KULIYYAH OF ISLAMIC REVEALED KNOWLEDGE AND HUMAN SCIENCES
DEPARTMENT OF POLITICAL SCIENCE AND MADANI STUDIES
PSCI 2303
PUBLIC ADMINISTRATION
SEMESTER 2, 2024/2025
SECTION 3
TITLE: OBSERVING & ANALYZING LOCAL GOVERNMENT DIGITAL SERVICE IN
MAJLIS BANDARAYA PULAU PINANG (MBPP)
PREPARED BY:
NAME MATRIC NO.
CHONG WEI HONG 2414299
MUHAMMAD HASNURALIF BIN HASHIM 2415745
‘UBAYD MUMTAZI BIN MOHD HUZAIRI 2310699
SITI NUR MAIZURAH BINTI RAHMAN 2318600
MUHAMMAD ANAS NABIL BIN MOHD RIZAL 2417085
SITI ZURAIDA BINTI MOHD YUSOFF 2413078
INSTRUCTOR
DR. NORMALA BINTI MOHD ADNAN
SUBMISSION DATE
2ND JUNE 2025
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TABLE OF CONTENTS
1.0 INTRODUCTION 2
2.0 BACKGROUND OF PENANG CITY COUNCIL 3
3.0 CITIZENS - CENTRIC SERVICE DELIVERY 6
4.0 DEMOCRATIC PARTICIPATION & PUBLIC VALUE 7
4.1 TRANSPARENCY & ACCOUNTABILITY 7
4.2 CIVIC ENGAGEMENT & CO-CREATION 8
4.3 EQUITY AND FAIRNESS 9
5.0 DIGITAL GOVERNANCE & ISLAMIC VALUES & DIGITAL SERVICE ANALYSIS 11
5.1 CHALLENGES AND LIMITATIONS 11
5.2 RECOMMENDATION 11
5.3 INTEGRATING ISLAMIC VALUES IN DIGITAL GOVERNANCE 12
5.4 DIGITAL SERVICE ANALYSIS – COMPARATIVE INSIGHT 13
6.0 RESULTS AND FINDING 15
6.1 USAGE FRIENDS AND DIGITAL ENGAGEMENT 15
6.2 CRISIS RESPONSE AND DIGITAL RESILIENCE 15
6.3 PERFORMANCE AND OBSERVATIONS 16
7.0 CONCLUSION 17
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1.0 INTRODUCTION
Penang is one of the thirteen states in Malaysia which is located in the northern part of
Peninsular Malaysia. Local governments represent the third tier in the administrative structure of
the Malaysian government and have existed in Penang since 1856. The Penang Municipal
Council was established on 15 December 1976 under the Local Government Act 1976 (Act 171).
The State Authority of Penang agreed on 25 June 2010 to upgrade the Penang Municipal Council
to Penang Island City Council, based on provisions under section 4(2) of the Local Government
Act 1976. Subsequently, the Penang Municipal Council was officially upgraded to the Penang
Island City Council on 1 January 2015. The City Council administers an area of approximately
305.77 square kilometres, with a multiracial population of around 722,300 people. The Council
is a local authority providing municipal services for Penang Island. The council's activities and
operations directly influence the quality of daily life for the public. The council administrative
body consists of a Mayor and 24 Councillors, appointed by the State Government under the
Local Government Act 1976.
The researchers believe that Penang is one of the islands in Malaysia that potentially
become a tourist attraction. Penang has various places to visit such as Bukit Bendera, Tropical
Spice Garden, Pantai Batu Ferringhi, Taman Burung Penang, et cetera. Moreover, one of the
cities in Penang which is George Town is recognized as a UNESCO world heritage. However,
there are a lot of challenges and obstacles to build and manage this city to become a world
attraction and make it continuously famous across the globe. The purpose of this research is to
know about the management and structure of the City Council of Penang, to measure the
accountability of the City Council of Penang towards society, and to understand the challenges
that the City Council of Penang is facing while managing the city. The researchers use
quantitative methods in this study, there the researchers use academic writing such as articles,
and journals on the internet. In addition, the researchers also measure the level of satisfaction
among the society by looking at the feedback and comments on the lighthouse of the city
council's official account.
