sabah state ict blueprint

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 –


FIGURE 7: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT FOR SOCIETY –


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 –


FIGURE 127: PROPOSED IMPLEMENTATION SCHEDULE FOR ICT FOR SOCIETY –


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


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


(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.


increase of ICT symposium

participants.

• KPI 3: Per centage of annual ICT

symposium participant

satisfaction.


increase of ICT competition

participants.


competition participant

satisfaction.


234,500,000

18


(RM)

increase of ICT exposition

participants.


symposium participant

satisfaction.


increase of ICT industrial trainees

completed the training program.


increase of website usage

(comments, activities by users) on

the knowledge portal.


decrease of rural areas versus

urban areas’ knowledge of ICT

(digital divide).


increase of local content creation

technopreneurs.


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.


12,500,000

19


(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.


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


(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


(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.


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


(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


(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




Pro

ject

Init

iati

on


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




Pro

ject

Init

iati

on


ICT ICT

STRATEGIC STRATEGIC

PLANPLAN




Pro

ject

Init

iati

on


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


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


Figure 21: Per centage of Hotspot Locations by State, 2008


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


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.


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

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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

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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.

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� 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.


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.


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


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


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.

82


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


Analysis


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


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


Analysis


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


Analysis


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


Analysis


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


Analysis


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


Analysis


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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Analysis


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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Analysis


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


Analysis


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

94


Analysis


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.


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.

95


Analysis


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

96


Analysis


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.

97


Analysis


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

98


Analysis


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.

99


Analysis


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

100


Analysis


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.

101


Analysis


which to monitor and evaluate

progress.

3.5.3 Process


Analysis


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

102


Analysis


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.

103


Analysis


• 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-

104


Analysis


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

105


Analysis


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

106


Analysis


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

107


Analysis


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

108


Analysis


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.

109


Analysis


as less effective and abandoned.

3.5.4 Technology


Analysis


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.

110


Analysis


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.


type of architecture to be utilised.

111


Analysis


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.


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.

115

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)


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


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


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


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.


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)


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


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


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


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.







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)


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.


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)


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


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.


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)


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


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


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.


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)


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


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)


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.


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)


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


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


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.


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


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


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


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.


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


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


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.


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


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


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


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.


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


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


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.


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)


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


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


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.


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


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


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


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


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.


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)


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


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)


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

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Suppo

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Ease

of a

nalysis

Ease

of m

akin

g ch

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s

Testin

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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.


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

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

SISTEM PERMOHONAN BKNS, , , , , ,

186

7.1.1.22 Revenue Collection System


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


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


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.


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

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Accur

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y

Ability

to in

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y

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Log Production System, , , , , ,

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7.1.1.24 Land Revenue Collection Information System (LRCIS)


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

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Res

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y

Rel

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y

Depe

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Benchmark

Summary

New

application

required

Completely

acceptable

Significant

modifications

required

190


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

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ign

Accur

acy

Com

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Securit

y

Ability to

inte

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Use

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esou

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y

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nalysis

Ease

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akin

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Benchmark

LRCIS, , , , , ,

191


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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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.


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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.

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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

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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.

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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;

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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

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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;

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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

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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

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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;

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• 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

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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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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.

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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

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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

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• 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



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.

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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


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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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


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


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


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.

227

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

228

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

230

efficiently access vital market information and take advantage of business

opportunities in the BIMP-EAGA (East ASEAN Growth Area).



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

231

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


implemented between the years 2011 to

2015.

Medium Term 2016-2020 Indicates the programme or strategic



2020.

Long Term 2021-2025 Indicates the programme or strategic

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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


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 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

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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 5: Short-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;

253

• 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.


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

260

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


• KPI 6: Per centage of annual increase of ICT exposition

participants

• KPI 7: Per centage of annual ICT symposium


• 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


• 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

265

• 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

266

(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

267

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.

268

• 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


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


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.



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

274

− To provide research and expertise in programme

implementation


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


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

276

• 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



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


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.


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



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


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


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


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



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



* 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

291

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

292

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:


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

294

single payment gateway participant.

• Telekom Malaysia: Collaborating agency as single payment

gateway participant.

• Inland Revenue Board: Collaborating agency as single


• City Hall: Collaborating agency as information provider and


• Road and Transport Department: Collaborating agency as


• Local Municipal Council: Collaborating agency as

information provider and single payment gateway

participant.

• Malaysian Royal Police: Collaborating agency as single


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

295

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)


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



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.


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.


electronic multimedia channels among the women

community.

Implementation

Timeline




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


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.


electronic multimedia channels among the Sabah

310

community.

Implementation

Timeline


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.


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.


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

311

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

313

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).

314

• 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.


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.

315

− 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)


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


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 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.


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)


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.


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





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

330

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


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




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

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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

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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

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• 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

359

• 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.


