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Integrated Drug Enforcement Administrative System
Central Narcotics Bureau
Singapore

The Problem

CNB used a Case Management System (CMS) to support its operations. The changing environment demands new business processes to meet new challenges. However CMS faced technology obsolescence and it became increasingly complex, risky and costly to make changes to the system. Instead, new business requirements were built around the limitations of the system and supplemented with “temporary” work-around. The System became unwieldy and clumsy with mainly manual and semi-automated processes using spreadsheets and Word documents.

Drug supervisees had to bear with slow turnaround time for screening and review of their cases. Companies that import, export and transship controlled drugs and chemicals had to deal with multiple government agencies including CNB to obtain approval. This process was tedious and requires considerable time and manpower from companies as well as agencies.

To face these challenges and improve the delivery of services to the public, CNB implemented IDEAS. IDEAS integrated the operations of CNB into a seamless whole to increase both efficiency and effectiveness. It provides an efficient workflow that includes electronic collaboration with CNB’s strategic partners such as the Singapore Police Force, the Criminal Registry Office, the Immigration & Checkpoint Authority and the Health Sciences Authority.

Solution and Key Benefits

 What is the initiative about? (the solution)
IDEAS has a robust and flexible design that allows new functionalities to be easily added to meet new business requirements.

1) Planning & Conduct of Raids – eliminated manual work and duplicate information. Automated screening replaced manual screening and reduces turnaround time by 3 hours.

2) Investigation - electronic investigation paper facilitate concurrent access by team members for faster turnaround. Submission/receipt of drug exhibits to HSA by duty officer instead of the investigation officer provides for more efficient use of resources and saves the investigation officer 2 hours per submission.

3) Drug Supervision - automation of manual activities and process streamlining eliminated work duplication and give each officer an additional 3 hours for actual supervision work.

4) Precursor Control - online eservice provides one-stop service for importers to get clearance for import of controlled substances conveniently and timely. Interface with Singapore Custom’s “Tradenet” provides for timely updates and more effective control.

5) Drug Seizure Management - automation of manual activities and process streamlining provides more effective management and tracking of movement of seized drug items.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The initiative was the result of a consultancy study on process re-engineering and technology planning conducted in year 2004. The consultancy study was conducted by the National Computer Systems (NCS). The findings of the study were refined and translated into a Specific Operational Requirements (SOR) where a tender was called for its implementation. The same vendor NCS, won the bid for the tender and the System was commissioned in May 2008. The key stakeholders in this project were Director CNB, Deputy Director CNB, the respective Assistant Directors of the various Divisions, Department Technology Office who provides overall project management and the online public users of the e-service.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The consultancy study was the first step in the overall implementation strategy where key processes were identified and their strengths and weaknesses examined. The processes were re-engineered for optimal effectiveness and efficiency. Existing supporting infrastructure including systems was then identified and a gap analysis performed. The re-engineered processes were furthered reviewed and aligned with the new supporting infrastructure and systems. The entire study, including high level solutions was then communicated to key stakeholders for endorsement and buy-in.

The next step was to translate the high level solutions into detailed SOR for tender and implementation. Stakeholders were kept informed and involved with making key decisions throughout the project.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
The key development and implementation steps were:

a) Detailed requirements study and sign-offs

b) Design of system and sign-offs

c) Development of system and processes

d) System testing

e) User acceptance testing and sign-offs

f) Implementation and Commissioning of System

g) At key points of the project, Working and Steering Committee meetings were held to keep stakeholders involved or to make key decisions.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
During the development of the system, users would ask for more functions than originally defined in the tender specifications. This would result in either an increase in cost or extended the project schedule. Such “scope creep” was typically encountered in projects of this nature and this was managed by tight controls and the use of the Steering Committee to decide on key changes to the original scope of the project.

There was some initial user resistance as the processes were revamped and some officers had to relearn or learn new things. This was managed with effective communication at key points of the project and training that were pitched to the sophistication and comfort level of the users.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
The development and implementation effort were outsourced to NCS at a capital cost of about $5M. The total time for development from the award of the contract to the commissioning of the System took about 18 calendar months.

All six officers from the Department Technology Office were deployed to provide project and contract/vendor management services. Fifty key officers from the relevant business units were selected by senior management to provide the business requirements and perform system testing. Key hardware purchased for the project included IBM xSeries Servers, Sun E20K Server, RFID Reader and Tags, etc.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
IDEAS is the core system in CNB and is critical in fulfilling CNB’s vision to be a leading and dynamic law enforcement agency in the fight against drugs and to make Singapore drug free. Controlling the abuse of drugs is essential in enabling Singapore to remain a socially healthy and thus economically viable nation. As such, IDEAS receives strong social support from our citizens.

IDEAS will continue to receive funding from the government, and continue to be a key and integral part of our efforts in enforcement against drug offenders and preventing drug abuse.

IDEAS key component is a case management system that is integrated with its core processes and interfaces to its strategic partners. Other agencies, such as the Ministry of Health and the Singapore Police Force, had expressed interest in the case management module and its possible use for their respective agencies. It may not be feasible for agencies to use IDEAS as a whole but parts of the system, such as the case management module, or some of the concepts may be adopted and adapted accordingly.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
1) User buy-in and top management support is critical to successful implementation.

2) Effective communication at all levels of the organization.

3) Key stakeholders are involved in making key decisions.

4) Management of “scope creep”

5) Thorough testing of the system before implementation

6) Strong project management

Contact Information

Institution Name:   Central Narcotics Bureau
Institution Type:   Government Agency  
Contact Person:   Angeline Leow
Title:   Senior Project Executive  
Telephone/ Fax:   63256651
Institution's / Project's Website:   64389756
E-mail:   angeline_leow@cnb.gov.sg  
Address:   393 New Bridge Road
Postal Code:   088763
City:   Singapore
State/Province:  
Country:   Singapore

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