The Malaysian Public Sector ICT Strategic Plan - Powering Public Sector Digital Transformation...
description
Transcript of The Malaysian Public Sector ICT Strategic Plan - Powering Public Sector Digital Transformation...
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN i
People First, Performance Now
Aras 6, Blok B2,Kompleks Jabatan Perdana Menteri,Pusat Pentadbiran Kerajaan Persekutuan,62502 Putrajaya, Malaysia.Tel: 603-8872 3000Faks: 603-8888 3721 w w w . m a m p u . g o v . m y
7 July 2011
P O W E R I N G P U B L I C S E C T O R D I G I T A L T R A N S F O R M A T I O N
-
THE MAL AYSIAN
STRATEGIC PLANPowering Public Sector Digital Transformation
PUBLIC SECTOR ICT
This document describes the strategic intent and direction of ICT in the Public Sector toward enabling pervasive use of ICT for citizen centric and whole of government service delivery.
-
Foreword
1. CHANGING LANDSCAPE IN THE MALAYSIAN PUBLIC SECTOR 1
FourPillarsofTransformation 1
NoWrongDoorPolicy 2
DriversforChange 3
ThecurrentMalaysiaPublicSectorICTEnvironment 6
2. MALAYSIAN PUBLIC SECTOR ICT STRATEGIC DIRECTION 12
StrategicDriver 13
StrategicEnabler 13
MalaysianPublicSectorICTFramework 14
Stakeholdersandrecipientsofservices 16
Channel 17
Gateway 18
Applications 19
KnowledgeManagementHub 20
EnablingEnvironment 21
ICTGovernance 23
ChangeManagement 26
MalaysianPublicSectorICTStrategies 27
Table of C o n t e n t s
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
-
3. PUBLIC SECTOR ICT PROGRAMS AND INITIATIVES 29
4. PUBLIC SECTOR ICT POLICY TARGETS 33
5. IMPLEMENTING ICT STRATEGIC PLAN 36
Exhibit 1 :TheFourStrategicThruststowardsVision2020 1
Exhibit 2 :ICTEffectivenessStudyFindings 8
Exhibit 3 :InfrastructureOptimisationStudyFindings 9
Exhibit 4 :GlobalBestPracticesFindings 10
Exhibit 5 :MalaysiaPublicSectorICTFramework 15
Exhibit 6 :Program1-EnhanceServiceDelivery 29
Exhibit 7 : Program2-EnhanceCapacityandCapability 30
Exhibit 8 :Program3-EnhancePerformanceMeasurementCapability 30
Exhibit 9 : Program4-ConnectedGovernment 31
Exhibit 10:Program5-SustainableandResilientICT 31
Exhibit 11:PublicSectorICTPolicyTargets 33
Exhibit 12:ImplementationStrategy 36
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
The revamp of prevailing administrativepractices and management systemsunderlines the transformation challengefacing governments worldwide. Malaysiasnational transformation agenda envisionsan innovative citizen-centric model ofpublic service delivery in accordance withthe principles of 1Malaysia, People First,Performance Now. This is undertaken intandemwithaboldeconomictransformationapproach to propel Malaysia into a highincomeeconomyby2020.
The effective utilisation and application ofinformationandcommunicationstechnology(ICT) across multi-faceted service deliveryand internal government operations holdsthekeytotheachievementofthesenationalaspirations. E-Government applicationsunder the Multimedia Super Corridor (MSC)initiative and subsequent programmes suchas the eKL project to deliver integratedGovernmentserviceswithintheKlangValleyhave provided the appropriate platformfor wide ICT implementation across thegovernment. The introduction of citizen-centred projects such as myServices,myForms,myNews,MyBayarandMySMShasensured the impetus for ICT adoption on abroadscale.A2011studyindicatedthat35%of government services are available online
Foreword
whileabout43%ofserviceswithgovernmentagencies are transacted online. At the sametime,theuseofsocialmediatoolshaspavedthewayforinnovativeengagementbetweenthegovernmentanditsclients.
In keeping with the whole-of-governmentconcept outlined in the 10th Malaysia Plan,public sector agencies have begun to workacross portfolio boundaries towards sharedgoals and integrated solutions in meetingthe needs of citizens and businesses. Theeffectiveness of this one-governmentresponse relies on the availability of arobust infrastructure network. The HighSpeed Broadband (HSBB) initiative as well
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
TAN SRI MOHD SIDEK HASSANChief Secretary to the Government, MalaysiaJuly2011
as outreach projects such as Pusat InternetDesa and the Kampung WiFi are critical inaccelerating broadband take-up to benefittheeconomyandthelivesofallMalaysians.
Thesedevelopmentsaugurwellforthefuturewhere thenextwaveof ICT implementationcomprise a suite of service offerings andinfrastructure development that support afundamental shift towards a collaborativeand co-operative arrangement of openconsultation, open data, shared knowledgeand expertise, consolidation of sharedservicesandenhancedhorizontalapplication.Thenewgovernment ICT landscapewill notonlybecitizen-drivenandemployee-centricbutwillhaveadynamicandtransformationaldimension that calls for a better blend ofplanningandmanagement.
The Malaysian Public Sector ICT StrategicPlan (2011-2015) provides the blueprint toaccelerate the innovative utilisation anddevelopmentofICTinreadinessfortheeverchangingservicelandscapefacingthepublicsector.ThePlandescribesthestrategicintent
and direction to allow for the pervasiveuse of ICT for citizen-centric and whole ofgovernmentdelivery. Itaimstoachievethisby unlocking the full potential of ICT witha focus on innovation, value formoney andoptimisationofresources.
I congratulate MAMPU in spearheadingthe development of this plan and alsothank members of the Government IT andInternetCommittee(GITIC),theCIOCouncil,various Government agencies and the ICTIndustry for their invaluable ideas andinputs. Given the dynamic environmentin which we operate, the plan must bereviewed periodically to ensure it remainsrelevant and progressive over the next fiveyears. Key performance indicators (KPIs)and targets have been set for the plansdeliverables. Consequently all ministriesand departments are accountable for theircontribution towards the achievement oftheseKPIsandtargets.