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2.0 BACKGROUND OF PENANG CITY COUNCIL
According to online news, there is a book written by Johan Saravanamuttu which is
"Power Sharing in a Divided Nation: Mediated Communalism and New Politics in Six Decades
of Malaysia’s Politics" indicating that the first election ever to be held in Malaysia was in George
Town, Penang, at the municipal level on 1 December 1951. George Town Roundtable on Local
Democracy was organized by Penang Institute on 3rd December 2016 in conjunction with the
65th Anniversary of the election.
The roundtable was led by Penang Institute Director Steven Sim and was officiated by
Chief Minister Lim Guan Eng. The panellists were Liew Chin Tong (DAP), Cynthia Gabriel
(C4), Shaza Scherazade Alauddin Onn (IDEAS) and Dr Lin Mui Kiang (formerly with the UN).
The 1951 George Town election was based on several constituencies called “wards” which
elected more than one candidate per ward. The election was to elect nine councillors while the
British High Commissioner appointed six. There were altogether 24 candidates from the Radical
Party, Umno, Labor Party and three independents.
According to Steven Sim and Koay Su-Lyn, in their paper History of Local Government
Election in Malaysia, 14,514 voters turned out and the distribution for each ward was Tanjung:
7,782; Kelawei: 2,439 and Jelutong: 4,293. The Radical Party took the honours with six wins
while the Labor Party took one and another went independent. This election marked an
unprecedented move to popularize the novel idea of mass electoral registration, training of
polling staff, campaign and mobilization, hence, educating the people towards the nation’s first
general election, which was to be held eight years later in 1959. It reflected a sense of political
awakening among the locals who have started to show interest in the democratic process.
Campaigns were carried out harmoniously in open spaces and parks.
In 1956, the George Town Council became a fully elected council, the first in Malaysia.
Five wards were created with each electing one councillor each year and the President was
elected from and by the councillors themselves. In January 1957, George Town was granted city
status and became a “city council”, the only one at that time. With the passage of the Local
Government Act 1960, a new Constitution was granted to the City Council of George Town from
1 April 1961. George Town was fully autonomous financially and was the richest local authority,
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with annual revenue almost double that of the state of Penang. Its reserve fund at the end of 1965
stood at some 6.3 million Malaysian dollars. However, in 1966, under a Transfer of Functions
Order, the functions of the City Council were transferred to the Chief Minister.
Up until the 1960s, Malaysia had some 373 local authorities that had well over 3,000
elected representatives out of a total of 4,223 local councillors. This number excluded those of
the Kuala Lumpur municipality, which came under a separate jurisdiction because it was the
federal capital. The three most prominent municipalities were George Town, Ipoh and Melaka.
Elsewhere, there were 37 town councils, 37 town boards, 289 local councils and seven district
councils. Penang and Melaka were the two states which had state-wide local councils, and only
Penang had fully elective councils throughout its territories on both the island and mainland.
Unfortunately, the local council elections that were scheduled for 1965 and 1966 were suspended
on the grounds of an emergency due to Indonesia’s confrontation with Malaysia.
In June 1965, the government set up a “Royal Commission of Inquiry on Local
Authorities” headed by Senator Athi Nahappan. It completed its work in December 1968 and
called for the restoration of elected local government. However, the federal government chose to
completely ignore the findings and recommendations of the commission. The ending of the local
authority elections was completed when the government enacted the Local Government Act
1976. The Act only allowed for the establishment of 12 municipalities and 90 district councils
within three years. But most detrimental of all is that members of these councils would be
appointed and not elected, and in most cases, the chairman would be the district officer or some
other civil servant. This is the system of local government Malaysia now has.
The 3 December roundtable was aimed at discussing the future of local democracy in
Penang and the country. Although there are no more local elections today, it doesn’t mean that
local democracy is dead. And even when local elections are restored, institutional reforms must
still be carried out because further democratization does not stop with the bringing back of local
elections. Today, more than ever, we are seeing mayors and council presidents playing proactive
roles to better govern cities and towns. Local engagements and consultations are becoming
norms. Ratepayers and residents are more aware of local governance and are also becoming
more concerned about how local authorities are being administered.
