general.
In developing ICT for the society, there is a need for the Sabah State government to
take into account the followings key aspects;
• Raise and enhance comprehensive ICT awareness in outreaching the targeted
groups especially for the underserved group;
• Engage the society to participate and mobilise in activities relevant to ICT
development;
• Develop and strengthen necessary ICT policies for the preparation of a
knowledge based society; and
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• Setup mechanisms aiming to promote collaboration among professional,
industry players and training institutions to build appropriate human resources
capacity.
It is also imperative to further strengthen the public-private partnership between the
State Government and private sectors as well as Non-Governmental Organisations
(NGOs) in ensuring a balanced ICT development across the State. The infrastructural
issues with regards to accessibility, reliability and affordability should be focused to
ensure a sustainable ICT development for society, as highlighted in figure below:
Figure 107: Key Dimension for Successful ICT Development for Society
The programmes initiated for the society will be supported by three (3) proposed
programmes; namely the Kreatif AramaIT, e-Desa Empowerment, e-SoHo and e-
SabahWomen. Kreatif AramaIT is a programme designed to assist the Sabah state
government to raise comprehensive awareness programme and emphasise on the
importance of ICT towards building up an information base society. This programme
also aims to address the issue of lack of awareness about ICT usages/benefits as being
a major and prevalent hindrance to the establishment of knowledge society in Sabah.
The e-Desa Empowerment directed towards enhancing and strengthening the
enhancement of the existing programme in areas such as the local content
management, trainings and awareness programmes. Meanwhile, the e-SabahWomen
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programme is focused towards building an online community which targets at women
from different backgrounds. This programme would also act as an avenue for the
women community to express their concern in all aspects relevant to their needs and
at the same time developing ICT awareness for the women community which is one
of the identified underserved groups in Sabah. In addition, the development of
SmartCity@KK programme also provides the platform to develop Kota Kinabalu
(KK) as a smart city by leveraging ICT efficiently and effectively to support
delivering all of the services to citizens, businesses and organisations.
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11. STRATEGIC RECOMMENDATIONS:
PROGRAMMES AND STRATEGIC
INITIATIVES
Section 11 highlights the detailed programmes which include the objectives, impact,
key and supporting implementer, strategic initiatives as well as action plans. The ICT
programme linkages are also outlined to provide an architectural view of the proposed
programmes that would support the u-Sabah vision. It also illustrates the connection
between programmes within the ICT clusters that were categorised based on the MSC
Malaysia 2.0 framework.
12.1 Summary of Recommended Programmes
The recommended programmes are aimed to address the challenges and gaps
highlighted in the Assessment phase as well as to support the development of ICT in
Sabah in achieving its vision and mission. Each of the proposed programmes will be
supported by strategic initiatives (SI) which will be detailed out as action plan in the
next section to assist and facilitate future implementation. The proposed timeline for
the project will indicate the commencement period for the identified strategic
initiatives as listed below:
Timeline Year Description
Quick-wins Within 2010 Indicates the programme or strategic
initiative to be commenced and
implemented within the first year upon the
completion of the Blueprint.
Short Term 2011-2015 Indicates the programme or strategic
initiative to be commenced and
implemented between the years 2011 to
2015.
Medium Term 2016-2020 Indicates the programme or strategic
initiative to be commenced and
implemented between the years 2016 to
2020.
Long Term 2021-2025 Indicates the programme or strategic
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initiative to be commenced and
implemented between the years 2021 to
2025.
Table 10: Implementation timeline In addition, the key performance indicators (KPIs) as well as its targets are also
highlighted for the proposed programmes to ensure a more effective and efficient
monitoring mechanism of the ICT Blueprint implementation. Fourteen (14)
programmes have been proposed excluding two (2) infrastructural and ICT
governance-related programme to be implemented for the next fifteen (15) years in
becoming a ubiquitous State by the year 2025. The figure below illustrates the inter-
linkages among all the recommended programmes.
Figure 108: Inter-linkages among Recommended Programmes
The ICT programme linkages provide an architectural view of the proposed
programmes that would support the u-Sabah vision. It also illustrates the connection
between programmes within the ICT clusters that were categorised based on the MSC
Malaysia 2.0 framework.
Based on the figure above, the two (2) programmes recommended within ICT as an
Industry aims to encourage ICT competitiveness. Programmes such as the Sabah
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TechnoHub, Sabah Technopreneur Empowerment would help attract and retain
professional talent moving away from Sabah. However, the programmes are not stand
alone. It compliments and supports programmes from other categories of the MSC
Malaysia framework such as Kreatif AramaIT. At the same time, a combination of
programmes implemented parallel helps highlight the development of local ICT talent
which aims to promote local business.
ICT as an Enabler promotes more programmes that are inter-connected between
processes and people. The respective programmes illustrated, namely Advanced
Manufacturing Practice (AMP), Sabah Agro Knowledge Portal, Trek Sabah, u-Savvy
Government and Supply Chain Network interact and compliments each other’s
programme objectives. The programmes aim to enhance effectiveness and efficiency
for both public and private sectors in delivering their services and day-to-day
operations. It also helps integrate various industries, mainly tourism, agriculture and
manufacturing. The most notable impact form these programmes would be increase
requirement of local talent and drive for ICT skill set and knowledge.
Four (4) programmes are recommended within the ICT for Society segment. As this
segment focuses on people, programmes here interfaces with almost all the other
programmes from the other segments. Such interfaces help establish the creation of
information rich society, develop ICT awareness, increase accessibility to
information, improve government to citizen communication and strengthen the
partnership among local business players.
In addition, it is noted that Kreatif AramaIT and SmartCity@KK support the
development of ICT as an Industry, Enabler as well as for Society. With all these
programmes in place, ideally a single portal logon is recommended as the interaction
gateway through the K-Rakyat program. This one stop portal provides a platform for
all the other programmes to interface that would result in an increase access to
information. Information obtained or produced by the programmes would be
strategically important as it could depict the state’s socio-economic level, i.e.
employment rate, production of local ICT graduates, registration of ICT companies,
broadband usage rate and per centage of GDP contribution. This information could
then be consolidated and aggregated through a Decision Support System for the
respective stakeholders to use as part of their decision making. Since all the
recommended programmes highlights the importance of digitalisation and
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automation, it would be relatively easy to integrate the source systems, channel the
data to a data warehouse and utilise business intelligence tools to perform analytics
that will assist in effective decision making. This final integration effort is captured
within the Sabah u-Governance programme that also extends its focus to the
monitoring and reporting structure within the State government.
12.2 Recommended Programmes
Based on our findings and best-fit practices, we have identified fourteen (14)
programmes to overcome the identified gaps in Sabah:
12.2.1 Sabah TechnoHub
MSC Malaysia was conceptualised in 1996 with full support of the Federal
Government and has since grown into an attractive resource centre supported by a
pool of knowledge workers as well as a bustling and attractive environment to work
or invest. As such, the establishment of a Sabah TechnoHub would then be the
vehicle to transform Sabah into a knowledge-based economy that is driven by a
knowledge society. Establishing a MSC centre in Sabah would allow the citizens to
enjoy various benefits such as eligibility for funding. Organisations with the MSC
status could apply for Research and Development (R&D) grants, Intellectual Property
(IP) grants and pre-seed funding. The R&D grant scheme helps to finance research
and development endeavours with relation to ICT products, whilst the IP grant
scheme ensures that the organisation has the financial resources available to protect
the company's intellectual property. The pre-seed fund is for technopreneurs who are
looking to fund their business ideas.
Business incubation is a business support process that accelerates the successful
development of start-up and fledgling companies by providing entrepreneurs with an
array of targeted resources and services. These services are usually developed or
orchestrated by incubator management and offered both in the business incubator and
through its network of contacts. A business incubator’s main goal is to produce
successful firms that will leave the programme financially viable and freestanding.
These incubator graduates have the potential to create jobs, revitalise neighbourhoods,
commercialise new technologies, and strengthen local and national economies
towards the realisation of u-Sabah in 2025.
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In addition, organisations that successfully attain the MSC Malaysia status are also
entitled to operate tax free for up to ten (10) years and are ensured freedom of
ownership. This also includes granting pioneer status, which means 100 per cent
exemption from taxable statutory income. This incentive is granted for a period of
five (5) years for the first round and these organisations also attain exemption of
import duties on multimedia related equipment.
Sabah TechnoHub
Programme
Description
This programme aims to encourage Sabah to be aligned with the
national MSC strategic plan in obtaining a MSC Status State. It
also allows Sabah to leverage on benefits that the MSC status
carries. The programme focuses on identifying and developing a
geographical location and promoting the Sabah TechnoHub in
an industry perspective that would incorporate Government-to-
Government (G2G) and Government-to-Business (G2B)
communication.
In addition, this programme will be supported by three (3)
strategic initiatives:
• SI 1: Development of K-Park
• SI 2: Incubator program
• SI 3: Managed services
Objectives of
the Program
• To create a competitive enabling environment in attracting,
nurturing and retaining ICT and ICT-enabled industries.
• To align with national MSC strategic plan in obtaining
MSC Status State.
• To utilise MSC status as a branding tool.
Impact • Development of MSC status area which will spur the
economic development of the State.
• Creates eligibility for funding request.
• Pioneer status benefits.
• 100 per cent investment tax allowance.
• Duty free import of multimedia related equipments.
Key • Ministry of Resource Development and Information
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Implementer Technology: Implementing body overseeing the
implementation of the program.
Supporting
Body
• Royal Malaysian Customs: Collaborating agency for
permitting duty free on import of multimedia related
equipments.
• Inland Revenue Board: Collaborating agency for tax
allowances purposes
• Multimedia Development Corporation (MDeC):
Certification agency for MSC status.
Implementation
Timeline
• SI 1: Short Term
• SI 2: Short Term
• SI 3: Medium Term
Action Plan SI 1: Development of K-Park
• Identify a geographical location that is strategically located
for establishing a K-Park which would serve as a MSC
platform.
• Identify individuals with business and technology
background to manage the K-Park.
• Determine the K-Park’s business model.
• Apply and obtain MSC Malaysia status quo.
• Establish policies that are aligned towards developing and
maintaining MSC status and the established business
model.
SI 2: Incubator program
• Establish a business model for the incubator programme
that would include scope, approach and outline detailed
implementation plan. It is also proposed for the State to
define the selection criteria in evaluating and selecting the
technopreneurs for the respective program.
• Identify local technopreneurs through the selection criteria.
• Consider ‘Hand Holding’ sessions for the technopreneurs at
early stage.
• Provide research facilities to enhance and improve products.
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• Promote technopreneurship through events such as seminars
and exhibitions.
SI 3: Managed services
• Identify, enhance and establish a dedicated data centre that
could provide managed services to the public and private
sector.
• The proposed data centre will utilise the physical building
of K-Park.
• Define the business model of the managed services such as
hosting services, application development, system
integration, network and wireless services, telephony
services and business continuity plans (disaster recovery
centre).
• Identify and develop subject matter experts and skilled
work force to operate the managed services business.
• Identify potential clients within and outside Sabah with
attractive marketing packages.
Programme
Linkages
• Sabah Technopreneurs Empowerment
The Sabah TechnoHub Programme will be able to provide
incubator support for local technopreneurs to develop their
businesses.
• Advanced Manufacturing Programme (AMP)
The Sabah TechnoHub Programme will be a platform in
providing competitive ICT environment for the AMP
Program.
Key
Performance
Indicators
• KPI 1: Per centage of incubatees graduated from the
Incubator Program
• KPI 2: Financial performance of graduated incubatees for
three (3) consecutive years under normal operation to gauge
the sustainability of the technopreneurs.
• KPI 3: Per centage of products commercialised every year.
• KPI 4: Number of physical incubators in Sabah.
• KPI 5: Development of a dedicated data centre for managed
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services in Sabah.
• KPI 6: Acquisition of MSC Status Centre for Sabah
TechnoHub.
Target • KPI 1: 60 per cent of the incubatees graduated from the
Incubator Program50.
• KPI 2: 70 per cent of the incubator graduates are sustained
and still in business for a long-term duration (more than 5
years).51
Based on National Business Information Association, US,
its statistics showed that 87 per cent of firms that graduated
from responding incubators since inception were still in
business.
• KPI 3: 20 per cent of the total R&D products are
commercialised52.
Based on the basis Malaysian Government’s funding for
product R&D and Commercialisation, it is noted that 78.8
per cent were allocated for R&D and 21.2 per cent were
allocated for product commercialisation in RMK-7.
Meanwhile, 79.6 per cent were allocated for R&D and 20.4
per cent were allocated for commercialisation in RMK-8.
Thus, it is assumed that the Government targets
approximately 20 per cent of the products to be
commercialised from the R&D initiatives.
• KPI 4: Physical incubators are developed at three (3)
locations in Sabah that could cover West and East of Sabah.
• KPI 5: A dedicated data centre is developed and fully
operationalised by 2011 to support the defined business
model for managed services. .
• KPI 6: Sabah TechnoHub is recognised as MSC Status
Centre by end of 2015.
50 Establishment of an Incubation-cum-Training Centre to support Digital Entertainment Development
by the Hong Kong Cyberport Management Company Limited- Based on the report, it is noted that the
success rate for incubatees graduated from the Program in Hong Kong is 84%
52 R&D @ MSC Malaysia, MDeC
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12.2.2 Sabah Technopreneur Empowerment
Sabah Technopreneurs Empowerment is a programme that aims to catalyse the
creation of local technopreneurs and K-Small and Medium Enterprises (SMEs) in
developing and growing the local ICT Industry. This programme address the current
gaps as such there is still lack of alignment between the technical and business in
relation to the development of capacity building for local technopreneurs in Sabah. In
addition, this is expected to boost the development of commercially viable ICT
projects and kick off a chain reaction in the creation of new local K-SMEs in Sabah’s
ICT industry.
Based on the current scenario, the local ICT players are mainly small players who are
focused in system integration, retail operation, network and telecommunication. Most
of the local ICT players are still lacking in terms of awareness on the grants and
incentives offered by relevant agencies (federal and state), thus wasting the
opportunity to further develop their business. The main challenges that are currently
confronting the local ICT SMEs are identified as follows:
• Market access;
• Advancement of technology;
• Innovation and creativity;
• Access to financing; and
• Human resource development.
This programme is likely to create a pool of local technopreneurs in ICT industry for
the next few years, and the realisation of this programme would lead Sabah to become
an ICT hub for Malaysia in 2025
Program Sabah Technopreneurs Empowerment
Programme
Description
Sabah Technopreneurs Empowerment is a proposed programme
that aims to facilitate the development and growth of the local
technopreneurs in ICT sector in Sabah. The programme is a
holistic and integrated approach in developing existing and
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potential technopreneurs throughout the value chain from
product development, production to marketing and distribution.
There are two (2) types of assistance identified in the program,
which are financial and non-financial assistance.
It is proposed that each type of assistance will cover five (5)
aspects of areas in order to develop more innovative,
competitive and sustainable technopreneurs. The five (5) areas
identified include the followings:
• R&D;
• Business Start-up;
• Technology Acquisition;
• Product Development and Product Commercialisation; and
• Marketing and Promotion.
Below are the proposed financial and non-financial assistance
across the five (5) key areas as mentioned above:-
Research and Development
• R&D Tax Allowance Scheme - To encourage businesses,
especially small and medium enterprises (SMEs) to engage
in and increase their R&D activities in Sabah by giving them
tax allowances for R&D expenditure.
• R&D Incentive Start-up Scheme -To encourage R&D
intensive start-up companies to carry out more R&D
activities in Sabah.
• Tie in with existing R&D institutions.
It is also recommended that the State Government to facilitate
technology transfer in assisting the current local businesses and
technopreneurs to adopt new technologies and tools. This
initiative could be implemented in two (2) approaches, either
initiated by technopreneurs or by the State Government.
There is an immense need to educate the local technopreneurs
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and SMEs for technology adaptation, upgrades and in turn
strengthen into knowledge driven industries. It is also imperative
to improve awareness on the importance of networking with
technology providers as well to harness the potential of ICT as
an enabler in bridging the gaps and to propel the sensitisation
and facilitation activities.
Business Start-up
• Business Ideas Challenge - To foster a pool of young
talented people with innovative new businesses that has
strong competitive advantage, intellectual property and
market potential beyond Sabah.
Technology Acquisition
• Micro Loan Programme – Small businesses can get fixed
rate interest loans up to certain amount to fund their daily
operations of their business and can be used to automate and
upgrade the machinery and equipments.
• Tourism Technology Grant – Technopreneurs in tourism
industry can get grant to accelerate the adoption of
technology innovations that enhance visitors’ experience or
improve business efficiency in the tourism sector in Sabah.
• Energy Efficient Technologies Fund – Grant to small and
medium-sized enterprises (SMEs) to further encourage
companies to upgrade to more energy efficient equipment or
technologies.
Product Development and Commercialisation
• Incubator Development Programme – Utilise Sabah
TechnoHub to enable local technopreneurs to use shared
facilities in Sabah TechnoHub for product development and
innovation.
• Product Development Scheme – Incentives to encourage the
development of products for specific key areas such as
Digital Content Industry and Managed Services.
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Marketing and Promotion
• Brand Empowerment Programme –SMEs can build and use
their brands as a business strategy through training, brand
assessment, incentives and online resources
• Technopreneur Market Development Incentives – Incentives
to be provided to local ICT players for marketing as well as
promotional activities of their products and services.
Sabah Technopreneur Online
It is proposed to have a system to monitor the application,
approval and reporting for this Technopreneur Empowerment
Program. The system will enable the technopreneurs to apply for
assistance provided by the State Government and monitor the
status of the application. In the meantime, the system can assist
the State Government to monitor the application, grant approval
to qualified technopreneurs and enable the State Government to
have a better reporting mechanism.
Besides providing the above mechanism, the Sabah
Technopreneur Online will also aim to connect the other grant
makers (government agencies, corporations, foundations, trusts)
to local technopreneurs that require grants and funding for their
researches through a knowledge portal and marketing activities.
The diagram below shows how the online service could assist
the technopreneurs and State Government across the value
chain:-
Brain Gain
Brain gain initiative is aimed at attracting Sabahan professionals
employed overseas / other states to return and work in Sabah.
Besides that, the programme is also initiated to attract new
talented and skilled individuals to Sabah. The initiative is
targeted to critical areas such as Biotechnology, ICT,
Manufacturing and the Entertainment industry. Brain Gain
247
proactively identifies and attracts these specific talents into the
country.
Objectives of the
Program
• To develop a viable and competitive local SME cluster in
Sabah.
• To equip local players with relevant knowledge and skills in
ICT and business.
• Catalysing the creation of local technopreneurs and K-SMEs
in ICT.
• To facilitate local technopreneurs in achieving economies of
scale as well as higher productivity and quality level through
specific and designated programmes.
Impact • Competitive, resilient and robust local technopreneurs
• Increased revenue and ICT industry contributions to the
GDP of the State
• Creation of Domestic Direct Investments (DDIs) as a
catalyst for Foreign Direct Investments (FDIs)
Key Implementer • Ministry of Industrial Development: Implementing agency
responsible for the overall implementation of programme
Supporting Body • Ministry of Resource Development and Information
Technology: Collaborating ministry that facilitates in
initiation cost of the establishment of the programme and
monitors the implementation of the program.
• Local Chambers of Commerce: Collaborating party involve
in promotion and marketing activities.
• Yayasan Sabah – Collaborating agency that provides
implementation support, assist in awareness campaigns and
provide financial assistance to the program.
Implementation
Timeline
• SI 4: Short Term
• SI 5: Short-term
• SI 6: Medium Term
• SI 7: Medium Term
* It is proposed that these four (4) SIs to commence within the
Short Term and Medium Term planning and run through for the
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whole duration of the blueprint as long term and continuous
initiative.
Action Plan SI 4: Non-Financial assistance
• Identify potential local technopreneurs to be included in this
program.
• Appoint coaches, mentors, consultants and trainers for
mentoring and training.
• Approach and collaborate with qualified public or private
agencies, including Centre(s) of Excellence, to facilitate
Training to the participants of the Program
• Establish effective communications with the technopreneurs
to promote and encourage them to participate in the
program.
• Review and monitor the progress of the technopreneurs on
periodical basis.
SI 5: Financial assistance
• Develop the strategic implementation plan that details out
the business model and framework, funding mechanism and
approach as well as reporting structure of the Program.
• Develop and establish selection criteria for eligible local
players.
• Approach financial institutions and discuss on fund
custodian and management.
• Appoint financial institution for fund custodian and
management.
• Invite technopreneurs to submit for application.
• Shortlist, evaluate and select qualified applicants.
• Disburse fund to successful applicants through appointed
financial institutions
• Review and monitor the program.
• Assist non-qualified technopreneurs to get grants and
incentives from other agencies.
SI 6: Sabah Technopreneur Online
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• Setup Sabah Technopreneur Online Portal and liaise with the
Ministry of Industrial Development Sabah to develop a
directory of existing and potential technopreneurs to be
included in the program.
• Develop system functionalities for local technopreneurs to
apply the assistance provided by the State Government, and
monitor status of the application through the system.
• Develop system functionalities for the State Government to
monitor the application, approval and to have a better
reporting mechanism for the program.
• Link Sabah Technopreneur Online Portal to current existing
www.sabah.edu.my to entice and encourage the youth of
Sabah to be aware of such a programme from an early start.
• Establish the Sabah Technopreneur Online Portal Content
management, operations and technical teams that are
responsible for the development, operations and
maintenance of the portal.
• Establish a marketing, liaison teams and relationship
managers that are responsible for the promotion of the
portal, liaison between Grant Makers and research
candidates
• Develop marketing and promotion campaigns for potential
Grant Makers.
SI7: Brain Gain
Identify
• Establish, maintain and update a Human Capital Database
that profiles skilled, talented individuals and monitors their
status (current residence, job position and company, skill
sets, past achievements etc.)
• Identify mission critical positions (MCP) within and out of
the country. MCP’s are individuals that hold important
positions and roles with rare skill sets and talents that are
invaluable to the country.
• Establish Skills Review Panels for each industry (ICT,
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Manufacturing, Entertainment, Biotechnology) to identify
target and required skill sets and talents
• Identify and monitor the skills gap within the country
Attract
• Establish an online network for international Subject Matter
Experts to collaborate with local talents on researches /
projects
• Lobby with government agencies and private sector to
provide research and development grants, funding and
support for specific projects. Also this initiative can also
leverage on the services a highlighted in SI5.
• Establish job networking / head hunting unit tasked to attract
foreign talent to local jobs
• Develop the Distinguished Guest Programme to invite
experts and talented individuals to the country to for talks,
workshops and project collaboration activities.
Programme
Linkages
• Sabah TechnoHub
The Sabah TechnoHub Programme is to encourage Sabah to
be aligned with the national MSC strategic plan in obtaining
a MSC status state. The Sabah Technopreneur
Empowerment Programme would leverage the proposed
incubation centre in this program.
• Kreatif AramaIT
Sabah Technopreneurs Empowerment aims to catalyse the
creation of local technopreneurs while Kreatif AramaIT
aims to exhibit the content, products of local technopreneurs
and award State ICT Award to the best local technopreneurs.
Key Performance
Indicators
• KPI 1: Number of technopreneurs who receive incentives
from the Program.
• KPI 2: Number of successful start-up companies that receive
financial incentives from the Program.
• KPI 3: Development of an effectiveness study on the
achievement and performance of those assisted
technopreneurs (E.g. products / services marketability,
sustainability, partnership).
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• KPI 4: Development of an integrated portal that covers all
functionalities (from end-to-end) related to financial and
non-financial assistance to technopreneurs.
• KPI 5: Per centage of annual growth for ICT Skilled workers
in Sabah based on ICT manpower skill areas (E.g. Hardware
Design, multimedia, Network and Security, Software
Development etc.)
Target • KPI 1 and KPI 2: Annual growth of 10% to 15% for
establishment of new start-up companies / technopreneurs in
Sabah.53
• KPI 3: Effectiveness study on the progress of the assisted
technopreneuers is developed once in 5 years.
• KPI 4: Sabah Technopreneur Online is developed and
utilised by technopreneurs, State Government and the public
at the end of year 2017.
• KPI 5: 15% annual growth of ICT skilled workers in Sabah
based on ICT manpower skill areas (E.g. Hardware Design,
multimedia, Network and Security, Software Development
etc.).54
12.2.3 Kreatif AramaIT
In the ever changing world of ICT, it is important that Sabah stay abreast with ICT
developments and continue to promote ICT usage in order to be at par with the
growth of ICT nationwide and in the region. The awareness and promotion of ICT is
vital for Sabah to bridge its digital divide, promote local ICT businesses and attract
foreign ICT talents to Sabah. Recognising the impending need for a large number of
highly skilled human resources (k-workers) in order to achieve the Vision 2020, this
initiative is also aimed to prepare the society with higher skills, knowledge and
competency level who are utilising ICT as an enabler. This initiative will be focused
on human capital development on various skill areas to support the ICT industry in
53 CAGR for new business establishment in Malaysia from 1992 – 2000 is 11.86%, and the growth is
heavily depends on the economy cycle that Malaysia goes through.
54 Annual growth of 27.9% of ICT Skilled Worker in Malaysia from 2000 to 2002 as provided by
Economic Census 2003, Department of Statistics Malaysia.
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the State as well as to create more competitive and innovative local ICT players. This
programme is mainly focused on the following key areas:
• ICT Outreach and Awareness; and
• Capacity Building.
Awareness programme should begin with an effort that can be deployed and
implemented in various ways aimed at all level of community. Awareness is the first
benefits to be measured as it takes more time for an initiatives/ projects to have an
impact on the quality of ICT as whole. Despite the enormous progress made in the
last few years, there is still lack of general awareness among the citizens of Sabah,
particularly with regard to the development aspects of ICT namely ICT literacy,
technology updates as well as bridging digital divide. Hence, this initiative also aims
at raising comprehensive awareness programme and emphasise on the importance of
ICT towards building up an information base society.
As innovation has been earmarked as the next key economic driver, it is defined that
an innovative economy (i-Economy) is based on a market driven and technology
driven approach. Both approaches ensure the market demands are fulfilled and able to
continuously create a need of supply. A market driven approach is a short or medium
term plan that aims to cater current needs, whereby, a technology driven approach is a
medium or long term plan that involves research and development (R&D) that aims to
create a new demand so that business could attain sustainable economic growth. The
market driven business concept would increase job opportunities and this would raise
the average income per person within the state of Sabah. This impact could be
considered a bottom up approach of a ‘dominos’ effect.
As published by Department of Statistics in 2008, Sabah tops the poverty list by states
in Malaysia averaging up to 23 per cent and economy models often show that with a
lower GDP, poverty is on the higher end. By creating employment opportunities and
raising the average income per person, it would help increase GDP which is in return
forecasted to lower the poverty rate. Malaysia’s growth elasticity of poverty reduction
shows that for every 1 per cent rise in mean income equates to 2.2 per cent of
reduction in poverty. However, it was noted that among the current challenges the
programme may face would be:
• Sharing of responsibility between government agencies;
• Redundant initiatives;
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• Insufficient task force;
• Monitoring roles and limitation; and
• Territorial behaviour.
As such, in relation to human capital development, the key area that would need focus
would be enhancing the education system through co-curricular activities which is in
line with the Federal Government’s initiative up to enhancing www.sabah.edu.my to
provide online education opportunities such as internships, scholarships, fellowships,
apprenticeships, employment opportunities and cooperative education for students in
high school, doctorate level and career professionals. In addition, the initiative should
also be focused on providing ICT-related trainings for the rakyat of Sabah.
The Sabah education portal will be enhanced to provide education services and
opportunities offered by various government agencies, educational institutions,
corporations and businesses. These agencies can advertise and display education
opportunities / positions available in the Sabah education portal for interested
applicants to apply online using e-forms submissions. This initiative is a one-stop
shop portal for education opportunities for students seeking to further their education
and kick start their careers. Businesses and corporations alike can advertise education
positions / opportunities at the portal and need not individually advertise on other
mediums.
In relation to capacity building, the development of local capacities is a major
challenge, the needs varying from community to community. Learning-by-doing is a
way to build up a core reservoir of talent and entrepreneurship within the local
communities. Therefore, it is proposed that the State Government to collaborate with
relevant agencies / experts in providing hands-on training in preparing the society
with higher skills, knowledge and competency level.