Let us work together to power the publicsectordigitaltransformationagenda!
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
I am pleased to present the MalaysianPublic Sector ICT Strategic Plan (2011-2015) that charts the strategic directionfor the implementation of information andcommunications technology (ICT) in theMalaysian public sector for the next fiveyears. The formulation of strategies in theplanisbasedontheassessmentandanalysisof findings of several studies conducted toensure alignment with national aspirations,stakeholder requirements and globalbest practices.
The Public Sector Business Environmentstudy assessed requirements in relation toVision 2020 and the four pillars of nationaltransformation namely 1Malaysia: PeopleFirst, Performance Now, GovernmentTransformationProgramme (GTP), EconomicTransformation Programme (ETP) under theNewEconomicModelandthe10thMalaysiaPlan. An ICT Benchmark ranking analysiswas conducted to assess best practices in12 countries to determine and understandcurrent public sector challenges andopportunities. A Gap Analysis that mappedthe current ICT scenario against k e y f o c u sa r e a s w a s a l s o u n d e r t a k e n t o i d e n t i f yc h a l l e n g e s a n d I C T d e v e l o pmen to ppo r t u n i t i e s f o r t h e p ub l i c s e c t o ri n M a l a y s i a .
Foreword
The Public Sector ICT strategic direction isdesigned tomeet seven strategicobjectivesin line with the national transformationagenda. The objectives are to streamlineICTarchitecture;consolidate ICToperations;intensify inter-agency collaboration;rationaliseICTgovernancestructure;attract,develop and retain top talent in the PublicService; strengthen performance culture;and fostera knowledge-basedenvironment.Specific strategies have been identifiedto deliver on these objectives wherebypervasive ICT utilisation will help optimiseinternal operations and management inensuring that citizens and businesses areabletoobtainservicesofthehighestqualityfromgovernmentagencies.Fiveprogrammesencompassing a total of 22 initiatives wereidentifiedtosupportthestrategiestoachievethepublicsectorICTstrategicobjectives.
Ultimately the plan aims to ensure theadoption of a citizen-centric and whole-
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
DATO MOHAMAD ZABIDI ZAINAL Director-General of MAMPUJuly2011
of-government approach whereby thecombination of people, process andtechnology is leveraged optimally tosupport policy formulation, programmedevelopment and the delivery of outcomes.The public sector must not only provideessential services that meet the needs ofits clientele but offer products and servicesthatexceedexpectationsofcitizensandthebusiness community.This demands that ICTimplementation and development in thepublic sector is guided by the principlesof speed, access, cost, value-addition,transparency,productivityandinnovation.
I thank all heads of departments andagencies at the federal, state and localgovernment levels, members of theStrategicPlanProject SteeringCommittee,members of the Strategic Plan ProjectCommittee and all those who gaveinvaluable inputs and contributed to thefinal outcome of the plan. I look forwardto the same level of commitment from allpublic sector agencies as we move fromplanningtoimplementation.
Onward with the public sector digitaltransformationagenda!
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 1
The f o u r ( 4 ) p i l l a r s o f N a t i o n a l Tr a n s fo rma t i o n , n ame l y 1Ma l a y s i a , Pe op l e F i r s t ,Pe r f o rman ce Now ; G ove r nmen t Tr a n s fo rma t i o n P rog r amme (G TP ) , E conom i cTr a n s fo rma t i o n P rog r am ( E T P ) a nd t h e 1 0 t h Ma l a y s i a P l a n s e t n ew h e i gh t s o fe x p e c t a t i o n on t h e Ma l a y s i a n Pub l i c S e c t o r . T h e t r a n s fo rma t i o n a g enda a sd ep i c t ed i n E x h i b i t 1 w i l l c a t a pu l t M a l a y s i a t owa rd s a h i gh i n come n a t i o n t h a ti s b o t h i n c l u s i v e a nd s u s t a i n ab l e b y 2 0 20 .
F o u r P i l l a r s o f Tr a n s f o r m a t i o n
1. CHANGING LANDSCAPEI N T H E M A L AY S I A N P U B L I C S E C T O R
Exhibit 1: The Four Strategic Thrusts towards Vision 2020
The GTP s t a t e s t h a t a n i n nova t i v e c i t i z e n c en t r i c mode l f o r p ub l i c d e l i v e r ys hou l d b e i n p l a c e b y t h e y e a r 2 0 2 0 . T h i s mean s t h a t t h e Pub l i c S e c t o r mu s tb e g e a r ed t owa rd sd e l i v e r i n g q u a l i t yp u b l i c s e r v i c e sa c c o r d i n g t o t h en e ed s o f i t s c i t i z e n sa n d b u s i n e s s e s .Ano t h e r p i l l a r o ft r a n s f o r m a t i o nn a m e l y t h e E T Pi d en t i f i e d N a t i o n a lK e y E conom i c A r e a s( N K E A ) , w h i c h i sthe culmination of asubstantialbodyofworkto transform Malaysiai n to a h igh - incomeeconomyby2020.
-
2 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
The New Economic Model together with continuous improvements in the communications and ICT infrastructure seeks to transform the Malaysian economy into one with high income and quality growth over the next decade with knowledge and innovation as our key elements.YAB DATO SRI MOHD NAJIB BIN TUN HAJI ABDUL RAZAK at the 10TH ASEAN Telecommunications and Information Technology Ministers Meeting (TELMIN-10), January 13 2011
N o Wr o n g D o o r P o l i c y
One Service, One Delivery reflects theGovernmentsaspirationtopresenttheOneGovernment, Many Agencies identity toenablecitizenseasyaccesstopublicservices.The NoWrong Door Policys main objectiveis to institutionalise quality services in theMalaysianPublicSectortowardsoneservice,onedelivery.TheOneService,OneDelivery,NoWrongDoorPolicyaimstoensure:
The Who l e - o f - Gove rnmen t concep twhichwasintroducedinthe10thMalaysiaPlanhasurgedthePublic Sectoragenciestoworktogethertoaddresstheeconomic,social and environmental chal lenges ofg loba l i sa t ion . The concept requ i respub l i c se r v i ces agenc ies to workac ross por t fo l io b o u n d a r i e s t o w a r d sach iev ing a sha red goa l andanintegratedgovernment response toparticular issues. Italsopromotestheconceptofsinglepurposeorganisations that aims to provide best-in-class public services to the citizens.Thequantum leap in the plan will see the ICTsector expand from being a vertical sectorto include the horizontal as well, as it cutsacross all spheres of the economy and thelivesofallMalaysians.
