Office, Chief Minister's Sustaining Quality (People ...€¦atau 200 tahun yang lampau, untuk...

Rangkaian Khidmat Awam Negeri Sarawak September 2007

Strengthening the

Min

d &

Keep

ing Afla

me the Heart of ServiceMalaysiaku Gemilang

In EnglIsh

• Defining service Delivery : sustaining Quality in the sarawak Civil service 13• PUsAKA Introduced E-Permit 14• The First Islamic Religious Department in Malaysia to Receive Certification for 5s Practices 15• helping the Disable, Fulfilling the national Mission 16-17• healthy street, less Traffic Jam 18• gauging the level of Excellence in schools Through Quality Improvement Tools 19• sarawak Bags "Best state government Booth Design Award 20

In BAhAsA MAlAysIA

• sorotan Berita 3 – 9 • Rencana 10-11

PPK 235/10/2008 (010725)

First published in 1994

A Monthly Publicationof the State Secretary's Office, Chief Minister's Department, Sarawak(People, events, activitiesand programmes of quality Civil Service)

ISSN 1394-5726

Diterbit oleh:

FARADALE MEDIA - M SDN BHD

2nd Floor, Lot 2749, Block 10

Central Park Commercial Centre

21/2 Mile, Jln. Tun Ahmad Zaidi Adruce

93200 Kuching, Sarawak, Malaysia

Tel: 082-236629 Fax: 082-234498

E-mail: [email protected]

Dicetak oleh:

THE SARAWAK PRESS SDN BHD

Lot 231, Jalan Nipah

Off Jalan Abell Utara

93100 Kuching, Sarawak, Malaysia

Tel: 082-245506 Fax: 082-252609www.rakansarawak.com

Sustaining Quality in the Sarawak Civil Service

Our Quality journey is not about us getting awards or recognition because we have done well in achieving internationally accepted standards … more importantly it is about us walking on the familiar path of service and yet continually breaking new grounds

in the manner that we provide that service

Sambutan bulan kemerdekaan yang sering kita sambut sejak akhir-akhir ini bermula tanggal 17 Ogos dan penutupnya pada tanggal 16 September

saban tahun diraikan. Namun adakah cukup sekadar itu?

Adakah cukup mengadakan kempen dan mengajak masyarakat negera ini untuk mengibarkan Jalur Gemilang, sama-sama memeriahkan perarakan dan perbarisan serta laungan Merdeka yang bergema memecah kesunyian pagi setiap kali sambutan Hari Kemerdekaan pada 31 Ogos?

Jika ini tanggapan anda, wahai pembaca, maka anda kini merupakan salah seorang daripada mereka yang boleh dikategorikan sebagai Masyarakat Malaysia yang perlu dimerdekakan. Jika zaman dulu – 100 atau 200 tahun yang lampau, untuk memerdekakan seseorang itu, maka banyak sumber khasnya wang yang diperlukan.

Maka sekarang sebenarnya negara kita juga membelanjakan banyak wang untuk memerdekakan rakyatnya – bukankah ini senario yang ironi? Hidup bebas di negara sendiri tetapi belum merdeka?

Masyarakat hari ini sudah berada dalam zon selesa, makmur dan bebas melakukan apa sahaja. Lantas, ancaman seperti pengaruh budaya liar dan ganas menyusup masuk ke dalam jiwa tanpa disedari.

Jangan dibiarkan pemodenan dan arus globalisasi memamah diri dan mengaburkan nilai jati diri kita sebagai rakyat Malaysia.

Hakikatnya, kecintaan pada bangsa dan negara seharusnya tidak perlu dikempenkan. Usaha itu harus tidak ada penghujung dan jika kena dengan caranya, semangat patriotisme tidak akan luntur ditelan zaman.

www.rakansarawak.comSEPTEMBER 2007

2

MERDEKA

Erti kemerdekaan mendefinisikan makna kedaulatan Malaysia sebagai sebuah negara merdeka, kepelbagaian kaum yang membentuk asas

kemakmuran masyarakatnya dan tanggungjawab untuk membangunkan negara sebagaimana yang kita sendiri rancangkan.

Untuk merealisasikan erti kemerdekaan ini, kita harus menyerlahkan pengisian kemerdekaan dalam bentuk amalan. Tidak kira apa bentuk khidmat dan amalan kita demi negara tercinta, peranan dan kaedah pengisian kemerdekaan memerlukan rakyat yang berilmu dan berakhlak mulia dengan etika kerja cemerlang. Inilah modal insan yang selalu disebut-sebut oleh Perdana Menteri, Dato' Seri Abdullah Ahmad Badawi dalam konteks memperkasakan masyarakat Malaysia pasca kemerdekaan.

Sesebuah negara yang maju sebenarnya bukan hanya didukung oleh profesional yang berdaya saing dan mempunyai sikap proaktif, malah ditunjangi oleh pekerja separa profesional dan pekerja am yang berkualiti dan berjiwa besar yang berasa bangga melakukan apa saja untuk kemajuan diri sendiri, keluarga, bangsa dan negara.

Untuk berjaya dan maju, rakyat Malaysia perlu mempertingkat keupayaan dari segi kemahiran, pengetahuan dan amalan. Selain itu, kita juga perlu berusaha dengan gigih untuk maju dalam apa saja bidang yang kita ceburi.

Untuk itu modal insan mesti dijana menerusi sistem pendidikan mantap. Ia tidak terhad kepada pengajian formal dan pengijazahan saja. Modal insan yang harus dikembangkan merangkumi pelbagai peringkat dan usia.

Kita memerlukan sistem pendidikan yang berupaya melahirkan insan yang dapat memahami dan menghayati ilmu dalam bentuk yang tersirat.