One of the areas that the Sabah State shall be looking at is developing the local
content. Local content is an expression and communication of a community’s locally
generated, owned and adapted knowledge and experience that is relevant to the
community’s situation. Hence, sectors in Sabah such as Tourism, Agriculture,
Logistics and Education sectors can be the potential sources of valuable content for
the Digital Content Industry, particularly for the development of applications or
websites that are related to these sectors. Kreatif AramaIT will harness the potential
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of the local talent and creativity in producing quality content for the benefit of local
community.
Program Kreatif AramaIT
Programme
Description
The Kreatif AramaIT is a designated programme which
focuses on two major area;
i. Awareness/ outreach which aims in providing
guidelines for building and maintaining a
comprehensive awareness as part of the Sabah State
ICT awareness program.
ii. Capacity Building which aims in building the local
capacity and capabilities focusing on various skill
areas in order to build up a core pool of talent within
the local communities in Sabah.
Objectives of the
Program
• To raise a comprehensive awareness programme and
emphasise on the importance of ICT towards building
up an information base society.
• To promote the principle of a lifelong learning roadmap
aimed at providing a continuous ICT education for all
citizens.
• To address the issue of bridging the digital divide.
• To establish an ICT training syllabus to promote ICT
literacy and innovative learning models giving special
attention to the underserved groups of the population
(youth, women, and people with disabilities).
• To promote ICT usage and attract new talents into
Sabah.
• To entice the return of Sabahan talents working outside
of Sabah to their state.
Implementation
Timeline
SI 8: Short Term
SI 9: Short Term
SI 10: Short Term
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SI 11: Short Term
SI 12: Short Term
SI 13: Short Term
SI 14: Short Term
SI 15: Quick-wins
SI 16: Short Term
SI 17: Short Term
* It is proposed that these SIs to commence within the Short
Term planning and run through for the whole duration of
the blueprint as a long term and on-going initiative.
Impact • Increase the community participation in ICT.
• Accelerate the ICT awareness and adoption
programmes initiated by the State Government.
• Reduce the gap of the digital divide between rural and
urban areas.
• Increased the use of ICT application / websites among
the local community.
• Creation of a talent pool of skilled, knowledgeable and
competent manpower within the ICT industry.
• Increases employment opportunities.
• Increases quality of products and services.
• Continuous process of sustainability that would ensure
employment rate is maintained or increased.
• Bring the local content industry to a higher level.
• Created more local technopreneurs that are interested in
local content creation.
Key
Implementer
• Ministry of Resource Development and Information
Technology: Implementing agency responsible for
overall implementation of program. The Ministry is also
responsible to:
− Develop policies and awareness programmes to
ensure how citizen of Sabah can be drawn closer to
ICTs aimed at maximising the benefits from ICTs
in building up an information base society.
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− Establish collaboration with the Sabah State Library
(SSL) in promoting and invest where necessary in
strengthening libraries in Sabah and its archives.
− Establish ICT training to promote ICT literacy and
innovative learning among the community.
− Develop the necessary policies that provide for
preparation and transition to a knowledge-based
society.
− Establish link with Sabah Job Portal to enable the
matching of the available skill set and employment
opportunities.
Supporting Body
• Yayasan Sabah and Kolej Yayasan Sabah: Programme
sponsor which provides implementation support, assist
in awareness campaigns and provide financial
assistance to the program.
• Sabah Computer Society (SCS): Collaborating party
that provides implementation support and assist in
developing awareness campaigns.
• Ministry of Industrial Development: Collaborating
Ministry that provides implementation support, and
conduct promotion and awareness activities to the local
technopreneurs.
• Ministry of Tourism, Culture and Environment:
Collaborating Ministry that provides implementation
support, and conduct promotion and awareness
activities to the local technopreneurs.
• Ministry of Youth and Sports: Collaborating Ministry
that provides implementation support, and conduct
promotion and awareness activities to their targeted
audience.
• Private Sectors training and technology providers that is
responsible for:
− Collaboration with the Sabah government to
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facilitate in knowledge sharing, ICT awareness and
learning for the benefit of the society;
− Assist the Sabah State to devise measures aiming at
accessibility for the underserved groups particularly
elderly, women, low income families and disabled
community.
• Ministry of Education: Federal ministry to sanction co-
curricular syllabus.
• Ministry of Higher Education: Federal ministry to
advice, assist and approve programmes of higher
learning institutes
Action Plan SI 8: ICT Outreach
• Identify/ study on other possible ICT medium (E.g.
SMS technology) to reach the target groups.
• Conduct study on the effectiveness level of the current
ICT awareness programme and propose strategic action
plan on the best-fit approach to increase the ICT
awareness level among the citizen. This initiative
includes identifying the right approach, programme and
channel to reach to different target audience.
• Launching state e-Awareness campaigns concerning
ICT usage/ benefits.
• Ministry of Resource Development and Information
Technology and/or with other government agencies to
work with local vendors to develop indigenous
information content.
• Liaison with the central management of the e-Desa and
CBC programme to extend awareness programme to the
rural areas.
• Constantly devise new ways and mechanism to outreach
the citizens and create appreciation to ICT
SI 9: ICT Symposium
• Identify target focus groups for the Symposium;
particularly within education sector and businesses.
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• Continue and enhance current on-going yearly seminars
/ workshops.
• Develop programmes based on focus ICT-related
industry (Biotechnology, ICT, Manufacturing, and
Entertainment) and education focus (E.g. online
tourism, animation, ICT career, ICT business).
• Liaise with educational institutions and the Sabah
Computer Society to invite talks from renowned
speakers as well as Sabahan talents working outside of
Sabah.
• Develop advertising campaigns for the (local / internet)
mass media.
• Conduct satisfaction surveys.
SI 10: State-wide ICT Competitions
• Develop competitions that encourage e-Culture (E.g.
digital photography, digital music, digital design, user-
created content, etc.).
• Liaise with IHLs and SCS to invite judges from
renowned speakers as well as Sabahan talents working
outside of Sabah.
SI 11: ICT Exposition
• Continue and enhance current on-going yearly
exposition (E.g. PC Fair).
• Encourage participations of local ICT businesses to
include trade fairs of local ICT related business and
services.
• Creation of Sabah ICT Award for ICT related
businesses (E.g. innovative, young entrepreneur) and
state-wide promotion.
SI 12: Building ICT literacy and innovative society
• Enhance and leverage existing ICT Training
Programme conducted by Sabah Government to
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promote ICT literacy and innovative learning among the
citizens.
• Set up mechanisms that promote collaboration among
professional, industry and training institutions so as to
build appropriate human resources capacity.
• Provide appropriate incentives to public and private
sector partners in order to ensure contribution to skills
development in the ICT sector.
• Develop the necessary policies that provide for
preparation and transition to a knowledge-based society.
• Develop a resource pool to facilitate the matching on
the demand of k-workers from the private and public
sector supply.
SI 13: ICT innovative education programme (IIEP)
The IIEP aims to embed creative thinking within the
education system itself in order to promote innovativeness
at an early stage. The action plans suggested are as follows:
• Identify pilot schools (based on location or current
infrastructure facility) for IIEP with collaboration and
support with Ministry of Education.
• Establish co-curriculum syllabus that would help
harness students’ creativity and innovativeness.
• Identify a work force by qualification or/and training
current teachers to enable delivering established
syllabus.
• Furnish pilot schools with sufficient infrastructure
facilities such as desktops, web cams and internet
connectivity that would help support the objective of the
program.
• Establish a governance team that conducts post
implementation review on IIEP before the initiative is
spread state wide.
SI 14: Industrial training
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Industrial trainings would allow the potential workforce to
gain hands on experience. Among the action plans
recommended are:
• Establish policies that promote industrial training as a
mandatory requirement at all institutes of higher
learning (government and private).
• Encourage organisations to accept students for
industrial training by providing incentives that would
create a win-win situation.
• Establish a feedback communication to ensure the
programme benefits the industry.
SI 15: Sabah Education Portal Enhancement
• Enhance the Sabah Education portal
www.sabah.edu.my to provide online opportunities such
as internships, scholarships, fellowships,
apprenticeships and cooperative education for students
in high school, doctorate level and career professionals.
• Establish and update information links to government
institutions, agencies, businesses, educational
institutions and corporations offering internships,
scholarships etc.
• Establish liaison teams and relationship managers that
are responsible for the promotion of the portal and
liaising with corporations, government agencies and
institutions offering education opportunities.
• Develop marketing and promotion campaigns at schools
and educational institutions on the Sabah Education
portal as a one stop centre for educational opportunities
and services.
• Develop marketing programmes targeted at businesses,
government agencies and corporations to advertise
educational opportunities on the Sabah Education
Portal.
• Develop flyers, brochures and informational kits for
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educational institutions, universities and schools.
• Develop advertisements for the mass media.
SI 16: Strengthening the local skills base and enhancing
local content
• Identify content creators from local communities and
core sectors and provide platform to exhibit the content
created by the content creators. (E.g. events,
exhibitions, competitions)
• Establish “best local digital content” awards or similar
schemes to further encourage the participation among
the local players.
• Create evaluation criteria in determining the quality
level of content to be developed by content creators.
• Provide location or facilities (incubator) for the purpose
of local content training for the technopreneurs
(integration with Programme ‘Sabah TecnoHub).
• Establish collaboration with experts / trainers to provide
trainings to local content creators.
• Conduct study and identify the needs and interests of
the local community in using ICT products /
applications.
• Collaborate with experts / trainers in providing ‘know-
how’ knowledge in incorporating the local languages
into the content.
• Provide incentives to those content creators who
incorporate local languages into the content.
SI 17: Engaging in joint action
• Identify related players / sectors that share the same
interests for collaboration.
• Set up a taskforce/ agency to coordinate the efforts
between the sectors, manage the shared infrastructure
and provide the guidelines and best practices for local
players.
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• Create a knowledge portal that will be a platform for
collaboration and knowledge transfer.
Programme
linkages
• e-SabahWomen
This programme is linked with e-SabahWomen as the
programme aims at bridging the digital divide and
developing creating awareness among all community in
Sabah.
• e-Desa Empowerment
This programme is linked with e-Desa Empowerment
as both programmes are aimed at bridging the digital
divide and creating ICT awareness in Sabah.
Key Performance
Indicators
• KPI 1: Number of annual e-Awareness campaigns in the
State
• KPI 2: Per centage of annual increase of ICT
symposium participants
• KPI 3: Per centage of annual ICT symposium
participant satisfaction
• KPI 4: Per centage of annual increase of ICT
competition participants
• KPI 5: Per centage of annual ICT competition
participant satisfaction
• KPI 6: Per centage of annual increase of ICT exposition
participants
• KPI 7: Per centage of annual ICT symposium
participant satisfaction
• KPI 8: Per centage of annual increase of ICT industrial
trainees completed the training program
• KPI 9: Per centage of annual increase of website usage
(comments, activities by users) on the knowledge portal
• KPI 10: Per centage of annual decrease of rural areas
versus urban areas’ knowledge of ICT (digital divide).
• KPI 11: Per centage of annual increase of local content
creation technopreneurs
• KPI 12: Per centage of annual increase of awards won
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for quality of ICT products and / or services (including
local content) by local technopreneurs
It is also recommended that the per centage of broadband
penetration rate can be utilised to measure the effectiveness
and impact of the ICT Outreach and Human Capital
development programmes conducted as recommended
within this Program. Please refer to Program: Infra 2015 for
the targeted broadband penetration rate for the State.
Target • KPI 1: 3 annual e-Awareness campaigns in the State
• KPI 2: 5 per cent annual increase of ICT symposium
participants
• KPI 3: 85 per cent of annual ICT symposium participant
satisfaction
• KPI 4: 5 per cent annual increase of ICT competition
participants
• KPI 5: 85 per cent of annual ICT competition
participant satisfaction
• KPI 6: 5 per cent annual increase of ICT exposition
participants
• KPI 7: 85 per cent of annual ICT symposium participant
satisfaction
• KPI 8: 5 per cent annual increase of ICT industrial
trainees who completed the Program
• KPI 9: 5 per cent annual increase of website usage
(comments, activities by users) on the knowledge portal
• KPI 10: 10 per cent of annual decrease of rural areas
versus urban areas’ knowledge of ICT (digital divide)
• KPI 11: 5 per cent of annual increase of local content
creation technopreneurs
• KPI 12: 5 per cent of annual increase of awards won for
quality of ICT products and / or services (including
local content) by local technopreneurs
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12.2.4 Sabah Agro Knowledge Portal
Agriculture is one of the biggest contributors to Sabah’s GDP ranking in an average
of RM4 billion yearly and encompasses 28 per cent of the total GDP share. With a
growth rate of 6 per cent per annum, Sabah’s agriculture GDP surpasses Malaysia’s
agriculture growth rate which demonstrates the potential for Sabah to be the Centre of
Excellence for agriculture in the near future55. The exploitation of ICT is vital to spur
the development and growth of Sabah’s agriculture sector.
e-Agriculture is an emerging field that drives the enhancement and development of
the agricultural sector through the application of ICT processes. e-Agriculture enables
the management of vital agricultural information, provides effective communications
for key agriculture stakeholders for appropriate decision-making and spurs business
development within the sector. Realising the advantages, countries and states around
the globe have adopted e-Agriculture for the development and growth of their
agriculture sectors. To state some examples, the Australian Government has
developed their own Agro Portal to provide services for their agricultural, fisheries,
processed food and forestry industries56. Several states in Philippines have launched
the e-Agriculture aimed at enhancing the delivery of accurate agriculture and fisheries
information to users or stakeholders for appropriate decision-making and business
development57. It is believed that Sabah would stimulate growth in the agriculture
sector through e-Agriculture.
Program Sabah Agro Knowledge Portal
Programme
Description
The Sabah Agro Knowledge Portal is an electronic portal that
is a one stop centre for Sabah’s agriculture stakeholders that:-
• Provides vital agricultural data and information for the
management of key agricultural phases (Crop cultivation,
Water management, Fertilizer Application, Pest
management etc.).
• Acts as catalyst for agricultural business development
through innovative services offerings.
55 Sabah Development Corridor Blueprint pg.12
56 http://www.agriculture.gov.au/
57 http://www.igovernment.in/site/philippines-launches-e-agriculture-programme
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• Provides an E-Marketplace where agriculture equipment
and materials suppliers can promote their products and
services to plantation, farm and land owners.
• Provides a Private Electronic Market where potential
buyers / importers can bid for agriculture produce directly
to land owners.
• Acts as a communication channel between stakeholders.
� Supplies agricultural research information.
� Improves processes and phases within the sector.
The Sabah Agro Knowledge Portal consists of several service
offerings:
1. Agriculture Best Practices
The portal offers latest information on best practices,
standards, methods and techniques on agricultural main
phases such as Crop cultivation, Water management,
Fertilizer Application, Pest management, Harvesting,
Post harvest handling, Transporting of food/food
products and Packaging. This information helps
agriculture land owners better manage their plantations,
estates and livestock through applying the latest and
effective methods and techniques in the portal. The portal
also acts as a channel for farmers and plantation owners
to seek advice and guidance from subject matter experts.
It is recommended that the agro portal also links with the
DAVETSA (Databank Veterinar Sabah) portal to provide
land owners with best practice information in managing
livestock and veterinarian services.
2. Research and analysis
The Sabah Agro Knowledge portal provides research reports,
whitepapers, statistics and analysis on agriculture produce
(E.g. oil palm, rubber). The portal will be linked to
research institutes and organisations such as the RRIM
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(Rubber Research Institute of Malaysia) and Palm Oil
Research Institute of Malaysia (Porim) as well as other
relevant Federal and State agencies for the latest
information on biotechnology, crop genetics, cross
breeding of produce and other information.
3. Private Electronic Market (PEM)
A PEM uses the internet to connect a limited number of pre-
qualified buyers and sellers in one market. This function is
within the Sabah Agro Knowledge portal that enables
buyers to have direct access to bid directly for Sabah’s
agricultural produce. The core idea of PEMs is to create
competition among buyers/sellers while allowing
buyers/sellers to adjust all those aspects of the deal that
are typically only dealt with in a negotiation. This will
attract more potential buyers / importers as it provides
ease of doing business and a fast and effective way of
obtaining product/stock information. The PEM enables a
faster time to market for sellers and an efficient way of
trading agriculture products.
The agro portal also leverages on DAVETSA to provide
land owners with pricing information, livestock data
analysis and online Department of Veterinary Services
and Animal Industry (DOVSAI) certification forms.
4. e-Marketplace
Sabah Agro Knowledge portal provides an e-Marketplace
where equipment providers, suppliers and other
agriculture vendors can promote their latest products and
services for plantations, farms, and aquaculture. This
provides buyers with a one stop shop for all equipment
and supplies for their agricultural activities. Furthermore,
this function has the potential to generate revenue for the
Sabah State as vendors can be charged a nominal fee for
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advertising their products and services within the portal.
5. Agricultural Start-ups
The portal would consist of information, start up kits and
application processes for beginners who plan to venture in
the agriculture sector. Information on grants, loans,
financial assistance, advisory services, policies and
procedures, rules and regulations and other information
provided by the Sabah Ministries on agriculture would be
included in the portal.
6. News and Updates
Sabah Agro Knowledge provides the latest market news,
updates and analysis on various agriculture produce.
Information on the commodity market and trade
information would be included in the portal. Pricing
information, trader talks and analysis would be displayed
on the portal.
7. Climate and Weather
Information on the weather and climate would be displayed
on the portal such as weather forecasts, storm warnings,
monsoon season, and forest fires.
Objectives of the
Program
• To enhance the productivity of agricultural sector through
the application of agriculture best practices.
• To increase Sabah’s agricultural exports by providing
potential importers / buyers better access to Sabah’s
agriculture market.
• To improve the management of plantations, farms, estates
through the use of high quality materials and equipment.
• To promote Sabah as a trade centre for agricultural
products through agriculture Private Electronic Markets
(PEM).
• To create new employment opportunities and promote
agriculture activities.
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• To provide high yielding agricultural produce through
effective R&D.
• To increase the quality of agriculture goods and products.
Impact • Increase in exports from agriculture goods.
• Increase in Sabah’s GDP from agriculture contributions.
• Increase in employment opportunities for rural population.
• Increase in average income of citizens involved in
agriculture activities.
• Increase in quality of agriculture products.
• Attract new agriculture exploration and activities whilst
encourage other state entrepreneurs to start up agricultural
businesses in Sabah that would contribute to the GDP
growth.
• Increase in trade and business in agriculture.
Key Implementer • Ministry of Agriculture and Food Industry: Implementing
agency responsible for the overall implementation of
programme
Supporting Body • Ministry of Resource Development and Information
Technology: Collaborating ministry that provides the
technical resource and expertise to develop the program
Implementation
Timeline
• SI 18: Short-Term
• SI 19: Short-Term (long term and continuous initiative)
Action Plan SI 18: Sabah Agro Knowledge Portal Setup
• Setup Sabah Agro Knowledge portal and to populate the
appropriate information and data according to agricultural
produce categories.
• Provide the appropriate links to agricultural institutes,
ministries and other portals.
• Setup e-Services within the portal (e-marketplace, Private
Electronic Market).
• Establish the Sabah Agro Knowledge Portal content
management, operations and technical teams that are
responsible for the development, operations and
maintenance of the portal.
269
• Establish a marketing, liaison teams and relationship
managers that are responsible for the promotion of the
portal, liaison between agricultural stakeholders and
marketing of portal services.
SI 19: Sabah Agro Knowledge Portal awareness
• Develop awareness campaigns to the agricultural
community on the portal, its functions and benefits.
• Promote the portal to agriculture suppliers, equipment
providers and vendors as a space to promote their products
and services.
• Develop flyers, brochures and informational kits for
potential buyers / importers to use the Sabah Agro
Knowledge portal services such as the Private Electronic
Market.
• Develop advertisements for the mass media.
Programme
Linkages
• Advanced Manufacturing Programme (AMP)
This programme is linked with the Sabah Agro
Knowledge Portal so manufacturers can gain direct access
and acquire agriculture produce through the Private
Electronic Market.
• Supply Chain Network
This programme is linked with the Sabah Agro
Knowledge Portal to identify the supply of agriculture
produce to meet the demands of potential importers/
buyers
Key Performance
Indicators
• KPI 1: Number of annual publication of Sabah Agro
Knowledge Portal related materials (E.g. website,
brochures)
• KPI 2: Number of Sabah Agro Knowledge Portal
Awareness campaigns in the state of Sabah
• KPI 3: Per centage of annual increase of website hits on
Sabah Agro Knowledge Portal
• KPI 4: Number of Balance of Trade for Sabah’s
Agriculture Produce
270
• KPI 5: Per centage of agriculture productivity indicator to
monitor the application on Good Agriculture Practices
(GAP)58 as well as to gauge the sustainability of the
farmers and agropreneurs
• KPI 6: Per centage of annual increase of sales volume
throughout the agriculture value chain via the electronic
market (knowledge portal)
• KPI 7: Number of agriculture sector’s GDP contribution
• KPI 8: Number of value of agricultural exports
Target • KPI 1: 5 annual publications of Sabah Agro Knowledge
Portal related materials (E.g. website, brochures)
• KPI 2: 2 annual Sabah Agro Knowledge Portal Awareness
campaigns in the state of Sabah
• KPI 3: 5 per cent annual increase of website hits on Sabah
Agro Knowledge Portal
• KPI 4: Reduce negative balance of trade of food by 60 per
cent from RM955 million to RM353 million (an annual
average improvement by decrease of RM40.133 million
negative balance trade of food) by year 202559.
• KPI 5: 70 per cent of the application on GAP60 within the
agriculture productivity indicator by the farmers and
agropreneurs registered with Sabah Agro Knowledge
Portal are achieved to guarantee their sustainability.
• KPI 6: 15 per cent of agricultural sales volume throughout
the agriculture value chain will be conducted via the
electronic market (knowledge portal)61 by year 2025 (an
average increase of 1 per cent) due to ease of use and
58 Sabah Development Corridor, chapter 3.3 page 78
59 Sabah Development Corridor, chapter 1.2, page 20
60 Good Agriculture Practice
61 Bridging the rural digital divide November 2005 by Food and Agriculture Organisation of the United
Nations, Goldman Sachshad estimated that 12% of all agricultural sales in the U.S. would be conducted
over the Internet in 2004, compared to only 4% in 1999.
271
connectivity to suppliers and / or clients.
• KPI 7: Multiply agriculture sector’s GDP contribution by
4.1 times from RM4.1 billion to RM17 billion (an annual
average increase of RM860 million) by year 202562.
• KPI 8: Increase total value of exports from RM9.1 billion
to RM60 billion by year 202563.
Figure 109: Sabah e-Agro Services
12.2.5 Advanced Manufacturing Programme (AMP)
Sabah is endowed with abundance of raw materials, natural resources, fertile lands
and is strategically located for export activities in the region. This holds immense
potential for Sabah to evolve into a manufacturing giant in the region. In order to
spearhead growth in the manufacturing sector, the Sabah state has developed the Kota
Kinabalu Industrial Park (KKIP) that offers a dedicated and integrated infrastructure,
reliable utilities and ready built factories for manufacturers. However, the
manufacturing sector in Sabah is still in its infancy with small scale productions of
sawn timber, veneer, plywood, wooden mouldings, uncoated printing and writing
paper, processed palm oil, methanol, furniture and electrical appliances by mainly
Small and Medium Scale Industries.
62 Sabah Development Corridor, chapter 1.2, page 20
63 Sabah Development Corridor, chapter 1.2, page 20
Agriculture Best Practices
Research & Analysis
Private Electronic
Market
e-Marketplace
Agriculture Start-ups
News &
Updates
Climate & Weather
Provides buyers with one stop shop for
all equipment and supplies for their
agricultural activates
Provides research reports,
whitepapers, statistics and
analysis on agriculture
produce
Connect a limited
number of pre-qualified
buyers and sellers in one
market
Offers latest information on best
practices, methods and techniques on
agricultural main phases
Consists of information, start-up kits and
application processes for beginners who
plan to venture in the agriculture sector
Provides latest market
news, updates and
analysis on various
agriculture produce
Provides information on
weather forecasts, storm
warnings, monsoon
season, forest fires etc.
Sabah e-Agro
Services
272
A modern and developed manufacturing sector in Sabah has the promise of increasing
manufacturing output, reducing operational costs and enabling mass production of
manufactured products. Recently, the application of ICT in manufacturing has
enabled manufacturers to efficiently integrate, automate and streamline manufacturing
processes. This has enabled manufacturers to maximise productivity and efficiency
whilst minimising costs of operations.
It is believed that Sabah could benefit from leveraging integrated advanced
manufacturing systems that utilise the latest Information and Communications
Technology to achieve greater efficiency and productivity in manufacturing.
Program Advanced Manufacturing Programme (AMP)
Programme
Description
The AMP aims to enhance Kota Kinabalu Industrial Park’s
(KKIP) manufacturing processes and facilities by
implementing Computer Integrated Manufacturing (CIM).
Computer Integrated Manufacturing (CIM) is a collection of
technologies to automate manufacturing processes, enables
rapid response to product changes, fasten manufacturing
processes and minimise errors and defects. CIM leverages and
implements ICT in manufacturing in which key manufacturing
components such as engineering, production, marketing and
support functions are integrated and automated.
In a CIM system, processes such as design, analysis, planning,
purchasing, cost accounting, inventory control and distribution
are integrated with factory floor functions such as materials
handling and management providing direct control and
monitoring of all process operations64.
CIM also enables Rapid Prototype Manufacturing services,
where prototypes could be designed and customised through
digital 3D imaging before being manufactured. This
programme will require the partnerships and collaboration
between KKIP, Government ministries and manufacturers for
64 International Journal of Computer Integrated Manufacturing
273
successful implementation.
Figure 110 depicts the overall framework of CIM will be
employed by the Advanced Manufacturing Programme in
KKIP.
Objectives of the
Program
• To establish Sabah as the manufacturing giant in the
region.
• To boost productivity output of manufacturing.
• To achieve cost efficiency through shared resources.
• To minimise the cost of transportation.
• To attract more FDIs into Sabah.
• To attract world class manufacturing companies to start
businesses in Sabah.
• To increase Sabah’s manufacturing GDP contribution.
• To cultivate high-skilled manpower for manufacturing.
Impact • Increase in foreign investment in Sabah’s manufacturing
sector.
• More new manufacturing businesses start-ups in Sabah.
• Increase in employment opportunities in manufacturing
sector.
• Better skilled manpower in manufacturing.
Key Implementer • Ministry of Industrial Development (Department of
Industrial Development, KKIP Sdn. Bhd.)
− Implementing agency responsible for overall
implementation of programme
− Provide Financial Assistance / grants to manufacturers
for pilot implementation of CIM
− Provide implementation support and coordination
Supporting Body • Federation of Sabah Manufacturers: Collaborating agency
which is responsible:
− To provide financial assistance to manufacturers for
programme implementation;
− To assist manufacturers in CIM pilot implementation;
and
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− To provide research and expertise in programme
implementation
• Ministry of Resource Development and Information
Technology: Collaborating ministry which is responsible
to provide specialist knowledge and expertise on key
manufacturing technological implementation areas. The
Ministry will also provide IT System implementation and
support services to the Program.
Implementation
Timeline
• SI 20: Short term
• SI 21: Short to Medium Term
• SI 22: Short to Medium Term
Action Plan S20: Requirement Identification and Pilot
• Develop partnerships with manufacturers to participate in
pilot exercise.
• Identify requirements (devices, equipments and systems)
and functional specifications for implementation.
• Identify implementation costing.
• Conduct cost benefits analysis and feasibility studies.
• Identify equipment, system vendors and service providers.
• Develop detailed implementation, testing and migration
plans.
SI 21: Computer Integrated Manufacturing Framework
• Develop (CIM) Computer Integrated Manufacturing
framework for implementation in KKIP.
• Identify requirements and set up key components required
within CIM
o Computer Aided Techniques - (Computer Aided
Manufacturing, Computer Aided Design, Computer
Aided Quality Assurance, Production Planning and
Control, Computer Aided Process Planning and
Computer Aided Engineering)
o Devices and Equipments – (Monitors and Interfaces,
Network and Controllers, Machinery and Control
tools and Industrial Robotics)
275
o Technologies and Systems – (Manufacturing
Operations Management System, Enterprise
Resource Planning, Flexible Manufacturing System,
SCADA – Supervisory Control And Data
Acquisition, ASRS – Automated Storage and
Retrieval System)
• Establish technical teams that will be responsible for the
management and monitoring of CIM in KKIP.