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The roundtable was designed in a framework of grassroots development that is
integrated, inclusive, balanced and dynamic and is based on universal values and virtues,
self-developed by the local community, with the cooperation of all stakeholders. The aim was to
enhance the prosperity and well-being of the people at the grassroots level. The objectives were:
to give meaning to the concept of community development, to fill the existence of local
government as the third tier of the public administration system; and to widen peoples’
participation in the whole aspect of local government reform. The roundtable discussed five
strategic areas: widening the decision-making process, grassroots peoples’ empowerment,
institutional reforms, participatory budgeting and global benchmarking. From their policies and
programs, including their budget speeches, the two Pakatan Harapan states are committed that
we must revive the position, roles and functions of local governments so that they can serve the
people at the grassroots level better. The way forward is not by coming up with yet another
piecemeal transformation plan, but by a comprehensive and radical reform agenda that addresses
the fundamentals.
3.0 CITIZENS - CENTRIC SERVICE DELIVERY
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By definition, citizen-centric service delivery means that a citizen's contacts with the
government are determined by his or her own unique identity, priorities, and living
circumstances rather than by the structure of the government. The people of Penang Island
receive a wide range of citizen-focused services from the Mbpp local government. For instance,
pay assessment tax, reserve a hall, register for a business license, pay complex parking with
Penang Smart Parking, etc.
The lighthouse result indicates that the website's MBPP performance is 84 according to
Google Lighthouse is equivalent to two marks based on the coding sheet for the handphone user
their experience is only 57 equivalent to one mark based on the coding sheet. There are a few
reasons why the website's performance has grown so inadequate. First, cut down on main-thread
work, initial server response time, and third-party website utilization. 92 points are displayed for
the accessibility section. There are also some important aspects of the MBPP website that require
improvement. First, links don't have a distinct name. For screen reader users, recognisable,
distinctive, and focusable link text (and alternate text for images used as links) improves the
navigation experience. Second, touch targets are either too small or too closely spaced. Touch
targets of appropriate size and spacing assist users who may have difficulties aiming small
controllers to activate the targets.
Third, the elements in the headings are not organised in decreasing order. Headings that
are arranged correctly and do not skip levels communicate the page's semantic structure, which
facilitates navigation and comprehension for assistive technology users. Based on the code sheet,
this obtains a 1 for partially meeting the requirements for digital services. To address the
concern, the Mbpp local government also launched the Pearl e Aduan app. The Pearl eAduan app
is the background, according to the lighthouse, and the foreground colours lack a good contrast
ratio. Additionally, certain elements lack label elements that go with them. The MBPP also
installed smart kiosks in several locations, including Sunshine Central Penang (Farlim), Pasar
Awam Balik Pulau, and Setia Spice. This smart kiosk can pay for rentals, licenses, etc.
The public can complain about the Mbpp services using these two applications. First,
government agencies come from many channels, and the public-developed Better Penang mobile
application is linked to the local government system. The Mbpp also provides individuals with
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24-hour service to file complaints about local issues in the Penang area. There is some evidence
that shows that the complaints channel via WhatsApp application generates promising responses.
4.0 DEMOCRATIC PARTICIPATION & PUBLIC VALUE
In today’s digital era, local governments have become key drivers in promoting
democratic participation and enhancing public value through online platforms. The Majlis
Bandaraya Pulau Pinang (MBPP) has progressively adopted digital services aimed at improving
transparency, efficiency, and citizen engagement. Observing and analyzing these digital services
provides insight into how they strengthen democratic processes and contribute to the
community's well-being.
4.1 TRANSPARENCY & ACCOUNTABILITY
Transparency and accountability are enhanced through digital means. As highlighted by
Berot, elt (2010), information and communication technologies are powerful tools that increase
openness and reduce corruption by enabling real-time access to government data and processes.