Government agencies are viewed as an integrated entity, well-
coordinated, well informed and customer-friendly.
Customer satisfaction through speedy
action by Government personnel and agencies.
Customer can deal with Government agencies
in a fast, simple and transparent manner
using various service channels.
The10thMalaysiaPlantargetstoachieveanaverage of 6% annual real Gross DomesticProduct (GDP) growth through year 2015;drivenprimarilybytheservicessectorwheregrowth is expected to average 7.2%. ThisplanclearlyarticulatesthecentralroleofICTasthebedrocktosurgethenationforwardtoahigh-incomeeconomy.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 3
There can be no service without communication and there can be no delivery without empathy. We must demonstrate that our approach both in its values and its strategies is founded and anchored on empowering people so they can shape the services they deliver and receive.- Y.Bhg Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government in At Your Service. (2010)
D r i v e r s f o r C h a n g eThe growing application of ICT in delivering services has deeply influenced governmentchoicesforICTinvestmentandtheimpactofthesaidinvestmentstowardsdeliveringservicesthatareefficientandaddvalue to thecitizens.Therefore thedrivers thatdrive theneed forchangeinclude:
Government2.0:NewGeneration
New behaviour of Government 2.0represents a fundamental shif t inthe implementation of governmenttowards an open, col laborative,cooperative arrangement wherethere is (wherever possible) openconsultation, open data, sharedknowledge, mutual acknowledgmentof exper tise, mutual respect forshared values and an understandingof howtoagreetodisagree.
Technology and social tools are animportant part of this change. Socialnetworks are becoming more ubiquitousand relevant everyday. These tools allowmembers to share content and interactthrough blogging and chats. These virtualcommunitiesoverlapseveralofthedifferentorientationsofnewmediacommunities.
The current scenario sees the rise ofGovernment 2.0 whether streamlininggovernment service delivery orresolvingcomplexissues,governmentsare either actively seeking or can nolonger resist broader participationfrom citizens and a diverse array ofotherstakeholders.
Personalisation,semanticweb,convergenceof business application and social mediaplatformsopenthedoortoGovernment3.0.
Amongthecriticalsuccessfactorstowardsachieving newbehaviour of Government2.0 is a combinationof theavailabilityofsuitable infrastructure and the nationalcharacter of citizens demanding moreof their individual rights from theirrespectivegovernments.
-
4 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Increasingneedtodomorewithless
With the recent economic downturn in2008, themantraDoMoreWithLesshasbecomethereality indeliveringservicesto citizen with rising expectation.ThereforetheimportanceofICTtoreachout and connect to the citizens andbusinesses seamlessly 24 hours a day, 7days aweekand365days a year aswellas thepotential forcosts savings for thegovernmentarefurtherstrenghtened.
The government shared-services areaimedat increasingefficienciesandcost-effectiveness of government systemsand enable customer-centric supportdeliveries.Shared-servicesprovidepublicserviceorganizationswiththeopportunityto reduce waste and inefficiency by re-usingassetsandsharinginvestmentswithothers.Implementationofthegovernmentshared-services will mean loosening ofcontrol without losing control whichmustbeunderstoodbythestakeholdersandowners.
Pervasivenessoftechnology:UbiquitousAccess
High Speed Broadband (HSBB) isa flagship project of the NationalBroadbandInitiativewhichwillboostthecountrys competitiveness and enablecitizens and businesses to tap into theopportunitiesinthesocialandeconomicspheres.Fromtheeconomicperspective,HSBBisexpectedtohaveahighmultipliereffect for businesses, allowing for easierand more efficient collaboration thatwill drive productivity levels higher andenhancerevenuegeneration.
Local and foreign companies here willhaveaccess tonewapplicationsandbeable to reach more markets, which inturnwillboostthepotentialforForeignDirect Investment from multinationalplayers seeking to use Malaysia as aregionalhub.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 5
Web 2.0 solutions empower individuals to utilize the Internet for global collaboration, innovation and information sharing. Not only has it empowered and changed the lives of individuals, the Web 2.0 world has spawned new business models and altered the way goods are sold, content is provided, and value is created. YAB DATO SRI MOHD NAJIB BIN TUN HAJI ABDUL RAZAK at the 10TH ASEAN Telecommunications And Information Technology Ministers Meeting (TELMIN-10), January 13 2011
The government has set a target ofbroadbandpenetration rate of 75percent for households in thecountryby2015.Thepenetrationratelast yearwas55percent, whichexceededthe50percenttargetset. Ineffor ts toacceleratebroadband take -up and offer i tsbenefits tothepeoplewhilst br idgingthe digital divide between rural andurban communities, the KampungWiFi programwas introduced in2010.With the Kampung WiFi deployment,complete internet access as wellas required infrastructure and therelevantapplicationwil l beofferedtothecommunity. Besides theKampungWiFi faci l i t ies, 1Malaysianetbookswil lbe distr ibuted to el igible studentsandcit izens.
Nevertheless a study done by PeterEvans indicated that as of early 2010,more than 106% of Malaysians 29mill ion populations have a mobiletelephone services. I t means that apushformobileapplicationswill reachout and connect to more citizens orbusinesses given the higher mobilepenetration rate comparative to thebroadbandpenetrationrate.
-
6 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN6 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
T h e c u r r e n t M a l a y s i a n P u b l i c S e c t o r I C T E n v i r o n m e n t
A Public Sector ICT Study conducted in 2010 concluded that agencies are aware that comprehensive ICT Planning is essential in achieving sound ICT Management Practices. Since 2003 when the first Public Sector ICT Strategic Plan (ISP) was formulated, ICT Strategic Planning has improved tremendously with majority of agencies adopting the Public Sector ISP guideline that has incorporated among others, definition of users, usage of gateways, agency specific applications and enterprise-wide applications.