• Conduct CIM training and awareness sessions for
manufacturing personnel in KKIP
SI 22: Rapid Prototype Manufacturing Services
• Include prototype specifications within CIM.
• Allocate a dedicated area / floor space for prototyping
development.
• Develop marketing and promotion campaigns for
prototyping services offered by manufacturers.
Programme
Linkages
• Sabah Agro Knowledge Portal
This programme is linked with the Advanced
Manufacturing Programme as manufacturers can identify
agriculture produce available for manufacturing
• Supply Chain Network
This programme is linked with the Advanced
Manufacturing Programme to identify the demands of raw
materials for imports and identify the supply of
manufacturing products available for export.
Key Performance
Indicators
• KPI 1: Development of feasibility study report
• KPI 2: Number of CIM training participants
• KPI 3: Number of Computer Integrated Manufacturing
Network participants
• KPI 4: Number of commercialised or certified products
(before going to market) produced within manufacturing
sectors
• KPI 5: Number of prototypes produced
• KPI 6: Per centage of manufacturing sector’s GDP
contribution
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• KPI 7: Number of annual Original Equipment Design
(OEM) versus number of Original Equipment
Manufacturer (OEM) designs and concept developed
• KPI 8: Number of increase of capital investments
• KPI 9: Number of worker employment increase within the
manufacturing sector
• KPI 10: Number of increase of manufacturing workforce
with tertiary education
Target • KPI 1: 1 feasibility study report developed
• KPI 2: 100 of annual CIM training participants
• KPI 3: 100 of annual Computer Integrated Manufacturing
Network participants
• KPI 4: 10 of annual commercialised or certified products
(before going to market) produced
• KPI 5: 10 of annual prototypes produced
• KPI 6: 5 per cent of annual increase of manufacturing
sector’s GDP contribution.
Based on GDP by State and Kind of Economic Activity,
2006 statistics by Department of Statistic Malaysia, it is
noted that the manufacturing sector contributed around 8
per cent of the total GDP of the State.
• KPI 7: 3 of annual Original Equipment Design (OED)
versus 10 of annual Original Equipment Manufacturer
(OEM) designs and concept developed with the
assumption that it is harder to create an OED compare to
OEM, and it is easier to enhance and OED into and OEM.
• KPI 8: Increase of capital investments from RM208
million (2006) to RM2.96 billion by 202565 with the
assistance from foreign investment for new innovative
products produced
• KPI 9: Enhance employment in the manufacturing sector
from 135,000 workers to 228,705 workers by year 202566
through the creation of new jobs due to the development of
65 Sabah Development Corridor, chapter 1.2, page 21
66 Sabah Development Corridor, chapter 1.2, page 21
277
new manufacturing entrepreneurs
• KPI 10: Increase proportion of manufacturing workforce
with tertiary education from under 10 per cent in year 2005
to 45 per cent by year 202567 due to the rise of interest to
be in the manufacturing line due to the lower start-up cost
(E.g. prototype facility incentive)
Figure 110: CIM Framework
12.2.6 Supply Chain Network
Logistics plays a crucial role in developing Sabah into an industrial and international
trade hub. Currently, the logistics sector in Sabah is still in its development phase
with little automation, lack of tracking / monitoring capabilities and not integrated to
other key sectors such as manufacturing, agriculture and forestry. Due to the non-
integration between sectors, container volumes at ports are insufficient with import
cargos exceeding export cargos hence resulting in high freight rates. These factors
have affected the development of industries and trade in Sabah.
The implementation and practice of a Supply Chain Network is vital in synchronising
supply with demand and spurring growth in Sabah’s industries. Supply Chain
Network is defined as the integration and synchronisation of all activities/processes
67 Sabah Development Corridor, chapter 1.2, page 21
278
across key sectors (manufacturing, agriculture, logistics etc.) in a supply chain as
listed below in order to create a demand driven market and a networked economy.68
� Supporting systems (Order Management Systems, Warehouse Management
System, Transportation Management Systems, and Inventory Management
Systems etc.)
� Physical locations (manufacturing plants, storage warehouses, major
distribution centres etc.),
� Transportation modes (container ships, cargo planes etc.)
The implementation of Supply Chain Management in Sabah will result in cost
efficiency and productivity maximisation of Sabah’s Industries. This is due to the fact
that these industries will be networked and will function in synchronisation with
supply and demand. Through this synchronisation, there will be a reduction in stock
overruns and an increase in the time to market of industry products. This initiative
will directly revolutionise Sabah’s industries to be more competitive in the regional
market directly increasing trade & transhipment activities in Sabah’s ports.
Program Supply Chain Network
Programme
Description
The Supply Chain Network programme aims to synchronise
and integrate all activities/ processes across key sectors
(manufacturing, agriculture, logistics etc.) in Sabah’s supply
chain in order to create a demand driven market and a
networked economy in Sabah. The programme will provide
systemic strategic coordination and tactics across key sector
functions within Sabah’s supply chain, for the purposes of
improving sectors long-term performance (Supply Chain
Governance).
The functions of Supply Chain Network include:
1. Integrating processes/ activities between all key sectors in
Sabah (agriculture, manufacturing, mining, logistics,
forestry) in order to synchronise supply with demand and
imports with exports
2. Hosts the Supplier Chain Management system which
68 Supply Chain Architecture by William T. Walker (2004)
279
integrates and links key sectors systems (Warehouse
Management System, Transportation Management
System, e- Agriculture Systems) in order for all sectors to
have access to information such as available stock / raw
materials, cargo load/schedules, product development,
work in progress, purchase orders and others. Figure 111
depicts the Supply Chain Network.
3. Offer Extended Enterprise solutions to potential buyers /
importers through the Supply Chain Management System.
An Extended Enterprise is a loosely coupled, self-
organising network of sectors that combine their
economic output to provide products and services
offerings to the market.69 This function is an internet
based service where buyers/ importers can order
customised products and pay a onetime fee for their
materials to be stocked, manufactured, packaged and
shipped to them. This function creates ease of doing
business compared to the traditional method where buyers
had to deal individually with agricultural owners,
manufacturers, distributors and shipping ports for their
goods to be delivered to them. Figure 112 highlights the
graphical extended enterprise solution.
Objectives of the
Program
• To achieve cost efficiency in terms of optimisation in
cargo and container loads.
• To ensure imports does not exceed exports.
• To increase Sabah’s exports.
• To spur growth in Sabah’s industrial sectors.
• To increase transhipment activities in Sabah.
• To provide packaged services to importers.
• To promote Sabah as a regional trade hub.
Impact • Increase transhipment activities at Sabah’s ports.
• Improve time to market.
• Reduction in cost of shipping and cargo handling.
69 Jeanne Ross et al. (2006) Enterprise Architecture As Strategy: Creating a Foundation for Business
Execution, Cambridge, Harvard Business School Press
280
• Better management of cargo and shipping schedules.
• Increase in trade which leads to growth for Sabah.
Key Implementer • Ministry of Industrial Development: Implementing
ministry that is responsible:
− To assist in developing policies and guidelines for
Sabah Supply Chain Network and formation of Supply
Chain committees
− To facilitate the integration of industries Knowledge
Management Systems and databases to the Supply
Chain Network
• Sabah Ports Authority (SPA): Implementing agency
responsible for overall implementation of programme
Supporting Body • Sabah Ports Sdn. Bhd.: Collaborating agency for
implementation and integration of Ports Management
system, Shipping Management. Systems and Logistics
system to the Supply Chain Network
• Ministry of Agriculture and Food Industry: Collaborating
ministry for integration of Agro Portals and agriculture
knowledge management systems to the Supply Chain
Network.
• Ministry of Resource Development and Information
Technology: Collaborating agency that is responsible to
provide specialist knowledge and expertise on key
technological implementation areas
• Ministry of Infrastructure Development: Supporting
ministry that coordinate implementation of Supply Chain
Network throughout key industry sectors.
Implementation
Timeline
• SI 23: Short Term
• SI 24: Medium Term
Action Plan SI 23: Strategic Planning and Requirements Identification
• Identify requirements and develop functional
specifications for the implementation of Supply Chain
Network.
• Develop detailed Implementation Strategy and Action
281
Plans.
• Identify key roles and responsibilities between parties
involved.
• Conduct feasibility studies and cost benefit analysis.
Identify costing and budget allocations.
SI 24: Supply Chain Network Setup
• Setup a centralised Supplier Chain Management System
that integrates with each sector’s systems (Warehouse
Management. System, Transportation Management
Systems, Agro portal)
• Analyse sectors processes and integrate and standardise
them into a central process
• Setup web portal for buyers / importers to request
packaged solutions for their products
• Identify the key personnel from the relevant ministries to
be a part of the committee
• Appoint liaisons for each sector in Sabah.
• Obtain government approvals and setup committee.
• To develop policies and guidelines on SCM Committee.
• To promote and conduct awareness sessions to sectors,
general public and potential importers.
Programme
Linkages
• Advanced Manufacturing Programme (AMP)
The Supply Chain System is synchronised with
manufacturers systems (E.g. distribution and inventory
systems) to determine supply of manufacturing products
for export
• Sabah Agro Knowledge Portal
The supply chain network is integrates with the Sabah
Agro Portal to determine the demand and supply of
agriculture produce
Key Performance
Indicators
• KPI 1: Development of feasibility study report
• KPI 2: Development of centralised Supplier Chain
Management System
282
• KPI 3: Number of Twenty feet Equivalent Units (TEU)
handled at Sabah Ports
Target • KPI 1: 1 feasibility study report developed
• KPI 2: 1 centralised Supplier Chain Management System
developed
• KPI 3: Increase of Twenty feet Equivalent Units (TEU)
handled at Sabah Ports from 226,721 in 2006 to 551,100
in year 2012 to 1.5 million by year 202570.
Figure 111: Supply Chain Network
70 Sabah Development Corridor, chapter 1.2, page 19
283
Figure 112: Extended Enterprise Solution
12.2.7 Trek Sabah
Tourism is one of Sabah’s key economic drivers with it being the third largest
contributor to its economy. Sabah has a great potential to evolve into the preferred
leisure tourism destination in the region due to its rich natural resources, culture and
heritage.
As per alignment with one of Sabah Development Corridor’s intention to create a
tourism based on an exclusive holiday home destination and to target high-yield and
long stay visitors, it is suggested for the State of Sabah to consider the implementation
of Trek Sabah programme to promote business tourism. Business tourism is another
catalyst to the development of the tourism industry. Many states and countries build
convention centres, hosts business exhibitions and develop business travel incentives
to attract organisations to host retreats and business engagements in their countries.
These business events not only boost the number of visitors but also help promote the
284
host country as a conference, seminar or retreat destination to organisations
worldwide.
Furthermore, numerous studies have shown that most business travellers will return
with their families as leisure visitors to destinations they have enjoyed visiting on
business. The benefits from business tourism have made it a popular development
sector among states / countries, to the extent that it has evolved into a market of its
own called the Meeting, Incentives, Conferences, and Exhibitions (MICE) market.
Sabah has already kick started its development into penetrating the MICE market with
projects such as the Jesselton Waterfront and Kinabalu Integrated Convention Centre
(KICC) which is currently in the midst of development at the point of writing. With a
booming business tourism sector complementing a strong leisure tourism sector,
Sabah will be in line to achieve its vision in becoming the most liveable place in Asia.
However, Sabah faces some challenges that if left unchecked will hamper its progress
in achieving this vision. Base on our findings as well as from the Sabah Development
Corridor, it is noted that inefficient information distribution, tourist maps, public
transportations and ICT infrastructure are some of the major complaints among
tourists in Sabah, which will be addressed by this proposed programme as detailed
below:
Program Trek Sabah
Programme
Description
Trek Sabah is a programme that will enhance tourism services
and encourage business tourism in Sabah. It aims to improve
tourism information distribution (as well as tourist maps), ICT
infrastructure and websites. This programme will focus on
tourist ICT touch points which are described in the framework
as depicted in Figure 113.
Objectives of the
Program
• To create a more tourist-friendly Sabah.
• To improve tourism facilities and infrastructure.
• To increase stakeholders’ knowledge and understanding
of tourism issues, contributions and impacts.
Impact • Increase visitors’ satisfaction.
• Increase awareness of tourism issues, contributions and
impacts.
285
• Increase of (business) tourists in Sabah.
Key Implementer • Ministry of Tourism, Culture and Environment:
Implementing agency responsible for overall
implementation of program
Supporting Body • Ministry of Resource Development and Information
Technology: Collaborating agency that provides technical
and ICT expertise for programme implementation.
• Sabah Tourism Board: Collaborating agency responsible
for marketing and promotion of this program.
Implementation
Timeline
• SI 25: Short Term
• SI 26: Short Term
Action Plan SI 25: Sabah Access
• Conduct feasibility study on creation of interactive tourist
maps (and even the possibility of creating random treasure
hunt for visitors) via information centre kiosks, Google
maps and websites.
• Integrate interactive tourist maps compatibility with GPS
devices and smart phones and consider the possibility of
the creation of GPS audio tours.
• Upgrade and enhance current tourism related government
websites to web2.0 (minimum)
• To create and enhance current tourism website system that
allows for tourists to create their own tours based on
suggested recommended time (E.g. Gaya Street Tamu is
only available on Sunday morning), venue and logistics.
• To create and enhance current tourism website system that
is intelligent enough to point users to products (E.g. where
to buy handicraft) or services (E.g. eco-travel, kayaking)
that they might actually be glad to discover and buy71 by
recommending:
o similar to what they are currently searching for;
o related to what they have searched for or clicked on at
any time in the past; and/or
71 See example such as www.amazon.com
286
o printed out by other people (if at kiosks) who have
searched for what they were looking for.
• Encourage and create incentives for tourist agents to
upgrade their websites.
• Update yearly tourist calendar into other popular sites
(E.g. Google calendar, Facebook calendar application) as
well as a few other government related websites.
• Develop a system that tracks tourist recommendation or/
and complaint to act as one of the possible indicator for
agent’s license renewal.
• Improve on local ICT infrastructure especially WiFi
connectivity (for boardrooms, convention centre).
• Include SMS services for the tourist information directory
as well as tourist complaints/recommendations and
tracking system.
SI 26: Marketing, Promotions and Advertising
• Promote and market team-building services available in
Sabah (via brochures, mass media, website and
informational kits at kiosks) as part of the bundle package
with the business conference package.
• Create public/business tourism ICT awareness to
encourage more inflow of businessmen to Sabah via
creative advertisements and incentives.
Programme
Linkages
SmartCity@KK
Alignment with the deployment of Tourist Information Kiosk
around the city of Kota Kinabalu.
Key Performance
Indicators
• KPI 1: Number of Trek Sabah advertising conducted
• KPI 2: Per centage of annual increase of website hits
• KPI 3: Per centage of annual increase of printout materials
done at kiosks / websites from users
• KPI 4: Per centage of user satisfaction
• KPI 5: Per centage of annual increase of the volume of
transaction conducted online
• KPI 6: Per centage of annual increase of technology based
287
tourism entrepreneurs (including bloggers)
Target • KPI 1: 5 annual Trek Sabah advertising conducted
• KPI 2: 10 per cent annual increase of website hits
• KPI 3: 10 per cent annual increase of printout materials
done at kiosks / websites from users
• KPI 4: 85 per cent of user satisfaction
• KPI 5: 10 per cent of annual increase of the volume of
transaction conducted online
• KPI 6: 5 per cent of annual increase of technology based
tourism entrepreneurs (including bloggers)
Figure 113: Trek Sabah - Tourist ICT Touch points
12.2.8 u-Savvy Government
In today’s information networked world, the grasp and mastery of ICT skills are key
to drive economies in states and countries. The State Governments as key drivers
must equip themselves with the necessary ICT skills and knowledge to spur ICT
development in their respective states. It is also crucial that The State Government to
ensure their personnel are well equipped with the ICT skills required in order to drive
e-Government initiatives, ICT awareness programmes, online information portals and
ICT projects for the State.
288
Recognising the impending need of ICT skills and knowledge of the government
servants, change management initiative conducted by the State Government is
believed to be vital in ensuring all the public servants are well-equipped as well as
able to manage and coordinate simple or complex change projects across the ICT
environment. A wider coverage of training shall be conducted to all level of the
government servant rather focusing on building the skill sets of the technical
personnel. Some of the benefits of the change management include:
• Greater organisational effectiveness – By addressing your people’s
concerns, the State Government could accelerate the adoption of new
processes and technology that boosts organisational effectiveness and
efficiency;
• Improved work quality and morale – These are dividends received for
placing people front and-center in the change process;
• Enhanced collaboration and communication – Encouraging dialogue and
circulating the information people need to know leads to a more cooperative,
and more productive, environment; and
• Better customer service – Increased customer service and effective service
to the stakeholders from confident and knowledgeable employees.
Program u-Savvy Government
Programme
Description
The programme aims to enhance government servants’ skill
sets and knowledge in ICT. In order to develop Sabah as a
mature e-Government State, the skill sets and knowledge of
government servants must constantly be assessed and
upgraded to meet the needs of the state. The u-Savvy
Government programme is designed to collate, assess and
upgrade (training and development) ICT skill sets of
government servants.
The key functions of u-Savvy Government are as follows:-
1. Skills Database
A skills database should be set up to collate all ICT skill
sets of government servants. Information of ICT skill area,
skill level, roles and responsibilities and job scope should
289
be included in the database. This database shows the
strength of the ICT resources and human capital within the
state. This function enables the government to efficiently
search for personnel with the right ICT skill sets for
government initiatives
2. Skills Assessment
A state-wide ICT skills assessment should be conducted
on a yearly basis and skill gaps identified. The skill
assessments should include interviews, e-tests and
questionnaires to identify the current skill levels of
personnel. A gap analysis will then be conducted to
identify areas of improvement and gaps versus desired
skill levels.
3. Training and Development
Based on the skills assessment and identified gaps, ICT
training and development are organised to upgrade the
skills of the respective personnel.
Objectives of the
Program
• To increase the number of ICT savvy government
servants that is able to lead the government into an e-
government state.
• To develop a skills database as a snapshot of the state’s
ICT skills strength.
• To organise and conduct ICT training and development
programmes to fill identified skill gaps.
Impact • Knowledgeable and ICT savvy government.
• Increased in government productivity and managerial
efficiency.
• Creation of a state u-Government that is ready to serve the
people.
Key Implementer • Ministry of Resource Development and Information
Technology: Implementing agency responsible for overall
programme implementation as well as marketing and
promotion of the Program.
Supporting Body • Jabatan Perkhidmatan Awam: Collaborating agency that
290
manages the skills database and training and development
programmes.
• Institut Latihan Sektor Awam Negeri: Collaborating
agency for management of the ICT training and
development.
Implementation
Timeline
• SI 27: Short Term
• SI 28: Short Term
* It is proposed that these SIs to commence within the Short
Term planning and run through for the whole duration of the
blueprint as a long term and on-going initiative.
Action Plan SI 27: Skill Sets Review
• Setup of Sabah State Government ICT skill sets
database
• Review current skill sets versus future needs on a yearly
basis.
• Identify other potential skill sets to be developed on
yearly basis.
• Examine possible outsourcing or hiring new staff with
the right experience and skill sets to cater to current and
future needs of the government.
• Increase staff training through train-the-trainer technique
or in-house training.
• Create incentives for staff ICT learning/innovation
through programmes or by linking to staff’s
performance review.
SI 28: Focus Training
• Develop ICT training programmes according to skills
assessment.
• Continue and enhance on-going training.
• Increase and enforce ICT related training for all staff
through development of Training policy.
• Encourage the change management initiative and self
motivation among the government servant to be ICT
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savvy.
• Encourage change management initiative.
• Identify key ICT trainings to be conducted yearly.
• Increase project management methodology training.
• Develop G2G ICT awareness training.
Programme
Linkages
• Sabah Gov-Apps programme
u-Savvy programme equips government servants with the
necessary ICT Skills and knowledge in order for them to
deliver better support and services through the Sabah Gov-
Apps programme and create an ICT Savvy environment
where the government servants are at lease aware of what
type of technology is available even though if it has yet to
be implemented within the government.
Key Performance
Indicators
• KPI 1 :Per centage of user (trainee) satisfaction on ICT
related courses conducted
• KPI 2 : Per centage of annual increase of service response
rate from the State Government Servants in their
respective business operations
• KPI 3: Ratio of basic, intermediate and advance ICT skills
training related to their business operations, that can be
offered accordingly for state government servants72 to
ensure the sustainability and growth of their ICT skills
Target • KPI 1 : 85 per cent annual user (trainee) satisfaction on
ICT related courses offered which can relate to their
respective business operations
• KPI 2 : 10 per cent of average annual increase of service
response rate improvement from the State Government
Servants in their respective business operations (E.g.
approval process of business license within 24 hours)
• KPI 3: Ratio of 3 basic : 2 intermediate : 1 advance ICT
skills training related to their business operations, that are
offered and conducted successfully for state government
servants
72 http://www.sabah.gov.my/INSAN/Program%20Latihan%20Pusat%20ICT%202010.html
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12.2.9 k-Rakyat
Knowledge provides power and with a vision of becoming ubiquitous Sabah, it will
require the government, businesses and citizens of Sabah to be connected. Connected
is described as having access to information that would enable citizens to make
informed decisions that could impact the socio-economy growth of the state.
Benchmark studies show that transforming into an e-Government begins from
digitalisation, to the information era and finally, the establishment of an intelligent
government.
Figure 114: Sabah’s 2009 position benchmarked against the Korean Government’s evolvement.
Currently, Sabah is in the expansion phase as depicted in the figure above. The k-
Rakyat would be an ideal Government-to-Business (G2B) and Government-to-Citizen
(G2C) programme whereby more initiatives would be identified to enhance the
existing practices and also establish value oriented initiatives, eventually allowing
Sabah to become a full blown e-government. However, it was noted that among the
current challenges identified are:
• Quality and quantity of content in the web portal;
• Changing current mind set;
• Lack of confidence in automated processes; and
• Pricing of internet infrastructure facility.
Program k-Rakyat
Programme The programme establishes a connected environment in which
Intelligent
Information and Knowledge
Digitalization
Information
oriented city
Service
oriented city
Value
oriented city
Intelligent
city
Current Sabah
Intelligent
Information and Knowledge
Digitalization
Information
oriented city
Service
oriented city
Value
oriented city
Intelligent
city
Current Sabah
293
Description the government, businesses and citizens would be able to
interact and share knowledge. It would also form a pool of ideas
from suggestions and complaints of the citizens in Sabah. This
would promote a creation of a citizen centric government and
provide the government an opportunity to leverage on ideas
from people.
Objectives of the
Program
• To enhance the e-Government and moves towards u-
Government for the people by creating a more transparent
administration.
• To become a service oriented government by focusing on
system utilisation, automation and qualitative growth.
• To harness innovativeness by enabling ICT as an interactive
medium through Sabah.Net.
• To boost interaction between local citizens and State
Government through dedicated email services provided to
citizens.
Impact • Improves managerial efficiency and transparency.
• Improves convenience for the public.
• Establishment of an e-Citizen centric government.
• Improves resource usage and cost saving.
• Increases accessibility to information.
Key Implementer • Chief Minister’s Office: Implementing body overseeing and
monitoring the implementation of the program.
Supporting Body As this initiative would enable the creation of an e-Government,
all ministries, departments and government agencies should be
involved. Among the identified supporting implementers are but
not limited to the following:
• Ministry of Resource Development and Information
Technology: Collaborating and monitoring agency of the
overall progress, providing technical advice and governing
security related issues.
• Sabah Electricity Sdn Bhd: Collaborating agency as single
payment gateway participant.
• Sabah State Water Department: Collaborating agency as
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single payment gateway participant.
• Telekom Malaysia: Collaborating agency as single payment
gateway participant.
• Inland Revenue Board: Collaborating agency as single
payment gateway participant.
• City Hall: Collaborating agency as information provider and
single payment gateway participant.
• Road and Transport Department: Collaborating agency as
single payment gateway participant.
• Local Municipal Council: Collaborating agency as
information provider and single payment gateway
participant.
• Malaysian Royal Police: Collaborating agency as single
payment gateway participant.
Implementation
Timeline
SI 29: Quick-wins
SI 30: Short Term
SI 31: Medium Term
Action Plan SI 29: Sabah Single Window awareness
The awareness phase aims to establish Sabah.Net portal as the
interactive gateway that would allow citizens of Sabah to gain
easy access to information by:
• Creating awareness among citizens through advertisement
and campaigns such as ‘Use Sabah.Net Portal’.
• Reduce publishing information on printed media and
pushing information through the web portal would
encourage information seekers to utilise Sabah.Net.
• Establish a content management team which is business
oriented that would liaise with other content providers to
ensure content in Sabah.Net is up to date.
• Assign a technical team to ensure the portal is technically
functional.
SI 30: Sabah Single Window enhancement
Enhancing Sabah.Net is vital to ensure the enthusiasm created
during the awareness phase does not deter due to the lack of
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action plans. Among the suggested plans are:
• Identify and establish automation for citizen’s common
activities and offer convenience through the usage of ICT
such as online payment gateways, complaints and frequently
asked questions.
• Increase interaction between government and citizen by
enhancing current systems such as e-Aduan etc.
• Identify and develop new systems that would promote
automation in business sectors such as reservation systems,
online payment systems and business matching system
(initiative taken up in Sabah Gov-Apps program).
• Conduct periodical reviews of the functionality and
effectiveness of the portal.
• Provide dedicated emails to the local citizens through
Sabah.Net to enhance the usage of local email address and
improve interaction between the citizens and State
Government.
• The hosting of email server will be handled by managed
services and the State Government should take into
consideration of the security and privacy aspects in
providing email services to citizens.
SI 31: Sabah Single Window reward scheme
The reward scheme aims to encourage and maintain a consistent
flow of users to Sabah.Net by:
• Providing incentive rewards such as cheaper hosting
services for business portals that are linked to Sabah Single
Window.
• Encouraging agencies and businesses to promote online by
establishing tax exemptions.
• Rewarding citizens that utilise the Sabah Single Window
through point’s mileage which could be exchanged for gifts
or vouchers.
Programme
Linkages
• Sabah Gov-Apps
The Sabah Gov-Apps Programme would complement this
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Programme as such the Sabah Gov-Apps provides the back-end
systems that will be consolidated and integrated into a single-
window government portal.
Key Performance
Indicators
• KPI 1: Enhancement of Sabah.Net portal
• KPI 2: Satisfaction/feedback survey for portal enhancement
• KPI 3: Number of campaign conducted to promote the use
of Sabah.Net portal
• KPI 4: Number of citizens who subscribe to the email
services provided by the State Government.
Target • KPI 1: Enhancement of Sabah. Net portal by early 2013
• KPI 2: To conduct half yearly satisfaction survey on the re-
establishment of Sabah.Net portal
• KPI 3: Twice a year campaign on the promotion of the use
of Sabah.Net portal
• KPI 4: 3 million Sabahans at the end of 2013.
12.2.10 e-Desa Empowerment
ICT has become a strong force for transforming social, economic and political life
globally. In an attempt to bridge the digital divide (between those who have access to
information resources and those who do not), the two tier levels of government of
Malaysia (Federal and State Government) has laid emphasis on numerous initiatives
to reduce the gap of the digital divide between rural and urban areas.
One of the initiatives to bridge the digital divide in Sabah is the e-Desa Program. It
was introduced by Ministry of Resource Development and Information Technology in
2005 with the aim to enable communications and interactions through electronic and
multimedia channels especially in the rural communities. The existence of the e-Desa
programme is also consistent with the objectives of the National Bridging the Digital
Divide (BDD) framework.
This initiative is also part of the Malaysian government's long-term plans to develop a
knowledge-based society by the year 2020. Apart from focusing on increasing the
ICT accessibility and connectivity to the rural community, it is also envisaged that
this programme will ensure delivery access to ICT info structure to citizens of Sabah
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as well promote regular and widespread use of ICT-based content in their daily lives
of the rural community.
The e- Desa programme encompasses the identification of selected site to facilitate
and expose the rural residents to ICT. Funds will be disbursed to the programmes
through Ministry of Resource Development and Information Technology. Each of the
e-Desa centres will be equipped with six computer units worth a total of RM35, 000.
Subsequent to the setting up of each e-Desa, Ministry of Resource Development and
Information Technology will appoint an operator from the local community to operate
the e-Desa accordingly. Close and timely monitoring on the progress of the
implementation of the programmes is monitored by KIT.