MBPP has implemented several initiatives to promote transparency, such as making council
meeting minutes and budget reports available online. These efforts allow citizens to keep a closer
watch on local governance and hold officials accountable. For instance, when residents use the
“Smart Penang” app to report any issues like road damage. Next, they can follow the resolution
process step by step, while building trust in the council’s responsiveness.
For example, the council has made documents such as meeting minutes and budget
reports publicly accessible online, allowing citizens to monitor local governance more closely.
This openness empowers residents to hold elected officials and public servants accountable for
their decisions and actions. Additionally, MBPP’s “Smart Penang” mobile app enables users to
report civic issues such as road damage or waste management problems quickly. The app also
allows citizens to track the progress of their complaints throughout the resolution process,
creating a transparent feedback loop.
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Such measures not only improve government responsiveness but also foster greater
public trust by demonstrating that citizen input leads to tangible action. Through these digital
platforms, MBPP is reinforcing a culture of accountability and openness, essential elements for
strengthening democracy at the local level.
4.2 CIVIC ENGAGEMENT & CO-CREATION
Democratic participation is often defined as the active involvement of citizens in
governance, including decision-making, feedback, and monitoring of public services. According
to Nabatchi and Leighninger (2015), meaningful public participation is vital for a healthy
democracy because it creates opportunities for citizens to influence government actions directly.
In the context of MBPP, digital services such as the eAduan complaint system, e-permits, and
various online payment options enable residents to communicate their concerns and track
responses efficiently. These services remove many traditional barriers to participation, making it
easier for people to engage with their local government without needing to visit physical offices.
Moreover, MBPP has taken steps to involve citizens more deeply through feedback
channels and community-based digital initiatives, fostering a sense of shared responsibility in
improving municipal services. This lays the groundwork for co-creation, where the community
and government collaborate to develop better solutions and services that reflect local needs. This
approach to civic engagement not only improves how public services are delivered, but also
helps strengthen the relationship between the people and their local government. When residents
see that their opinions are acknowledged and lead to real outcomes, they tend to stay involved
and take greater ownership of their community (Irvin & Stansbury, 2004). Over time, this kind of
involvement encourages a stronger sense of civic responsibility and inspires citizens to work
together to solve local issues (Bovaird & Loeffler, 2012).
Involving the public in shaping services and policies ensures that the outcomes better
reflect the realities and needs of the people affected. For instance, when residents report
everyday problems—like traffic jams, poor waste disposal, or the need for public facilities—this
feedback can help MBPP focus its efforts where they’re needed most (Linders, 2012). In this
way, decision-making becomes more responsive and grounded in real community concerns. By
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using digital tools to involve citizens, MBPP is fostering a more collaborative and inclusive form
of governance. Rather than limiting democratic participation to elections, this model encourages
people to stay engaged through everyday interactions with their local authorities (Nabatchi &
Leighninger, 2015). It marks a shift towards a shared model of governance, where the
community and government work hand in hand to create meaningful change.
4.3 EQUITY AND FAIRNESS
Regarding the equity and fairness of the City Council of Penang (MBPP), MBPP tries
hard to maintain and keep harmony with the people in Penang. Although there are also poor and
rich people, MBPP works hard to make sure every citizen can feel better and happy living in
Penang. After the independence of Malaysia, the socioeconomic status of Penang became better
and more balanced. Life expectancy, school enrolment rates, mortality rates and access to basic
services progressed significantly.
In the past three decades, life expectancy in the state increased by about 3 years for males
and 5 years for females, with almost universal access to water and utilities, and extensive
affordable public healthcare facilities. Infant mortality rates dropped significantly, from 38 per
1,000 live births to 7.2 in the past five decades. Enrolment in primary education and secondary
education has also improved. Penang’s key socioeconomic indicators such as median household
income, life expectancy, and infant mortality rate are also better than the national average.