Ilmu itu tersirat dalam perwatakan, pencaraan dan keperibadian seseorang. Ia tersirat dan semakin mantap sepanjang hayat kerana proses pembelajaran tidak terhenti. Kualiti rakyat yang tinggi ini hanya terjana menerusi amalan dan etika kerja yang baik, budaya ilmu dan pembelajaran sepanjang hayat

Kemerdekaan bererti satu titik permulaan untuk mengangkat martabat negara dan rakyat, memajukan segala-galanya ke hadapan dan membangunkan diri melalui kekuatan daya ketahanan diri dan kemampuan tenaga dan pemikiran sendiri.

Modal Insan Berkualiti-Pengisahan Kemerdekaan

Penasihat : Datuk Amar Wilson Baya Dandot Setiausaha Kerajaan Negeri

Pengerusi : Datuk Haji Mohd. Morshidi bin Abdul Ghani Timbalan Setiausaha Kerajaan Negeri

(Pentadbiran, Keselamatan dan Hal Ehwal Korporat)

Ahli : Tuan Haji Sarudu Haji Hoklai Encik Chang Ngee Hui Encik William Patrick Nyigor Encik Udin Bujang Encik Jameson Ahip Nawie Encik Desmond Jerukan

Penerbit : Puan Maria Corazon M. Cortez

Penulis : Abdul Hamid Ahmad Safri Ali Othman Peter Ahwa Bernard Sawat

Edaran : Adeline Sia Mohd. Fuad Jobli Linda Loh

RAKAN Sarawak ingin merakamkan ribuan terima kasih di atas bantuan, sokongan dan kerjasama daripada semua pihak yang terlibat di dalam menghasilkan penerbitan kali ini.

Sidang Pengarang/Penyunting RAKAN Sarawak

Perdana Menteri, Datuk Patinggi Abdullah Ahmad Badawi memberi keyakinan bahawa

Sarawak dan Sabah akan terus menikmati pembangunan yang saksama sepertimana negeri-negeri lain di Semenanjung Malaysia.

Dengan mengambil kita keluasan tanah dan kekayaan sumber yang ada di Sarawak dan Sabah, beliau menyuarakan keyakinannya bahawa lebih banyak pembangunan akan berlaku di kedua-dua negeri itu.

Beliau turut memberitahu tentang keprihatinan kerajaan pusat terhadap pembangunan rakyat di Sarawak dan Sabah, khasnya di kawasan pedalaman, telah dibuktikan melalui peruntukan berjumlah RM8 bilion dalam Bajet 2009 bagi melaksanakan pelbagai projek infrastruktur di kedua-dua negeri itu.

Peruntukan itu menurutnya adalah untuk meningkatkan lagi prasarana berkaitan dengan jalan raya, menambahbaik kemudahan sekolah dan pengajian tinggi di Sarawak dan Sabah.

Katanya lagi, koridor pemban-gunan wilayah yang akan dilaksana-kan Kerajaan Sarawak bakal mem-beri impak besar kepada kemajuan

sosioekonomi penduduk Sarawak.

Perdana Menteri berkata demikian ketika berucap pada majlis perasmian Perayaan Malaysia Merdeka ke-50 bertemakan “Malaysiaku Gemilang”, di Stadium Negeri, Petra Jaya pada 10 September lalu.

Beliau turut meny-entuh tentang keperluan pembangunan modal insan di ka-langan generasi baru bagi memas-tikannya sejajar dengan penerokaan sumber semulajadi dan perancangan kerajaan.

Generasi berkenaan katanya, perlu lengkap dengan ilmu pengetahuan, bersahsiah dan berperibadi mulia serta mempunyai kekuatan jasmani kerana modal insan yang mampu mengatasi cabaran globalisasi dan apa jua cabaran adalah generasi yang negara perlukan pada masa hadapan.

Sementara itu, Pehin Sri Dr. Haji Abdul Taib Mahmud, Ketua Menteri Sarawak menyifatkan sambutan kemerdekaan ke-50 sebagai gerbang bagi Sarawak untuk memasuki era

pembangunan yang lebih hebat.Katanya, empat Perdana Menteri

sebelum Datuk Patinggi Abdullah juga telah memberi sumbangan besar terhadap pembangunan negara dan Sarawak juga tidak diketepikan sehingga kini.

Pelancaran sambutan perayaan pada malam itu yang akan berakhir pada Ogos tahun hadapan telah disempurnakan oleh Yang di-Pertuan Agong Tuanku Mizan Zainal Abidin.

Turut menyaksikan perasmian perayaan itu ialah Raja Permaisuri

Agong Tuanku Nur Zahirah,

Yang Dipertua Negeri, Tun Datuk Patinggi Abang Muhammad Salahuddin Abang Barieng dan isteri, Toh Puan Datuk Patinggi Hajah Norkiah, isteri Perdana Menteri, Datin Seri Jeanne Abdullah, isteri Ketua Menteri, Datuk Amar Puan Sri Laila Taib dan Menteri Kebudayaan, Kesenian dan Warisan, Datuk Seri Dr. Rais Yatim.

Seramai kira-kira 3,500 peserta telah mengambil bahagian dalam persembahan pelbagai acara menarik. Antaranya Persembahan Selamat Datang, Dendang Etnik Pribumi, Persembahan Perdana: Gemala Merdeka dan Persembahan Tarian Malaysiaku Gemilang.