In addition to the e-Desa program, some other initiatives which are in line with the
Government’s aspiration to bridge the digital divide and to create knowledge society
include the Community Broadband Centre (CBC) by Malaysian Communication and
Multimedia Commission (MCMC). All CBCs were equipped with IT hardware and
broadband connectivity for fast internet access similar to cyber cafes, except that it
uses wireless broadband as the medium for connectivity. However, it is noted that for
each of the centres that have been set up, it will be expired after five (5) years. It is
proposed that the Sabah State Government to take over the CBC for continuous effort
in narrowing the digital divide gap.
Some of the identified challenges that hinder the development of effective telecentre
in Sabah include remotes which lead to high start-up cost73, low earning capacity as
well as lack of human capital development and the needs for strong community
support74. However, the State Government are looking into this matter seriously and
considerable amount of initiatives have been considered to overcome this problem as
stated in the Sabah Development Corridor (SDC). This e-Desa Empowerment
programme is an extension of the current e-Desa programme which aims to increase
the ICT accessibility and connectivity to the rural community as well as to support the
creation of knowledge society. It is envisaged that this programme will ensure
delivery access to ICT info structure to citizens of Sabah as well promote regular and
widespread use of ICT-based content in their daily lives.
73 http://www.sdc.gov.my/sabahdc/blueprint/Chapter05.pdf
74 http://www.sdc.gov.my/sabahdc/blueprint/Chapter06.pdf
298
This programme will also be the vehicle to ensure equitable access to affordable PCs
and online services, particularly to the rural community in Sabah. The coordination
among telecentre programmes within the State is also imperative to ensure best-fit
practices are adopted and balanced ICT development across the districts.
In relation to the telecentre programmes, e-Desa and CBC was developed and
established to spearhead the government initiatives to reduce the gap of the digital
divide between rural and urban areas. However, the relevancy of this programme will
be reviewed from time to time. It is suggested that this programme shall be considered
to have achieved its purpose once the ICT gap between rural and urban areas are
bridged. Having attained this, an exit strategy should be developed and a
sustainability strategy involving the community should be adopted to ensure that these
telecentres continue to prosper under the community’s efforts.
Programme
Name
e-Desa Empowerment
Programme
Description
The e-Desa Empowerment Programme aims at improving the
current operations of the telecentre by expanding the current
activities, particularly focusing on training and other events. It
is proposed that a more effective and improved ICT training to
be provided to various target group within the community to
improve their ICT knowledge and skills. This ICT training
provides a broad perspective on the nature of technology, how
to use and apply a variety of technologies, and the impact on
self and society. It is also imperative to conduct a hands-on
training on the usage of ICT.
It is also recommended for the local operator to establish the
content management team to assist the local community in
customising the local content based on the local needs and
emphasis. In addition, the programme is supported by three (3)
strategic initiatives:
SI 32: Establishment of local content management
SI 33: Training
SI 34: Alignment of CBC and e-Desa program
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Objectives of the
Program
• To expand the current activities within the e-Desa
programme to support the development of information rich
society and increase the community’s ICT awareness and
utilisation level.
• To provide communication platform that enable the
community to acquire for information related to agriculture,
markets and government services online.
• To encourage interactions and communications through
electronic and multimedia channels among the community.
• To increase the number of e-Desa centres as such that each
constituency should have one (1) e-Desa Program.
• To enable access and facilitate the creation of an
information rich society.
• To bring about a radically improved standard of living in
rural area.
• To ensure that the e-Desa centre programme provide
opportunities for the local community to learn basic ICT
skills on various groups including primary and secondary
school students, Rakan Muda, single mothers and other
underserved groups.
Implementation
Timeline
• SI 32: Quick-wins
• SI 33: Short Term
• SI 34: Medium Term
Impact • The rural community will gain more access and ICT
exposure.
• Increase interactions and communications through
electronic and multimedia channels among the rural
community in Sabah.
• Creating information rich society especially on the rural
areas.
• Improved standard of living in the rural areas.
Key
Implementer
• Unit Kemajuan IT Negeri (KIT): Implementing agency that
is responsible to ensure the enhancement programme is in
place monitor effectively. Other responsibilities include:
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− Develop guidelines for the content creator to
establish the portal;
− Evaluate the appropriate content creator for each e-
Desa portal; and
− Facilitate collaboration with NGOs, training and
technology providers on training programmes and
other activities to be promoted and conducted at the
e-Desa sites.
• Ministry of Resource Development and Information
Technology: Implementing Ministry that is responsible to:
− Oversee the implementation and progress of the
programme enhancement.
− Provide assistance to the participate district in terms
of trainings and awareness programmes to be
conducted in the each e-Desa; and
− Facilitate funding of the programme in terms cost
initiation of the enhancement.
− Providing advisory assistance to KIT on technical
matters in developing the local content suits the local
community.
− Assist KIT in selecting and appoint content creators
for the enhancement of the program.
Supporting Body • District Offices: Collaborating agency that is responsible to
maintain the license application for e-Desa start-up and
operations at each Constituency.
• Local community - Assist key implementer to appoint
operator for the e-Desa program.
• NGOs, private sectors as well as training and technology
provides: Collaborating party that provides training services
for the local community.
Action Plan SI 32: Establishment of local content management
• Establishment of portal by promoting interactive
communication using the Web 2.0.
• Identify content creators from the local community.
• Customising the local content based on the local needs.
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• Promote generic local content for customisation,
interactivity and localisation.
• Create evaluation criteria in determining the quality level of
the content to be developed.
SI 33 Training
• Identify the target audience for trainings to be conducted.
The target audience shall be represented by the
recommended targeted groups namely :
a. Kids;
b. Youth;
c. Adults; and
d. Elderly.
• KIT to establish collaboration with IHLs and NGO’s to
develop syllabus and approach relevant to the needs of the
community.
• Develop training approach, programme and content
materials for different target groups.
• KIT to organise a “Train the trainer” programme – where a
team of experience people will be selected or appointed and
serve as mentors to the less experienced ones in the
community. The mentoring can be conducted in different
learning environments such as face to face context, e-
mentoring with Question and Answer (Q & A) session, e-
forum and other instructional and non-instructional formats.
• Increase the provision of basic ICT awareness training
conducted at e-Desa by extending it to public schools as
well as other telecentres and community centres.
SI 34: Alignment of CBC and e-Desa program
• Establishment of a central management to oversees both
CBC and e-Desa program.
• Harmonisation of programme provided by both CBC and e-
Desa in order to avoid programme redundancy and
duplication.
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12.2.11 e-SabahWomen
• Explore and promote the use of alternative service delivery
channels (which includes mobile devices and local TV
channel) as both substitutes and complements to the PCs in
spreading awareness and increase the ICT literacy in rural
community besides the e-Desa program.
• Develop effective telecentre business model (if necessary)
and undertake collective evaluation for improvement
purpose.
• Develop exit strategy for government telecentres and adopt
suitable and effective framework to ensure sustainability of
the telecentres.
Programme
Linkages
• Kreatif AramaIT
This programme links with e-Desa Empowerment as both
programmes are aimed at bridging the digital divide and
creating ICT awareness in Sabah. Kreatif AramaIT outlines
ICT training and awareness whilst e-Desa Empowerment
enhance the digital content of the portal and promoting
ICT awareness and increasing ICT literacy in the rural
areas.
Key
Performance
Indicators
− KPI 1: Number of e-Desa established as stated in RMK 10
• KPI 2: Number of training conducted in e-Desa centre
• KPI 3: Number of people participate in e-Desa programme
and CBC programme every year
Target • Establishment of 17 e-Desa centre every year
• Conduct minimum of 12 trainings throughout the year in
each e-Desa centre. Training must consists of basic ICT
trainings, internet usage and other type of training relevant
to the needs of each the e-Desa community
• Number of people participating in the e-Desa programme
and CBC programme annually is 70 per cent of the total
population within 10 km radius of the telecentre.
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The concept of gender equality is a common concern all over the World. The same
has now acquired new dimensions with the advancement of ICT. It can reduce trade
distortion, eliminate poverty and empower weaker segments including women, etc. 75.
While the potential of ICT for stimulating economic growth, socioeconomic
development and effective governance is well recognised, the benefits of ICT have
been unevenly distributed within and between countries. The term “digital divide”
refers to the differences in ICT accessibility and utilisation of ICT between rural and
urban areas, countries, regions, sectors as well as socio-economic groups. Poverty,
lack of computer literacy and language barriers are among the factors impeding
access to ICT infrastructure, especially in developing countries76.
It is noted that another impediment in relation to ICT is lack of its access to women.
While there is recognition of the potential of ICT as a tool for the promotion of
gender equality and the empowerment of women, a “gender divide” has also been
identified, reflected in the lower numbers of women accessing and using ICT
compared with men. Unless this gender divide is specifically addressed, there is a risk
that ICT may exacerbate existing inequalities between women and men and create
new forms of inequality.
The e-SabahWomen Programme aims to offer the women community in Sabah with
better choices in life and to help them grow through the use of information and
communications technology. It is an online community that provides communication
mechanism via online chat rooms, forums and social networking facilities. The
programmes also targets to turn Sabahan women into much more conscious users on
computers and information management technologies, to make them more aware of
the broad array of software choices available and how these software options and
freedom of choice translate into greater choice in hardware solution.
In addition, the programme aims to target women from different backgrounds such as
corporate workers, entrepreneurs, single mothers, homemakers and disabled women
in Sabah. Relevant areas of concerns for women will be highlighted in the e-Sabah
Women, for instance domestic issues, safety and health, environment and socio-
economic issues as well as personal issues. However, the anticipated challenges in the
realisations of e-SabahWomen are identified as follows;
75 Use of ICT for Women Empowerment in India 76
http://ics.leeds.ac.uk/papers/ks/exhibits/78/w2000-09.05-ict-e.pdf
304
• Perception towards ICT usage;
• Lack of ICT awareness within the women community ;
• Lack of change management initiative to adapt and adopt ICT in improving
their quality of life as opposed to traditional transactions;
• Lack of infrastructure facility development such as internet connectivity; and
• Affordability issue with regards to ICT related products.
In line with the massive transformation process taking place in Malaysia, under the
New Economic Model (NEM), and women, as the country's asset, should continue to
progress under any new initiative aimed at creating a high-income Malaysian society
With the implementation of e-SabahWomen, it is envisaged that the women
community in Sabah would be able to promote the present of ICT, create business
opportunities, platform for interactions and communications.
Apart from creating a women community which are aware and able to adapt and
adopt ICT, this programme would also provide an opportunity as possible for the
women of Sabah to improve their quality of life by utilising the benefits that ICT
could offer.
Programme Name e-SabahWomen
Programme
Description
The e-Sabah Women will function as a platform to promote
business, assist in promoting working from home, teleworking
and running businesses through the use of information and
communications technology. Apart from that, e-SabahWomen
will also function as a channel to disseminate information
about the activities of the women community in Sabah. It is
imperative that this programme is focused in developing
content which speaks to women’s concerns and reflects their
local
knowledge, and which is of value for their daily lives, business
enterprises, and family responsibilities;
The targeted group of this programme are identified as
follows:
• Single mother;
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• Women entrepreneurs;
• Women/Mothers who is interested in working from home;
and
• Teleworking women
In addition, this programme is supported by four (4) strategic
initiatives as listed below:
• SI 35: Development of the e-SabahWomen portal
• SI 36: Aligning existing programmes by KPMHEP with e-
SabahWomen program
• SI 37: Identification of new programmes for the inclusion
of the e-SabahWomen portal
Objectives of the
Program
• To bring about a radically improved standard of living of
women especially in rural area.
• To promote, develop and enhance the efforts and activities
of women entrepreneurs.
• To harness and realise under-utilised resources in the
women sector.
• To support, promote and showcase products and services
initiated by the women community in Sabah and help
them achieve their professional and personal objectives.
• To provide unlimited opportunities to transact business
with women especially the single mothers.
• To encourage interactions and communications through
electronic multimedia channels among the women
community.
Implementation
Timeline
• SI 35: Short Term
• SI 36: Short Term
• SI 37: Medium Term
Impact • Improves the standard of living of the women community.
• Providing a channel for the homemakers to market their
product at local market, discussions and updates on
domestics’ issues.
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• Improvement on social standing and poverty eradication
among women community especially single mothers.
• Create a new and emerging market for a new type of
skilled worker/businesswomen/ homepreneurs in Sabah.
Key
Implementer
• Ministry of Community Development and Consumer
Affairs (KPMHEP): Implementing ministry that is
responsible to:
− Facilitate, implement and oversee the
implementation of the e-SabahWomen program;
− Providing assistance to participants of the e-
SabahWomen programme E.g. the home
entrepreneur for business matching assistance;
− Develop guidelines for the content creator to
establish e-SabahWomen portal; and
− Assist on the promotion and programme awareness.
Supporting Body
• Ministry of Resource Development and Information
Technology: Collaborating ministry that is responsible to:
− Provide advisory assistance to KPMHEP on
approach of the implementation of e-SabahWomen;
− Provide advisory assistance on technical matters in
developing the local content that is suitable for the
women community;
− Assist in selecting and appoint content creators for
the e-SabahWomen portal
• NGOs, private sector and business associate:
Collaborating party to identify relevant programmes and
events for women community as well to identify potential
business opportunities for women entrepreneurs.
Action Plan SI 35: Development e-SabahWomen portal
• Liaison with the KPMHEP on these followings
information for consolidation of data;
o Directory/Database of single mothers;
o Database of working mothers and children;
o Teleworking women; and
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o Database for existing women entrepreneur.
• Establishment of the e-SabahWomen portal to enable
access for knowledge sharing with the rest of the women
community in Sabah.
• Select and appoint parties for the establishment of e-
SabahWomen portal.
• Facilitate and encourage participation of the women
community for the development and implementation
process of e-SabahWomen programme particularly in
relation to programme approach, mechanism and relevant
events.
SI 36: Aligning existing programmes by KPMHEP with e-
SabahWomen program
• Liaison with the KPMHEP on the existing programme to
be included in the community program.
• Evaluate existing programme by KPMHEP to be included
in the e-SabahWomen program.
• Develop mechanism on how ICT can be utilised as enabler
for the existing programmes.
• Provide matching assistance on the new and existing
programmes.
SI 37: Identification of new programmes for the inclusion
of the e-SabahWomen portal
• Conduct surveys, interview, research to understand the
interest and needs of the women community.
• Conduct evaluation and analysis on needs for the new
proposed programmes.
• Localise the content of the e-SabahWomen portal for
relevance and access.
Programme
linkages
• Kreatif AramaIT
This programme links with e-SabahWomen as both
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12.2.12 e-SoHo Sabah
ICT has introduced many different concepts in all walks of society’s life. Recreation
and entertainment is currently been performed and accomplished through Internet.
Multimedia, virtual reality and 3D graphics are taking their role as education and
entertainment providers. ICT has reduced the hassle of going to office for work. It had
brought in the concept like Small office Home office (SoHo) which reduced the need
to travel and brought in concepts like net meetings and video conferencing. E-
Commerce has provided the platform and avenue to conduct business over the
Internet.
Small office, Home office (e-Soho Sabah) is a programme that aims to catalyse the
creation of more home entrepreneurs in Sabah by utilising ICT. It is learned that the
growth of Small office Home office (SoHo) businesses have been fuelled by the
capability to work anywhere, anytime using effective computing and communications
technologies. The involvement of State Government would be crucial in providing
information and assistance in reaching and creating SoHo entrepreneurs, regardless of
the urban or rural citizens who want to become a SoHo entrepreneur. Therefore, e-
SoHo Sabah is designed to cater the needs of home entrepreneurs and creating an
attractive environment for the local entrepreneurs to set up their businesses at home.
This would reduce the hassle of going to office for work and increase the usage of
ICT, and it is also indirectly leads to a healthy and green environment.
programmes are aimed at bridging the digital divide and
creating ICT awareness in Sabah.
Key Performance
Indicators
• KPI 1: Establishment of e-SabahWomen portal
• KPI 2: Increase in online business participation in e-
SabahWomen portal
• KPI 3: Number of awareness campaign conducted in
promoting programme in e-SabahWomen portal
Target • Establishment of e-Sabah Women portal by end of year
2015
• 15 per cent increase every year on the online business
participation in the e-SabahWomen Portal
• 2 awareness campaign conducted each year in promoting
programme in e-SabahWomen portal
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With the implementation of e-SoHo Sabah, it is envisaged that the local community in
Sabah would be able to promote the presence of ICT, create business opportunities,
platform for interactions and communication to improve their quality of life.
Project
Description
The e-SoHo Sabah will function as a platform to promote
business, assist in promoting working from home, teleworking
and running businesses through the use of ICT. The
programme will enable the business-minded people to utilise
their business skills by adopting ICT for the growth of their
business. The programme as well will be a catalyst for the
creation of new entrepreneurs especially from the rural area by
working at home, in which they can generate their additional
income by selling their products through ICT applications/
websites.
The targeted group of this programme are identified as
follows:
• Local entrepreneurs,
• Rural / underserved communities,
• Tourism agencies / business organisations; and
• Single mothers / retired personnel.
Objectives of the
Program
• To facilitate business matching for local entrepreneurs
working from home as well as to expand their market
presence.
• To bring about a radically improved standard of living
among the rural communities.
• To increase the usage of ICT in generating income from
home.
• To support, promote and showcase products and services
initiated by the e-SoHo entrepreneurs.
• To provide unlimited opportunities to transact business
online.
• To encourage interactions and communications through
electronic multimedia channels among the Sabah
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community.
Implementation
Timeline
• SI 38: Short Term
Impact • Improve resource usage and cost saving for local business
people.
• Improve the standard of living of the Sabah community
• Provide a channel for the local entrepreneurs to market
their product at a larger market.
• Increase the awareness of adopting ICT technologies for
business.
• Create a new and emerging market for a new type of
skilled homepreneurs in Sabah
• Enhance the visibility and attractiveness of Sabah products
and services in the Malaysian and overseas market.
Key
Implementer
• Ministry of Industrial Development: Implementing
ministry responsible for the overall implementation of
programme as well as coordination body for entrepreneur
development.
Supporting Body • Ministry of Resource Development and Information
Technology: Supporting agency providing assistance in
ICT usage for homepreneurs and act as monitoring agency
for the program.
• Sabah Computer Society: Collaborating agency that
provides implementation support and assists in developing
promotional and awareness campaigns.
• Ministry of Rural Development: Supporting agency in the
implementation of promotional and awareness activities
for rural communities.
• Ministry of Community Development and Consumer
Affairs: Supporting agency in the implementation of
promotional and awareness activities for specific
communities E.g. women
• Ministry of Tourism, Culture and Environment:
Supporting agency in the implementation of promotional
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and awareness activities for entrepreneurs / organisation
the tourism sector.
• Private sector and business association: Collaborating
party that will support the development of entrepreneurs in
terms of (but not limited to) knowledge transfers, product
development as well as management skill development.
Action Plan SI 38: Realisation of e-SoHo Sabah
• Collaborate with local communities in developing a role
model of a local-customised digital home for e-SoHo
Sabah.
• Liaise with the relevant ministries on these followings
information for consolidation of data;
o Directory/Database of entrepreneurs / technopreneurs.
o Database of working mothers / retired citizens.
• Establish the e-SoHo Sabah portal to enable access for
knowledge sharing with the rest of the business
community in Sabah.
• Liaise with relevant ministries / agencies to provide
assistance to participants of the e-SoHo programme i.e. the
home entrepreneur for business matching assistance.
• Encourage potential homepreneurs to participate in ICT
promotional activities E.g. Bulan ICT Sabah and get
necessary ICT hardware and/or applications at cheaper
prices.
• Review and amend the current policy to enable and
encourage the set-up of Home Office among the business
organisations or personnel to further strengthen the
Program.
Programme
linkages
• e-SabahWomen
This programme is linked with e-SabahWomen as the
programme aims at bridging the digital divide and
developing and strengthening the entrepreneurship
capabilities among Sabahan.
Key Performance
Indicators
• KPI 1: Number of people achieved the minimum level of
income subsequent to the introduction of the e-SOHO
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12.2.13 Sabah Gov-Apps
The Sabah Gov-Apps (“The Programme”) is a programme to develop few
government applications that will be utilised to support the flow and processes
between the State Government, citizens and businesses in Sabah. The current scenario
shows that there are many silo application systems in Sabah that are being used by
different State Government agencies, hence creating duplication of effort to the end
user of the systems. This programme is initiated to empower several critical
applications that are useful and beneficial to the State Government, citizens and
business organisations in Sabah while maintaining and integrating other existing
applications.
The Sabah Gov-Apps will consider several groups in developing the applications,
such as the State Government, the entrepreneurs, women, and business organisations
in Sabah. The Sabah Gov-Apps applications are divided into three (3) groups, which
are Government-to-Citizen Application (G2C), Government-to-Government (G2G)
and Government-to-Business (G2B). The core applications will be the catalyst for the
future government applications that to be developed for the benefit of the State
Government, rakyat (citizens) and private sector in Sabah.
Programme Name Sabah Gov-Apps
Programme
Description
This Sabah Gov-Apps programme is proposed to have few
applications in each component. The components are describes
program
• KPI 2: Per centage of increase for entrepreneurs running
business from home
Note: KPI 2 is subjected to local authorities’ rules and regulations
Target • KPI 1: Increased of 5 per cent in number of people
achieved the minimum level of income subsequent to the
introduction of the e-SOHO programme
• KPI 2: 10 per cent increase of entrepreneurs operating
business from home
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as below:
• Government-to-Citizens Applications: The G2C
applications will provide end-to-end services to the
citizens of Sabah where it improve citizen’s interaction
with the State Government, vendors / businesses and
among the community itself. The applications / services
should be structured based on specific interests of the
community in Sabah. The applications that are proposed
to be included in this component are e-Tamu, e-
SabahWomen and e-Payment.
• Government-to-Business Applications: The G2B
applications are specialised applications that will be used
to support the process, communications and automation of
the workflow within the State Government and the
business organisations. The applications / services should
be structured based on specific interests as well as
common business dealings and transactions. This is to
meet the real needs of the business community while
reducing the complexities of dealing with the State
Government. The application proposed for this component
is e-License.
• Government-to-Government Applications: The G2G
supports the information needs and processes of the back
office functions in the State Government, thus involving
and affecting related agencies. Essentially, the G2G
applications are required to support the State
Government’s back office processes, share resources,
improve on the decision making, provide aggregation and
analysis of information (E.g. financial and budgetary
consolidation) and increase productivity and efficiency of
the State Government. The applications that are proposed
to be included in this component are e-Procurement and
e-Budget.
Objectives of the
Program
• To accelerate the growth of online businesses in Sabah (e-
Tamu, e-Payment and e-SabahWomen).
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• To assist and support the interactions between specific
community - women (e-SabahWomen).
• To ease the citizens in doing bills payment via internet. (e-
Payment).
• To improve interaction of the citizens with related parties
E.g. State Government, vendors / businesses.
• To reduce the complexities of dealing with the State
Government in getting business licenses (e-License).
• To improve on decision making process and provide
aggregation and analysis of information (e-Procurement
and e-Budget).
• To encourage interactions and communications with the
state government through electronic and multimedia
channels among the citizens and business community.
Impact • Increased the usage of ICT applications among the citizens
of Sabah.
• Accelerated smooth partnership between the state
government and the local business organisations.
• Elimination of redundant processes.
• Reduced processing time for both public and private
sector.
• Reduced dependencies on paper-based processes.
• Boosted productivity and accuracy for both public and
private sector.
• Enhanced customer service and satisfaction.
• Integrated data sharing and access.
Key Implementer • Ministry of Resource Development and Information
Technology: Implementing ministry that is responsible for
the overall implementation of the program. The roles and
responsibilities include:
− Facilitate the identification, analysis and development
of user requirements, business process improvement
and change management initiative for each of the
proposed system with the system owner.
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− Identify on the sourcing strategy for the development
and implementation of the proposed systems.
− Monitor the overall progress of the Program.
− System owner for e-Payment.
Supporting Body • Ministry of Agriculture and Food Industry: System owner
of a Sabah Gov-Apps application (e-Tamu)
• Ministry of Community Development and Consumer
Affairs: System owner of a Sabah Gov-Apps application
(e-SabahWomen).
• Ministry of Industrial Development: System owner of a
Sabah Gov-Apps application (e-License)
• Ministry of Finance, Sabah: System owner of Sabah Gov-
Apps applications (e-Budget and E-Procurement)
• External software development vendors: Provides technical
support for the development of Sabah Gov-Apps
applications (if the system development is outsourced)
Implementation
Timeline • SI 39: Short Term
Action Plan SI 39 : Development of the ‘Sabah Gov-Apps’ Applications
• Explore and evaluate existing solutions that are available
to minimise deployment cost.
• Identify key audience, processes and outputs.
• Conduct a thorough functional and technical requirements
study to meet the user needs and requirements.
• Leverage on any open platforms that are available.
• Build application based on modular basis to ensure
reusability of this module.
• Consider some proven solutions that can be customised to
avoid developing applications from scratch.
• Emphasise on the security aspects of the applications.
• Adhere to standards that are set forth in the Public Sector
Standards and Guidelines.
• Collaborate with financial institutions or integrate with
PaybillsMalaysia.com for online payment integration.
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Programme
Linkages
• u-Savvy Government
u-Savvy Government equips government servants with the
necessary ICT Skills and knowledge in order for them to
deliver better support and services through the Sabah Gov-
Apps systems
• e-SabahWomen
e-SabahWomen is a programme that aims to assists the
local women is Sabah especially the single mothers and
low-income women to utilise ICT as a platform to
generate income. The Sabah Gov-Apps application will
help the local Sabah women to share ideas and knowledge
in starting up businesses. The application will also serve as
a platform the local women selling their products and
services.
Key Performance
Indicators
• KPI 1: Development of government applications as
specified in the programme which include e-Tamu, e-
SabahWomen, e-Payment, e-Budget, e-Procurement and
e-License.
• KPI 2: Number of people utilising ICT applications in
Sabah Gov-Apps
Target • KPI 1: Respective systems are developed and utilised by
the key stakeholders
• KPI 2: 15 per cent annual increase in number of people
utilising ICT applications in Sabah Gov-Apps ( results
obtained through survey conducted)
12.2.14 SmartCity@KK
Kota Kinabalu or known as KK is a capital of Sabah. The city is a major tourist
destination and a popular gateway for travellers visiting Sabah and Borneo. Being the
capital city of Sabah, Kota Kinabalu is also the main industrial and commercial centre
for Sabah. The economy is dominated by the primary sector of industry such as
agriculture, fisheries and farming. The secondary sector such as manufacturing
dominated the economy, but due to rapid urbanisation and economic development,
this sector of economy is slowly diminishing. More recently, a move towards a
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services industry has become more apparent, especially due to the rise of the local
tourism industry. Many state-level, national-level and international commercial banks,
as well as some insurance companies have their headquarters or branches here. With a
population of 617,972i in the city, Kota Kinabalu has the potential to become a smart
city given the fact that the state ICT development is mostly concentrated in the city.
In order for Kota Kinabalu to become a smart city, the ‘smart’ concept need to be
adopted across the six (6) main axes; which are smart economy, smart mobility, smart
environment, smart people, smart living and smart governance. These six axes are
based on theories of regional competitiveness, transport and ICT economics, natural
resources, human and social capital, quality of life, and participation of citizens in the
governance of city. It is known that the availability and quality of ICT infrastructure
is not the only definition of a smart or intelligent city. It is learned from other smart
cities in the world that stress the role of human capital and education and learning in
urban development. Among other smart cities in the world are:-
a. CITYNET Amsterdam;
b. SmartCity Riyadh, Saudi Arabia;
c. Digital City Sunderland;
d. u-City Doha, Qatar;
e. Smart World Dubai;
f. Busan, South Korea; and
g. MSC Cyberport City Malaysia.
In future, it is anticipated that the development of SmartCity@KK will:-
• Encourage innovative thinking and collaboration as well as improve
communication to help strategic planning and prioritising resources;
• Use leading-edge ICT to change the way services behind the are delivered to
improve customer service, productivity, effectiveness and efficiency;
• Deliver new "value-added" services to citizens, visitors and local businesses
using leading-edge technology to improve their quality of life, their
experience of visiting the city or competitiveness; and
• Provide the tools and infrastructure to let citizens and community
organisations take advantage of the information age and to participate and
express their views as part of local decision-making.
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Program SmartCity@KK
Programme
Description
SmartCity@KK is a programme aims to create a living city that
ensures seamless satisfaction of arbitrary information,
communication and entertainment needs of its population by
leveraging the ICT. SmartCity@KK will change the way the
State Government / local council organises and delivers its
services to be efficient, effective and customer focussed. Its aim
is to use ICT efficiently and effectively to support delivering all
of the services to citizens, businesses and organisations.