The findings from the perspective of ICT Supply include aspects of ICT Management, Organisation and Infrastructure such as:
Feedback
management
processes via ICT
are utilised and
managed as a
daily practice;
Main reasons
given for
outsourcing are
lack of in-house
expertise and
time saving;
Enterprise
Architecture is
still at its infancy
among agencies;
Agencys disaster
recovery plan is
still at its early
stages;
Levels of tools
and automation in
ICT infrastructure
management vary
amongst agencies.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 7
More
than half of
the agencies
supported
the direction
to establish a
Consolidated
Data Centre and
Consolidated
Disaster Recovery
Centre;
Emphasis
should be placed
on skills and
capacity building;
The
appointment
of agencys Chief
Information
Officer (CIO) and
its governance
structure has
improved
interaction
processes within
and between the
agencies; and
Implementation
of Knowledge
Management
initiatives in
the agencies
has instilled
knowledge
sharing culture,
aid resource
allocation based
on knowledge
portfolio and assist
in decision making.
Fur ther, the f indings f romtheperspect ive of ICTDemand include:
-
8 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN8 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Exhibit 2 : ICT Effectiveness Study Findings
Assessment of theMalaysian Public Sector ICT effectiveness according to the CompatibilityMaturity Model shows that most agencies processes are at Level 3 which means that itsmanagement processes are defined, documented and communicated for the 12 relatedareasassessed.NeverthelessforChangeManagementprocesses, it isatLevel2whichmeansthat there is a good level of awareness and efficient planning to implement but there arechallenges in implementation. As forKnowledgeManagement (KM)processes, it is foundtobelowatLevel1whichindicatesthatprocessesaread-hocandthereisaneedforaplanwhichcommunicatestheimportanceandbenefitsofKMimplementationandacculturation.Exhibit2depictstheICTEffectivenessfindingsinanutshell.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 9
AnICTinfrastructurethatisoptimisedmeanscostofICTcanbecontrolledandreducedwithoutcompromisingtheefficiencyof itsoperations. Itwillalsobeabletobeagile inadaptingthechangingnatureof thebusiness.An InfrastructureOptimisationStudywhichcategorised itsfindings to four (4) levels namely Basic, Standardised, Rationalised and Dynamic; indicatedthatoveralltheGovernmentInfrastructureoptimisationisatBasicLevelwithdataprotectionandrecoveryatStandardizedlevel.
These findings show that government agencies are aware of the importance of protectingdataanditsrecoveryprocessesandaretakingappropriatemeasurestoensuredataintegrityandthustheimageoftheorganisation.Exhibit3showstheInfrastructureOptimisationStudyFindingsforthespecificelementsofICTinfrastructure.
Exhibit 3 : Infrastructure Optimisation Study Findings
-
10 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Countries that are consistently rankedamongst the top10 to top20 in competitiveness areconstantlyinnovatingandimprovingtheirPublicSectorICTinitiatives.MostofthecountriesbeingstudiedhaveplacedanimportanceontheirICTinfrastructureaswellasGovernment2.0toemphasizeoncitizenneedsandparticipationandalmosthalfofthecountriesarecurrentlyembarkingonthelatestICTTechnologyTrendssuchasGreenITandCloudComputing.
Inordertobeandstaycompetitiveintheglobalmarket,theMalaysianPublicSectorneedstobeawareandunderstandtheinitiativesandpracticesexecutedbyitscounter-parts.Exhibit4describedtheGlobalBestPracticesbysomeitscounter-parts.
Exhibit 4 : Global Best Practices Findings
Citizencentricservicedesign Rationalisingdatacenters,
utilisingcommoninfrastructuresandsharedservices
Knowledgenetwork
Singlewindow1-stopservicestocitizen
High-speedbroadband infrastructure
GreenITutilisationviacollaborationwithprivatesectors
Cloudcomputinginteroperabilitybetweenministries&localgovernment
Mobileapplication
Government2.0forG2Cconnectivityimprovement
Activecitizenryviacitizenportal&socialmedia
Cloudcomputinglabsmartpartnership
Opengovernmentdataallowstransparancy&collaboration
Closeprivatesectorinvolvement&collaboration
Centralisedcloudcomputingwithpublicandprivatesectorproviders
E-Participationinitiativesviasocialnetworking&mobileapplications
Integratedgovernmentprogrammeperformanceframework
Wholeofgovernmentapproach, centralagencydriven
EIAtoincreaseinteroperabilityofapplication
Centralisedandidentitymanagement
2010e-Governmentactionplan Citizen&businesscentredservices 24/7publicadministration Useofunifiedsign-onID Openstandardsandsolution Innovativeuseofdigitalsignaturefor
publicandprivatesectors Publicprocurementportalforbusiness
Toplevelpolicysupportine-Governmentinitiatives
Platformforcitizentoparticipate ingovernmentinitiative/consultation
Government2.0
UNITED STATES
CANADA
UNITED KINGDOM
AUSTRALIA
SINGAPORE
NEW ZEALAND
SOUTH KOREA,
JAPAN, AND TAIWAN
NORWAY,SWEDEN AND DENMARK
NORWAY,SWEDEN AND DENMARK
Citizenparticipateine-Governmentinitiatives
High-speedinterconnection ofgovernmentagencies
Crossagencyserviceintegration
Sharedworkspacesystem
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 11
-
12 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
The Public Sector ICT Strategic Vision provides the direction for Government use of ICT inthenext five (5)years.Theemphasis isondelivering innovative,efficientandqualitycitizenandbusiness-centric servicesby leveragingon thepervasiveuseof ICT.Theultimate aim isto achieve a Citizen-Centric and `Whole of Government Public Service, which means thatthePublic Sectormustmeet andexceed theexpectations,preferenceandneedsofCitizensandBusinesses.TheexpectationsdemandthatthegovernmentadoptthequalitiesofaCost-Effective,Innovative,TransparentandProductiveGovernmentastheguidingprinciples.