Lebih Banyak Pembangunan Di Sarawak : PM

Yang di-Pertuan Agong Tuanku Mizan Zainal Abidin (tengah) melancarkan sambutan Perayaan Malaysia Merdeka ke-50. Turut melancarkan (dari kiri) ialah Datuk Seri Dr. Rais Yatim, Datuk Patinggi Abdullah, Tun Datuk Patinggi Abang Muhammad Salahuddin dan Pehin Sri Dr. Haji Abdul Taib Mahmud

Suasana sambutan yang gilang-gemilang

Foto Jabatan Penerangan Sarawak

Foto Jabatan Penerangan Sarawak


3

YAB Ketua Menteri Sarawak, Pehin Sri Haji Abdul Taib Mahmud ketika berucap pada

Majlis memeterai perjanjian (MoU) Sistem e-Permit di antara PUSAKA dan Dagang Net Technologies, iaitu syarikat yang membangunkan sistem berkenaan, telah menyifatkan bahawa usaha PUSAKA itu merupakan tindakan berani untuk meletakkan Tanjung Manis di kedudukan yang penting dalam peta industri perkayuan.

Sistem yang memanfaatkan keupayaan teknologi komunikasi dan maklumat (ICT) itu mampu memudahkan proses urusniaga import dan eksport, di samping pantas dan cekap, jelas Ketua Menteri.

Ketua Menteri turut menerangkan bahawa penggunaan sistem itu di Tanjung Manis tepat pada waktunya memandangkan kemudahan sistem pengangkutan dan komunikasi di kawasan itu belum lagi mencapai tahap menyeluruh.

Beliau yang juga Pengerusi Lembaga Pengurusan PUSAKA, memaklumkan bahawa setiap tahun kira-kira RM3.5 bilion nilai pelbagai produk kayu balak dieksport menerusi Tanjung Manis.

Sehubungan itu, pelaburan PUSAKA dalam sistem berkenaan

merupakan langkah yang bijak. Lagipun badan kerajaan negeri itu mengendalikan kapasiti eksport produk kayu yang tinggi sehingga memerlukannya mengubah sistem birokrasi yang memakan masa seperti sebelum ini.

Jelas Ketua Menteri, tindakan PUSAKA itu bukan sahaja akan memberi manfaat kepada badan berkenaan, tetapi juga memudahkan kerja pihak pengeksport dan pengimport serta semua agensi kerajaan yang lain.

Di samping itu, Ketua Menteri turut berkeyakinan bahawa manfaat peng-gunaan sistem itu akan turut memberi kesan memberansangkan kepada industri perikanan yang ter-dapat di Tanjung Manis. Begitu juga

dengan industri pembinaan kapal dan minyak kelapa sawit yang mula berta-pak di situ.

Majlis memeterai MoU tersebut telah berlangsung di Dewan Masyarakat Bandar Baru Tanjung Manis pertengahan Ogos lalu, di antara pihak PUSAKA yang diwakili oleh Pengurus Besar, Datu Len Talif Salleh manakala Dagang Net Technologies diwakili oleh Pengerusinya, Datuk Dr. Syed Abdul Kadir.

Turut hadir ialah kedua-dua Timbalan Ketua Menteri, Datuk Patinggi Tan Sri George Chan dan Datuk Patinggi Tan Sri Alfred Jabu, Speaker Dewan Undangan Negeri, Dato Sri Awang Asfia Awang Nassar dan Menteri Muda Hal Ehwal Belia dan Pelancongan, Hamden Ahmad.

Letak Tanjung Manis Pada Kedudukan PentingSistem e-Permit

Kira-kira RM3.5billion nilai pelbagai produk kayu balak dieksport menerusi Tanjung Manis setiap tahun.

Penggunaan Sistem e-Permit oleh Perbadanan Kemajuan Perusahaan Kayu Sarawak (PUSAKA) bagi memudahkan urusan eksport dan import kayu balak di negeri ini, khususnya di Tanjung Manis telah meletakkan kawasan itu pada kedudukan yang penting.

• Hampir tiga suku Negeri Sarawak dengan keluasan tanah kira-kira 12.3 juta hektar dilitupi hutan hujan tropika.

• Eksport kayu-kayan serta produk kayu mencatatkan peningkatan sebanyak 24.4 peratus kepada RM9 bilion pada tahun 2006 daripada RM7.23 bilion pada tahun 2005.

• Produk berasaskan kayu seperti papan lapis, Medium Density

Fibreboard (MDF), particleboard, blockboard, Laminated Veneer Lumber (LVL) dan laminated board merupakan penyumbang terbesar iaitu 63 peratus atau RM5.67 bilion.

• Setakat Mac 2007, industri perkayuan memberi pekerjaan kepada 92,360 orang (kira-kira 40 peratus) bagi kedua-dua sektor huluan dan hiliran daripada keseluruhan 229,572 orang yang bekerja di negeri ini.

• Sarawak, merupakan salah satu negeri yang paling banyak menanam semula di negara ini yang kini berjumlah 146,000 hektar. Kerajaan Sarawak mensasarkan sektor awam menanam 24,000 hektar pokok setiap tahun sementara sektor swasta 70,000 hektar setiap tahun dalam masa 15 tahun akan datang untuk mencapai sejuta hektar pada tahun 2020.

Info


4

Pertandingan seperti "Open Source" mampu melahirkan lebih ramai kepakaran tempatan dalam ICT

Pendedahan ICT pada peringkat awal adalah amat penting

Ia turut mewujudkan keperluan untuk membangunkan beberapa aplikasi baru bagi memenuhi keadaan

tersebut. Paling penting, ia menguji

kemampuan kepakaran tempatan membangunkan beberapa aplikasi baru agar ia sentiasa dilihat relevan pada masa ia dicipta dan sepanjang tempoh ia digunakan.

