| 4. In which ways is the initiative creative and innovative?
OFFICIATING DEVELOPMENT TEAM. To ensure full commitment and minimize turnover, developers which have been recruited from various agencies under the Ministry of Home Affairs is officiated. Having an endorsement signed by the Chief Secretary himself, this allows developers to focus on the development work of eROSES.
APPOINT SUBJECT MATTER EXPERTS (SMEs). To ensure participations from the officers of RoS, SMEs have been appointed from various ranks and states. This appointments creates a sense of ownership and buy-in from the officers. SMEs is given full responsibilities to review the work process and to suggest improvement if any.
CHALLENGING THE NORM. QUESTION EVERYTHING. In order to have a relevant and sustainable system, SMEs have the privileged to questions any practices, guidelines and circulars that in their opinion is not relevant and not accordance to the Act. They can suggest improvement, replacement or to remove any processes. If there’s a dispute, it will be taken to the Directors Meeting for deliberations and decisions. In the course of developing this system, all the regulations have been reviewed and some of it have been removed to facilitate the new way of doing business.
CLEAR STRUCTURE. To ensure that there’s no overlapping in terms of task, a clear structure have been put in place, detailing the roles of all the partners involve. MAMPU is the Project, Development And Database Consultant while MOHA is the project Coordinator. The owner of the Project is RoS with the director general also takes the role of Project Advisor while the SMEs is considered process owner.
STEERING COMMITTEE. This committee role is to ensure the project is completed on time and act as platform to resolve any issues raised between developers and SMEs. It is also facilitate any additional requirements by the development team. The progress of eROSES will be discussed in details and having co chaired by RoS and MOHA, it shows the close collaboration between the top management.
AWARENESS. Since 2010, RoS have started engaging public about the future of NGOs management and actions were taken to prepare them for eROSES. At that time however, the focus is more on annual reporting and not the full applications in the Act. In May 2011, all Roadshow in 5 Pilot states have start engaging NGOs in all their existing program about the development of the eROSES. The potentials is being highlighted and all recommendations were taken into consideration.
TIMELINE FOR eROSES.
22 July 2010 ROS requested MAMPU assistance in upgrading the current societies management system
27 April 2011 Brainstorming session, preparing the scope and requirement of the new computerization project with MAMPU as the Consultant
12 May 2011 To overcome the shortage of IT officers in ROS, the development team member will be recruited from across the agencies under MOHA
16 January 2012 PILOT PROJECT – eROSES is being introduced to the public in 5 Major States
23 FEBRUARY 2012 LAUNCHING OF EROSES BY MINISTER OF HOME AFFAIRS
2 April 2012 Start Development - Phase 2
2 July 2012 National Roll Out Phase 1, eROSES have been rolled out nationwide, with 5 Modules;
• Account Registration
• Societies Registration
• Branch Registration
• Constitution Amendment
18 March 2013 National Roll Out Phase 2, 7 new modules have been introduced;
• Update Information;
• Office Bearers;
• Societies search;
• Appeal; and
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
a. Registry of Societies
i. Dato’ Abdul Rahman bin Othman –Project Owner
ii. Noor Azah Bt Abdul Rahman – Project Manager
iii. Dasmond Das Michael Das – Head - Subject Matter Expert
iv. Liew Joo Tee – Process Owner
v. Abdul Hafidz Ridwan Wong – Database
vi. Abdul Rasyid B. Abdul Wahid - Programmer
vii. Lim Jit Ngoh – Subject Matter Expert
viii. Amirthavalli a/p A.V. Muthiah – Subject Matter Expert
ix. Arsad b. Kamaruddin – Subject Matter Expert
x. Eizzat Syuaqi Bin Ahmad – Subject Matter Expert
xi. Pang Chin Fang – Subject Matter Expert
xii. Noraffendy Bin Abdul Khalid – Subject Matter Expert
b. Ministry of Home Affairs
i. Y. Bhg. Dato’ Haji Wahab Bin Mohd Yasin - CIO
ii. Y. Bhg. Dato’ Mohamed Rosli Bin Saad - Advisor
iii. Latifah Bt Omar – Advisor
iv. Md Ali Bin Aziz - Advisor
v. Fadlilahton Ismail – System Design
vi. Noor Hafiza Md Rawi - System Design
vii. Mohammad Naim B. Mohd Ibrahim - Database
viii. Siti Rahim Bt Kasim - Database
c. Malaysian Administrative Modernisation and Management Planning Unit
i. Kathirrasan K Kupusamy - Consultant
ii. Nor Suzana Bt Abd Hamid - Consultant
iii. Norazah Bt Ab Latif - Consultant
d. Accounting Research Department, Universiti Teknologi Mara
i. Prof Dr Normah Omar - Researcher
ii. Assoc Prof Dr Roshayani Arshad - Researcher
iii. Prof. Norbijan Abu Bakar - Researcher
iv. Dr Intan Salwani Mohamed - Researcher
e. National Registration Department
i. Norli Adiba Mohd Noor - System Design
ii. Mohd Azizi Morni - Programmer
f. Royal Police)
i. Wan Mohd Faizul Mat Yasim – Programmer
ii. Loo Hon Tung – Programmer
i. Fadhillah Bt. Mohd Salleh (National Anti Drug Agency) – Programmer
ii. Yashaiful Yayah (Prison Department) – Programmer
h. NGOs are invited to participate during the development program. Awareness was done by riding on the current program at that time.
