| 4. In which ways is the initiative creative and innovative?
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Upload your implementation plan (maximum file size 2MB or less than 5 pages)
The rebranding of ESD started with the Infrasturcture. It Begin in Aug 2012 and finish December 2012. The detail of the progress are as below diagram.
Diagram 1: The Progress of Infrastructure Renovation
As a start of the ESD innovation.
After the infarastructure being established, the innovation focused on process. This is where we did the Business Process Reengineering (BPR). Prviously, there are too many circulars for reference and some are outdated and it will lead to implementation inconsistencies with policy. Furthermore, the officers will easily differing the interpretation of procedure which affects implementation.
In order to ensure the rebranding of ESD is susccess, the circulars shall be reviewed accordingly. Nine (9) workshops has been conducted to review all circulars related to ESD (March – June 2013). In lieu of the workshop, more than fourty (40) circulars has been abolished or consolidated. Outcome from the workshop, six (6) main circulars has been created & four (4) supportinig circulars for references at ESD. The circulars has been created are more specific and main reference for each immigration facility offered. They are more simplified and refined guidelines.
The ESD BPR Activities has been done in 3 phases. Phase 1, the BPR Taskforce being form (December 2012), then, all the relevent issue and circulars relates to expatriates and its dependants has been downloaded (January – March 2013). Lastly, the process workflow being reviewed thoroughly to ensure the flow are in place with the new system (March – May 2013). After further discussion, new workflow proposed.
Phase 2, ESD System development being done (May – Jun 2013), followed by implementing Queue Management System (QMS) (Jun 2013). Through this QMS, the waiting time can be reduced to shorter time. The client can estimate how long they will need to wait. This is very satisfied our client. They really like this new QMS.
Diagram 2: The interface of the new ESD QMS
On July 2013, ESD Portal being established. This is the main innovation for ESD. The portal play the main role for ESD rebranding due to we receive many feedback that it is about time for us to follow the IT era. All information can get by using finger tips only.
The ESD portal is the online interphase for the company who wish to apply for the expatriates. They do not have to come to Immigration Department. They only need to register, and wait for the Immigration Officers to screen the company and after the company pass through all the requirements, the company will be given password for them to submit the application. They only need a network and scanner to submit the application.
Diagram 3: ESD Portal
At the moment, ESD Rebranding is in phase 3 where we do the system integration with MyImms (Malaysia Immigration Department system). This integration is to ensure all the data belongs to MyImms can be read through ESD Portal. This is due to all the decision making will be made by using MyImms. The client only can see the result through ESD Portal.
Lastly, ESD also will be reorganized to smoothen the process and to ensure the procedure being implemented accordingly. Instead of six (6) sub units, ESD has seven (7) sub unit after the rebranding.
Before ESD Rebranding After ESD Rebranding
Administrative & Finance Unit
Dp10 Unit
Dp11 Unit
Naziran Unit
MDeC Unit
MIDA Unit Administrative & Supportive Unit
Inspectorate Unit
Operational & Processing Unit
Customer Management Unit
In-House Coordination Unit
MDeC Unit
MIDA Unit
The function of each new unit slightly different compared to previous unit.
Kindly refer to Attachment 1 for further details on ESD Rebranding Milestone.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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For this project, many organization and people involved. Top Management of Malaysia Immigration Department together with JWC-E is the main contributors for this project.
We get full support by Talent Corporation (TalentCorp) and Ministry of Home Affairs. As we get support from TalentCorp, in directly we get a support by Prime Minister Department.
On the other hand, Lembaga Hasil Dalam Negeri (LHDN) also plays a role in smoothen the process of system integration. In the ESD Portal, LHDN allow to check the income tax status of the applicants. So, that, we can easily know the slary of each expatriate due to the salary of each expatriate is one of the main requirement to get approval for the employment pass application.
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| 6. How was the strategy implemented and what resources were mobilized?
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This project got fund from Prime Minister Department through TalentCorp.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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One of the successful outputs is we can reduce Operating Costs. This is due to the new system required the company or applicant to apply on-line and they need to submit all relevant documents as per listed in our application checklist. ESD just receive the documents and do the verification. It will reduce the time taken to scan the submitted document in Immigration System (MyImms System)
Normally, every application needs to submit through counter and need to be scanned. Every application shall take minimum 20 minutes to scan.
Thus, if we convert it to money :
Monthly salary of an immigration official / working days / working hours / 60 minutes x time taken to scan = cost of scanning process
RM1758.50 / 20 days / 8 hours / 60 minutes x 30 minutes = RM5.495 ~ RM5.50
In conclusion, an application costs about RM5.50 solely for scanning process. We received minimum 300 applications a day.
In a month, we can save at least RM33,000 (only for scanning process)
(RM5.50 x 300 applications x 20 working days = RM33,000)
Note:
The total minimum salary of immigration official = RM1522.00
The total maximum salary of immigration official = RM1995.00
Average salary of immigration official = RM1758.50
Other than that, total renovation of infrastructure has improved morale and motivation among workers. Motivation and high morale among workers demonstrated through effective and excellence service delivery. Moreover, with the implementation of the new system in ESD it will save customers time and reduce bureaucracy indirectly while improving customer satisfaction dealing with this division.
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| 8. What were the most successful outputs and why was the initiative effective?
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For this project, we monitor the statistic of client charter achievement every month. We will ensure all the application shall get the result within the promised client chartered. We will report the status to the top management and up to the Ministry of Home Affairs.
We also monitor by measuring our client satisfaction. The level of customer satisfaction can be measured in a more systematic and organized through the application of the measurement of customer satisfaction. This application can also save time because management gets information directly in real time (real-time) related to customer satisfaction and can take immediate action if necessary.
If the result not good, we will take immidiate action to do the corrective action and also definitely will fine the preventive action to ensure we will not facing the problem in the future.
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| 9. What were the main obstacles encountered and how were they overcome?
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The main obstacle is on the financial part. However, due to this project surely will have the long term benefit, not to our division only, but to the Malaysia Immigration Department and to the nation generally. Due to this issue, Prime Minister Department through TalentCorp injected the fund for ESD Rebranding Project.
As immigration in a frontliner to the foreigner specifically investors, it is very important to give a good impression of Malaysia Government. If people convince with the country’s government, they will trust to do business in the country.
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