This programme is a long term programme given the fact that
adequate ICT infrastructure are being deployed to enable the
development of SmartCity@KK. Enhancing the citizens’ quality
of life will be main objectives of the future strategic
developments in SmartCity@KK.
Among the initial proposed services to be provided in the
SmartCity@KK are:-
• CCTV Monitoring System – To monitor the safety of the
citizens at public places E.g. tourism sites, shopping malls
• Digital Home – Develop residential areas that are fully
connected to Internet and ICT-related devices such as
smartcard, RFID, wireless-enabled devices (Home
Automation, Home Entertainment, Home Surveillance)
• Tourist Information Kiosks – Multimedia terminals that
provide information at the tourism site which also equipped
with map, emergency contact information, news and other
relevant information that are useful for the tourists. This
programme is aligned and will be implemented under Trek
Sabah Program.
Other programmes and initiatives that are going to be included in
the programme need to be studied thoroughly especially on the
effectiveness that will cater the needs of the specific stakeholders
such as citizens, governments and businesses.
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Objectives of the
Program
• To create a living city that ensures seamless satisfaction of
information, communication and entertainment needs of
Kota Kinabalu population.
• To improve the delivery services, productivity, effectiveness
and efficiency of the State Government/ local council.
• To improve and enhance the citizens’ quality of life, their
experience of visiting the city and competitiveness.
• To create a healthier and greener environment towards the
deployment of energy efficient technology.
• To create a welcoming environment for foreign investors to
do business in Sabah.
Impact • Ensure seamless satisfaction among the citizens in this town
• Attract foreign investors and workers to invest and work in
Kota Kinabalu.
• Increase the revenue and income-per-capita of the city.
Key
Implementer
• Ministry of Local Government and Housing: Implementing
agency responsible for the overall implementation of
program
Supporting Body • Ministry of Resource Development and Information
Technology: Collaborating ministry that facilitates in the
direction of the ICT infrastructure deployment in the city.
• DBKK: Local council to support and implement the
programmes initiated for SmartCity@KK
• Local telecommunications provider and housing developer –
Private sector to collaborate with the State Government for
ICT infrastructure deployment to ensure the right direction
of SmartCity@KK.
Implementation
Timeline
• SI 40: Medium Term
• SI 41: Long Term
Action Plan SI 40 : Development of Strategic Planning for
SmartCity@KK
In order to develop a smart city for the city of Kota Kinabalu, it
is imperative for the State Government to consider the three (3)
layers of a Smart City, which are Application Areas, Trends
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and Services Areas. These three (3) key areas will enable the
State Government to identify the right services to be provided to
the citizens for this SmartCity@KK program. The figure below
shows the holistic view of a smart city and the steps to identify a
specific service in which a Smart City has to address.
Steps
• Define Application Areas
o Identify relevant domains for the city;
o Align with existing initiatives; and
o Identify gaps to be addressed;
• Identify Trends in the City
o Conduct global trend analysis;
o Conduct local trend survey; and
o Identify implications.
• Specify Specific Areas that can be utilised in the City
o Prioritise service areas;
o Specify business requirements; and
o Derive technical requirement.
SI 41: Digital Home@KK
• Develop a pilot residential area that consists of houses with
Digital Home concept.
• Work with vendors to develop Digital Home concept in
houses by focusing on maximising resident’s comfort
(through home automation and control), leisure (through
home entertainment) and safety (through home surveillance).
• Work with local telecommunication providers to provide
relevant infrastructures such as base tower to enable
broadband and internet connectivity in the residential area.
• Review relevant policies to cater for the implementation of
virtual office in the ‘Digital Home’ residential area.
Programme
Linkages
• Trek Sabah
Alignment with the deployment of Tourist Information
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Kiosk around the city of Kota Kinabalu.
• k-Rakyat
This K-Rakyat programme would complement this
programme as it establishes a connected environment in
which the government, businesses and citizens would be able
to interact and share knowledge through Single Window.
• Supply Chain Network
This programme would complement with SmartCity@KK
through the integration and synchronisation of all
activities/processes across key sectors (manufacturing,
agriculture, logistics etc.) in a supply chain in order to create
a demand driven market and a networked economy
especially in Kota Kinabalu
Key
Performance
Indicators
• KPI 1: Development of a blueprint on the business model
and strategic planning for Kota Kinabalu as Smart City.
• KPI 2: Development of pilot residential areas that utilise the
Digital Home concept for all houses in the residential areas.
Target • KPI 1: A blueprint on the business model and strategic
planning on the establishment of KK as Smart City is
developed by 2021.
• KPI 2: Five (5) pilot residential areas that utilise the Digital
Home concept for all houses in the residential areas are
developed by 2025. Digital Home concept and model is
developed within k-Park (Sabah TechnoHub).
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Figure 115: Concept of a Smart City
Source: TeliaSonera
Figure 116: Holistic View of Smart City
Source: Detecon International
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13. INFRASTRUCTURE
Infrastructure is a key component in ICT development. It is among the fundamental
factors for the successful implementation of initiatives in a State ICT blueprint. This
section of the report would provide the following information:
• Design principals of the infrastructure;
• Programme and strategic initiatives to support the development of
infrastructure; and
• Security.
13.1 Design principals of the Infrastructure
In developing the Infrastructure for the State of Sabah, the following design principles
should be used:
• A secure environment for reliable ICT services to meet defined service level
and enhanced user experience;
• Highly available services through secure and central management;
• ICT infrastructure that is modular and scalable to allow for optimised service
delivery; and
• Designed with security to enhance integrity of information.
13.2 Infrastructure Program
13.2.1 Infra 2015
The programme is designed to facilitate the enhancement and establishment of
infrastructure facilities in Sabah. With an aim of getting the facility ready for public
use by 2015, this programme would create employment opportunity and allow
financial rotation which indirectly increases the State’s GDP. The programme within
infrastructure development would introduce initiatives to improve connectivity within
Sabah.Net, the internet connectivity, infrastructure for programmes identified in the
ICT Blueprint and to support growth of ICT as an industry. This would also include the
establishment of an own internet exchange gateway. It envisaged that the State will
benefit from the development of internet exchange gateway, which is listed as follows
(but not limited to):
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• Substantial cost savings by eliminating the need to put all traffic through the
more expensive long distance link to Kuala Lumpur;
• More bandwidth becomes available for local users because of the lower cost of
local capacity; and
• Local links are often up faster due to reduced latency in traffic that makes
fewer hops to get to its destination.
However, it was noted that among the challenges that the programme may face would
be:
• Uneven geographical landscape;
• Inadequate power supply within certain locations;
• Inadequate infrastructure plans such as an IT strategic plan at organisational
levels; and
• Insufficient budget allocation due to improper planning of infrastructure
development.
Program Infra 2015
Programme
Description
This programme aims to increase the ICT infrastructure facility
that would provide connectivity enabling access and equity to
information. It is also aimed at facilitating a balanced ICT
development across the State. The programme also focuses on
establishing an infrastructural setup that could address business
requirements and present itself as a business opportunity.
In addition, this programme will be supported by four (4)
strategic initiatives:
SI 42: Internet exchange gateway
SI 43: Submarine Cable
SI 44: Internet availability
SI 45: Ensuring ICT is affordable
Objectives of the
Program
• To improve infrastructure facility by enabling consistent
connectivity as well as ensuring high availability and
reliability.
• To present ICT in the most affordable manner to the citizens.
• To establish managed services to address business
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requirements and provide these services as business
opportunities.
Impact • ICT infrastructure would be simplified to increase
optimisation and reduce cost on the long run.
• Upgrading infrastructure would create operational efficiency
that would increase flexibility.
• Adequate and balanced infrastructure development across
Sabah.
Key Implementer • Ministry of Resource Development and Information
Technology: Implementing agency overseeing the
implementation of the Program
Supporting Body • Agencies appointed by Ministry of Resource Development
and Information Technology: Collaborating agencies in
providing infrastructural services.
• Royal Customs Malaysia: Collaborating agency for
permitting duty free on import of ICT related equipments.
Implementation
Timeline
• SI 42: Short Term
• SI 43: Short Term
• SI 44: Short Term
• SI 45: Short Term
Action Plan SI 42: Internet exchange gateway
• Establish a business requirement to maximise the high
investment of setting up an internet exchange gateway.
Among the requirements to be considered would be:
o Number of Internet Service Provider (ISP) take up
rate;
o Users with local traffic; and
o Reliable location or building.
• Obtain internet protocol (IP) addresses.
• Obtain switches (i.e.24-port FE switches) sized or 12-18
months of growth.
• Establish a technical team to perform operational and
monitoring task 24 x 7.
SI 43: Submarine Cable
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• Identify a potential gateway (another country) to utilise the
gateway’s connections which includes assessment of the
current international cable links and bandwidth utilisation.
• Establish understanding and develop an agreement which
would be govern by legal bindings and service level
agreements to protect interest of both parties involved in
establishing the point to point connection.
• Appoint personals who are cabling experts and could
perform end to end layout which would include:
o Identification and construction of landing station, in
which the frequency of marine traffic, sea floor stability
and movement of currents should be taken into
consideration.
o Placement and usage of fibre optics under water (sea),
connection from the landing station to the exchange
gateway within Sabah and connection from the landing
station to the exchange gateway at identified country.
SI 44: Internet availability
• Identify service providers and establish strategic partnerships
to increase internet penetration within the State.
• Attract service providers by providing strategic partnership
benefits.
• Reassess bandwidth requirement and reallocate accordingly
to the assessment results.
• Establish monitoring team and mechanism that allows to
temporarily changing bandwidth allocation based on traffic.
OR
• Take ownership of the infrastructure backbone setup - the
fibre optics that has been set up through 100 per cent buy out
or through a public private partnership.
• Develop a business model in providing connectivity services
which would allow usage in an affordable and competitive
manner.
• Reassess bandwidth requirement within the intranet and
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reallocate accordingly to the assessment results.
• Establish monitoring team and mechanism that allows to
temporarily changing bandwidth allocation based on traffic.
SI 45: Ensuring ICT is affordable
• Provide tax exemptions for ICT products by establishing
collaboration with Federal agencies such as the Royal
Customs Malaysia (KDRM).
• Establish control prices of ISPs by having a ceiling price for
a defined time period.
Key Performance
Indicators
• KPI 1: Development of Internet exchange gateway
• KPI 2: Construction of submarine cable
• KPI 3: Per centage of bandwidth of usage
• KPI 4: Per centage of broadband penetration rate
• KPI 5: Per centage of households with access to electronic
devices with internet access
Target • KPI 1: Internet exchange gateway is developed
• KPI 2: Feasibility study for submarine cable is established
• KPI 3: Submarine cables have been laid until landing station
• KPI 4: 65 per cent of broadband penetration by 2015
• KPI 5: 70 per cent of households with access to internet
enabled electronic devices by 2025
13.3 ICT Security
The security component is detailed out based on the following areas:
13.3.1 Network
Network security could be addressed in 2 categories which are:
i. Parameter defence
This is the first layer of defence. Currently, the firewall acts as the perimeter
defence to applications within Sabah.Net. Security could be enhanced by
improving the network segmentation. This would mean Ministry of Resource
Development and Information Technology would have more control over
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users accessing segments and applications within the network. Each segment
can be protected from the other segments by using firewalls, each employing
its own set of rules, through which traffic moving between segments must
pass. This means applications that are only utilised by government agencies
should be placed in a different segment from applications that are accessed by
the citizens of Sabah.
ii. Secure communication
All access to the applications within Sabah.net should be via secure
communication and protocols such as but not limited to usage of digital
certificates and public key infrastructure (PKI).
13.3.2 Host
Ministry of Resource Development and Information Technology should ensure server
hardening is conducted to reduce possible vulnerabilities such as exploitable services,
configuration errors and operating system flaws before the servers are utilised.
Insecure services running in the host should be turned off or patched before the server
is migrated into the production environment. The patches should be tested in the
development environment before it is implemented in the production environment. The
storage should be dedicated space as it would contain classified data and it should be
encrypted. Amongst the technologies that could be used would be full disk encryption
and volume disk encryption.
13.3.3 Application
i. Access control
The application and database servers residing in the production environment
should not be accessed by public. Only authorised users such as system
administrators and database administrators should be provided with access to
these servers. Access control should be in place based on least privileged
access. The system should allow the administrator to grant access either by
individual user or by group and it should be possible to assign a user to one or
more user groups.
ii. Secure authentication
Users should only be allowed access to the system via a unique log in
mechanism and a two (2) factor authentication method such as but not limited
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to the usage of synchronous password token or security tokens (smart card) to
determine the users or non-repudiation issue.
13.3.4 Database
i. Secure storage
The database should only be accessed by the application server. Only an
authorised database administrator should access the database. There should be
a restrictive access to the database administrator from accessing business
application data. The database solution should provide security features such
as row level access control and column encryption to increase confidentiality
of data.
ii. Data integrity
Ministry of Resource Development and Information Technology should be
able to ensure validity of the data in the system. The database should be able to
detect error while data transaction. Among the error detecting techniques that
could be utilised but not limited to while transmitting data would be checksum
and cyclic redundancy check.
iii. Audit trail
The database solution should be able to provide an audit solution to efficiently
consolidate, detect, monitor, alert and report on data audit for security auditing
and compliance.
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14. GOVERNANCE
Section 14 highlights the recommended governance structure to oversee the ICT
development and implementation in Sabah. The ICT Governance consists of the
approaches, roles and processes that Sabah State Government will undertake in
managing, maintaining and improving the state’s ICT infrastructure to ensure its
effectiveness and efficiency.
14.1 Governance
This section of the Report discusses the ICT Governance structure for Sabah State
Government. In developing the proposed governance structure, the following
documents were referred to as guidelines for the recommendations in this section:
1. Surat Pekeliling Am Bilangan 1 Tahun 2008, Garis Panduan Mengenai Tatacara
Memohon Kelulusan Teknikal Projek ICT Agensi Kerajaan;
2. Buku Panduan Ketua Pegawai Maklumat (CIO) Sektor Awam v1.0, MAMPU,
2009; and
3. Mesyuarat Jawatankuasa IT dan Internet Kerajaan (JITIK) Bil 1 dan 2 Tahun
2009.
14.1.1 State ICT Institutional Setup
Current State ICT Institutional Setup
Since the first introduction of computerisation to the State Government in the mid- to
late sixties till the present time, the ICT institutional setup for the State Government of
Sabah has a complex structure, thus lacks clear defining roles (see figure below). This
is due to the historical development of ICT in Sabah, as the institutional setup for the
ICT was created based on specific needs by certain government agencies / departments
/ ministries with lack of proper planning. This has created into a unique set of
administrative and operational challenges as well as planning and financial issues that
the State Government has to face in its day-to-day ICT operations, apart from lack of
infrastructure.
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Figure 117: Current Sabah State Government ICT Organisation Structure
There under the Sabah IT Council, there are another five (5) sub-steering committees,
as shown in the figure below.
Figure 118: Current Sabah State Government Sub-Steering Committee Structure
The respective chair and secretariat of each of the steering committees are deliberated
as follows:
Steering Committee Chair Secretariat
e-Government Steering Committee SUT, KPSKTM KIT
ICT Infrastructure Steering
Committee
SUT, KPSKTM KIT, MCMC
State ICT Security Committee State CIO JPKN
e-Government Steering
Committee
ICT Infrastructure
Steering Committee
State ICT Security
Committee
State Government Agency CIO Committee
MyGDI Steering
Committee
KIT KIT
JPKN JPKN Department of Land
& Survey MCMC
Sabah IT Council
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Steering Committee Chair Secretariat
State Government Agency CIO
Committee
State CIO JPKN
MyGDI Steering Committee SKN Land and Survey
Department
Table 11: Current Sub-Committee Roles
Proposed State ICT Institutional Setup
Based on current findings at the time of writing, KPMG proposes the following ICT
Organisation Structure for the Sabah State Government to manage and support its new
systems and strategic direction. Please refer to the figure below.
Figure 119: Proposed Sabah State Government ICT Organisation Structure
Sabah will need strong leadership from the government to drive the ICT projects.
Therefore it is recommended for the Ministry of Resource Development and
Information Technology (KPSKTM) to be the only single reference point for the State
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Government’s ICT related programmes (this includes G2G, G2B and G2C ICT related
programmes such as the programmes that have already been described in the Sabah
State ICT Blueprint) as it is within the ministry’s jurisdiction and portfolio to focus on
IT development in Sabah. The Sabah IT Council (SITC) needs to be revived as the
policy advisory body as well as approving, and monitoring body as SITC will be the
driver of the State ICT Blueprint.
It is proposed that the SUT of the KPSKTM will assume the role of the State CIO and
the chairmanship of the Sabah IT Council (SITC) be delegated to the Minister of
KPSKTM in order to further strengthen and consolidate the ICT development in the
state.
It is recommended that KPSKTM acts as the central body that oversees the planning,
research and development as well as implementation of all ICT related projects within
the state of Sabah and therefore all ICT related funds will be channelled through
KPSKTM. This will allow only one body to be accountable for all the ICT spending in
the State, allowing SUT to be the chief controller of ICT related funds and hence, be in
the best position to implement the overall ICT master plan for the whole state of
Sabah.
With KPSKTM as the central ICT body, it is therefore recommended for the (ICT)
implementing government agencies/ departments such as JPKN, KIT and KKIPC Sdn.
Bhd. to be placed under the purview of KPSKTM to clearly define the roles and
responsibilities of each agency / department thus ensuring a smoother and effective
implementation of the State ICT Blueprint. Within the new proposed organisation
structure, it is recommended that KIT is placed under the State’s ICT Research &
Development, Policy and Planning division as currently KIT is active in developing
the state’s ICT policy and ICT Strategic Plan. It is also recommended that JPKN’s IT
system planning division be placed under the State’s ICT Planning and Strategy
division to allow better prioritisation of ICT projects based on the public as well as
state’s demand.
In addition, it is suggested that JPKN and KKIPC Sdn. Bhd. be placed under the
State’s ICT Operations division as both JPKN and KKIPC Sdn. Bhd. is currently
heavily involved in the development and implementation of the e-Government systems
as well as www.sabah.net.my. This will allow the departments under the State’s ICT
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Operations to focus and emphasise only on the project management operations of the
state’s ICT which are the supervision, development, implementation and monitoring
and upgrade of the public sector’s systems.
To create even more efficient e-government systems that are able to cope and keep up
with the pace of technology from the private sectors, it is highly recommended that a
study to corporatize JPKN to be conducted to allow JPKN and KKIPC Sdn. Bhd. to be
more competitive. The study should also consider the possibility for KKIPC Sdn. Bhd,
to absorb JPKN to avoid duplication of roles or work. This has been done in other state
governments such as Sarawak (Sarawak Information Systems Sdn. Bhd77.) and certain
parts of the states in United State of America such as Maine, Alabama and Kentucky
(NIC Inc.78).
JPSM, which is under KPSKTM, should work together with INSAN as well as with
any other government agencies that are providing ICT training services to the public as
well as public sectors to further increase the State’s ICT human capital development
and capacity building. Alternatively, it is recommended that a separate in-depth study
on the possibility of INSAN being absolved under KPSKTM be conducted in order for
the Government to have better focus on the human resources development, as some of
the roles of INSAN and JPSM are overlapping.
It is proposed that KSIT to be maintained as a separate government entity regardless of
the corporatisation or non-corporatisation of JPKN. The current KSITs should continue
its operations and technical support and in addition, act as the Management
Information Systems (MIS) personnel to their respective ministries and agencies. This
would mean that a proper knowledge management system, documentation (for
example, signed user requirements, signed user acceptance test, standard operating
procedure and technical documentation) as well as knowledge transfer has to be in
place due to the nature of the KSITs who are moved from one agency to another every
few years. This will increase the IT usage efficiency as well as application system buy-
in as the new KSIT staff that has to replace the other KSIT staff within a certain
agency will understand the nature of the business and thus, would focus on delivering
value-added IT service to his / her respective agencies / ministries. This will also
decrease the business-technical language barrier between the users (from the various
77 http://www.sains.com.my/sains/html/index.shtml
78 http://www.nicusa.com/html/
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ministries and agencies) and the technical staff from the proposed State ICT
Operations division.
Although it is recommended that JPKN will no longer be under the Ministry of
Finance, it is recommended that the Ministry of Finance will be one of the members of
the Sabah IT Council member. Our recommendations focus on the proposed roles and
responsibilities for both existing and new position within Sabah State Government ICT
management practices. The respective roles and responsibilities of each of the
components are deliberated as follows:
Functions Roles
Sabah IT
Council
• Acts as Sabah State’s ICT policy and monitoring body as well
as ICT checks and balances system.
• Ensure planned ICT strategies are well managed and cost
effective.
• Monitor and evaluate achievements against the Sabah ICT
Blueprint as well as any other ICT Strategic Plan (ISP). This
activity is to be conducted every two years to ensure that the
programmes will be achieved according to agreed schedule and
timeline. The indication for the success of the programmes will
be based on the identified KPIs.
• Provide advice, feedback and recommendation to management
team on ICT related issues.
• Exchange information with the private sector in developing
local ICT policy and standards to drive the direction of local
ICT industry.
• Approval and endorsement on ICT projects.
• It is proposed that the State CIO (which is the SUT of
KPSKTM) act as the secretary whilst the Minister of KPSKTM
to take the role of chairmanship. Please refer to Figure 120 for
further explanation on the reporting structure mechanism.
KPSTKM
(SUT / State
CIO)
• Lead the State’s ICT strategic direction and ensure alignment
of the State’s ICT strategic plan with the requirements of the
national development plan as well as the public sector’s ICT
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Functions Roles
Strategic Plan (Sabah ICT Blueprint, Yayasan Sabah Master
Plan).
• Coordinate and implement policies, standards and global best
practices.
• Coordinate and promote ICT acculturation in Sabah’s delivery
system.
• Coordinate and execute innovation in electronic government
applications, infrastructure and ICT security.
• Coordinate and ensure that the progresses of the State ICT
Blueprint programmes are according to agreed project timeline
and the Key Performance Indicators are met.
• The detailed roles for the state’s CIO can be referred to “Buku
Panduan Ketua Pegawai Maklumat Sektor Awam v1.0”.
State ICT
R&D, Policy
and Planning
• Develop, manage and monitor the implementation of the ICT
Strategic Plan based on the requirements of the national
development plan and public sector ICT Strategic Plan (Sabah
ICT Blueprint).
• Perform analysis and design of the systems required by
agencies, ICT industries, key economic sectors, key supporting
sectors and societies under the state of Sabah as well as
designing the system architecture for planning purposes.
• Develop and manage ICT-related policies as well as Research
and Development.
State ICT
Operations
• Develop, monitor and update application systems, database
systems and web portal for State Government.
• Monitor the development of application systems for agencies
under the State Government and ensure standardisation.
• Manages user acceptance testing (UAT), website and
programming front end systems with database administration
and integration.
• Provide technical support for end user computing including
operating system/ software upgrades, format and consultancy.
• Responsible in daily operation and maintenance for ICT for
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Functions Roles
public sector who subscribes to its services.
• Maintain ICT infrastructure (server, storage and network) as
well as data centre.
• Perform data backup and recovery.
• Maintain network and server configuration, operation and
maintenance.
• Ensure implementation of proper security controls at
application and network layer.
• Perform security update and patching of applications and
network infrastructure. Monitor against virus attacks, hacking,
etc.
• Provide system development as well as ICT operations
consultancy services to agencies under the State Government.
• Provide ICT infrastructure consultancy services to agencies
under the State Government.
• Provide ICT security consultancy services to agencies under
the State Government.
State ICT
Capacity
Building
• To coordinate and liaise with other government agencies that
conduct ICT trainings and capacity building within the state of
Sabah in order to leverage on each other as well as align to the
ICT Strategic Plan, national development plan and public
sector ICT Strategic Plan (Sabah ICT Blueprint, Yayasan
Sabah Master plan).
• Develop, monitor and update ICT training materials according
to the needs of the government agencies.
• Monitor the Human Capability progress of State Government
agencies under the u-Savvy Government program.
• Promote ICT competitiveness in the private and public sector
by encouraging the use of ICT in commerce and daily
administration.
• Provide ICT training services to agencies under the State
Government.
• Provide training to the public as well as monitor the ICT
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Functions Roles
Capacity Building progress within the State of Sabah via the
various capacities building programme within the State ICT
Blueprint such as the Kreatif AramaIT program.
Table 12: Roles of ICT Functions
The proposed Sabah IT Council reporting structure between the State Government and
the agencies under the State Government is depicted in the following diagram:
Figure 120: Sabah IT Council Reporting Structure
The Sabah IT Council (SITC) is a steering committee that strategically manages ICT in
the interest of the state of Sabah. It functions as the primary advisor and consultant to
the State Government on matters pertaining to ICT development in Sabah. Key
members of the Sabah IT Council will be based on the current key members of the
Sabah IT Council (E.g. Chief Minister, Minister of Finance, Minister or Resource
Development and IT, State Economic Planning Unit, etc.). It is proposed that the State
CIO (which is the SUT of KPSKTM) will act as the PMO for matters regarding ICT
implementation in the State Government (this includes projects by KPSKTM, the
Innovative Governance Committee, e-Governance Committee as well as the
Infrastructure Committee). Hence, the State CIO will be required to report to the Sabah
IT Council as well as the State cabinet on the current ICT implementation progress in a
timely manner.
The State Ministries/ Agencies/ Departments CIOs under the State Government will
report to the State CIO on matters regarding their respective G2B, G2C and G2G ICT
implementation through the e-Governance Committee channel, which the proposed
KPSKTM’s State ICT R&D, Policy and Planning division will act as the secretariat.
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The e-Governance Committee will comprise of the previous e-Government Steering
Committee. The e-Governance Committee will be responsible for any activities that
affect government operations and the delivery of public services. The main aim is to
facilitate the transformation of the public sector and bring the government closer to the
people, which also include bridging the digital divide between the societies in Sabah.
This is to ensure that the government services are accessible anywhere, anytime,
anyhow by anyone. Additionally, the e-Governance Committee will refer to the Sabah
IT Council to obtain technical and budget approvals for ICT projects. With the
establishment of this e-Governance Committee, the previous State Government
Agency CIO Committee and MyGDI Steering Committee will be incorporated under
the new Working Committees to be formed by the e-Governance Committee at a later
date. The e-Governance Committee will be at liberty to also include relevant
professionals and experts on invitation basis.
It is proposed that an Innovative Governance Committee (IGC) that consists of agreed
upon (by the Sabah IT Council) selected experts from the NGOs, private sectors,
Sabah Computer Society (SCS) as well as GLC companies to be established for
developing the proposed Kreatif AramaIT programme a joint financial assistance
initiative by all parties. The idea of the establishment of an Innovative Governance
Committee is to ensure that the State of Sabah has joint participation from the
government as well as private sectors with regards to consultation on Sabah’s demand
and potential ICT development. The IGC will also act as the primary advisor and
consultant that coordinates, prioritises, and evaluates all business and society-based
ICT development planning and implementation to the State IT Council. The proposed
KPSKTM’s State ICT R&D, Policy and planning division will act as the secretariat for
the IGC to assist in reaching out to the targeted audience and alignment of
matchmaking businesses with the relevant government agencies.
It is proposed that the previous ICT Infrastructure Steering Committee to be remained
as it is as by having the ICT Infrastructure Steering Committee separate from the IGC
and e-Governance Committee, it will be able plan, develop and implement the ICT
infrastructure in Sabah as an overall benefit for the government and community
throughout Sabah without any possibility of duplication of work for either the
business, society or government programmes.
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To progress and implement the new proposed organisation as well as reporting
structure, it is recommended for the State Government to do the following:
• ICT Governance Review
o Enhance and review current ICT governance policies;
o Identify potential future ICT governance to be strengthen or develop;
o Feasibility study on reshuffling of State Government ICT Organisation
Structure;
o Feasibility study on corporatizing JPKN; and
o Enforce ICT governance throughout the government agencies through proper
enforcement policies.