The pervasive use of ICTwould also optimise the operations and themanagement of theGovernment inprovidingthehighestqualityofservicetothecitizen.TheMalaysianPublicSector ICT Strategic Direction finds consonance with the Government TransformationAgenda, has built-in flexibility and future thinking elements to accommodate advances intheuseofICT.Thisdirectionisonestepforwardinchartingourpathstowardsadevelopednationstatusby2020.
2. MALAYSIAN PUBLIC SECTOR I C T S T R AT E G I C D I R E C T I O N
The essence to any progress is meaningful delivery. The soul to any conversion and change is results. The panacea for cynicism and scepticism is promised results and delivery. Meaningful delivery comes when we each recognise the responsibilities bestowed on us.- Y.Bhg Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government in The Star: Untying the Gordian Knot (January 1, 2011)
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 13
S t r a t e g i c D r i v e r
The strategic driver for pervasive use of ICT in theMalaysian Public Sector addresses theneeds anddemands of the public that drives theway services are deliveredby the publicsector. The strategic thrust is to enhance service delivery focusing on the people andbusinesss perception and increase satisfaction levels through accessibility, participation,inclusionandinnovation.
S t r a t e g i c E n a b l e r
The strategic enabler will address the internal machinery and operational aspects of thepublicsectorthatstrivestomaintainaconsistentserviceexperiencetothepublic.Trendsintechnology to facilitateoperational efficiencies continue to emerge tobecomea strategicenabler in achieving the much desired aspirations. ICT as a transformation tool shouldbe seen as another enabler that support Malaysian aspiration to become a high-incomeeconomyandanadvancednationbytheyear2020.
Thethree(3)strategicenablersidentifiedareasfollows:
GoodGovernancefocusingondefiningagoverningstructureandmanagementprocessesthatestablishvisionandmission,decisionmakingstructureaswellasfunctionalroles;
ConnectedGovernment focusingonmaximizing the adoptionof secondgenerationofe-Governmentapproachtoembracecollaborativemodelsofservicedelivery;and
Sustainable and resilient ICT focusing on sustainable IT which include cost optimization,energysaving,regulations,standards,complianceandorganizationsimageandreputation.
P U B L I C S E C T O R I C T V I S I O NP e r v a s i v e U s e o f I C T t o w a r d s A C i t i z e n - C e n t r i c a n d ` W h o l e O f G o v e r n m e n t P u b l i c S e r v i c e
-
14 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
M a l a y s i a n P u b l i c S e c t o r I C T F r a m e w o r k
TheICTStrategicVisiontowardsacitizen-centricserviceanda`wholeofgovernmentpublicservicebythepervasiveuseof ICTpromotesaccessibilityandusageofgovernmentserviceswhenandwherethecitizensorbusinessesneedit.ThismeansanexecutionoftheNoWrongDoorPolicywhichwillseethePublicSectorasOneWholeofGovernment.
The transformative role of ICT will continue, and accelerate over the next five years. TheMalaysianPublicSectorICTFramework(Exhibit5)willgobeyondthetraditionaluseofICT.It identifies key components in an integrated innovation infrastructure and info structurewhichwill supportboth the short and longer-termdevelopment andgrowthof thePublicSectorICTcapability.
Information is power. Communication is influence. Information and communication, when targeted to the right audience, establishes a power to account, an authority to transparency and empowerment. Y.Bhg Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government in At Your Service. (2010)
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 15
Exhibit 5: Malaysian Public Sector ICT Framework
-
16 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
ThecomponentsofthePublicSectorICTFrameworkarebrieflyexplainedasfollows:
I . S t a k e h o l d e r s a n d r e c i p i e n t s o f s e r v i c e
The Business sub component represents the business entity and community while the Government refers to Government Agencies such as Ministry, Department, State and Statutory Bodies. The Citizen sub components represents citizens of Malaysia inclusive of minority groups such as the disabled while Others ensure inclusivity for all such Non-Citizens, NGOs
and International Bodies.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 17I I . C h a n n e l
WAP IVR
SMS MOBILE
NEW MEDIA
EMAIL
WEB
COUNTER
The different channels will ensure pervasive use of ICT in delivering the services such as the New Media. Nevertheless to ensure inclusiveness to all, the traditional channel is still relevant in reaching out to the
rakyat such as the Counter.
-
18 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Gateway through specific online presence will act as an intelligent access point to PublicSectorServicesthatprovides:
A
means for users
to request for or
receive government
services via multiple
channels;
Common
features such as
a u t h e n t i c a t i o n
including security in
a transaction;
Engine
to avoid duplication
o f e f f o r t s a n d
investments; and
A
facility for users
to register only once to
interact with all related
agencies that are
involved in a particular
transaction.
Currentlycitizensorbusinessesneedtoregister inmultipleaccountstoaccessservicesfrommultiple agencies. Perception on government services could be further improved with thestreamliningoftheservicestoonesinglewindowthroughmyGovernmentportal.Thereisnowaninitiativetotransformaccessibilitytoinformationandservicesviaasinglewindow.
I I I . G a t e w a y
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 19I V . A p p l i c a t i o n s
Thedeliveryofservicestothestakeholdersandrecipientsareenabledthroughthedevelopmentand implementationof ICTApplications. It couldbea frontendapplication thatwilldeliveron-lineservicesorapplicationswhichsupportthedeliveryofsaidservices.
- On Line Services Improveservicedeliverythroughincreasedmulti-channelpublicfacingandcross-agency
initiatives.
- Paperless Initiatives Creating end-to-end online processes such as applications of jobs and its processes
gearingtowardsachievingaPaperlessGovernment
- Back-office application Increase cohesiveness within the back-office functions through re-engineering and
integrationofinternalprocesses
-
20 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Knowledge and intellectual capital are intangible assets that can be used productively and
effectively towardsaccelerating theprogress inachievingVision2020.Byvirtue, knowledge
capital is the only asset that can grow without limits; and new knowledge increases the
efficient use of resources that are in finite supply (Lautier, 2005). Therefore one of the
main component in this framework is the KnowledgeManagement Hubwhich could act as
the catalyst that enhances Public Sector service delivery and decisionmaking.The hubwill
createaninformedknowledgeenvironmentwhichallowsandencouragessharingofvaluable
informationthroughoutthegovernmenthierarchy.Thevisionforthepublicsectorknowledge
management is Knowledge Excellence as Catalyst towards Effective Service Delivery.