Penggunaannya begitu diperlukan bagi negeri luas seperti negeri Sarawak yang dapat melengkapkan aspek penguatkuasaan dan pemantauan pihak berkuasa.

Demikian antara cabaran yang diajukan oleh Ketua Menteri, Pehin Sri Abdul Taib Mahmud kepada kepakaran anak tempatan, Sarawak Information Systems Sdn Bhd (SAINS) yang berkeupayaan membangunkan beberapa aplikasi berkaitan ICT untuk kegunaan di Sarawak dan juga di Semenanjung Malaysia.

Beliau berkata demikian pada Majlis Ulang Tahun Ke-15, syarikat tersebut baru-baru ini.

Menurut beliau, pembekal perkhid-matan ICT perlu menghasilkan dan membangunkan teknologi atau apli-kasi baru yang bersesuai untuk diman-faatkan sepenuhnya oleh agensi kerajaan, swasta dan masyarakat.

Jelasnya, penggu-naannya akan memper-tingkatkan cara pihak penguatkuasaan dan pe-mantauan melaksanakan tugas dengan lebih cekap.

Manakala dari segi sektor pelancongan, peng-gunaan satu sistem e-pelan-congan yang komprehen-sif dapat membekalkan semua maklumat tentang destinasi, pusat tarikan pelancong dan produk

pelancongan dalam usaha menarik pelancong luar negara.

Begitu juga dengan kemudahan dalam bidang perubatan, melalui tele-sidang atau sidang video di mana khidmat kesihatan boleh diberikan sehingga jauh ke kawasan pedalaman.

Jelasnya lagi bagi memastikan keberkesanan teknologi tersebut, ia perlulah sentiasa ditingkatkan dari semasa ke semasa.

Sambil memberikan contoh, teknologi Kamera Litar Tertutup (CCTV), menurutnya perlu ditingkatkan bukan sahaja mampu merakam gambar dan bunyi berkualiti, tetapi berkemampuan untuk memberi amaran secara automatik sekiranya terdapat keadaan yang mencurigakan.

Menurutnya, kerajaan negeri sentiasa menyokong penggunaan ICT yang meluas di negeri ini yang sehingga kini terdapat 200 aplikasi baru ICT telah dibangunkan dengan purata 20 aplikasi penyelesaian masalah dihasilkan setiap tahun.

Sementara itu, beliau turut menarik perhatian SAINS supaya terus menghasilkan aplikasi perisian atau sistem yang efektif.

Berkaitan dengan pencapaian

Perubahan drastik teknologi maklumat dan komunikasi (ICT) telah mengubah cara kita bekerja, berfikir dan bertindak dan pada keadaan tertentu ia mampu memberikan satu penyelesaian dan pendekatan yang lebih efektif.

SAINS, beliau berpuashati kemajuan yang dicapai yang mana kini SAINS berjaya memperolehi 30 peratus pasaran luar Sarawak di samping mampu menjana pendapatan RM400 juta dengan hanya bermodalkan RM20 juta, 15 tahun yang lalu.

Menurut beliau, ia adalah bukti kebolehan serta kepakaran anak tempatan yang turut diiktiraf di luar Sarawak dalam penghasilan perisian antaranya e-Syariah (Jabatan Kehakiman Syariah Malaysia), e-welfare (Jabatan Kebajikan Masyarakat Malaysia) di samping e-RIS (Kementerian Pendidikan Brunei Darussalam).

SAINS adalah sebuah syarikat milik Kerajaan Negeri Sarawak, yang ditubuhkan pada tahun 1991 bertujuan melaksanakan polisi dan strategi berkaitan ICT yang digunapakai oleh kerajaan negeri.

Mula beroperasi pada tahun 1992, kini ia mempunyai seramai 400 orang pekerja. Kebanyakan pejabat cawangannya terletak di bandar-bandar utama di Sarawak, ia turut mempunyai cawangan di Semenanjung Malaysia iaitu di Kuala Lumpur, Pulau Pinang dan Johor Bahru.

Syarikat tersebut turut menjalinkan kerjasama dengan rakan perniagaan ZilimacSilicon Technology dalam usaha menembusi pasaran Brunei.

Inovasi dalam sistem penyampaian perkhidmatan yang dihasilkan SAINS ialah antara lain PayBills Malaysia, e-Syariah, Angkasa Library Network, Talikhidmat, e-Recruitment, Sarawak Interactive Digital Roads Atlas (SIDRA), e-La dan Sarawak Monitor.

Aplikasi Baru ICT Perlu dibangunkan Mengikut

Keperluan Semasa


5

Adalah dikhuatiri sekiranya masyarakat tidak dilengkapkan dengan ilmu pengetahuan

yang secukupnya, matlamat misi ke arah negara maju menjelang 2020 tidak akan tercapai.

Menurut Ketua Menteri lagi, pada waktu itu amat memerlukan masyar-akat yang benar-benar bersedia meng-hadapi cabaran malah persaingan dalam dunia yang penuh kompetitif.

Tambah beliau, bersama-sama ilmu pengetahuan, masyarakat diajak untuk berfikir ke hadapan dan setanding dengan rakyat di negara maju.

Jelasnya, dalam konteks pemban-gunan negeri Sarawak, pendedahan masyarakat luar bandar terhadap ilmu pengetahuan, pastinya akan memu-dahkan usaha kerajaan melaksanakan program dan dasar pembangunan un-tuk mereka.

Oleh itu menurut beliau, adalah penting generasi yang ada kini perlu dilengkapi dengan kesedaran ilmu pengetahuan yang tinggi.