• ICT Reporting Structure Review
o Create and enforce a custodian to be the champion for knowledge sharing
amongst government agencies;
o Review job and project priorities on a yearly basis with regards to the state’s
ICT projects and programmes; and
o Creation of a new streamlined ICT governance where the ICT Governance is
championed by KPSKTM with 3 supporting ICT division; Operations,
Human Capital Development and the Strategy and Policy divisions
• Innovative Governance Committee Creation
o Establish an Innovative Governance Committee (IGC) for making Kreatif
AramaIT a joint financial assistance initiative by identifying representatives
from various agencies;
o Establish a reporting mechanism for an effective consultative management;
and
o Develop a mechanism to assist in ICT related business matchmaking with the
proper relevant government agencies
14.1.2 Sabah u-Governance
The inevitability of globalisation is having a major impact on all businesses including
the government. Today it is common for businesses and citizens, especially the more
technology savvy generation to expect easy, efficient and secured access to appropriate
government information and services anytime, anywhere and even using any devices.
All these driving forces have created an appetite for real time information and in turn
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have resulted in a greater expectation on the overall performance of the government.
The Sabah government is in no exception. The u-Governance programme would
enable the administration to obtain and disburse real time information instantly. This
would be aligning to the aim of becoming an e-government where information is
available, reliable and accessible at all times. Such information when channelled and
used in the right context would enable ICT to assist in decision making that could
bring positive impact to the socio-economic welfare of the state. However, it was noted
that among the challenges that the programme may face would be:
• Sharing of information;
• Confidentiality of information;
• Ownership of the information in the data warehouse; and
• Integrating legacy systems and unstructured data.
Programme
Name
Sabah u-Governance
Programme
Description
The programme aims to establish a one stop information
portal by integrating systems that would assist in establishing
a data warehouse. An analytical tool such as a Decision
Support System or an Enterprise Information System that has
business intelligence (BI) capabilities would be further built
interfacing with the data warehouse providing decision
makers sufficient real time information to make fast and
effective decisions. The programme would also include all
initiatives of automating processes and support development
of new systems that would contribute in establishing the data
warehouse. Example of one of the systems that have been
identified to be a potential decision support system is the State
Geographic Data Coordination.
The programme is supported the by strategic initiatives as
listed below:
• SI 46: Enhancement of current systems
• SI 47: Establishment of new systems
• SI 48: Development of Decision Support System
Objectives of the • To automate current manual processes in the public sector
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Program ensuring minimum manual intervention that would
provide opportunity for human error.
• To establish systems for the procurement and budget
process that would allow automation and information
sharing.
• To integrate existing information in a data warehouse that
could be used to for analytical purposes.
• To facilitate key decision making process through
availability of up to date (and historic) strategic
information.
• To provide a cache of performance tools which allows
trend analysis, “drill down” (and up), bar charting and
provides alert.
Impact • Processes would be automated. This reduces time utilised
and increases the effectiveness and efficiency of business.
• The procurement and budget process would be more
systematic with the introduction of a new system.
Utilisation of a system reduces manual intervention,
human errors and redundant work.
• Decisions related to socio-economic could be made fast
and more accurately with close to real time data. This
increases the credibility of the government and projects a
smart government.
Key
Implementers
• Ministry of Resource Development and Information
Technology: Key Ministry that oversees the overall
implementation of the program, define the user
requirements as well as provide technical and advisory
support. The Ministry will also be the Secretariat that
facilitates the identification and collaboration among
identified Project Champions (form Government
Ministries/ Agencies/ Departments).
Supporting Body • Relevant government Agencies / Departments / Ministries
affected by the project: Collaborating agencies that will
act as Project Champion as well as define the business
and technical requirements for the system development.
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Implementation
Timeline
• SI 46: Short Term
• SI 47: Short Term
• SI 48: Medium Term
Action Plan To achieve the u-governance, the action plan can be divided
into 3 phases (see picture below). However, implementation
of the action plans will be successful only if there is strong
leadership within the key implementers stated above and the
proper infrastructure is in placed that are conducive for a
ubiquitous government to be created.
SI 46: Enhancement of current systems
• To review the state ICT Blueprint every 2 years as a part
of project monitoring.
• Identify the current systems that require technical and
functional enhancement.
• Conduct user requirement study for reassessment of the
current system.
• Identify a system development/ improvement team for
enhancement process.
• Conduct post assessment on the enhanced systems.
SI 47: Establishment of new systems
• To review the state ICT Blueprint every 2 years as a part
of project monitoring and identifying new systems to be
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developed.
• Develop new systems for the current manual processes
such as procurement and budget.
• Conduct user requirement study for the development of
new systems.
• Identify a system development team for the
development of new systems.
• Conduct post assessment on the developed systems.
SI 48: Development of Decision Support System
• Establish a need and high level functionality of a
Decision Support System.
• Conduct user requirement study for the development of
the Decision Support System.
• Identify systems that would need to be integrated with
the Decision Support System.
• Identify a system development team for the
development of the Decision Support System.
• Integrate systems that would establish a data warehouse
enabling the Decision Support System for decision
makings.
• Conduct post assessment on the developed system.
Key Performance
Indicators
KPI 1: Number of system enhance annually
KPI 2: Development of new systems (Please refer to Gov-
Apps Program)
KPI 3: Development of the Decision Support System
Target KPI 1: At least 2 systems are enhanced and upgraded annually
KPI 2: Please refer to Gov-Apps Program
KPI 3: A Decision Support System is developed and utilised.
For any programme of this nature and size, it is prudent for the state government to
have an approach model for making the programme a success. In order to support the
goal and objectives of the program, a holistic approach such as suggested in the figure
below needs to be adopted.
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Figure 121: Sabah u-Governance Decision Support System (DSS) Approach Model
The following are elaborations on the layers identified in the Approach Model:
• Business Architecture – should focus on the business imperatives, management
information reports, the key processes and desired performance outcomes that the
DSS should support. As part of the programme strategies, all key agencies in
Sabah should be covered as part of the project; however, a basic underlying
principle for the design of the DSS is that the system would be structured along
functional rather than organisational lines. The Chief Minister’s requirement
should be the focus while developing the business model for DSS.
• Data and Information architecture – should specify the data and information
structure, type of information and issues with the data and information.
Appropriate focus should be given to data dimension i.e. historical versus
forecasted data which is utilised for management reporting, data quality and
timeliness.
• Source of data - Applications and EAI architecture – should define the sources
of the data/ information, the relevant applications, services and components that
support the integrated business, data and information flows. As part of the strategy,
indirect stakeholders should also be considered i.e. information providers including
Ministry of Finance, Royal Customs of Malaysia (KDRM), Inland Revenue Board
of Malaysia (LHDN), etc. Figure below illustrates the proposed systems that could
be integrated for the DSS. The current systems are system that is in use at present
moment such as ‘Sistem Buku Vot dan Baucar Bersepadu (SISVOT), Sistem
Maklumat Sumber Manusia (SM2), Sistem Pay A3, Sistem PUKONSA, Sistem
Lesen Memburu, Sistem Aduan’, Licence Information System, State Project
Business Architecture
Data &
Information
Source of Data –
Application & EAI Architecture
Technology
System
Manual
SecurityICT
Architecture
Information Architecture
Data Sources
Business Architecture
Data &
Information
Source of Data –
Application & EAI Architecture
Technology
System
Manual
SecurityICT
Architecture
Information Architecture
Data Sources
347
Information System (SPINS), Trading Licence System, Sabah Housing
Information System, Revenue Collection System, Log Production System and
Land Revenue Collection Information System (LRCIS). The new systems are
systems proposed to be developed such as the Sabah Procurement System and
Sabah Budget System.
Figure 122: Proposed application architecture for DSS
• Technology – describes the minimum technology and security features required
for the integration of systems for the DSS to function. Appropriate focus will be
given to the technology and architecture that will be used for integration i.e.
including Service Oriented Architecture, Message Brokers and security i.e.
encryption, Public Key Infrastructure and others.
With the Sabah u-Governance program, key decisions related to socio-economic could
be made more accurately with close to real time data. The programme would help
increases the credibility of the government and confidence of public towards the
government.
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14.1.3 ICT Governance
The landscape of ICT State governance has changed immensely since the emergence
of Internet and new computing technologies. The sheer volume of new requirements as
well as data that need to be stored, processed and protected is becoming a challenge to
governments all around the world.
Figure 123: Tools to Improve ICT Governance
In essence, ICT governance is about achieving three main objectives:
i. Getting the most value from ICT, including moving it toward its strategic
goals;
ii. Ensuring that stakeholders and management understand the key ICT risks and
manage them; and
iii. Establishing the conditions that allow ICT management to operate effectively.
Broadly, the ways to improve state-level ICT governance can be categorised into three
groups: those improvements that occur between private sector and the state
government, those that occur between the public service segments and the state ICT
Division, and those that occur within the state ICT Division itself. The improvements
between private sector and the state government are monitored and managed by the
Sabah IT Council. Meanwhile, the improvements between state ICT Division and the
public service segments are the responsibility of the respective Management
Committee. Improving ICT governance within the ICT Division falls on the shoulders
of the respective CIO, who must champion and sustain governance efforts within the
ICT team. The success of ICT governance measures depends entirely on the
Policies, Procedures,
and Standards Risk Management
Performance Management
Agreement on Objectives
Accountability
CommunicationProject
Management
ICT Strategy
Improving ICT Governance
Policies, Procedures,
and Standards Risk Management
Performance Management
Agreement on Objectives
Accountability
CommunicationProject
Management
ICT Strategy
Improving ICT Governance
349
governance mechanisms that bond ICT to the respective public sector strategy. Some
of the tools to improve ICT Governance are:
• Communication
A powerful tool to improve ICT governance is clear and consistent
communication. It is important for the private sectors to support the State’s
ICT initiatives. Therefore, a clear line of communication is imperative in order
for both parties to achieve the same goals. On the other hand, CIO should have
a clear understanding of the public services’ goals and how ICT can help reach
them. Furthermore, the management team does not view CIOs as service-
delivery specialists. Instead, the CIO is a member of Management Committee
who has learned how each member of the management team expects ICT to
deliver value, and then works to help ensure that those expectations are met.
• Agreement on Objectives
Good governance is frequently characterised by formal agreements between
providers and users of information technology. These so-called service-level
agreements (SLAs) can be useful when they use performance measures to
describe the service that is to be provided. Good service level agreements use
language that both the users and the providers agree upon, and they provide a
basis for understanding and improving the service that is offered.
• ICT Strategy
One of the key governance mechanisms that the State’s ICT Division can put
in place is a clear ICT strategy. Although it is frequently the CIO’s
responsibility to develop this strategy, it cannot be developed in isolation.
Clear links ought to exist between the ICT strategy and the overall
organisation’s strategy. Consequently, members of the entire Management
Committee need to have detailed discussions with the CIO about their views
on the ICT strategy.
• Policies, Procedures, and Standards
Well-governed public sector entities have well-defined ICT policies,
procedures, and standards. These powerful management and governance
techniques are the tools that provide an organisation with a road map toward
better governance.
• Accountability
During the development of the policies and procedures for the ICT function, it
is critical that the accountability for ICT decisions be defined. Accountability
is one of the cornerstones of good governance, and responsibility for elements
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of ICT governance must be assigned. Accountability should be defined within
the State Government’s ICT policies and procedures, which should be linked
to the principles of communication and transparency.
• Performance Management
To assist management with an understanding of how well the ICT processes
are running, a good system of measuring performance should be in place.
When established at realistic levels and communicated appropriately,
performance standards and metrics give employees a clear definition of
expectations and a goal to work toward.
• Risk Management
A rigorous risk management process helps enable an organisation to identify
and understand risks associated with ICT that may have a negative impact on
the organisation. When identifying risks, the impact to services needs to be
understood. Once a risk is identified management can decide what to do with
the risk along four dimensions:
− Avoid the risk
Make a decision that might enable the State Government to avoid a risk
altogether.
− Accept the risk
Be aware of the risk but not do anything about it other than monitor it.
− Mitigate the risk
Reduce the likelihood or consequences of the risk.
− Transfer the risk
Involve a third party to take on some of the impact of the risk such as
insurance.
• Project Management
Due to the State Government’s constant commitment to improve technology,
large projects may frequently be underway within ICT after commencement of
ISP implementation. Sound project management will assists the State
Government in implementing projects that are within scope, time and cost
constraints, of sufficient quality, and able to be integrated to the applicable
processes and related systems. Many organisations rely on project risk
management function that runs alongside the traditional project management
function to identify and analyse risks to the project and to recommend risk
mitigation techniques to management. Others apply techniques such as
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portfolio management to balance priorities and spending rather than managing
one project at a time.
Ultimately, an effective ICT governance programme will allow an organisation
to demonstrate and continuously improve its management of information
assets in support of the organisation’s goals.
14.2 State-Wide ICT Policy and Procedure
Based on our observation, the current state-wide ICT policy that is being exercised is
minimal and there is a lack of enforcement on the current available policy. Therefore,
it is recommended for the Sabah State Government to develop and strengthen its
current ICT Policy and Procedure. It is recommended that the central body for ICT
planning, development and implementation of ICT related projects (KPSKTM) to be
the key implementer of these policies and procedures. Listed below are some of the
common components in ICT Policy and Procedures:
Development of Future Projects Policy
The purpose of this policy is to ensure that the State Government continuously strive to
be innovative in reaching out and delivering its services to its citizen. Actions steps
that need to be taken are:
• Develop potential future ICT governance policies to spearhead potential future
programmes.
• Develop specific ICT Strategic Planning for all individual ministries and
agencies
• Develop policies and budget allocation specifically for ICT training through
programmes such as u-Savvy Government to ensure that the State Government
is able to keep up with the needs of the society.
Procedure Manual
The purpose of this documentation is to establish a procedure framework surrounding
the management of the ICT Operations of Sabah State Government. The primary
drivers of this Policy Manual are:
• Establishing and following sound corporate policy and control guidelines for
managing ICT Operations based on the new proposed organisation structure;
and
352
• Provide uniformity in policy outlook.
The following are the areas for consideration when establishing the procedure
framework:
i. ICT Organisation
This section provides the overview of a clear and defined ICT institutional setup, the
key functions and reporting structure in Sabah State Government. A policy should be
in place with regards to project owner as well as project championed accountability for
affected programmes / projects.
ii. Operations
The purpose of this section is to establish guidelines to be used by the ICT personnel to
perform daily operations and to develop additional documents required to conduct such
functions. The procedures should include the following tasks:
a. Standard data daily operation tasks;
b. Incidents handling;
c. Software documentation (architecture/ design, source code and technical
documentation);
d. User requirements documentation; and
e. System Support documentation.
iii. ICT Risk Assessment
The purpose of this section is to establish methods of classifying ICT threats and
vulnerabilities. Regular evaluation of risks pertaining to information and ICT threats
(including network, platform and application) should be conducted to protect
information and IT assets.
iv. ICT Access Control
This procedure establishes management controls for granting, changing, and
terminating access to automated information system accounts administered by Sabah
State Government to ensure user assurance and buy-in towards future integrated
systems. Adherence to these procedures is essential to ensure the availability, integrity,
and confidentiality of information processed and stored in Sabah State Government
systems and network.
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v. Physical Security
The purpose of this section is to establish guidelines to ensure the continued protection
of information and ICT equipment contained in Sabah State Government’s premises
against accident, abuse or environmental/natural hazards.
vi. Continuity
The purpose of this section is to provide the necessary guidelines and procedures for
Sabah State Government to ensure the continuity of ICT operations. One of the
important procedures that are required in this section is backup and recovery.
vii. Personnel Security
The purpose of this section is to minimise the risk for human error, theft, fraud or
misuse of Sabah State Government ICT facilities. The ‘Personnel Security’ applies to
all individuals working in Sabah State Government and is applied in conjunction with
existing in house human resources policies. The procedures in this section should
provide guideline for the Information Security Manager to organise ICT security
awareness programmes to the users.
Information Security Policy
The purpose of this documentation is to establish a policy framework surrounding the
management of the Information Security of Sabah State Government in order to
prepare for Sabah’s public sector’s progress into Web2.0 or higher ICT services. This
is to ensure user buy-in from the government servants as well as the citizens to fully
utilise any e-government applications provided by the State Government in the near
future.
The primary drivers of this Policy are:
• Establishing and following sound corporate policy and control guidelines for
managing Information Security;
• Alignment to MyMIS (Garis Panduan Pengurusan Keselamatan ICT Sektor
Awam Malaysia) and reference to international standards such as IEC/ISO
27001 Information Security Management System Requirements; and
• Provide uniformity in policy outlook.
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Listed below are the areas in which Sabah State Government will need to consider
when establishing these policies:
i. Information Ownership and Classification
This policy is required to ensure that the safeguards applied to information and systems
are proportionate to their importance to the organisation. All information and/or system
generated, stored, processed and used for Sabah State Government should be classified
accordingly.
ii. ICT Threat and Risk Assessment
Sabah State Government shall regularly evaluate its information and ICT systems and
network for threats and vulnerabilities in order to protect its ICT assets and reduce the
Sabah State Government’s risk. A policy and procedure is needed for identifying
potential threats to Sabah State Government’s information and ICT assets as well as
assessing threats on the basis of probability and risk.
iii. ICT Access Control
Access to information systems and information processing facilities must be controlled
in line with the organisation’s requirements, taking into account Pejabat SUK Negeri
Sabah and State Agencies’ policies for information dissemination and entitlement, and
any contractual or legal requirements to protect access to data or services. Controls
mechanisms are implemented based on the value of the information assets and the
threats that these assets are subjected to.
Sabah State Government should consider developing policies for the following:
• Network access - The main objective of this policy is to protect network
services;
• Operating Third party access - The main objective of this policy is to prevent
unauthorised access by third party; and
• Outsourcing - The main objective of this policy is to maintain the security of
information when any functions and/or operations are outsourced to another
organisation.
• System access - The main objective of this policy is to prevent unauthorised
access to operating system services that may corrupt the entire systems;
• Application system access - The main objective of this policy is to prevent
unauthorised access to application system and to enforce segregation of duties.
• Monitoring system access/use - The main objective of this policy is to provide
regular monitoring on user access and user activities.
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iv. Physical Security and Environmental Controls
The physical and environmental security of Sabah State Government’s premises and
locations must be managed to ensure the continued protection of information and ICT
equipment contained in them against accident, abuse or environmental/natural hazards.
Sabah State Government should consider policies for the following:
• Physical Security - The main objective of this policy is to prevent unauthorised
access to Sabah State Government facilities and ICT equipment; and
• Environment controls - The main objective of this policy is to protect Sabah
State Government facilities and ICT equipment from perpetual hazards.
v. Security of Common Use Devices
Sabah State Government should consider formulating policies for devices and
equipments that are commonly used such as (but not limited to) the following in order
to prevent abuse of the facilities and ICT equipments:
• Internet and intranet usage;
• E-mail usage;
• Telephone usage;
• Video conferencing;
• Personal Digital Assistants/Palmtops or Pocket PCs usage;
• GPS System
• USB storage drive; and
• Working from remote areas
vi. Operations
Sabah State Government shall operate all systems and applications in such a way that
preserves the security of Sabah State Government’s environment.
Sabah State Government should consider the policies for the following:
• Incident Management - The main objective of this policy is to ensure Sabah
State Government will be able to respond quickly and effectively to security
incidents;
• Malicious Software and Computer Malware - The main objective of this policy
is to protect Sabah State Government from legal issues;
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• Clean Desk Policy - The main objective of this policy is to ensure that the
work environments are adequately protecting Sabah State Government’s
information assets; and
• Media handling - The main objective of this policy is to safeguard Sabah State
Government information asset that are stored and transmitted via media.
vii. Continuity
Each service unit must have a continuity and disaster recovery plan in place to enable
services to continue operating in the event of a disaster (however defined). Minor
disasters may also result in unnecessary costs and unacceptable downtime being
occurred.
Sabah State Government should consider making policies for the following:
• Service Resumption and Contingency Plan (SRCP) - The main objective of
this policy is to ensure the availability of Sabah State Government’s
information asset;
• Backup and recovery - The main objective of this policy is to ensure that in the
event of an emergency, essential information can be restored within critical
timescales; and
• Insurance - Insurance should be maintained for ICT equipment. The main
objective of this policy is to minimise the impact of losses of ICT equipment.
viii. Personnel Security
The purpose of “Personnel Security” is to minimise the risk of human error, theft,
fraud or misuse of Sabah State Government ICT facilities. The ‘Personnel Security’
applies to all individuals working in Sabah State Government and is applied in
conjunction with existing in-house personnel/human resources policies.
The controls for personnel security is addressed at the recruitment stage, i.e. in job
descriptions, contracts and monitored during an individual’s employment or tenure
with Sabah State Government.
In addition, Sabah State Government should consider the policies for the following:
• Verification checks on all individuals - The main objective of this policy is to
ensure proper individuals are hired;
• Training and user awareness - The main objective of this policy is to improve
Sabah State Government’s performance by reducing training/skill gaps,
anticipating the Sabah State Government’s training/skill needs, and continually
improving training availability and methods; and
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• Non-Disclosure Agreement - The main objective of this policy is to ensure the
confidentiality of Sabah State Government’s information.
ix. Compliance
The design, operation, use and management of information systems may be subject to
statutory, regulatory and contractual security requirements. Advice on specific legal
requirements must be sought from Sabah State Government’s legal advisors, or
suitably qualified legal practitioners.
The security of information systems must be regularly reviewed. Such reviews must be
performed against the appropriate security policies and the technical platforms.
Information systems must be audited for compliance with security implementation
standards. There must be controls to safeguard operational systems and audit tools
during system audits. In addition, Sabah State Government should consider developing
policies for the following:
• Monitoring policy compliance - The main objective of this policy is to ensure
compliance with all the relevant laws and regulations including to the policies
stipulated by Sabah State Government;
• Software licensing and copyright protection - The main objective of this policy
is to minimise Sabah State Government legal exposure; and
• Data privacy - The main objective of this policy is to ensure compliance to
law and regulation pertaining to data privacy and to prevent information about
individuals being used in an inappropriate manner.
14.2.1 Sabah Smart Partnership
Sabah is the second largest state in Malaysia therefore faces geographical challenges
due to limited resources in terms of human resource as well as budget to reach out its
services to the public as well as between government agencies. Therefore, one of the
other avenues for implementing the State ICT Blueprint successfully is to leverage on
Smart Partnership with NGOs / private sectors (G2B) and between government
agencies as well as government from other countries (G2G).
Government to Government (G2G) Joint Ownership
Based on our current findings, there is a lack of coordination as well as awareness by
inter-government agencies on current ICT programmes that each agency is conducting.
358
Therefore it is highly recommended that KPSKTM to be the key implementer in
coordinating all the government agencies to work together through joint ownership of a
few programmes to face the challenge of lack of manpower as well as infrastructure to
conduct each individual’s programmes. This can be done via:
• Encouraging and enforcing smart partnership amongst government agencies on
current existing programmes such as ICT training for the public;
• Developing initiatives and incentives to encourage joint ownership from all
participants;
• Improve and encourage collaboration with other governments (E.g. BIMP) to
enhance current ICT programme initiatives; and
• Encourage Change Management initiatives by project champions to encourage
information sharing, particularly with regards to identified potential integrated
systems such as the billing system and GIS system (MyGDI).
Government to NGO and / or Private Sector (G2B) Collaboration
To counter the lack of human resource within the government agencies itself to carry
out a few of its ICT programmes, it is recommended that the government considers
more collaboration with the NGOs as well as private sector especially those with
Corporate Social Responsibility (CSR). To enable easier/smoother coordination of
programme activities with the NGOs and / or private sectors, it is recommended that
KPSKTM to be the key implementer in coordinating the government agencies with the
private sectors through:
• Identifying future and current existing programmes with other government
agencies such as promoting ICT programmes, for possible collaboration with
NGOs and Private Sector;
• Creating an interactive (minimum web2.0) state e-bulletin/ e-calendar of current
and potential future programmes shared amongst all government agencies for
everyone’s reference to encourage participation and to constantly publicise the
ICT tool to create awareness of the availability of the system;
• Identifying potential agencies from public and private sector to be included in
ICT related conferences/ seminars and discussions to support for various
programmes such as the proposed Kreatif AramaIT program;
• Joint effort by the government and private sectors in evaluating the options by
taking into account the costs, coverage and technology as well as implementing
the best solution that meets the State Government’s needs; and
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• Joint effort by the government and private sectors in conducting due diligence,
careful design, monitoring, and clear communication at every stage of
promotional activities to be conducted.
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15. Strategic Implementation Roadmap
Section 15 of the Blueprint outlines the proposed strategic implementation roadmap for
the Sabah State ICT development for the next fifteen (15) years. In realising the State
ICT vision and strategic direction, the implementation plan will be presented in a series
of phases that describes the initiatives that need to be taken along with the cost factor.
The implementation roadmap should be regarded as a living document and be
accompanied by sequence of revision to ensure validity with technological
advancement and business fit.
To develop a robust and sustainable ICT development, it is imperative for the State to
translate the key focus areas and programmes into actionable plans. The ICT
programmes prioritisation is crucial to ensure that the implementation of the ICT
projects will be aligned with the overall State’s strategic direction. The next section
highlights the implementation model of the Sabah State ICT Blueprint as well as high
level estimation of the project costing.
15.1 Implementation Model
Fourteen (14) programmes plus one (1) infrastructural programme and one (1)
governance programme have been proposed to be implemented for the next fifteen (15)
years in becoming a ubiquitous State by the year 2025. The progress of the
programmes that are to be implemented shall be reviewed every two years to ensure
that the key tasks and deliverables are conducted on scheduled. The indication for the
success of the programmes will be based on the identified Key Performance Indicators.
The figure below illustrates the proposed implementation schedule for all the
recommended programmes.
361
Figure 124: Implementation Model
As highlighted above, the implementation model could be divided into four (4) phases
as follows:
i. Quick wins;
ii. Phase I: Infrastructure development;
iii. Phase II: Integrated online services; and
iv. Phase III: Ubiquitous Sabah.
Once the ICT Blueprint has been formalised, the following activities under each phase
should commence:
i. Quick Wins
During this period, initiatives with immediate impact should be implemented. This
phase is estimated to be within the year 2010 itself. The main objective of this phase is
to establish and strengthen a governance framework which would enable a monitoring
mechanism for the implementation of the recommended programmes. This would
include initiatives such as enforcing policy related matters and enhancing web base
information portals.
ii. Phase I: Infrastructure development
In order to ensure that the implementation of the proposed programmes is successful, it
is crucial that the ICT infrastructure development is in place. This phase, projected
between 2011 till 2015 is expected to lay a foundation which would be a catalyst for
362
other proposed programmes aimed to cater ICT as an industry, enabler and for the
society implemented.
iii. Phase II: Integrated online services
At this stage, it is envisaged that some of the ICT initiatives started earlier would still
be in operation. The main aim of this phase is by the end of 2020, current ICT
practices would be enhanced by the introduction of new services and upgrading current
services. This would include services provided between government to government,
government to business, government to people and business to people. With the
implementation of the proposed initiatives, Sabah would be able to experience
government and business process operating in an integrated environment. This would
enable both government and business units deliver its services more efficiently and
effectively, thus help increase productivity whilst enhancing the overall quality of
services.
iv. Phase III: Ubiquitous Sabah
This would be the final phase of the ICT Blueprint. This phase aims to consolidate the
ongoing efforts of the proposed initiatives in order to establish a state that is able to
cater the needs of its people anytime, anywhere and anyhow. In short, this would be
the establishment of ubiquitous Sabah.
15.2 Programme Sequencing
Fourteen (14) programmes plus one (1) infrastructural programme and one (1)
governance programme have been proposed to be implemented for the next fifteen (15)
years in becoming a ubiquitous State by the year 2025. The figure below illustrates the
proposed implementation schedule for all the recommended programmes.
363
Figure 125: Proposed implementation schedule for ICT as an industry – related programmes
Figure 126: Proposed implementation schedule for ICT as an enabler – related programmes
364
Figure 127: Proposed implementation schedule for ICT for society – related programmes
Figure 128: Proposed implementation schedule of Infrastructure and Governance Programmes
365
The ICT programme implementation schedule provides a project planning view of the
proposed programmes that would support the u-Sabah vision. It also illustrates the
connection between the strategic initiatives within the programmes as well as with
other programmes within the ICT clusters that were categorised based on the MSC
Malaysia 2.0 framework.
Based on the figures above, there are three (3) identified quick-wins initiatives which
targets to commence immediately as these initiatives require minimum resources and
cost for implementation. The 3 quick-wins are Sabah Education Portal Enhancement,
Sabah Single Window Enhancement and the Establishment of Local Content
Management. The enhancement of the Sabah Education Portal and the Sabah Single
Window is considered as a quick-win as currently the portals are in existence and the
changes that are to be done can be relied on current existing human resource that
already has the experience of developing the education portal as well as the Sabah
Single Window portal. The e-Desa programme is currently still active in Sabah.