Twostrategieshavebeenidentifiedi.e
Strategy 1 - Inculcate the Culture of Knowledge Management
Strategy 2 - Strengthen Knowledge Management Initiative in the Public Sector
Byleveragingonthepublicsectorsknowledgemanagementstrategy,itisforeseenthatmore
intra government collaborations andwork efficiencywill increase due to putting the active
learningenvironmentinplaced,thuscreatingaknowledgeexcellencewithinthepublicsector
viaa`wholeofgovernmentapproach.
V . K n o w l e d g e M a n a g e m e n t H u b
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 21
AnenvironmentthatenablessuccessfulimplementationanddeploymentofICTstrategic
initiatives does not comprises of only technology butmust have thesoft aspects too.
The enabling environment component takes into account the people, process and
technologyelements.
Strong leadership and coordination with policies or legislation for delivery of service by the
pervasiveuseof ICTmustbeenabledintheenvironmenttoensuresuccessandsustainability.
TheMalaysiaPublicSectorhasastrongstart inthisareawhereGovernmentChief Information
Officer (GCIO)was appointed in 2008. As for the agencies, appointment of Chief Information
Officer(CIO)isamandatorybasedonGovernmentInstruction.
Infrastructure and Standards are still key to enabling delivery of seamless services to the
stakeholders. ICT shared-services present opportunities to reduce cost of operations but
standardsmustbeinplacetoensurethatlooseningcontrolwillnotresultalossofcontrol.
V I . E n a b l i n g E n v i r o n m e n t
-
22 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
SkilledandcompetentmanpowertogetherwithICTacculturationwillfurtherincreasesuccess
potentials. The Malaysian Public Sector has embarked on an innovative initiative by the
establishment of the Public Sector ICT ConsultantsTeam.This group of people are creating
valueinspecificareasofICTimplementationandwiththisinnovativeinitiative;theMalaysian
PublicSectorisdevelopinginternaltalenttoensurevaluedeliveryofICT.
Inensuringsustainability,researchanddevelopmentofnewinnovativeservicedeliverybythe
pervasiveuseof ICTmustbeaconsciouseffort. Itmustbeaplanned initiativewith specific
measurabletargetssoastoensureitisnotseenaswastage.R&DandInnovationwillensure
competitivenessand relevancyof servicesdeliveredwhile intellectualproperty is important
infosteringinnovation.
Onanothernote,undertheNationalKeyEconomicArea(NKEA)BusinessServices intheETP,
theGCIOhasbeengivenmandatetoleadandcoordinatetheGovernmentShared-Servicesand
themobilisationofICTtalentaffectedbytheimplementationofGovernmentshared-services.
The GCIO will also drive the e-Government Initiatives under the Content, Communication
InfrastructureETP.
22 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 23
V I I . I C T G o v e r n a n c e
Thetwopillars intheMalaysianPublicSector ICTFrameworkrepresentthecomponentsthat
must be consciously incorporated at every stage of ICT implementation. One of the pillars
is ICT Governance. According to IT Governance Institute (ITGI), ICT Governance consists of
leadershipandorganisational structuresandprocesseswhichensure that theorganisations
ICT sustains and extends the organisations strategies and objectives. It further defines ICT
Governanceas themanagementprocesswhichensuresdeliveryof theexpectedbenefitsof
ICTinacontrolledwaytoenhancethelong-termsuccessoftheorganisation.
ICT Governance is not ICTManagement. ICT Governance is about decision rights while ICT
ManagementisaboutmakingandimplementingthesaidICTdecisions(Cater-Steel,2009).
-
24 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
Strategic Alignment of Business
and ICT
Risk Management
of ICT Systems
Value Delivery of ICT
TheremustanalignmentbetweenICTinvestmentsmadewith the organisations strategic intent and objectives.Undertaking collaborative and coherent business andICT partnership will enable delivery of services thataddresstheneedsoftherakyat.
Managing risk of ICT systems is an element that mustbegivenseriousconsiderationgiventhedependencyofbusinessonICTwhendeliveringitsservices.Technologyrisk and information security issues form a prominentpart of operational and systematic risk considerations.(ITGI,2001)
ThehighinvestmentsmadeonICTmustbeabletodelivervalue to the business. Onlywhen this is translated andmeasuredwill ICTbeseenasdeliveringvalue.Thereforeusageof ICT resourcesmustbeoptimisedand focusonthebusinessneedsoftheorganisation.
Toensure ICTdeliverstheexpectedbenefitsandoutcomes,thefollowingfive(5)mainfocusareasinICTGovernancemustbegivenemphasis:
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 25
Toevaluateactualperformanceversuswhatisexpectedortargeted; Tocontrolsoastoensuretherightthingisdone; Tobudgetsoastoensurethatitstayswithinbudget; Tomotivatebygivingsignificantgoalstoachieve; Tocelebrateaccomplismentsmade; Topromotesuccesstothestakeholdersandclients; Tolearnreasonsbehindapoororgoodperformance;and To improve and innovate service delivery based on performance measurements
andfeedbacks.
ICT Resource Management
Measuring Performance of
ICT Systems
ITGI defines management of ICT resources as the theoptimal investment,useandallocationof ICT resources(people, applications, technology, facilities, data) inservicingtheneedsoftheenterprise(ITGI,2003).Inthecontext of Malaysian Public Sector, this means havingthe right capability and talent providing sufficient andeffective resources to execute the strategic plan. ThiscapablehumancapitalwillenableefficientandeffectivemanagementofICTresourcesinthePublicSector.
Central in measuring performance is to improveperformance.ThereforetocreateassurancethatICTdoesdelivervaluetothebusiness;itsobjectives,benefitsandoutcomes must be measured and evaluated. There areeight (8) reasons whymeasuring performance are vital(Behn,2003).