Malah kini menurutnya, sudah wujud kecenderungan positif generasi muda terhadap ilmu pengetahuan hasil perkembangan pesat ICT berbanding generasi terdahulu.

“Semua prasarana sudah disediakan bagi menjadikan rakyat kita sebagai masyarakat berilmu”, jelasnya ketika berucap pada Majlis Menjunjung Budi dan Pelancaran Direktori Perpustakaan Awam Sarawak 2006 baru-baru ini.

Bagi meningkatkan keberkesanan-nya, pembentukan masyarakat berilmu perlulah dilihat dalam konteks menye-luruh bukan sahaja di kawasan bandar malah menjangkaui kawasan luar bandar.

Beliau turut menekankan betapa pentingnya satu jalinan dalam bentuk pelaksanaan program kesedaran serta pengan-juran aktiviti yang me-narik di perpustakaan awam yang mengalakkan pembudayaan ilmu peng-etahuan tanpa mengira masyarakat di bandar mahupun di luar bandar.

Masyarakat yang membudayakan ilmu peng-etahuan, jelasnya adalah terbukti masyarakat berse-dia menerima perubahan dan sentiasa berusaha memajukan diri mereka.

Kerajaan menurut beliau, sentiasa mengalakkan pembinaan lebih banyak perpustakaan di kawasan luar bandar yang bukan sahaja memberikan akses kepada ilmu pengetahuan tetapi turut dilengkapi dengan kemudahan teknologi maklumat dan komunikasi (ICT).

Beliau turut berharap agar negeri ini dapat mempelajari contoh kejayaan bandar raya Munich yang menghubungkan 700 perpustakaannya sehingga mampu mewujudkan bandar raya ilmu.

Terdahulu, semasa berucap pada majlis yang sama, Setiausaha Kerajaan Negeri, Datuk Amar Wilson Baya Dandot berkata setakat ini, terdapat 249 perpustakaan negeri, bandar dan kampung seluruh Sarawak serta (9) sembilan perpustakaan bergerak yang memberi perkhidmatan kepada lebih 200 lokasi luar bandar.

Daripada jumlah tersebut, terdapat sekurang-kurangnya 210 buah perpustakaan awam termasuk di pekan-pekan kecil dan kawasan jauh di pedalaman yang telah dilengkapi dengan kemudahan internet.

Jelas beliau lagi, bagi memenuhi permintaan yang semakin meningkat, beberapa buah perpustakaan desa diwujudkan disamping pengantian bangunan baru dibina bagi mengantikan bangunan yang lama.

Pada penghujung tahun lepas (2006), terdapat 228 buah bangunan tetap perpustakaan awam di Sarawak dengan 52 buah terletak di bandar dan pekan utama, manakala selebihnya 176 buah terletak di kawasan desa.

Jangkauan Masyarakat Berilmu Perlu Meliputi Kawasan Luar Bandar

Kekuatan sesuatu negara amat bergantung kepada corak pemikiran budaya masyarakatnya terhadap ilmu pengetahuan, malah ‘aset” bernilai adalah masyarakat yang berilmu yang dilihat seiring dengan usaha kerajaan membentuk modal insan berkualiti dan ke arah k-society (masyarakat bermaklumat, Ketua Menteri Sarawak, Pehin Sri Haji Abdul Taib Mahmud.

Kemudahan ICT sedikit sebanyak membantu kerajaan dalam usaha mewujudkan masyarakat berilmu

Masyarakat perlu memanfaatkan sepenuhnya kemudahan yang disediakan kerajaan


6

Jangkauan Masyarakat Berilmu Perlu Meliputi Kawasan Luar Bandar

Kerajaan Negeri Sarawak me-mandang serius pelaksanaan setiap strategi yang diperlukan

untuk menjayakan Rancangan Malay-sia Kesembilan (RMK9) di negeri ini.

Antaranya ialah aspek pembangu-nan dan pengurusan sumber manusia yang selaras dengan strategi pertama RMK9 negeri iaitu untuk memban-gunkan sumber manusia dan mening-katkan keupayaan penyelidikan dan pembangunan di negeri ini.

Demikian menurut Setiausaha Kerajaan Negeri, Datuk Amar Wilson Baya Dandot. Beliau juga berkata Sarawak perlu menggunapakai sistem baru terutama dalam hal berkaitan pengambilan kakitangan awam di negeri ini.

Sistem baru itu katanya akan memberi manfaat kepada Kerajaan Negeri daripada segi menyediakan calon yang benar-benar sesuai dengan keperluan pelbagai jawatan dalam perkhidmatan awam negeri.

Beliau berkata demikian ketika berucap pada Majlis Penyerahan Laporan ‘SCS-TalentPower – the Mobile Psychologist System’ yang diadakan di Kuala Lumpur pada 10 Ogos lalu.

Dalam ucapannya, Datuk Amar Wilson menjelaskan perkhidmatan awam Sarawak sedang berusaha membina budaya kerja cemerlang beserta dengan nilai integriti yang tinggi, sentiasa memandang ke depan, bijak, dinamik, berinisiatif, memiliki nilai positif yang lain serta kekuatan diri yang tinggi di kalangan kakitangannya.

Sehubungan itu, katanya dasar pengambilan dan pelaksanaan perlu memberi penekanan kepada keperluan memenuhi ‘bakat terbaik’ yang diperlukan oleh Kerajaan Negeri seperti yang dikehendaki dalam ‘arus pembangunan kedua’ (second wave of development) yang sedang dilalui negeri ketika ini.

Katanya, kemunculan beberapa sektor ekonomi baru seperti sektor quaternary dan quinary juga memerlukan Kerajaan Negeri lebih kreatif dalam mendapatkan bakat yang tepat.