Therefore, the current existing resources for e-Desa programme need only to tap into
the local mindset for the specific e-Desa vicinity in order to gather and manage the
proper local content that will entice and interest the Rakyat, be it for the young or old,
for that particular area.
In addition, programmes that require and involve the implementation and enhancement
of Sabah’s ICT infrastructure will start commencing during the first phase. Therefore,
majority of the new strategic initiatives within programmes that need new
infrastructure-related resources such as the e-Desa Empowerment, e-SabahWomen,
Kreatif AramaIT, Trek Sabah, u-Savvy Gov, Sabah TechnoHub, Sabah Technopreneur
Empowerment and Infra 2015 programmes will start commencing from year 2011
onwards. The development of the K-Park infrastructure and assistance of Sabah
Technopreneurs are of utmost importance due to the intention of creating a new
sustainable niche ICT industry and promote local ICT businesses in Sabah. Most of the
basic awareness, campaign and marketing strategic initiatives will also begin towards
the middle / end of the short term phase in order to prepare the citizens, public and the
private sectors to be aware that there are new ICT-related facilities and services
provided by the government for their convenience as well as to prepare them for the
next phase of the Sabah ICT Blueprint.
366
In addition, to encourage the development of a more citizen-centric government by
providing better services to the people, the development of Sabah government
applications strategic initiatives will also commence during the middle / end of the
short term phase. Once most of the much needed basic infrastructure has been laid,
only then will the focus of the next phase starting around year 2015 onwards will
commence, which is the availability of applications during anytime of the day-related
strategic initiatives. For current on-going programmes (from the beginning of phase I
or quick-win programmes), the new strategic initiatives that will be introduced are
focus more towards the alignment of projects such as the CBC and e-Desa in the e-
Desa Empowerment program, and the enforcement and strengthening of programmes
such as creating a Sabah single reward scheme strategic initiatives for the k-Rakyat
program, managed services strategic initiatives for the Sabah TechnoHub programme
as well as realisation of e-Soho Sabah for the e-Soho Sabah programme as well as the
introduction of a brain gain strategic initiative for the Sabah Technopreneur
Empowerment to encourage participation from industry experts from physically
outside of Sabah. New proposed programmes that will commence during this phase (as
it is assumed that majority of the public and private sectors as well as the citizens will
be ICT savvy and reliant by this stage) will be the e-Soho Sabah, Sabah Agro
Knowledge Portal, Advanced Manufacturing Programme and Supply Chain Network
programmes; which aims to enable and improve the current condition of the key
economic sectors as well as the supporting economic clusters in Sabah via ICT.
The final phase will focus more on the availability of ICT services via any means and
any time required. Therefore it is foreseen that most of the on-going strategic
initiatives and related programmes will focus more towards creating a ubiquitous
technology platform such as the idea of accessing the online services provided via any
commonly used platform such as the internet, handheld devices and even GPS at any
parts of Sabah. Such current service applications currently exists in the private services
such as the Skype79 and Facebook80 applications that are able to connect to their
customers via internet and common mobile phones. To further improve the comforts
and new ICT lifestyle of the citizens in Sabah at work as well as at home, a new
programme that will be introduced during this face is the SmartCity@KK where
strategic initiatives such as the development and planning of SmartCity@KK and
79
www.skype.com 80
www.facebook.com
367
DigitalHome@KK will commence due to the support and availability of high
broadband, based on the completion of the Infra 2015 infrastructure program.
15.3 Programme Costing
This section covers the costing breakdown and components for the recommended
programmes and strategic initiatives in the Sabah State ICT Blueprint.
Costing Assumptions
i. All costing figures given here are strictly estimates for budgetary purposes
only;
ii. Costing figures may vary greatly depending on the solutions / vendors
eventually selected by the Sabah State;
iii. Other costs (customisation, interface, additional modules, etc) including
recurring costs (annual license fees, maintenance support, etc) may vary
according to the needs.
The table below highlights the estimated costing for the recommended programmes:
SI Initiatives Costing Components Total Costing
(RM)
Programme 1: Sabah Techno Hub
SI 1: Development of
K-Park
The cost includes the following:
� Infrastructure
Construction of K-Park from ground up.
Includes land acquisition, development
of building structures, ICT Infrastructure
and utilities.
� Marketing and Communication
Awareness and promotion campaigns for
K-Park, which includes advertisements
and marketing programmes
1,730,000,000
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SI Initiatives Costing Components Total Costing
(RM)
SI 2: Incubator The cost includes the following:
� Human Resource
- Consultancy services for the policy
development of MSC Status and
development of established
business models for incubator
program.
- Includes the acquirement of
resources for the management of K-
Park and resources to facilitate
technopreneurship exhibitions,
seminars and other events.
� Marketing and Communications
- Technopreneurship events such as
seminars and exhibitions.
51,000,000
SI 3: Managed
Services
The cost includes the following:
� Human Resource
- Consultancy for development of
User Requirements and business
models of managed services
� Infrastructure
- End to end development of data
centre that includes premises, ICT
Infrastructure, telecommunications
and utilities
- Maintenance and operational cost of
the data centre for the next fifteen
(15) years
� Marketing and Communications
- Development of marketing
packages, promotions and
awareness campaigns.
170,000,000
Programme Total Cost 1,951,000,000
Programme 2: Sabah Technopreneur Empowerment
SI 4: Non-Financial SI 4: Non-Financial Assistance 150,000,000
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SI Initiatives Costing Components Total Costing
(RM)
Assistance � Incentive
- R&D Tax Allowance Scheme - To
encourage businesses, especially
small and medium enterprises
(SMEs) to engage in and increase
their R&D activities in Sabah by
giving them tax allowances for
R&D expenditure. (Non-financial)
� Marketing and Communications
- Brand Empowerment Programme –
SMEs can build and use their
brands as a business strategy
through training, brand assessment,
incentives and online resources.
(Non-financial)
SI 5: Financial
Assistance
The cost includes the following:
� Incentive
a. R&D Incentive Start-up Scheme;
b. Micro Loan Programme;
c. Tourism Technology Grant;
d. Energy Efficient Technologies
Fund;
e. Product Development Scheme; and
f. Technopreneur Market
Development Incentive.
30,000,000
SI 6: Technopreneur
Online
The cost includes the following:
� Marketing and Communications
- Marketing and promotion
campaigns for potential Grant
Makers.
� System (H/W, S/W, SI)
- Development of Sabah
Technopreneur Online Portal
(Content, System linkages,
Additional portal features)
15,600,000
370
SI Initiatives Costing Components Total Costing
(RM)
SI 7: Brain Gain
The cost includes the following:
� Incentive
- Research and development grants,
funding and support specific
projects
10,500,000
Programme Total Cost 206,100,000
Programme 3: Kreatif ARAMA-IT
SI 8: ICT Outreach
The cost includes the following:
� Human Resource
- Effectiveness study of the current
ICT awareness programme and
development of strategic action plan
� Marketing and Communications
- Awareness campaigns concerning
ICT usage/ benefits
25,500,000
SI 9: ICT
Symposium
The cost includes the following:
� Marketing and Communications
- Development of advertising
campaigns for the (local / internet)
mass media.
� Incentive
- To leverage funds from MITI
10,000,000
SI 10: State-wide
ICT Competitions
The cost includes the following:
� Incentive
- Competitions /contests that
encourage e-Culture (E.g. digital
photography, digital music, digital
design, user-created content, etc.).
7,500,000
SI 11: ICT
Exposition
The cost includes the following:
� To utilise funds allocated under SI 9:
ICT Symposium
-
SI 12: Building ICT
literate and
innovative society
The cost includes the following:
� Training program
- Cost for the implementation of ICT-
160,000,000
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SI Initiatives Costing Components Total Costing
(RM)
related trainings for the citizens of
Sabah for the next fifteen (15) years
� Incentive
- Sabah ICT Awards, Best
Technopreneurship awards
SI 13: ICT
innovative education
programme (IIEP)
The cost includes the following:
� Incentive
- Incentives to public and private
sector partners in order to ensure
contribution to skills development
in the ICT sector.
10,000,000
SI 14: Industrial
Training
The cost includes the following:
� Collaboration with LHDN for
exemptions and incentives
-
SI 15: Sabah
Education Portal
Enhancement
The cost includes the following:
� System (H/W, S/W, SI)
- Enhancement of Sabah Education
Portal (Content, System linkages,
Additional portal features)
5,500,000
SI 16: Strengthening
the local skills base
and enhancing local
content
The cost includes the following:
� Human Resource
- Training to local content creators
� System (H/W, S/W, SI)
- Enhancement of content in local
portals and websites (Content,
System linkages, Additional portal
features)
13,000,000
SI 17: Engaging in
joint action
The cost includes the following:
� System (H/W, S/W, SI)
- Development of knowledge portal
that will be a platform for
collaboration and knowledge
transfer. (Content, System linkages,
Additional portal features)
3,000,000
372
SI Initiatives Costing Components Total Costing
(RM)
Programme Total Cost 234,500,000
Programme 4: Sabah Agro Knowledge Portal
SI 18: Sabah Agro
Knowledge Portal
Setup
The cost includes the following:
� System (H/W, S/W, SI)
- Development of the Sabah Agro
Knowledge Portal (Content, System
linkages, Additional portal features)
� Marketing and Communications
- Development of marketing
campaigns concerning ICT usage/
benefits
2,500,000
SI 19: Sabah Agro
Knowledge Portal
awareness
The cost includes the following:
� Marketing and Communications
- Develop awareness campaigns to
the agricultural community on the
portal, its functions and benefits.
- Promotion of the portal to
agriculture suppliers, equipment
providers and vendors as a space to
promote their products and services.
- Development of flyers, brochures
and informational kits for potential
buyers / importers to use the Sabah
Agro Knowledge portal and
development of advertisements for
the mass media.
10,000,000
Programme Total Cost 12,500,000
Programme 5: Advanced Manufacturing Program
SI 20: Requirement
Identification and
Pilot
The cost includes the following:
� Human Resource
- User and System Requirement
Study, Feasibility Study and Cost
Benefit Analysis
1,500,000
SI 21: Computer The cost includes the following: 300,000,000
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SI Initiatives Costing Components Total Costing
(RM)
Integrated
Manufacturing
Framework
� System (H/W, S/W, SI)
- Artificial Intelligence Systems
- Infrastructure for Robotics and
Machinery
SI 22: Rapid
Prototype
Manufacturing
Services
� To utilise funds allocated under SI 21:
Computer Integrated Manufacturing
Framework
-
Programme Total Cost 301,500,000
Programme 6: Supply Chain Network
SI 23: Strategic
Planning and
Requirements
Identification
The cost includes the following:
� Human Resource
- User and Functional Requirement
Study, Feasibility Study and Cost
Benefit Analysis
1,500,000
SI 24: Supply Chain
Network Setup
The cost includes the following:
� System (H/W, S/W, SI)
- Development of centralised
Supplier Chain Management
System that integrates with each
sector’s systems (Warehouse
Management. System,
Transportation Management
Systems, Agro portal)
- Web Portal for buyers (Extended
Enterprise System)
12,000,000
Programme Total Cost 13,500,000
Programme 7: Trek Sabah
SI 25: Sabah Access
The cost includes the following:
� System (H/W, S/W, SI)
- Upgrade and enhance current
tourism related government
websites and systems
2,500,000
SI 26: Marketing, The cost includes the following: 15,000,000
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SI Initiatives Costing Components Total Costing
(RM)
Promotions and
Advertising
� Marketing and Communications
- Promotion and marketing of team-
building services available in Sabah
(via brochures, mass media, website
and informational kits at kiosks)
Programme Total Cost 17,500,000
Programme 8: u-Savvy Government
SI 27: Skill Sets
Review
The cost includes the following:
� Human Resource
- Skills set review identifications
study and development of skill sets
database
1,500,000
SI 28: Focus
Training
The cost includes the following:
� Human Resource
- ICT training programmes according
to skills assessment.
- Enhancement of on-going
trainings.
15,000,000
Programme Total Cost 16,500,000
Programme 9:k-Rakyat
SI 29: Sabah Single
Window awareness
The cost includes the following:
� Marketing and Communications
- Advertisement and marketing
campaigns such as ‘Use Sabah One
Portal’
10,000,000
SI 30: Sabah Single
Window
enhancement
The cost includes the following:
� System (H/W, S/W, SI)
- Upgrade and enhance current
government websites and systems
� Emails
- Deployment of email services to
citizens of Sabah inclusive of
development and operational costs
152,500,000
375
SI Initiatives Costing Components Total Costing
(RM)
for bandwidth requirements,
security etc.
SI 31: Sabah Single
Window reward
scheme
The cost includes the following:
� To utilise funds allocated under SI 29:
Sabah Single Window awareness
-
Programme Total Cost 162,500,000
Programme 10: e-Desa Empowerment
SI 32: Establishment
of local content
Management
The cost includes the following:
� System (H/W, S/W, SI)
- Establishment of portal by
promoting interactive
communication using the Web 2.0.
- Computer Units and ICT
Infrastructure such as LAN
52,500,000
SI 33: Training
The cost includes the following:
� Human Resource
- Training programmes for targeted
groups of the public
303,000,000
SI 34: Alignment of
CBC and e-Desa
programme
� To leverage funds allocated for the
Community Broadband Centre
Programme (CBC) under the Malaysian
Communication and Multimedia
Commission (MCMC)
-
Programme Total Cost 355,500,000
Programme 11: e-SabahWomen
SI 35: Development
e-SabahWomen
portal
The cost includes the following:
� System (H/W, S/W, SI)
- Development of local portal
(Content, System linkages,
Additional portal features)
- Consolidation of data and
information in portal on Sabah
Women profiles
2,000,000
376
SI Initiatives Costing Components Total Costing
(RM)
SI 36: Aligning
existing programmes
by KPMHEP with e-
SabahWomen
Programme
The cost includes the following:
� Human Resource
- Resourced for collaboration with
Ministry of Community
Development and Consumer Affairs
(KPMHEP)
SI 37: Identification
of new programmes
for the inclusion of
the e-SabahWomen
portal
� To collaborate with Ministry of
Community Development and
Consumer Affairs (KPMHEP)
-
Programme Total Cost 2,000,000
Programme 12: e-SoHo Sabah
SI 38: Realisation of
e-SoHo Sabah
The cost includes the following:
� Marketing and Communications
- Promotion and marketing campaigns
to encourage the potential
homepreneurs to participate in ICT
promotional activities E.g. Bulan
ICT Sabah
4,500,000
Programme Total Cost 4,500,000
Programme 13: Sabah Gov-Apps
SI 39 : Development
of the ‘Sabah Gov-
Apps’ Applications
The cost includes the following:
� System (H/W, S/W, SI)
- Development of the following
systems (includes cost for Systems
Selection and Evaluation study, User
requirement study, Software
licensing, Estimation for hardware,
system customisation and
implementation):
a. e-Tamu – RM 1,000,000;
b. e-SabahWomen - RM700,000;
c. e-Payment – RM3,500,000;
d. e-License –RM 2,000,000; and
9,000,000
377
SI Initiatives Costing Components Total Costing
(RM)
e. e-Procurement and e-Budget –
RM4,000,000
Programme Total Cost 9,000,000
Programme 14: SmartCity@KK
SI 40 : Development
of Strategic Planning
for SmartCity@KK
The cost includes the following:
� Human Resource
Development of Strategic Planning
Blueprint for SmartCity@KK
1,000,000
SI 41: Digital
Home@KK
The cost includes the following:
� Collaboration among the developer,
State Government and State Agencies
-
Programme Total Cost 1,000,000
Programme 15: Infra 2015
SI 43: Internet
exchange gateway
The cost includes the following:
� To utilise funds from SI 44: Submarine
Cable as both initiatives (SI 43 and 44)
are launched simultaneously
-
SI 44: Submarine
Cable
The cost includes the following:
� Infrastructure
- Placement and usage of fiber optics
under water (sea), connection from
the landing station to the exchange
gateway within Sabah and
connection from the landing station
to the exchange gateway at
identified country.
- Identification and construction of
landing station
2,000,000,000
SI 45: Internet
availability
The cost includes the following:
� Infrastructure
- Infrastructure backbone setup for
internet availability in Sabah.
Includes broadband base station,
500,000,000
378
SI Initiatives Costing Components Total Costing
(RM)
fibre optics and wireless routing.
SI 46: Ensuring ICT
is affordable
The cost includes the following:
� Collaboration with Royal Customs
Malaysia (KDRM)
-
Programme Total Cost 2,500,000,000
Programme 14: Sabah u-Governance
SI 47: Enhancement
of current systems
The cost includes the following:
� System (H/W, S/W, SI)
- Enhancement of the following
systems (includes cost for Software
licensing, User requirement study,
Estimation for hardware, system
customisation and implementation).
a. Integrated Security Management
System - Major enhancement –
RM2,500,000
b. Sistem LRCIS - Major
enhancement –RM2,500,000
c. Sistem Lesen Memburu- Major
enhancement –RM2,500,000
d. State Project Information
System (SPINS)- Major
enhancement –RM2,500,000
e. Sistem Buku Vot dan Baucar
Bersepadu (SISVOT) - Minor
enhancement for state wide
implementation – RM2,000,000
f. Log Production System - Minor
enhancement –RM1,000,000
g. Revenue Collection System -
Minor enhancement –
RM1,000,000
h. Sistem PUKONSA - Minor
17,000,000
379
SI Initiatives Costing Components Total Costing
(RM)
enhancement – RM1,000,000
i. SISBAM- Minor enhancement –
RM1,000,000
j. Sistem Izin Kursus INSAN (e-
Kursus)- Minor enhancement –
RM1,000,000
SI 48: Establishment
of new systems
The cost includes the following:
� To utilise funds from the Sabah Gov-
Apps programme
-
SI 49: Development
Decision Support
System
The cost includes the following:
� System (H/W, S/W, SI)
- Development of the Decision
Support System (includes cost for
Systems Selection Evaluation Study,
User requirement study, Software
licensing, Estimation for hardware,
system customisation and
implementation).
2,000,000
Programme Total Cost 19,000,000
15.4 Sources of Funding
The funding for the recommended programmes could be derived from
government funding or co-operation between private and government bodies.
Some of the methods of state project funding are:
• Public Funding: Funding provided by State or Federal Government;
• Public Private Partnerships: Funding is provided and operated through a
partnership of State Government and one or more private sector
companies; and
• Private Funding: Finding solely provided by the private sector.
No. Program Source of Funding Remarks
380
No. Program Source of Funding Remarks
1 Sabah Techno
Hub Public Funding
Government initiative to identify
and develop physical incubators
(Sabah TechnoHub) and promoting
the Sabah TechnoHub in an industry
perspective that would incorporate
Government-to-Government (G2G)
and Government-to-Business (G2B)
communication.
2
Sabah
Technopreneur
Empowerment
Public Private
Partnership
Collaboration between State
Government, private agencies and
federal agencies to provide financial
and non-financial assistance to
selected technopreneurs. After few
years of its commencement, the
programme will be able generate its
own income through loan repayment
by those assisted technopreneurs.
3 Kreatif
ARAMA-IT Public Funding
State government initiatives
focusing on ICT awareness as well
as human capital development on
various ICT skills in creating
competitive and innovative local
ICT players in Sabah.
4
Sabah Agro
Knowledge
Portal
Public Funding
Mainly Government-to-Citizen
initiative with Ministry of
Agriculture and Food Industry as the
Implementing agency responsible
for the overall implementation of
program.
5
Advanced
Manufacturing
Program
Public Private
Partnerships
Partnership between State Government and Federation of Sabah Manufacturers. Requirement studies and CIM framework could be funded by the State Government while prototyping services could be
381
No. Program Source of Funding Remarks
funded by the private sector.
6 Supply Chain
Network Public Funding
Mainly a State Government
initiative. Involves the integration of
the state’s supply and demand
network.
7 Trek Sabah Public Funding
Mainly State Government initiative
to stimulate the tourism sector in
Sabah.
8 u-Savvy
Government Public Funding
Mainly State Government initiative
to increase the ICT skill levels and
competencies of government staff.
9 k-Rakyat Public Funding
Mainly State Government initiative
as this is a Government-to-Business
(G2B) and Government-to-Citizen
(G2C) program.
10 e-Desa
Empowerment Public Funding
State government initiative.
However, once operations of the e-
Desa centre transferred to the
operators, operation costs will be
borne by the operators.
11 e-SabahWomen Public Funding
State government initiative. The
responsible ministry will source the
funding on the promotion and
awareness activities of the program,
web development cost and all
relevant activities for the realisation
and sustainability of the program.
12 e-SoHo Sabah Public Private
Partnerships
Funding partnership could be
established between State and
private sector for portal setup and
ICT promotional activities to
support the development of local
ICT entrepreneurs.
13 Sabah Gov Apps Public Funding State government initiative. The
382
No. Program Source of Funding Remarks
responsible ministry will source the
funding on the system requirements
analysis, development and roll-out.
14 SmartCity@KK Public Private
Partnerships
State government could provide
initial funds for strategic planning of
SmartCity. Funding partnerships
could be established among vendors,
telecommunication providers,
property developers and contractors
to develop pilot homes, digital
concepts and communication
infrastructures for this program.
15 Infra 2015 Public Private
Partnerships
Public sector would require funding
the initial development. However, a
strategic partnership with the private
sector could also be conjured to
initiate the recommended initiatives.
It is envisaged that the Infra2015
initiatives would then be able to
generate its own income that would
be able to further support the
implementation of the initiatives.
16 Sabah u-
Governance Public Funding
Mainly State Government
involvement on setting governance
structures and activities.
Table 13: Proposed Sources of Funding
15.5 Putting Plan into Practice
This 15-year plan defines a roadmap towards achieving a better ICT practice. The State
should focus on putting this strategic plan or report into practice to obtain its benefit.
Once the report has been approved, a unit, preferably KPSKTM needs to play the
leading role in realising the components outlined in this report. The State
Government’s approach to meeting these components should be clearly stated in an
383
implementation policy. To kick-start the implementation of this report, evidence shows
the components to a successful implementation process are:
� Management Support and Clear Leadership;
� Provision of a Dedicated Champion;
� A Multidisciplinary Team;
� Project Implementation Methodologies;
� Translating the Blueprint Into Action Plans and Execution;
� Cost Management; and
� Evaluation and Feedback.
Management Support and Clear Leadership
Support from Management is essential to guarantee the success of the implementation.
Management should delegate the implementation of each of the ICT Blueprint
components to the line managers for proper project management. This will promote
clear leadership that will ensure better project coordination. A successful
implementation model should at least have:
• A State CIO to drives the implementation agenda forward;
• A clear implementation policy approved by the Ministry; and
• Regular reporting to the Management/ Ministry/ State Cabinet on the ICT
Blueprint implementation, including audits and evaluation, highlighting areas
of concern and key risks.
Provision of a Dedicated Champion
Appointing a designated champion who coordinates the implementation of the State
ICT Blueprint is vital for effective implementation. The champion will be the owner of
the Blueprint and take all the necessary measures to spearhead the execution of the
strategic plan. The person also responsible in disseminating guidance to users by
providing expert advice that relates to business and technical aspects. Others tasks that
should be taken into considerations are coordinating financial plans, ensuring effective
processes for monitoring and feedback as well as producing regular report to the
Management/ Ministry/ State Cabinet.
A Multidisciplinary Team
In order to be effective, the implementation team should be comprised of multi-
background resources. Implementation should at least be supported by subject-matter-
experts from both business and technical sides. To be most effective, teams of
384
implementation should be a decision making body that has the authority to decide on
certain project issues, which need to define clearly at the initial state. By doing so,
decision making can be accelerated and therefore, reduce the time consumed in
implementing projects. The teams should also work with the project managers to
provide overall coordination, planning and monitoring of guidance implementation. To
achieve that, the team should meet on frequently basis after the kick-off. Other
responsibilities include:
• To ensure compliance with related policy and procedures including the
Blueprint;
• To ensure that effective audit and monitoring arrangements are in place;
• To ensure a sound project communication management is in place; and
• To ensure appropriate time, cost and scope management are in place.
It is also important to ensure collaboration among teams exist for better programme
management. Collaboration across implementation teams reduces duplication of effort
and ensures coordinated, standardised response to each of the implementation issues.
Project Implementation Methodologies
It is recommended that the State Government to outlines the methodologies to be used
along the ICT Blueprint implementation timeline. The methodologies will be useful as
a guide for a standardised implementation as well as reducing project risks that
resulting from inconsistent project execution practice. The fundamental methodologies
for ISP implementations are:
• System Implementation Methodology;
• Programme and Project Management;
• Risk Management Plan Methodology; and
• Quality Management Plan Methodology
Translating ICT Blueprint into Action Plans and Execution
Once approved, the ICT Blueprint should be translated into series of action plans for
effective implementation. The components include, but are not limited to:
• Project Reporting Structure;
• Project Timeframe and Duration (Start and end date);
• List of Deliverables;
• Cost and Scope; and
385
• Resources.
The system implementation prioritisation should be agreed according to limitation of
expertise, manpower, time, cost, etc. Furthermore, effort should be put forward to
obtain essential budget to finance the implementation. The completed action plans will
then be published and become the basis of the implementation.
Cost Management
Cost management registers as one of the key success factors in the ICT planning
implementation. It is proposed that the State to develop a sustainable approach to cost
management and outlines steps that should be undertaken when implementing the
Blueprint. The responsibilities that fall under this topic are:
• Prepare the budgetary paper for the management;
• Obtain the necessary budget approval and disbursement;
• Spend as necessary and strictly accordance to the project scope;
• Develop guidelines of “Payment by Results”; and
• Monitor the budget ceiling.
Evaluation and Feedback
Effective models of implementation incorporate processes for evaluation, audit and
feedback to the Management. Implementation teams should identify measures to
declare on whether they meet the expectations as resides in the State ICT Blueprint. On
the other hand, the State will need robust mechanism to monitor implementations in
order to achieve the benefits of ICT Blueprint implementation. These mechanisms will
provide reassurance to the Management and highlight underlying project issues.
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386
16. CONCLUSION
In the “As-Is” assessment, it is observed that the Sabah State Government is in the
positive progressing mode as such the current ICT state is sufficient in supplying
service to existing business model. However, there are some critical gaps that need to
be addressed to ensure an effective and efficient ICT development in the State. The
current application systems, although disparate, are proved to be effective to fulfil the
basic business’s needs. However, there are many areas for improvement that have been
identified to enhance the current ICT services in meeting the ever-changing demands
of business such as automation, communication and data quality.
The State Government should also consider enhancing their delivery services by
encouraging more interactions as well as improving and enhancing the online
transactions. In addition, it is also imperative for the State to improve on their
infrastructure facilities to bridge the digital divide as well as to attract more FDIs and
DDIs. It is imperative for the State Government to streamline the reporting structure
among the key stakeholders to ensure a more effective and efficient ICT development
for the State. It is noted that a major element of the strategy is the creation of an
aligned ICT Governance structure that achieves coherence and eliminates the
duplication and fragmentation of ICT management that currently exist across the State
Government.
With the development of mechanisms for the delivery of major ICT services under a
single, united structure, the State Government can take advantage of economies of
scale and eliminate redundant operations. The development of new ICT Governance
will strengthen organisational ownership of ICT while simultaneously improving ICT
development. This will, across the State Government, positively impact upon the
quality of ICT customer services, preserve local ICT support and lower the overall cost
of providing ICT services.
In addition, many opportunities have been identified to advance the State in leveraging
ICT as business enablers. Among others are system integration; comprehensive
reporting; staff skills and competencies plan and management practices would be the
milestones to drive the Stat towards becoming a high class technology-savvy State as
well as connected government in relation to Public Sector involvement.
387
The Sabah State ICT Blueprint sets the strategic direction for the Sabah State towards
achieving its vision in becoming a ubiquitous state by 2025. The strategic vision of the
Sabah State ICT Blueprint is u-Sabah where the State is able to connect and extend its
services to everyone via ubiquitous technology which is connecting to anybody via any
means, anywhere and at any time of the day.