| 6. How was the strategy implemented and what resources were mobilized?
FINANCIAL. None. The system is developed in-house. Using available resources under the ministry and the agencies involve. All unutilized IT Infrastructures have been redeploy for development work of this project. Using open source software and pool resources such as Public Sector Data Center further reduce the need for additional procurement. The benefits of having an in-house development is it can be very specialized system, satisfying every needs of the agency compared to procured system that in it basic form a standard off the shelves application that have been modified to cater the wide spectrum of agencies needs. By stepping outside the budgeting process, eROSES manages to be develop in record breaking time and the development and deployment of the system is back to back, running parallel in order to meet the set target date. Close relationship between the development team and SMEs allows dispute resolution resolve promptly and the Development team have in-depth understanding of the process.
TECHNICAL. Software Development Lifecycle is being catered by having a scheduled review based on the input from the NGOs, Public and internal users, this is then brought to a Change Request Board in order to streamline all the changes. The problem with an in-House development is there is a tendency to revert the earlier decision due to the knowledge that the changes incurred no tangible cost, this is not healthy as every changes do contribute to late delivery of the project and additional resources to ensure it does ‘not get in conflict with the agreed processes. Therefore SMEs have been given the task to minimize the Changes by having Firm Procedures and Standard Work Flow, all of which need to be discussed and approved among the SMEs with the final say lies with the Process Owner.
HUMAN RESOURCES. Strong support from the management allows RoS development team to be recruited using internal expertise from various agencies under Ministry of Home Affairs, bringing in fresh view on how to do things and also experience from past projects done by their respective agencies. Commitment shown by the developers is extraordinary as they are not being totally release from their duty at respected agencies, however they manage to allocate their time developing the system. With their assistance and insight, SMEs found many new ways of doing business, often borrowing their experience and apply it when relevant to the eROSES. The Developers also keep exploring the possibilities to establish a strategic partnership between RoS and their respective agencies especially involving information sharing, this helps RoS to extend the network with less time and effort as this developers have full knowledge of the process flow and the needs of the agency.
FUNDER. Not Applicable. In-House development. Existing Resources.
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
SAVES TIME. INCREASED APPLICATIONS. eROSES enables the time to process a registration of NGOs in 5 days compared to 3 months previously. Even though the numbers of registration applications have increased from 4,212 in 2011 to 8,209 from Jan to November 2013, eROSES have enable the officers to process applications within the client charter. Even the number of officers assigned to this task have been reduced in half and this allows resources to be allocate to the most important role which is controlling and monitoring. eROSES a comprehensive solution, manages to tremendously improve the end-end operational process from registration to compliance.
EASE OF ACCESS. As RoS sets office only at State Capitals with the exception of Miri, eROSES have widen the access for NGOs anywhere to do business with RoS, a full-fledged online societies management system. There are 9 functions enabled in eROSES that shall improve administration and enforcement processes.