-
26 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN26 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLANV I I I . C h a n g e M a n a g e m e n t
Theotherpillar in theMalaysianPublicSector ICTFramework isChangeManagementwhichmeans the method and approach addressing change in the business processes caused bypervasive use of ICT in delivering services. Itmeans creating a plan, the design to managechange, implementingandmeasuring it toensure sustainability.Ultimately it is to tranformthe workforce, stakeholders and users to be acceptable, ready, and willing to support andparticipateintransformationalprojectsthatbringsaboutchangewithintheorganisation.
The Change Management Model will assist agencies to minimise potential risk of failure.Themodel provide a framework of changemanagementmethodology into three (3) stages- Analysis, Engagement and Delivery. Communication is a core element in all changemanagementactivities.
There is the fear of change and what might happen. There is the potential loss of power due to change. And if there are no guidelines as to what to do after the change, then there will be issues and problems Bennet P. Lientz and Kathryn P. Rea in Breakthrough IT Change Management: How to Get Enduring Change Results
Change Management Framework
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 27M a l a y s i a n P u b l i c S e c t o r I C T S t r a t e g i e sThere are seven (7) ICT strategies to drive pervasive use of ICT in delivering citizen centricservicesandcrafting`wholeofgovernmentpublicservice.
EnhanceservicedeliverythroughthestreamliningofICTarchitecture
Effortsshouldbedriventosimplifysystems,removeduplication
andleverageontechnologiesthatenhancethePublicSectors
delivery of services and relationships with the people and
businesses;
OptimiseandenhanceICToperationsthroughICTInfrastructureconsolidation
Supportconsolidationofwideareanetworks,dataanddisaster
recoverycentres,aswellascommonapplications;
Intensifyinter-agencycollaborationtowardsfosteringwholeofgovernmentpublicservice
Positioning efforts towardsworking across federal, state, and
local levels as an integrated government to ensure cross-
cuttingissuesareaddressed;
StrengthenICTGovernancetoensurevaluedelivery
Rationalise ICT governance structure that dictates effective
reportingstructureaswellasclearrolesandresponsibilities;
AccelerateICTtalentdevelopmentandcapacitybuilding
Strive to develop talent, adoption of best-fit practices and
continuouscapacitybuilding;
Cultivateper formanceculturetoensureaccountabilityforoutcomesanddriveper formance
Culture, mind-set and practices should be delivery-oriented
to ensure accountability for outcomes and to drive improved
performance;and
Alleviateknowledgeculturetoaidswiftdecisionmakingbasedonfact
Improve culture, mind-sets and practices to fully utilise
knowledge to aid speedy decision-making as well as sound
judgmentbasedonfact.
-
28 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 29
3. PUBLIC SECTORI C T P R O G R A M S A N D I N I T I AT I V E S
A setofprioritized ICT initiatives are identifiedbasedon the strategic intent anddirectionsandpresentedinthefollowingtables.
Program1 -EnhanceServiceDelivery Program2-EnhanceCapacityandCapability Program3-EnhancePerformanceMeasurementCapability Program4-ConnectedGovernment Program5-SustainableandResilientICT
PROGRAM 1: ENHANCE SERVICE DELIVERY
Initiative 1.1 Develop and implement online services: myRakyat, myBusiness, myWorkforce and e-Payment
Initiative 1.2 Establish and deploy Public Sector Digital Document Management System
Initiative 1.3 Establish and deploy Transport Intelligence System
Initiative 1.4 No-to-crime: Repository of information on crime. Establish and deploy
Initiative 1.5 Deployment of Government Regional Electronic Advancement Transformation (GREAT) Program to 5 Economic Development Region
Exhibit 6: Program 1 - Enhance Service Delivery
-
30 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
PROGRAM 2: ENHANCE CAPACITY AND CAPABILITY
Initiative 2.1 Public Sector ICT Skills Framework: Establish ICT skills repository and deploy integrated ICT talent management system
Initiative 2.2 Information Security Management System (ISMS) ICT Compliance Audit Programme to critical agencies in the Public Sector
Initiative 2.3 EnhanceGCIOandCIOdevelopmentprogramme PublicSectorICTSpecialistProgramme:Professionalcertificationscheme Reskil l ing, Redeployment and Replacement (3R) Programme for ICT
shared services
PROGRAM 3: ENHANCE PERFORMANCE MEASUREMENT CAPABILITY
Initiative 3.1 Public Sector Service Intelligence: Establish and deploy for real time intelligence capability
Initiative 3.2 Performance Measurement Tool to be deployed to agencies as a means for measurement and evaluation of services delivered
Initiative 3.3 Public Sector ICT Compliance Self Assessment Tool to be implemented in agencies as a means for self assessment on ICT compliance
Exhibit 7: Program 2 - Enhance Capacity and Capability
Exhibit 8: Program 3 - Enhance Performance Measurement Capability
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 31
PROGRAM 5: SUSTAINABLE AND RESILIENT ICT
Initiative 5.1 Establish Government Unified Communication
Initiative 5.2 1Gov*Net: Implementation of Government Integrated Telecommunication Network
Initiative 5.3 1Gov*DC: Establish Consolidated Government Data Centres 1Gov*DRC: Establish Consolidated Government Disaster Recovery Centres
Initiative 5.4 Deployment of Mobile Solutions and Applications
Initiative 5.5 Deployment of ICT Security Compliance Scorecard
Initiative 5.6 Develop and implement Business Continuity Plan for agencies
Initiative 5.7 Malaysian Public Sector Trustmark: Establish and deploy certification to agencies
Exhibit 10: Program 5 Sustainable and Resilient ICT
PROGRAM 4: CONNECTED GOVERNMENT
Initiative 4.1 Citizen Registry System (CRS): Roll out to other agencies
Initiative 4.2 Business Registry (myCoID): Roll out usage to other agencies
Initiative 4.3 Registries: Development of Vehicle, Student and Health Registry
Initiative 4.4 Public Sector Knowledgement Management Hub: Establish and deploy to pilot agencies
Exhibit 9: Program 4 Connected Government
-
32 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 33
4. PUBLIC SECTOR I C T P O L I C Y T A R G E T S
GovernmentICTinvestmentsaretargetedbasedonneedandvalue.WithGTPandETPasthenationtransformationagenda,thetargetssetarealignedwiththedirectionandaspirationofthestakeholders.Thesix(6)PublicSectorICTpolicytargetsareasdepictedinthetablebelow.