Justeru, katanya pemahaman tentang generasi yang berbeza, umum dikenali dengan Baby – Boomers, generasi X dan generasi Y, membolehkan kerajaan menguruskan kakitangan awam negeri dengan lebih berkesan bukan sahaja pada ketika ini tetapi juga pada masa hadapan.

Datuk Amar Wilson menegaskan, Jabatan Ketua Menteri sentiasa

berminat untuk melabur dalam kaedah pengambilan kakitangan yang termaju dan inventif untuk memenuhi keperluan tenaga dalam sektor awam di negeri ini.

Beliau memberi contoh, Kerajaan Sarawak telah menggunapakai ‘As-sessment Centre’ yang dilaksanakan oleh badan korporat seperti Shell se-bagai sebahagian daripada cara un-tuk mengenalpasti individu yang layak untuk bekerja dalam perkhidmatan awam negeri sejak kira-kira 10 tahun yang lalu.

Oleh demikian, melalui kerjasama yang ditunjukkan dalam pembangu-nan sistem baru yang dikenali sebagai ‘SCS-TalentPower – the Mobile Psychol-ogist System’, beliau berharap akan wujud lebih banyak kerjasama lain dalam penyelidikan dan penglibatan di antara Kerajaan Negeri dan institusi seperti UNIMAS pada masa hadapan.

Pada majlis itu, Datuk Amar Wilson selaku pihak Kerajaan Sarawak telah menerima Laporan ‘SCS-TalentPower – the Mobile Psychologist System’ daripada Naib Canselor UNIMAS, Datuk Dr Abdul Rashid Abdullah.

Sistem tersebut telah dibangunkan oleh sekumpulan penyelidik psikologi, pakar kesihatan dan pakar sistem di UNIMAS khusus untuk keperluan Kerajaan Negeri.

Kerajaan Negeri Serius Jayakan Pelaksanaan Strategi RMK9

InfoBaby Boomers ialah mereka yang lahir sekitar tahun 1943-1960Generasi X lahir sekitar tahun 1960-1978Generasi Y lahir sekitar tahun 1978-1984

YB Datuk Amar menyampaikan ucapannya

(Dari kiri) Puan Noriah Hj. Ahmad, Timbalan Pengarah (Unit Perancangan Sumber Manusia, Jabatan Ketua Menteri), YB SUK Datuk Amar Wilson Baya Dandot dan YBhg Prof. Datuk Dr. Abdul Rashid Abdullah, Naib Canselor UNIMAS

Foto oleh Awang Ikman

Foto oleh Aw

ang Ikman


7

Info

pegawai dalam Skim F (Sistem Maklumat) sementara bagi kategori tanpa pegawai ICT ialah agensi yang tidak mempunyai pegawai dalam skim berkenaan tetapi mempunyai kemahiran asas serta minat dalam bidang ICT.

Dalam ucapannya sebelum itu, Dr Maximus berkata, kerajaan pada dasarnya berpuas hati dengan prestasi penjawat awam ketika ini.

Namun, ia sebenarnya tidak memadai kerana masih banyak ruang yang perlu untuk dipertingkat manakala usaha memberi perkhidmatan terbaik adalah usaha yang berterusan.

Tegasnya, penjawat awam juga tidak boleh cepat berpuas hati sebaliknya perlu sentiasa mensasarkan yang terbaik demi kepuasan para pelanggan mereka.

Menurutnya, kerajaan menerusi Rancangan Malaysia Kesembilan (RMK9) telah mengambil langkah-langkah yang

sewajarnya untuk menambahbaik kualiti perkhidmatan awam kerana ia merupakan salah satu daripada lima syarat asas bagi mencapai misi nasional.

Katanya, kerajaan telah menyediakan teknologi, mengkaji semula peraturan dan memberi pelbagai latihan yang sewajarnya kepada penjawat awam.

Tetapi pada akhirnya, sikap penjawat awam yang akan menentukan keberkesanan usaha kerajaan itu.

Terdahulu, Setiausaha Persekutuan Sarawak Tuan Haji Ngah Senik menyuarakan harapannya supaya lebih banyak agensi Kerajaan Persekutuan akan menyertai pertandingan itu pada tahun hadapan.

Pada tahun ini hanya lima agensi yang menyertai AKSUPS sementara sembilan agensi menyertai AISUPS berbanding kira-kira 120 agensi Kerajaan Persekutuan di negeri ini.

Turut hadir pada majlis itu ialah Timbalan Menteri di Jabatan Perdana Menteri Joseph Entulu Belaun.

Jabatan Pendaftaran Negara (JPN) Sarawak telah merangkul Johan Anugerah Kualiti Setiausaha

Persekutuan Sarawak (AKSUPS) 2007. Sementara itu, Pejabat Pergigian

Sarikei dinobatkan dengan Anugerah Khas AKSUPS sebagai pendorong kepada usaha peningkatan kualiti di pejabat berkenaan.

Anugerah disampaikan oleh

Menteri di Jabatan Perdana Menteri Datuk Dr Maximus Johnity Ongkili pada satu majlis yang diadakan di Kuching pada Ogos lalu.

Pada majlis itu, Anugerah ICT (Teknologi Maklumat dan Komunikasi) Setiausaha Persekutuan Sarawak (AISUPS) 2007 turut disampaikan kepada agensi yang memenangi dua jenis kategori ya g dipertandingkan kerana berjaya membangunkan sendiri sistem atau aplikasi ICT dalam usaha mereka meningkatkan penyampaian perkhidmatan agensi kepada pelanggan dalaman serta luaran.