CENTRALIZED DATA MANAGEMENT. Anyone can access the information of any NGOs from anywhere. Due to the migration exercise that have been done on 18th March 2013, all the legacy data is now available for viewing. The final process of migrating NGOs with the latest information is due by 31st December 2013, by then all the NGOs in the system will be considered live and administered by the secretary of the NGOs.
REAL TIME INFORMATION. Anytime, the NGOs may update their information in eROSES. General Information, Changes in Office Bearers, and Amendments to Constitution. All this information is vital for the stakeholders. As the access of eROSES is also extended to any person, it is vital for NGOs to have their information updated.
COMMUNICATION AUTOMATION. In-line with current technologies, with eROSES all communication between RoS and NGOs is done by email, this will ensure every person registered as office bearers will be notified and well informed about any updates concerning their NGOs. Automation also allows reminder to be set up for NGOs to fulfil their requirements under the Act.
In summary eROSES solution allows the government to save RM 8 Million development cost, enhance development of internal resources, provide total ownership to each stakeholder and increased flexibility for progression in future.
| 8. What were the most successful outputs and why was the initiative effective?
STEERING COMMITTEE. This committee oversee the whole implementation of the project. With the presence of the ministry representatives and MAMPU which strongly support this initiative, all problems and issues will be tabled and solved. The committee also provide the timeline for the project and ensure that it is being strictly followed, knowing that any delays will hamper the moral of the team member and momentum of this project.
DIRECTORS MEETING. Issues pertaining new process flow, review of the current regulations and proposal for new approach in handling application via eROSES is being tabled here. The Directors are also responsible in preparing the staff and NGOs in changes brought by the new system and collect feedback.
SUBJECT MATTER EXPERTS (SMEs). Even though each SMEs have been assigned with specific activities, discussion between SMEs is highly encourage, knowing the fact that a third party view is important in ensuring nothing have been overlooked. Peer review is important in making sure that all angles have been covered and in case there is a dispute, the project owner which is the Director General will have to decide and the decision made will be carried out promptly.
NGOs PARTICIPATION. Since 2010, awareness for eROSES have been started to prepare NGOs and to gather any feedback and recommendation during the development phase. Invitation to join eROSES have been sent in March 2013 and since then, eROSES roadshow nationwide have been the main programs. Here the NGOs will be given comprehensive guide on how to migrate their NGOs to the new system in order for them to harness the benefit of computerization, automation and simplification of eROSES. Till 4 December 2013, 16,000 or 33% of legacy NGOs have come on board the new system.
WEEKLY REPORT. In recent months, the monitoring of migration of NGOs to eROSES have become top priority. By year end, the NGOs that fail to migrate will be considered cease to exist. This clean up of the registry of NGOs will reflect the true health of the 3rd sector in Malaysia. This exercise is monitored weekly and hopefully the registry will be cleaned by 1st January 2014. With the clean registry, RoS will able to plan better program and activities to empower the existing active NGOs.
| 9. What were the main obstacles encountered and how were they overcome?
CHANGE MANAGEMENT. eROSES brings not only superficial changes but a business process reengineering with roles, regulations and requirements have been changed. With a total revamp of the current work processes, officers have to Learn, Unlearn, and Re-learn the whole applications processes to prepare them for the NGOs. In-house training by Zone have been held nationwide, hands on by the officers with all the SMEs involved, this allows officers to understand the changes that have been made and the justification for it as per explained by the process owners.
NGOs READINESS. They are concerns in the beginning of the project whether NGOs in Malaysia is ready for a full-fledged online societies management system, especially NGOs that are based in remote area. As it turns out, these NGOs in remote area do have access to the internet and eROSES have make a trip to RoS office which is only located in state capital unnecessary. In urban area, eROSES have been embraced as a timely effort, however there still exist NGOs that need our assistance in terms of facilities or guidance and to overcome this, terminal have been set up in every states for their perusal. An officer will always be on on duty to assist them in doing their applications. In three years, around 10,000 NGOs have been registered using eROSES which is 18% from the total registry since it is enactment in 1966.
SUPPORT SYSTEM. A helpdesk is also set-up in every state to caters inquiries regarding the new system. However, with 250 staff and 44,000 potential NGOs doing their migration by year end, RoS will surely unable to cope. Therefore a self help channel in YouTube have been created https://www.youtube.com/user/myROStv. Till 12th December 2013, this channel have more than 8,500 views.