In achieving the vision and mission, fourteen (14) programmes excluding
infrastructural and ICT governance-related programmes are recommended. All these
programmes and strategic initiatives have the common aim to encourage and facilitate
the development and growth of ICT across the State. In addition, the recommendations
in this report also aims to overcome the challenges identified in the gap analysis from
the perspective of ICT as an Industry (ICT-I), ICT as an enabler (ICT-E) and ICT for
Society (ICT-S). Among the key challenges that were addressed are in the areas of
human capital development, programme sustainability, digital divide, change
management and technology gap. It is imperative for the State of Sabah to fully
harness the potential of ICT and to perceive ICT as an agent of change for its industry,
economy and society.
In relation to the development of ICT as an Industry in Sabah, the proposed
programmes are developed and designed to support and drive the growth and
development in Sabah’s ICT Industry. Programmes such as the Sabah TechnoHub and
Sabah Technopreneur Empowerment would help attract and retain professional talent
moving away from Sabah.
The Sabah ICT enabler programmes are strategic initiatives that are designed to
leverage ICT to drive growth and development in Sabah’s sectors namely tourism,
manufacturing, logistics, agriculture, education as well as banking and finance. The
programmes deliver innovative and practical solutions for each of the aforementioned
sectors with the aim of achieving Sabah’s vision and objectives as outlined in the
Sabah Development Corridor Blueprint. Meanwhile, the main focus on the
development of ICT for Society is to bridge the digital divide as well as to facilitate
and foster the creation of information rich and knowledgeable society.
.
It is envisaged that proper planning, management, monitoring and strong support from
the key players from both private and public sector are among the key success factors
388
for the implementation of the identified ICT programmes in Sabah. In addition,
effective and efficient ICT governance structure as well as implementation of State-
wide policy within the public sector is also imperative as the State Government is
foreseen to be the key catalyst in developing the ICT programmes. ICT-based
connected governance efforts are aimed at improved cooperation between government
agencies, allowing for an enhanced, active and effective consultation and engagement
with citizens, and a greater involvement with multi-stakeholders regionally and
internationally. Effective service innovation and multichannel service delivery depend
on strategies, policies and architectures that allow data, IT systems, business processes
and delivery channels to interoperate and integrate.
In summary, the recommendations have put together both theoretical and practical
aspects of some of the best-fit ICT practices locally as well as globally. Consequently,
the ultimate objective is to optimise ICT as an industry, as an enabler and for the
society to support the State’s social and economic development. The programmes are
also focused to enhance and strengthen the G2G, G2B and G2C communications.
Therefore, the success for ICT development in Sabah lies in having practical,
implementable, and sustainable ICT development programmes and action plans.
389
APPENDIX A: ABBREVIATIONS
Abbreviation Description
KPSKTM Kementerian Pengurusan Sumber dan Kemajuan Teknologi
Maklumat Sabah
KSIT Kumpulan Sokongan IT
ICT Information Communication Technology
IT Information technology
ITMP State Public Sector Information Technology Master Plan
ICT-I ICT as an Industry
ICT-E ICT as an Enabler
ICT-S ICT for Society
CSF Critical Success Factors
FDI Foreign Direct Investment
DDI Domestic Direct Investment
SWOT Strength, Weaknesses, Opportunities, Threat
KKIPC Kota Kinabalu Industrial Park Communication
JPKN Jabatan Perkhidmatan Komputer Negeri
MAMPU The Malaysian Administrative Modernisation and Management
Planning Unit
MDEC Multimedia Development Corporation
KIT Unit Kemajuan IT Negeri
SSL Sabah State Library
SEDCO Sabah Economic Development Corporation
CPD Continuous professional development
CBC Community Broadband Centre
BDD Bridging Digital Divide
IRB Inland Revenue Board
EPF Employee Provident Fund
MSC Multimedia Super Corridor
VOIP Voice over Internet Protocol
PHP Hypertext Pre-processor
G2G Government-to-Government
G2C Government-to-Citizen
390
Abbreviation Description
G2B Government-to-Business
ISP ICT Strategic Plan
FQ Functional Quality
TQ Technical Quality
GIS Geographical Information System
UPS Uninterruptible Power Supply
GPS Geographical Positioning System
SMS Short Message Service
STU Science and Technology Unit
KPI Key Performance Indicator
CCTV Closed Circuit Television
SMIs Small and Medium Industries
SMEs Small and Medium Enterprises
SDC Sabah Development Corridor
MCMC The Malaysian Communications and Multimedia Commission
IHL Institutions of Higher Learning
CIO Chief Information Officer
VOIP Voice over IP
PC Personal Computer
NGO Non-Governmental Organisation
SSO Shared Services Outsourcing
SoHo Small Office, Home Office
391
APPENDIX B: LIST OF INTERVIEWEES
No. Ministries / Agencies / Departments
1. Kementerian Belia dan Sukan
2. Jabatan Air Negeri Sabah
3. Jabatan Ketua Menteri
4. Jabatan Bendahari Negeri
5. Palm Oil Industrial Cluster
6. KKIPC Sdn Bhd
7. Jabatan Perkhidmatan Komputer Negeri
8. Jabatan Tanah dan Ukur
9. Institute For Development Studies, Sabah
10. Pejabat Hasil Bumi
11. KKIPC Sdn Bhd
12. Jabatan Kerja Raya
13. Kementerian Pembangunan Luar Bandar Sabah
14. AMC College
15. Sabah Energy Corporation
16. Suruhanjaya Komunikasi dan Multimedia Malaysia
17. Jabatan Perkhidmatan Awam Negeri
18. Kementerian Kerajaan Tempatan Dan Perumahan
19. Kota Kinabalu Industrial Park Sdn Bhd
20. Kementerian Pembangunan Masyarakat dan Hal Ehwal Pengguna
21. Jabatan Perlindungan Alam Sekitar
22. Sabah Economic Development Corporation
23. Perpustakaan Negeri Sabah
24. Jabatan Pembangunan Sumber Manusia
25. Unit Perancang Ekonomi Negeri
26. Lembaga Kemajuan Perindustrian Malaysia (MIDA)
27. Kementerian Pertanian dan Industri Makanan
28. Jabatan Pembangunan Perindustrian & Penyelidikan
29. Sabah Credit Corporation
30. Jabatan Pelajaran Negeri Sabah
31. Jabatan Perkhidmatan Haiwan & Perusahaan Ternak
392
No. Ministries / Agencies / Departments
32. Jabatan Perikanan
33. Jabatan Pengangkutan Jalan Negeri Sabah
34. Jabatan Imigresen Malaysia Cawangan Sabah
35. Dewan Bandaraya Kota Kinabalu
36. Kementerian Pembangunan Infrastruktur
37. Institut Tadbiran Awam Negara (INTAN) Sabah
38. Politeknik Kota Kinabalu
39. Perbadanan Kemajuan Industri Kecil dan Sederhana (SMIDEC)
40. INTI College
41. Universiti Malaysia Sabah
42. Jabatan Perancang Bandar Dan Wilayah
43. Sabah Ports Authority
44. Universiti Teknologi Mara (UiTM)
45. Jabatan Pertanian
46. Unit Permodenan Tadbiran dan Perancangan Pengurusan Malaysia
(MAMPU)
47. Yayasan Sabah
48. Sabah Computer Society
49. Sabah Electricity Sdn Bhd
50. Lembaga Minyak Sawit Malaysia (MPOB)
51. Kolej Yayasan Sabah
52. Pejabat Setiausaha Persekutuan Sabah
53. Kastam DiRaja Malaysia
54. Pejabat Setiausaha Kerajaan Negeri
55. Pejabat MARDI Negeri Sabah
56. Lembaga Penggalakan Pelancongan Malaysia
57. Dewan Perniagaan Bumiputra
58. Kudat Town Board
59. Pejabat Daerah Kecil Menumbok
60. Pejabat Daerah Kecil Telupid
61. Pejabat Daerah Pitas
62. Pejabat Daerah Keningau
65. Jabatan Perhutanan Sabah
393
No. Ministries / Agencies / Departments
66. Sandakan Municipal Council (Majlis Perbandaran Sandakan)
67. Tawau Municipal Council (Majlis Perbandaran Tawau)
69. Unit Perancang Ekonomi Negeri
70. Malaysian Association of Hotels, Sabah Chapter
71. Chinese Chambers (also known as KKCCCI)
72. SIRIM Berhad Cawangan Sabah
73. KadazanDusun Chambers
74. Perbadanan Kemajuan Kraftangan Malaysia (Cawangan Sabah)
75. PIKOM Sabah Chapter
76. Kementerian Pembangunan Sumber dan Kemajuan Teknologi Maklumat
77. Kementerian Pelancongan, Kebudayaan dan Alam Sekitar
78. TIME dotCom, Sabah Branch
79. Common Tower Technologies
80. Celcom Timur (Sabah) Sdn Bhd
394
APPENDIX C: LIST OF APPLICATION SYSTEMS
No Application System Users
1. Archive System General Office
2. Berita Semasa e-Gov All departments
3. Call Center System KPSKTM
(Sabah Job Center Division)
4. Cash System Forestry Department
5. Cash System Treasury Department
6. Company Voucher System Account Section
7. Contact Management System Unit Kemajuan IT Negeri (KIT)
8. Contractor Information System Management Section
9. Counterfoil books registration system Forestry Department
10. Coupe Inventory System Management Section
Forestry Department
11. Customer services system JPKN SDK
12. Deramakot Costs & Resources Accounting Management System
Forestry Department
13. Drainage Plan Submission System Jabatan Pengairan dan Saliran Sabah
14. e-Circular All departments
15. e-Gazette online Jabatan Cetak Kerajaan
16. E-Izin Keluar Daerah Jabatan Perikanan Sabah
17. Electricity Payment System Account Section
18. Electronic Document Management System
JPKN, SKN’s office
19. Employee Information System Forestry Department
20. E-Pembangunan Daerah KPLB
21. eShoppe JKR
22. eStaff JKR
23. Expenditure Management System Regional Office
Forestry Department
395
No Application System Users
24. Expert System Unit Kemajuan IT Negeri (KIT)
25. Filing System Forestry Department
26. Fixed Assets System Forestry Department
27. Fixed Assets System Forestry Department
28. Forest Export System Regional Office
29. Forest Industry Modules Forestry Department
30. Forest Seed Management System Research Centre
31. Forest System Forestry Department
32. Forestry BioDiversity System FRC
33. Forestry BioDiversity Web System(Forestry Research
Jabatan Hutan
34. Form 2B Billing System Forestry Department
35. GIS Jabatan Air Negeri Sabah
36. Government Account Tracking System All departments
37. Govt. Payment Gateway Portal -
38. i-Cores : Deremakot Internal Cost and Resources Ac
Jabatan Hutan
39. Integrated Library Management Utility
(ILMU)
Perpustakaan Negeri Sabah
40. Integrated Security Management System KPIM
41. Investigation Papers System Forestry
42. Issue Scaling Order System Regional Office
43. JKR Information Management System JKR
44. JKR Integrated Complaint System JKR
45. Kalendar Peristiwa All departments
46. License Information System P.P.O. Section
47. License Master System Forestry Department
48. Licensee Ledger System Forestry Department
49. Log Production System Regional Office
50. Log Shipment Clearance E.I.S. Section
51. Log Tracking System Tawau Office
396
No Application System Users
52. LRCIS Jabatan Tanah dan Ukur
53. LTIS Jabatan Tanah dan Ukur
54. Mail Control System Forestry Department
55. Management Inventory System P.P.O. Section
56. Mills Capture System Regional Office
57. Mills System Forestry Department
58. Officer Training System P.P.H. Section
59. Online Enquiry System Forestry Department
60. Organisation Chart Forestry Department
61. Overtime System Regional Office
62. Payroll System Forestry Department
63. Pengurusan e-Mail Anggota Perkhidmatan Awam Negeri Sabah
All departments
64. Pengurusan Sistem Aplikasi Kerajaan Negeri Sabah (Repository)
JPKN
65. Portal e-Desa Public & KPSKTM/KIT
66. Process Timber Shipment Clearance E.I.S. Section
67. Public Complain System Enforcement Section
68. Resource Accounting System P.P.O. Section
69. Revenue Collection System Regional Office
70. Revenue System Account Section
71. Royalty Billing System Forestry Department
72. Sabah Housing Developer Information System
KKTP
73. Sabah Job Portal KPSKTM
(Sabah Job Center Division)
74. Sabah Online Education – Technical & Vocational (SOLE)
KPSKTM
(Bahagian Sabah Job Center Division)
75. Sale Revenue Capture System Regional Office
76. Sale Revenue System Forestry Department
77. SALIS Jabatan Tanah dan Ukur
397
No Application System Users
78. Scaling Order System Regional Office (Forestry Department)
79. Single Sign-On Portal All departments
80. Sistem Aduan Biro Pengaduan Awam
81. Sistem Akaun Kewangan Bendahari JBN
82. Sistem Akaun Kewangan Gaji Pusat JBN
83. Sistem Akaun Kewangan Jabatan Kerja Raya
JKR
84. Sistem Akaun Kewangan Jabatan Pertanian (Net Term)
Jabatan Pertanian
85. Sistem Akaun Kewangan Jabatan Tanah & Ukur
JTU
86. Sistem Akaun Utama JBN
87. Sistem APN Keluar Negeri All departments
88. Sistem Bajet Negeri MOF, KPIM
89. Sistem Bantuan Anak Yatim Dan Miskin (SISBAY)
JPKA
90. Sistem Bayaran Balik Pinjaman Perumahan
JBN
91. Sistem Bayaran Bil Setempat JKR
92. Sistem Bayaran Pukal Telekom MOF
93. Sistem Bil Air Staff, Jabatan Air Negeri Sabah
94. Sistem Buku Vot dan Baucar Bersepadu (SISVOT)
All departments
95. Sistem Daftar Harta Modal JKR
96. Sistem DAVETSA Jabatan Perkhidmatan Haiwan dan Perusahaan Ternak, public
97. Sistem Direktori Agensi Kerajaan Negeri Sabah
All departments
98. Sistem EBeliaSukan Kementerian Belia Dan Sukan Negeri Sabah
99. Sistem e-Bintang JKM & Pejabat Istana
100. Sistem eCuti APN DUN, KPIM
101. Sistem e-Jadual Jabatan Perikanan Sabah
398
No Application System Users
102. Sistem e-Pay A3 All departments
(Owner : JBNS)
103. Sistem eSebutharga JPKN JPKN
104. Sistem eTour JKR
105. Sistem Fail (SISFAIL) All departments
106. Sistem Gaji & Maklumat Inventori Jawatan
All departments
107. Sistem Harta All departments
108. Sistem IKS JPPP
109. Sistem Inventori Kecil KPIM
(Client Based)
Kementerian Pertanian Dan Industri Makanan
110. Sistem Izin Hadir Seminar All departments
111. Sistem Izin Keluar Negeri All departments
112. Sistem Izin Kursus INSAN All departments
113. Sistem Jemputan Forestry Department
114. Sistem Jemputan Elektronik All departments
115. Sistem Jemputan Rasmi All departments
116. Sistem KBS Program Kementerian Belia Dan Sukan Negeri Sabah
117. Sistem Kehadiran Staf KPIM Kementerian Pertanian Dan Industri Makanan
118. Sistem Kelompok JBN JBN
119. Sistem Laporan Ahli Dewan Undangan Negeri Sabah
Semua ADUN
(Owner: JKM)
120. Sistem Lesen Berniaga (Pejabat Daerah) Pejabat Daerah
121. Sistem Lesen Memburu Jabatan Hidupan Liar
122. Sistem Maklumat Alam Sekitar Bersepadu
Jabatan Perlindungan Alam Sekitar
123. Sistem Maklumat Arkib (ANiS) Arkib NS
124. Sistem Maklumat Artifak Muzium Negeri Sabah
Jabatan Muzium
125. Sistem Maklumat dan Sumber Manusia (SM2)
All departments
399
No Application System Users
126. Sistem Maklumat ICT Kerajaan Negeri Sabah
JPKN
127. Sistem Maklumat JKKK/JKDB Sabah KPLB
128. Sistem Maklumat Kehadiran Online JPKN-Kota Marudu
JPKN-Keningau
KSIT-JTU
KSIT-KPLB
KSIT-KPIM
KSIT-SKN
KSIT-TSKND
KSIT-PNS
129. Sistem Maklumat Ketua Isi Rumah Termiskin Sabah
KPLB
130. Sistem Maklumat Kewangan Negeri Kementerian Kewangan
131. Sistem Maklumat Kilang-kilang Di Negeri Sabah
-
132. Sistem Maklumat Latihan Kakitangan --
133. Sistem Maklumat Lembaga Peperiksaan SMA
JHEAINS
134. Sistem Maklumat Lembaga Peperiksaan SRU
JHEAINS
135. Sistem Maklumat Lesen Hiburan Awam Negeri Sabah
KKTP
136. Sistem Maklumat Masjid, Surau & Musalla
JHEAINS
137. Sistem Maklumat MGI Halal Sabah JHEAINS
138. Sistem Maklumat Muallaf JHEAINS
139. Sistem Maklumat Nikah, Cerai & Rujuk JHEAINS
140. Sistem Maklumat Pejabat Hasil Bumi Pejabat Hasil Bumi
141. Sistem Maklumat Pelajar Tajaan Biasiswa Kerajaan Negeri Sabah
JPAN
142. Sistem Maklumat Pembaca Doa dan Penceramah Online
JHEAINS
143. Sistem Maklumat Pembangunan Ekonomi Dan Ameniti Desa
KPLB
400
No Application System Users
144. Sistem Maklumat Penerima Anugerah Perkhidmatan Cemerlang
All departments
145. Sistem Maklumat Pengisytiharan Harta SPAN
146. Sistem Maklumat Perbadanan Baitulmal Negeri Sabah
Perbadanan Baitulmal & Pusat Zakat
147. Sistem Maklumat Perkahwinan Anak Negeri Sabah
Pejabat Daerah
148. Sistem Maklumat Perkhidmatan Programme Sosial Negeri
KPM&HEP
149. Sistem Maklumat Permohonan Rumah Kerajaan
Pejabat Daerah Keningau
150. Sistem Maklumat Perolehan POL All departments
151. Sistem Maklumat Profail Daerah Pejabat Daerah
152. Sistem Maklumat Projek Pelaburan MID
Kementerian Pembangunan dan Perindustrian
153. Sistem Maklumat Projek Penswastaan Negeri (SMPP)
UPEN
154. Sistem Maklumat Promosi Pelaburan Negeri Sabah
JPPP
155. Sistem Maklumat Pungutan Hasil Negeri Sabah
Pejabat Hasil Bumi JBN / MOF
156. Sistem Maklumat Tindakan Tatatertib SPAN
157. Sistem Maklumat UPKR Sabah KPLB
158. Sistem Maklumat Wanita (Modul Ibu Tunggal)
Jabatan Hal Ehwal Wanita Sabah
159. Sistem Media Magnetik JPKN
160. Sistem Orang Tidak Siuman JPKA -
(Pejabat Kebajikan Bahagian Keningau)
161. Sistem Pangkalan Data Bantuan KSIT KPIM
Kementerian Pertanian Dan Industri Makanan
162. Sistem Pembayaran Bantuan Orang Tua JPKA
163. Sistem Pembayaran Skim Bantuan Am (SISBAM)
JPKA
164. Sistem Pembilan ‘Spot-Billing’ Staff, Jabatan Air Negeri Sabah
401
No Application System Users
165. Sistem Pemilihan Pelajar Tingkatan 1 Sekolah Agama
JHEAINS
166. Sistem Pencen Negeri JBN
167. Sistem Pendaftaran Baucar JBN
168. Sistem Pendaftaran Baucar Berasingan Gaji
JBN
169. Sistem Pendaftaran Buku Kaunterfoil Jabatan Hutan
170. Sistem Pendaftaran Maklumat Orang Kurang Upaya
JPKA
171. Sistem Pendaftaran Pelawat JPKN
172. Sistem Pendaftaran Peserta Kursus INSAN
INSAN
173. Sistem Pendahuluan Diri JBN
174. Sistem Pendahuluan Kenderaan JBN
175. Sistem Penempahan Perkhidmatan JPKN Tawau
JPKN Tawau
176. Sistem Pengeluaran Lesen Perniagaan Pejabat Daerah
Pejabat Daerah
177. Sistem Pengesanan Minit JPKN
178. Sistem Pengurusan Cuti Rehat (e-Cuti) All departments
179. Sistem Pengurusan Harta Awam Negeri Sabah
All departments
180. Sistem Pengurusan Penginapan JPSM, INSAN
JPSM-Papar, INSAN-KGU
181. Sistem Pengurusan Zakat Bersepadu Pusat Zakat NS
182. Sistem Penyata Pentadbiran 28(2) Pejabat Daerah
183. Sistem Penyemakan Baucar JBN
184. Sistem Peperiksaan Perkhidmatan Awam Negeri
All departments
(Owner: JPAN)
185. Sistem Perakaunan Bendahari Daerah (SISWANG)
JBN & Bendahari Daerah
186. Sistem Pergerakan Gaji Tahunan All departments
187. Sistem Pergerakan Pegawai All departments
188. Sistem Permohonan Biasiswa Kerajaan JPAN
402
No Application System Users Negeri Sabah
189. Sistem Permohonan Inventori Penyelengaraan Komputer
JPKN
190. Sistem Permohonan Jawatan IT JPKN
191. Sistem Permohonan Jawatan Kosong Public Citizens and SPAN
192. Sistem Permohonan Kelulusan Untuk Lesen Perniagaan Perkilangan
JPPP
193. Sistem Permohonan Penggunaan Bilik Serbaguna IT JPKN
JPKN
194. Sistem Permohonan Pinjaman Kenderaan All departments (Owner JBN)
195. Sistem Permohonan Projek Kementerian Kewangan
Kementerian Kewangan
196. Sistem Peruntukan JKR JKR
197. Sistem Pesanan Jabatan Cetak Kerajaan Jabatan Cetak, KPIM
198. Sistem Pinjaman Kerajaan JBN
199. Sistem Prestasi All departments
200. Sistem Protokol Bahagian Istiadat Dan Protokol
201. Sistem PUKONSA dan Sistem Pengiktirafan Status Bumiputera
Unit Pukonsa, MOF
and Bahagian Pengiktirafan Status Bumiputera, KPSKTM
202. Sistem Pungutan Hasil Air Staff, Jabatan Air Negeri Sabah
203. Sistem Pungutan Hasil Am (sub-modul SISWANG)
Ibu Pejabat JKR dan JBN
204. Sistem Pungutan Zakat Pusat Zakat
205. Sistem Rekod Pergerakan Kertas-kertas Siasatan
Jabatan Hutan
206. Sistem Rekod Permit Penggambaran Syarikat Asing
JKM
207. Sistem Sabah Made Product KPPP
208. Sistem Semak dan Kelompok Baucar JMS
Accounts Department, Jabatan Pertanian
209. Sistem Semakan Status SKT & LPP All departments
210. Sistem Sosio-ekonomi Daerah KPLB
403
No Application System Users
211. Sistem Status Bumiputra KPSKTM
(Bahagian Unit Status Bumiputra)
212. Sistem Syor Online SPANS All departments
(Owner: SPANS)
213. Sistem Tempahan Kenderaan KPLB KPLB
214. Sistem Tuntutan Elaun Kerja Lebih Masa All departments
215. Sistem Tuntutan Elaun Kilometer All departments
(Owner JBN)
216. Sistem Tuntutan Elaun Luar Kawasan All departments
(Owner JBN)
217. SOMIS Jabatan Tanah & Ukur
218. Staff Allowance System Account Section
219. State Company Information System (SCIS)
MOF
220. State Project Information System (SPINS)
All departments/
UPEN
221. TDP Capture System Regional Office
222. TDP Number Analysis System Forestry Department
223. Telephone Payment System Account Section
224. Timber Disposal Capturing System Forestry
225. Time Attendance System All departments
(Currently implemented in KIT, KPSKTM, JPKN, MOF, JBNS, JPSM )
226. Trading License
System
MPS
227. Trek ICT All departments
228. VoteBook System Forestry Department
229. V-Reg Wisma Innoprise &
Wisma Bandaraya
(KPKTM, JPSM, KIT & SEC)
230. Wood Management System Research Centre, Forestry
404
No Application System Users Department
Sources: Jabatan Perkhidmatan Komputer Negeri (JPKN) and Unit Kemajuan IT Negeri (KIT), Sabah, September 2009
405
APPENDIX D: REFERENCES
1. Azizah Hamzah 2008: Convergence of Broadband Conference. Allson Klana Seremban, organised by SKMM Malaysia.
2. Empowering the Rural Communities Via the Telecentres, Norizan Abdul Razak e-Community Research Centre, Centre of Excellence on Bridging
Digital Divide, Universiti Kebangsaan Malaysia, Bangi, Selangor Darul
Ehsan, Malaysia
European Journal of Social Sciences – Volume 9, Number 3 (2009)
3. Institutional Issues for GIS Implementation: Sabah Experience, Doria Tan Yun Tying, Jabatan Tanah dan Ukur, Sabah, Malaysia
Buletin GIS – Volume 2 (2000)
4. K.Y Mustafa 2008: ICT in Sabah, Issues and Challenges, Chief Information Officer (CIO) Conference, Le Meridien Hotel, Sabah, organised by CIOs Sabah
5. Malaysia Government Portals & Websites Assessment 2009, Telehealth
and e-Government, Multimedia Development Corporation, Cyberjaya,
Selangor Darul Ehsan, Malaysia
6. Malaysian Government Initiatives on Bridging Digital Divide in Sabah: Hj. Sumali Amat, Economic Planning Unit(EPU), Malaysia
7. “MSC Malaysia- Transforming Electronic Government (EG)”, Chief
Information Officer (CIO) Conference 2009. Le Meridien Hotel, Sabah, organised by CIOs Sabah
8. Maine Strategic Information Technology Plan – Technology Architecture Roadmap Development, by Main Government,
Final Report – 7 January 2002
9. World Report on Disability and Rehabilitation, by United Nation, obtained from website, http://www.who.int/disabilities/publications/dar_world_report_concept_note.pdf.
10. Communications and Multimedia – Selected Facts and Figures, Malaysian
Communications and Multimedia Commission (MCMC), Cyberjaya, Selangor,
Malaysia
MCMC Statistics Bulletin – Quarter 4 (2008)
11. UN e-Government Survey 2008, From e-Government to Connected Government, United Nations (UN), UN e-Government Survey 2008
12. IT839 Strategy – The Road to $20,000 GDP/ capita – plan for 2004 & Mid-to-Long Term Goal, by Ministry of Information and Communication
Republic of Korea, obtained from website, http://www.mic.go.kr
13. Korean Government – Driven ICT policy : IT 829 strategy, Regional
Seminar on Costs and Tariffs for the TAS Group Member Countries,
Cyberjaya, Malaysia,
31 May 2005
406
14. Public Sector ICT Management Review - Credibility Review of the Malaysia States e-Government Web Sites, by University Malaysia Sarawak
(UNIMAS),
October 2006 – March 2007 Vol.1 No.1
15. Public Sector ICT Management Review – Success of e-Government Initiative in Sarawak, by University Malaysia Sarawak (UNIMAS),
October 2006 – March 2007 Vol.1 No.1
16. E-Government Services at your fingertips 24-7 – Welcome to our e-Government Services, pamphlet by Sarawak Government, obtained from website, www.sarawak.gov.my
17. “Investment Opportunities in SCORE – Sarawak Corridor of Renewable Energy”, Malaysian Institute of Accountants (MIA) Regional Conference
2009. Organised by Sarawak State Planning Unit and Chief Minister’s Department of Sarawak
10 August 2009
18. Transforming Sarawak With Technology, ISSN 1394-1526, by Sarawak
Information Systems Sdn. Bhd. (SAINS), Sarawak
19. Sabah Development Corridor Blueprint 2008-2025 – Harnessing Unity in Diversity for Wealth Creation and Social Well-Being, by Institute for Development Studies (Sabah)
December 2007
20. State Public Sector Information Technology Master Plan (ITMP), by State
Government of Sabah
September 1997
21. National Strategic ICT Roadmap, by Ministry of Science, Technology and
Innovation (MOSTI) Malaysia in collaboration with MSC Technology Centre
Sdn. Bhd. (MSCTC) and IBM Corporation
June 2007
22. “Harnessing the value of Human Capital Development in the Innovation Economy – Education and Human Capital Track”, Learning Symposium:
Harnessing MSC Malaysia as a National ICT Initiative to achieve and
Innovation-led Economy and Society 2009. Organised by MSC Malaysia and International Advisory Panel
10 November 2009
23. Brown University’s 2007 e-Government Readiness Survey, by Brown
University, http://news.brown.edu/pressreleases/2007/07/global-e-government
407