Kategori tanpa pegawai ICT dirangkul Jabatan Pendaftaran Negara Kapit sementara Kastam DiRaja Malaysia, Cawangan Import Eksport Senari di tempat kedua.

Manakala, bagi kategori memiliki pegawai ICT dimenangi Institut Perguruan Batu Lintang yang diikuti oleh Universiti Teknologi Mara, Kampus Samarahan di tempat kedua.

Agensi dalam kategori memiliki pegawai ICT ialah agensi yang mempunyai

oleh Radhuan Tambee dan Nazri Saini, Jabatan Penerangan Malaysia, Sarawak

JPN Sarawak RangkulAnugerah Kualiti SUP


8

AKSUPS 2007• Anugerah Kualiti

Setiausaha Persekutuan Sarawak (AKSUPS) diperkenal pada tahun 2004 dengan tujuan a. untuk memberi pengiktirafan

kepada jabatan dan agensi Persekutuan yang telah men-gambil inisiatif dan berusaha meningkatkan kualiti perkhid-matan kepada pelanggan mereka

b. jabatan/agensi yang terpilih sebagai pemenang akan di-jadikan penanda aras kepada jabatan/agensi lain untuk mengambil tindakan yang sama ke arah peningkatan kualiti perkhidmatan mereka

c. menjadi sebahagian daripada aktiviti utama di bawah Gerakan Budaya Kerja Cemerlang

AISUPS 2007• Anugerah ICT Setiausaha Perseku-

tuan Sarawak (AISUPS) pertama kali diadakan pada tahun 2005. Tahun 2007 merupakan kali ked-ua anugerah dipertandingkan. Tu-juannya ialah a. menggalak dan meningkatkan

penggunaan ICT sebagai alat untuk meningkatkan prestasi, keberkesanan dan produktiviti agensi

b. memberikan penghargaan dan pengiktirafan atas usaha, inisiatif dan pelaburan dalam ICT yang telah dibuat serta telah berjaya memanfaatkan penggunaan ICT

c. memberikan publisiti mengenai kejayaan pelaksanaan ICT

d. menggalakkan persaingan si-hat di kalangan agensi dalam penggunaan ICT untuk men-ingkatkan kualiti penyampa-ian perkhidmatan

Tuan Haji Ngah Senik menyampaikan cenderahati kepada Datuk Dr Maximus

Pengarah JPN Sarawak, Encik Abu Bakar bin Mat menerima trofi daripada Datuk Dr Maximus

Jabatan Pembangunan Koperasi (JPK) mengenal-pasti perkongsian bijak

sebagai strategi berkesan untuk mengembangkan per-niagaan koperasi sekolah di negara ini.

Melalui perkongsian bijak, semua gerakan kop-erasi di sekolah digalakkan supaya mengadakan kerjas-ama dengan koperasi atau entiti perniagaan lain untuk membesar dan mengem-bangkan perniagaan mere-ka.

Perkongsian bijak digalakkan untuk koperasi sekolah kerana ia berupaya membawa faedah kepada pihak sekolah serta rakan perniagaannya.

Ia juga tidak melibatkan pewujudan satu entiti baru, tidak melibatkan pengeluaran modal, tidak ada pihak menguasai pihak yang lain dan selalunya tidak melibatkan perjanjian undang-undang. Mereka hanya mempunyai perjanjian persefahaman atau surat sebagai rekod untuk rujukan tindakan.

Paling penting adalah matlamat perkongsian itu sendiri yang meli-batkan kedua-dua pihak mempunyai hasrat dan komitmen yang sama un-tuk menjayakan projek.

Hasrat untuk menggalakkan pengkongsian bijak di kalangan koperasi sekolah itu diperjelas oleh

pihak ANGKASA (Angkatan Koperasi Kebangsaan Malaysia Berhad) melalui ceramah bertajuk ‘Smartpartnership, Era-Baru Koperasi Sekolah’ ketika sambutan Hari Koperasi Negara 2007 peringkat negeri yang diadakan di Kuching baru-baru ini.

ANGKASA berpendapat bahawa usaha itu perlu supaya pergerakan koperasi di sekolah-sekolah di negara ini dapat diperkasa dan terus berkembang maju, selaras dengan suasana perniagaan yang semakin kompetitif pada era ini dan membolehkan aktiviti gerakan itu diperluas ke luar negara sebagai satu produk pendidikan negara.

Perkongsian bijak koperasi sekolah yang dimaksudkan ialah kerjasama antara koperasi dewasa dengan koperasi sekolah serta antara koperasi sekolah dalam pelbagai bidang.

Dalam perkongsian dengan koperasi dewa-sa, koperasi dewasa itu harus memahami keper-luan koperasi sekolah dan bersedia memberi bantuan serta pertolon-gan seperti latihan men-gurus dan berniaga.

Koperasi dewasa juga boleh mengambil sebuah koperasi sekolah sebagai ‘anak angkat’. Dengan cara itu masing-masing akan dapat saling membantu mempromo-

sikan produk atau perkhidmatan yang disediakan.

Perkongsian bijak melibatkan dua buah koperasi sekolah pula dijelaskan melalui pelaksanaan Projek Pelancon-gan Koperasi Sekolah, iaitu sebuah pro-jek yang menggalakkan ahli koperasi mengadakan lawatan sambil belajar ke koperasi sekolah lain.

Dalam situasi itu, sesebuah koperasi sekolah boleh mengguna kemudahan yang ditawarkan oleh koperasi sekolah lain seperti asrama (penginapan) dan bas (pengangkutan).