POLICY TARGET (PT) PERFORMANCE INDICATORS
PT 1: Towards zero face-to-face service delivery
2015: 90% of all government services are available online 2015: 90% of total transactions for on-line services are
made on-line
PT 2: Towards paperless government
2011: Public Sector Digital Document System established 2012: 70% of intra-government letters, memos, invitations,
circulars and meeting minutes online
2012: 90% of meeting invites online
PT 3: Inculcating Information Sharing and
Interoperability
2012: Development of an Information Architecture (IA) application for one (1) citizens touch point services
2013: Deployment of said service and development of an additional one (1) IA application
2015: Establishment of four (4) IA applications
Exhibit 11: Public Sector ICT Policy Targets
-
34 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
PT 4: Cross Agency
Collaboration Towards
Seamless Services
2012: Service Intelligence System established 2015: Transport Intelligence System, Education Intelligence
System and Health Intelligence System established
PT 5: Government Shared
Services
2011: Implementation of Government Integrated Telecommunication Network (1Gov*Net)
2012: 200,000 users have access to Government Unif ied Communicat ion
2012: 20 agencies tenancy in Public Sector Consolidated Data Center (1Gov*DC)
PT 6: Skills and Expertise
Internalisation of Public
Sector ICT Personnel
2015: At least 10% certified in the eight (8) ICT areas recognized by Public Service Department
POLICY TARGET (PT) PERFORMANCE INDICATORS
Exhibit 11: Public Sector ICT Policy Targets (contd.)
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 35
-
36 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
TheMalays ianPubl ic Sector ICTStrategicPlanshares a pivotal ro le in real is ingthegoals of theTransformationProgrammesto steer Malays ia towards achievingv is ion2010. Seven(7) ICTstrategies and22in i t iat ives ident i f iedandthestrategicenablers achieving the Publ ic SectorDigita l Transformation. Current business commands theopt imizat ion of ICT usage to suppor tthe nat ional aspirat ions of becominga high income developed country.Thus as an enabler, ICT in Publ icSector must be addressed in a hol ist icmanner compris ing people, processand technology where the internal
5. IMPLEMENTING I C T S T R AT E G I C P L A N
Exhibit 12: Implementation Strategy
and external needs must be taken intoaccount . This i s to ensure a balanced,fast and successful implementat ionand to promote a wider coverage of ICTpract ice beyond borders and cultures.Exhibit 12 depic ts st rategies that couldreal ise the successful implementat ionofICT in i t iat ives.
The `Whole -of-Government approachrequires agencies to work across por t fol ioboundar ies and federal , s tate and locallevels as an integrated government.As a guiding pr inciple, Innovat ion,Product iv i ty, Cost-ef fect iveness andTransparency serve as focal points todeterminethestrategic di rect ions.
Allowingcitizenstoeasilyaccessservicesusingthedeviceandchanneloftheir
choice
Focusonservices/features
thatcanbeimplementedquicklyorhaveearlybigwins
suchascommontransactionsonsimiliar
infrastructuretobeimplemented
first
Servicesshouldleverage
onexistinginvestmentsinpeopleandtechnology
whereappropriate
withtheaimofachievingvalueformoneysuchasminimizingcost,ensuring
fastdeploymentandreducing
risks
Identifysmallandeffective
teamsofpeoplewithclearrolesandownership
workingtogethertodeliverresultsacrossagencies
Toensurecontinuedeffortforon-goingdevelopment
andsustainabilityoftheseinitiatives
Inintroducingnewapplications,
startwithabasicand
simplesystem.Subsequently,thesystem
shouldhandletransactionalprocessingandeventually,offerfullyintegratedservicesacrossagenciesviaasetofcommon
systems.
-
THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN 37
We often believe that our limitations are external when in fact the chains of our limitations are mostly and always inside us. When we break past these chains, the world is then your oyster. One of the biggest mistakes we can make in our journeys is to readily accept the known and resist the unknown. We should, in fact, challenge the known and embrace the unknown. In the unknowns may lie our own prosperity. - Y.Bhg Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government at 26th at the International Islamic University Malaysia Convocation, October 2, 2010
The delivery services need to be basedon innovation and creativity stimulatingthe public sector to think out-of-the-boxin fulfilling the stakeholders needs. Thedemands for services by the people andbusinesses require Public Sector ICT toleverage on emerging technologies andtrends. Technologies such as Web 2.0 and3.0 applications that facilitate interactiveinformation, interoperability, user-centreddesignandcollaborationof theWorldWideWeb can be leveraged to deliver servicesinnovatively. Channels such as social-networkingsites,blogsandwikisareprovento deliver the content effectively to theintendedrecipients.
Innovation is the key to allow the publicservice to respond to a dynamic globalenvironment.Speedyandeffectivedecision-making will enhance productivity. Thisrequires streamlining traditional decision-making and finding innovative methodsto respond quickly to rapidly changingpublicdemands. ICTGovernance shouldbeintensified and reinforced especially in theareasofgovernancestructure;managementprocessesandcompliance.Atthesametime,change management needs to be carriedoutthroughoutthewholeprocesstoensureacculturationandusage.
-
38 THE MALAYSIAN PUBLIC SECTOR ICT STRATEGIC PLAN
People First, Performance Now
Aras 6, Blok B2,Kompleks Jabatan Perdana Menteri,Pusat Pentadbiran Kerajaan Persekutuan,62502 Putrajaya, Malaysia.Tel: 603-8872 3000Faks: 603-8888 3721 w w w . m a m p u . g o v . m y
7 July 2011
P O W E R I N G P U B L I C S E C T O R D I G I T A L T R A N S F O R M A T I O N
Malaysian Public Sector ICT Strategic Plan.pdf