PUBLIC ADMINISTRATION REFORM IN MALAYSIA

P O L I C Y R E V I E W

D r . R o s s l i n a A h m a d M o k h t a rDeputy Director-General of Public Service (Development)

Public Service Department of Malaysia

KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019

THANK YOUto the hosting and organising institutions

• Ministry of Administrative and Bureaucratic Reform (MABR), Indonesia,

• Office of Public Sector Development Commission (OPDC), Thailand, and

• Korea Research Institute, the University of New South Wales, Sydney Australia

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OBJECTIVEST h i s s y m p o s i u m a i m s t o b u i l d a d i s c u s s i o n a b o u t p u b l i c a d m i n i s t r a t i o n r e f o r m e x p e r i e n c e s i n S o u t h e a s t A s i a a n d K o r e a i n r e l a t i o n t o :

the policy-making process for reformpolicies;

the capacity of the government agenciesto plan and implement reforms;

implementation of the reform;

factors facilitating or hindering the processof reforms and the responses of thegovernment agency driving the reform tothem; and

the outcomes of the implementation ofreform policies.

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Are We in the Public Sector Driving With Our Brakes On?

is this how people perceive the public sector?

KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019

Public Sector Challenges in Malaysia

The ChallengesCentralisation of

powers or authority Bureaucratic red tape Multiple layers of

reporting hierarchy Improve the level of responsiveness

and awareness

Lack of Coaching and Mentoring Comfortable and

complacent with the current situation

Working in silos mentality and low

level of engagement

Rising expectations and requirements of

all stakeholders6

Centralisation of Powers of Authority

Malaysia is governed through a centralised body in theirrespective capital cities. Malaysia has been described ashaving a highly centralised government system mainlydue to the fact that the country has differences interritorial, demographic, linguistic, cultural, and religiousidentity.

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Bureaucratic Red Tape

According to a study on government bureaucracy infacilitating business by Endi Haryono (2011), the natureand performance of Malaysian government bureaucraciesare connected with the past experiences under thecolonial administrations, political cultures, and socio-political contexts.

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Working in Silos and Low Level of Engagement Ministries and Government Agencies in Malaysia arebound to conform to different jurisdictions. They will limittheir individual interest according to their department,agency and ministry. This absence of integration offunctions or cross-agency structure contributes toworking in silos which leads to communicationbreakdown within the organisation and also betweenagencies.

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Lack of Coaching andMentoring

A succession planning process will not be successful if anorganisation fails in developing a pool of leadershiptalent. Lacking of coaching and mentoring between thesenior and junior government officials has been identifiedas one of the factor that causes failure in developingleadership talent.

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KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019

The Trajectory of the Public Service Transformation in Malaysia

Malaysia’s Reform Journeyi n R e t r o s p e c t

Efficiency and Quality Improvement Era

1960-2003

Performance Management and Measurement Era

2004-mid 2018

TRANSFORMATION ERAS

Performance and Productivity Era

mid 2018 -

[Siddiquee, N. A., Xavier, J. A., & Mohamed, M. Z. (2019)]

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KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019

Strategic Thrust 1: Revitalising Public

Servants

Strategic Thrust 2: Re-Engineering Public

Organisations

Strategic Thrust 3: Enhancing Service

Delivery

Strategic Thrust 4: Inclusiveness and

Ownership

Strategic Thrust 5: Enculturing Shared

Values

The Public Service Transformation Framework

Public Sector Transformation

Transformation 1.0• Restructuring of 66 government

agencies

• Development of Portal 1Malaysia Retirement Civil Service Support

• Introducing exit policy for non-performers public servants.

Transformation 2.0• The transformation initiatives were

cascade down to the ministerial level programme.

• Initiatives that were carried out at the ministerial level is expected to be more citizen-centric and focusing on enhancing the efficiency as well as productivity through strategic collaboration among ministries and agencies.

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KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019

Public Sector Reformin the New Malaysia

Public Sector Reform in the New Malaysia

Performance & Productivity Era

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Quick Win Initiatives

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identify the expertise andskills required in the publicservice beyond the year2020

formulating policiesrelated to human resourcemanagement anddevelopment based onefficient good governance.

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Thank YouDr. Rosslina Ahmad Mokhtar

+603-8885 3012

rosslina@jpa.gov.my

www.jpa.gov.my

KRI-OPDC

REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP

BALI, INDONESIA13-15 MARCH 2019