360

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


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


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


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

368


(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


� 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


- 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

369


(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)


- 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


� 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



- 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


(RM)

SI 7: Brain Gain


� 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


� Human Resource

- Effectiveness study of the current

ICT awareness programme and

development of strategic action plan


- Awareness campaigns concerning

ICT usage/ benefits

25,500,000

SI 9: ICT

Symposium



- 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


� 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


� To utilise funds allocated under SI 9:

ICT Symposium

-

SI 12: Building ICT

literate and

innovative society


� Training program

- Cost for the implementation of ICT-

160,000,000

371


(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)


� 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


� Collaboration with LHDN for

exemptions and incentives

-

SI 15: Sabah

Education Portal

Enhancement



- Enhancement of Sabah Education

Portal (Content, System linkages,


5,500,000

SI 16: Strengthening

the local skills base

and enhancing local

content


� Human Resource

- Training to local content creators


- Enhancement of content in local

portals and websites (Content,

System linkages, Additional portal

features)

13,000,000

SI 17: Engaging in

joint action



- Development of knowledge portal

that will be a platform for

collaboration and knowledge

transfer. (Content, System linkages,


3,000,000

372


(RM)


Programme 4: Sabah Agro Knowledge Portal

SI 18: Sabah Agro

Knowledge Portal

Setup



- Development of the Sabah Agro

Knowledge Portal (Content, System

linkages, Additional portal features)


- Development of marketing

campaigns concerning ICT usage/

benefits

2,500,000

SI 19: Sabah Agro

Knowledge Portal

awareness



- 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 5: Advanced Manufacturing Program

SI 20: Requirement

Identification and

Pilot


� 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

373


(RM)

Integrated

Manufacturing

Framework


- Artificial Intelligence Systems

- Infrastructure for Robotics and

Machinery

SI 22: Rapid

Prototype

Manufacturing

Services


Computer Integrated Manufacturing

Framework

-


Programme 6: Supply Chain Network

SI 23: Strategic

Planning and

Requirements

Identification


� Human Resource

- User and Functional Requirement

Study, Feasibility Study and Cost

Benefit Analysis

1,500,000

SI 24: Supply Chain

Network Setup



- 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 7: Trek Sabah

SI 25: Sabah Access



- Upgrade and enhance current

tourism related government

websites and systems

2,500,000

SI 26: Marketing, The cost includes the following: 15,000,000

374


(RM)

Promotions and

Advertising


- Promotion and marketing of team-

building services available in Sabah

(via brochures, mass media, website

and informational kits at kiosks)


Programme 8: u-Savvy Government

SI 27: Skill Sets

Review


� Human Resource

- Skills set review identifications

study and development of skill sets

database

1,500,000

SI 28: Focus

Training


� Human Resource

- ICT training programmes according

to skills assessment.

- Enhancement of on-going

trainings.

15,000,000


Programme 9:k-Rakyat

SI 29: Sabah Single

Window awareness



- Advertisement and marketing

campaigns such as ‘Use Sabah One

Portal’

10,000,000

SI 30: Sabah Single

Window

enhancement



- 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


(RM)

for bandwidth requirements,

security etc.

SI 31: Sabah Single

Window reward

scheme



Sabah Single Window awareness

-


Programme 10: e-Desa Empowerment

SI 32: Establishment

of local content

Management



- 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


� 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 11: e-SabahWomen

SI 35: Development

e-SabahWomen

portal



- Development of local portal

(Content, System linkages,


- Consolidation of data and

information in portal on Sabah

Women profiles

2,000,000

376


(RM)

SI 36: Aligning

existing programmes

by KPMHEP with e-

SabahWomen

Programme


� 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 12: e-SoHo Sabah

SI 38: Realisation of

e-SoHo Sabah



- Promotion and marketing campaigns

to encourage the potential

homepreneurs to participate in ICT

promotional activities E.g. Bulan

ICT Sabah

4,500,000


Programme 13: Sabah Gov-Apps

SI 39 : Development

of the ‘Sabah Gov-

Apps’ Applications



- 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


(RM)

e. e-Procurement and e-Budget –

RM4,000,000


Programme 14: SmartCity@KK

SI 40 : Development

of Strategic Planning

for SmartCity@KK


� Human Resource

Development of Strategic Planning

Blueprint for SmartCity@KK

1,000,000

SI 41: Digital

Home@KK


� Collaboration among the developer,

State Government and State Agencies

-


Programme 15: Infra 2015

SI 43: Internet

exchange gateway


� To utilise funds from SI 44: Submarine

Cable as both initiatives (SI 43 and 44)

are launched simultaneously

-

SI 44: Submarine

Cable


� 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


� Infrastructure

- Infrastructure backbone setup for

internet availability in Sabah.

Includes broadband base station,

500,000,000

378


(RM)

fibre optics and wireless routing.

SI 46: Ensuring ICT

is affordable


� Collaboration with Royal Customs

Malaysia (KDRM)

-

Programme Total Cost 2,500,000,000

Programme 14: Sabah u-Governance

SI 47: Enhancement

of current systems



- 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


d. State Project Information

System (SPINS)- Major


e. Sistem Buku Vot dan Baucar

Bersepadu (SISVOT) - Minor

enhancement for state wide

implementation – RM2,000,000

f. Log Production System - Minor


g. Revenue Collection System -

Minor enhancement –

RM1,000,000

h. Sistem PUKONSA - Minor

17,000,000

379


(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


� To utilise funds from the Sabah Gov-

Apps programme

-

SI 49: Development

Decision Support

System



- 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


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


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


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


to increase the ICT skill levels and

competencies of government staff.

9 k-Rakyat Public Funding


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


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.


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.



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.



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


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


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


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


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


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


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


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


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


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


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