The reduction of poverty cases in Penang also improved well. The absolute hardcore
poverty rate in Penang, measured using the national poverty line income, dropped from 43.7 per
cent in 1970 to 4.0 per cent in 1992 and further reduced to 0.1 per cent in 2022. Although the
poverty line income (PLI) was revised in 2019, the trend remains the same, the absolute poverty
in Penang has decreased from 2.2 in 2016 to 2.0 in 2022. Hardcore poverty has also been almost
eliminated. The Multidimensional Poverty Index (MPI) of Penang, which includes non-monetary
measurements of poverty such as access to education and other amenities, has also improved
(DOSM, 2020-c). Meanwhile, inequality, measured by the Gini coefficient, also narrowed during
the period, dropping from 0.597 in 1974 to 0.371 in 2022. Penang’s absolute poverty rate and
Gini coefficient performed better than the Malaysian average.
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Furthermore, Penang’s aspiration to become a Smart State by 2030 under the Penang
2030 vision reflects a strategic and holistic approach to enhance liveability, economic
development, environmental sustainability, and community resilience. Key initiatives include
improving public transportation through real-time tracking and cashless systems to promote
Smart Mobility, advancing green development by integrating Smart technologies into buildings
to reduce energy use and emissions and strengthening disaster management with smart sensors,
integrated information systems, and mobile alerts to ensure public safety. These efforts
collectively align with the Smart City concept, paving the way for Penang to transform into a
Family-focused Green and Smart State that inspires the nation and meets global standards.
In addition, MBPP also plays a big role in removing discrimination among the citizens,
especially in Penang itself. The Penang State Government introduced a “Code of Conduct for the
Promotion of Equal Opportunities through the Elimination of Racial Discrimination” within
state-owned and state-linked enterprises as well as the private sector after the 14th General
Elections. The Penang State Government believes that the elimination of racial discrimination in
the workplace is necessary in Malaysia muddled by xenophobia, racial politics, religious
extremism, and preferential treatment for specific ethnic groups in education and employment.
Penang City Council was committed to engaging the people, the public sector, the private sector
and professionals in ensuring that everyone in the state regardless of race and ethnicity is given
equal opportunities. Other than that, the members of MBPP are also multiracial so MBPP does
not discriminate and encourages people to live harmonies without bias and racism.
5.0 DIGITAL GOVERNANCE & ISLAMIC VALUES & DIGITAL SERVICE ANALYSIS
5.1 CHALLENGES AND LIMITATIONS
According to Giddings (2023), the definition of challenge in life is multifaceted and
context-dependent, as evidenced by the diverse perspectives presented in the literature.
Challenges can be understood as obstacles or difficulties that require individuals to mobilize
personal and social resources to overcome them. According to the KPMG assessment in 2020,
some internal and external factors may function as a barrier to Penang's transformation into a
smart city. First, ensure compliance with policies and guidelines. The MBPP is responsible for
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continuously updating its bylaws to better management and compliance within its areas. Second,
there is a lack of data sharing inside and between local government and public agencies. Data
confidentiality limits MBPP's ability to share information with other agencies, including the
Royal Malaysia Police (RMP) and BOMBA, affecting public service delivery due to
interdependence. Inefficient government services have also hampered Penang's progress towards
becoming a smart city. Singapore, the region's leader, currently ranks 7th. Local authorities may
be inefficient in delivering e-Government services, leading to a cascading effect from the federal
level. MBPP will assess and replace manual and paper-based processes with digital technology
to improve e-government service delivery efficiency.
5.2 RECOMMENDATION
5.2.1 MyKADUN app
MyKADUN now has a bunch of important state services like iSejahtera, eRumah,
ePintas, E-Aduan MBPP, and MBSP eAduan all in one place. This move uses different info to
make services better and faster. So, it should be easier and better for people to get what they need
quickly. MyKADUN is a big step to make government services better for everyone.
5.2.2 Improving the Accessibility and Usability of MyMBPP Application
MBPP simply requires one mobile application, which serves as a one-stop shop for all
online services. MBPP should consider monetising the MyMBPP mobile app by offering digital
advertising space for businesses and collaborating with third-party providers to offer
complimentary services or co-creation opportunities. MBPP can consider hiring a third party to
design and maintain the MyMBPP mobile app and provide additional services like document
delivery, rental insurance, or an online payment gateway for business licenses. MyMBPP
application should integrate PiMap and MBPP Big Data analytics features for users to use.
MBPP can generate additional revenue by sharing revenue with external services, subscribing to
PiMap data, and using Big Data Analytics. MyMBPP's mobile application can serve as a money
source in addition to improving its usefulness
5.2.3 MBPP need to categorise their services to the targeted stakeholder
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The complaint services provided by Majlis Bandaraya Pulau Pinang ought to be grouped
by the intended stakeholders. For instance, people can view the Undang-Undang Kecil in the
local government and renew their business licence by simply clicking the business icon. Clicking
the "people" option also provides services, such as renting the multipurpose hall, if the people
need to pay for their compound.
5.3 INTEGRATING ISLAMIC VALUES IN DIGITAL GOVERNANCE
5.3.1 Amanah (Trust and Accountability):
Services provided by the government must guarantee the security of residents' personal
information and encourage openness. In line with the Islamic emphasis on integrity and
accountability, the adoption of blockchain technology or secure cloud systems in e-government
can strengthen public trust (Surah Al-Baqarah, 2:283).
5.3.2 Maslahah (Public Interest):
Developers and legislators must make sure services are available to disadvantaged
groups, such as rural areas, the elderly, or people with disabilities while creating platforms like
MyKADUN or MyMBPP. This is in line with the Islamic goal of promoting the welfare of all.
5.3.3 Shura (Consultation and Inclusivity):
Mechanisms for community feedback should be incorporated into digital policymaking.
The Quranic notion of mutual consultation can be reflected in features that empower citizens,
such as community discussion boards, public polls, and AI-powered feedback analysis (Surah
Ash-Shura, 42:38).
5.3.4 Ihsan (Excellence in Service):
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Islam promotes aiming for greatness. Digital services need to be quick, easy to use, and
efficient. AI chatbots with the use of UI/UX design concepts can greatly raise the standard of
public service.
5.4 DIGITAL SERVICE ANALYSIS – COMPARATIVE INSIGHT
Digital service models from other Islamic or ASEAN nations can be contrasted with
Malaysia's local digital governance activities, including those carried out by MBPP, to further
enhance the study. This comparative viewpoint draws attention to cutting-edge elements, best
practices, and possible areas for development.
Table 1: A comparative analysis of digital service projects in a few chosen nations, emphasizing
their advantages and possible lessons for enhancing local digital governance in Malaysia.
Country Initiatives Key Strength Lesson For Malaysia
Estonia X-Road E-Gov Secure and integrated MBPP can implement
system digital ID more seamless
data-sharing
Dubai(UAE) DubaiNow App Integration of 130+ MyMBPP can expand
services in one app features to reduce app
fragmentation
Indonesia LAPOR! Online Citizen-centric with MBPP e-Aduan could
Complaint System real-time updates include real-time
feedback loops
MBPP has made great strides in digital governance through initiatives like the MyMBPP
mobile app, which streamlines access to numerous council services, and eAduan MBPP, which
enables citizens to file and track complaints. Although these systems allow for basic tracking
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functions, updates are typically not given in real-time or through push alerts. Additionally, even
though MBPP collects valuable data, interagency data sharing is still limited, often due to
confidentiality issues and bureaucratic roadblocks. This makes it more challenging to collaborate
effectively with significant agencies such as the Royal Malaysia Police (RMP) and BOMBA.
Another challenge is the decentralized nature of digital services, which reduce
accessibility and user experience by requiring users to use multiple apps or portals. Moreover,
the eAduan system's lack of interactive, real-time feedback loops restricts openness and timely
community involvement. Resolving these issues through better data integration, app
consolidation, and real-time service enhancements would not only enhance MBPP's performance
in digital governance but also be consistent with Islamic values such as amanah (trust), shura
(consultation), and ihsan (excellence).
6.0 RESULTS AND FINDING
The observation and analysis of the Majlis Bandaraya Pulau Pinang (MBPP) digital
services highlight significant progress in advancing democratic participation, improving service
efficiency, and enhancing public value. The analysis of MBPP’s digital services highlights
significant advancements in local e-government implementation, reflecting efforts to enhance
transparency, civic participation, and inclusiveness
6.1 USAGE FRIENDS AND DIGITAL ENGAGEMENT
MBPP’s digital initiative has seen strong public adoption. Official data from 2023 shows
that eAduan, which is online complaints submissions, rose from 12,500 respondents in 2021 to
16,800 respondents in 2023. Based on this data, we can see that about 34% response increase
over two years. Online payment transactions similarly jumped by 45% between 2022 and 2023.
6.1.2 Improving the Accessibility and Usability of MyMBPP Application
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MBPP simply requires one mobile application, which serves as a one-stop shop for all
online services. MBPP should consider monetising the MyMBPP mobile app by offering digital
advertising space for businesses and collaborating with third-party providers to offer
complimentary services or co-creation opportunities. MBPP can consider hiring a third party to
design and maintain the MyMBPP mobile app and provide additional services like document
delivery, rental insurance, or an online payment gateway for business licenses. MyMBPP
application should integrate PiMap and MBPP Big Data analytics features for users to use.
6.2 CRISIS RESPONSE AND DIGITAL RESILIENCE
During emergencies like the COVID-19 pandemic and natural disasters, timely and clear
communication is essential for protecting public health and safety. MBPP’s digital platforms play
a crucial role in delivering up-to-date information, public service announcements, and safety
guidelines to residents. By utilizing official websites and social media channels, MBPP ensured
that the community remained well-informed despite rapidly changing situations (Mergel, 2016).
With restrictions on physical movement and limited access to government offices,
MBPP’s online services became indispensable in maintaining essential public administration
functions. Services such as the e-Aduan complaint system, e-Permit applications, and online
payments allowed citizens to continue accessing municipal services remotely. This digital
continuity minimized the disruption of daily life and reduced the risk of virus transmission by
limiting the need for in-person visits (Bannister & Connolly, 2014).
The ability to adapt quickly to crisis conditions highlights the resilience of MBPP’s
digital infrastructure. Such adaptability not only demonstrates preparedness for emergencies but
also reinforces the ongoing shift toward flexible, citizen-centric service delivery. These
capabilities position MBPP to better respond to future challenges and ensure consistent, reliable
governance in times of uncertainty (Gil-Garcia, 2012).
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6.3 PERFORMANCE AND OBSERVATIONS
After checking the Penang Island City Council (MBPP) website at UptimeRobot, several
findings can be highlighted. The website uptime shows a percentage of more than 95%. This
indicates a well-implemented and functional website hence a score of 2 is given based on the
coding sheet evaluation. In other words, the website is always available to the public.
Next, the page load speed indicates approximately 4 seconds using mobile phones. It
receives a score of 1 according to the coding sheet evaluation. The given score indicates that the
response received may be a bit slow compared to the availability of the website. We can deduce
that although the website appears to be available every day, their response to public citizens'
inquiries is only available on weekdays.
Hence, the performance of 84 points from Google Lighthouse might be the combination
of both website uptime and page load speed of the Penang Island City Council (MBPP) website.
The management of MBPP can improve the website's performance to avoid poor user experience
and increase public trust. Other than that, the UptimeRobot shows that there have been no
incidents for the past few days. It indicates there is no downtime or disruptions in the Penang
Island City Council (MBPP) website.
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7.0 CONCLUSION
In a nutshell, we can safely assume that the Penang Island City Council (MBPP) are
doing their jobs properly. They are doing their best for the sake of the citizens to satisfy their
needs and keep improving their digital services from time to time. This can be seen by looking at
their online platform’s improvement. The Penang City Council should consistently improve other
aspects as well such as transparency, accountability, equity and fairness towards the citizens.
They have to make sure the citizens receive all important pieces of information without fail by
taking the necessary actions in the future.
Last but not least, we hope that they can use all of their resources available to lift the
limitations and solve the challenges in their digital services. All of these are important to strive
towards the vision and mission created as shown on their website. Hopefully, they can make a
change in their digital platform performance to make Penang a harmonious and progressive city
in the years ahead. In addition, we hope that they also improve their governance efficiency to
ensure public affairs are managed properly to lead to better outcomes for the sake of citizens and
economic growth in Malaysia.
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