Untuk menjayakan perkongsian bijak yang membawa faedah kepada kedua-dua pihak, paling penting adalah kedua-dua pihak mempunyai tujuan yang sama, telus, jujur dan bersikap terbuka.

Di samping itu, kedua-dua pihak perlu memantau pelaksanaannya supaya tujuan asalnya tercapai.

Info• Koperasi sekolah merupakan salah

satu aktiviti kokurikulum untuk i. Mendidik generasi baru

mentadbir koperasi pada masa hadapan

ii. Menerap unsur keusahawanan melalui pelaksanaan projek

iii. Menerap prinsip-prinsip koperasi• Bilangan koperasi sekolah ahli

ANGKASA adalah 1,473 buah dan bilangan keanggotaan melebihi 1.5 juta orang (tahun 2005).

• ANGKASA adalah koperasi apex yang menaungi semua jenis koperasi asas, menengah dan

atasan di seluruh negara serta diiktiraf oleh kerajaan sebagai badan yang mewakili Pergerakan Koperasi Malaysia pada peringkat kebangsaan dan antarabangsa. Ditubuh dan didaftarkan dengan rasminya pada 12 Mei 1971, ANGKASA ditadbir mengikut cara koperasi tetapi tidak bergiat dalam kegiatan perniagaan seperti koperasi-koperasi lain. Sebagai koperasi apex ianya memperjuangkan cita-cita serta hak kepentingan Gerakan Koperasi di negara ini.

• Terdapat 4,918 buah koperasi

berdaftar di Malaysia dengan bilangan anggota seramai 6 juta orang, modal syer/ yuran berjumlah RM7.4 bilion dan aset bernilai RM38.4 bilion (31 Disember 2006).

• Sebanyak 459 buah koperasi di Sarawak dengan jumlah anggota seramai 306,263 orang, modal syer /yuran berjumlah RM122.5juta dan aset bernilai RM246.3 juta (31 Disember 2006). Dari jumlah itu, 295 buah adalah koperasi dewasa dan 164 buah adalah koperasi sekolah.

Perkongsian Bijak: Era Baru Koperasi Sekolah

Rencana


9

Perkongsian bijak di antara koperasi sekolah dan koperasi luar akan membantu membangunkan perniagaan

Sarawak negeri terbesar di Malaysia pernah melalui beberapa zaman pentadbiran

yang masing-masingnya tampil dengan identiti tersendiri yang kekal dalam lipatan sejarah untuk tatapan generasi akan datang.

Penyerahan Sarawak daripada kerajaan Kesultanan Melayu Brunei kepada James Brooke pada tahun 1839 menandakan bermulanya era pentadbiran kuasa asing yang dikenali sebagai Raja Putih Sarawak di kalangan masyarakat tempatan sehingga kini.

Pentadbiran yang ber-langsung selama kira-kira satu abad oleh keluarga Brooke sehingga kedatangan pemerintahan Jepun sekitar tahun 1940-an telah meninggalkan pel-bagai khazanah sejarah.

Antaranya ialah pembinaan ‘kubu’ yang memainkan peranan penting sebagai pusat pentadbiran, pertahanan serta menjalankan fungsi mahkamah di kawasan masing-masing.

Lazimnya, kubu-kubu itu terletak di tebingan sungai, muara sungai dan di tanah tinggi, sesuai dengan peranan yang dimainkannya untuk

memantapkan jentera pentadbiran pemerintah.

Di samping fungsinya, reka bentuk, struktur atau bahan binaannya

juga menunjukkan secara jelas pengaruh Inggeris yang membezakannya dengan bangunan-bangunan lain yang ada pada ketika itu.

Malah, hasil kerja tan-gan dan bahan binaannya

juga begitu tinggi sesuai dengan penghormatannya se-

bagai bangunan pentadbiran kera-jaan.

Masing-masingnya juga mempun-yai identiti tersendiri kerana mempun-yai seribu satu kisah yang sama ada telah direkodkan atau menjadi cerita yang diperturunkan dari satu genera-si ke genarasi yang lain di kalangan masyarakat tempatan.

Sehubungan itu, amat bertepatan apabila kubu-kubu itu telah dijadikan sebagai bangunan bersejarah yang harus dipelihara dan dipulihara sebagai warisan negeri dan negara yang tidak mungkin dapat ditiru semula.

Ia bukan sahaja menjadi warisan budaya dan tinggalan sejarah untuk generasi akan datang, malah menjadi daya tarikan penting untuk industri pelancongan negara dan

penyelidikan di kalangan bijak pandai.

Di bawah Ordinan Warisan Budaya Sarawak 1993, terdapat 11 buah kubu yang diisytihar (digazet) oleh kerajaan sebagai bangunan bersejarah di negeri ini.

Bangunan bersejarah dalam konteks tersebut ialah bangunan yang berusia sekurang-kurangnya 100 tahun atau bangunan yang mempunyai nilai agama, tradisi, budaya, artistik dan sejarah yang tinggi.

Kubu Emma yang terletak di Daerah Kanowit direkodkan sebagai yang tertua iaitu dibina pada tahun 1851. Selain itu, terdapat juga Kubu Alice di Sri Aman (1864), Kubu Margherita di Kuching (1879), Kubu Sylvia, Kapit (1880), Kubu Lily, Betong (1885), Kubu Hose, Marudi (1898), Kubu Lama, Limbang (1897), Kubu Arundell, Lubok Antu (1912), Kubu Lio Matu, Marudi (1911), Kubu Long Akah, Marudi (1929) dan Kubu Brooke, Meluan, Sarikei (1935).

Namun, mungkin ramai yang tidak mengetahui bahawa itu hanya sebahagian daripada khazanah kubu yang ada di negeri ini.

Sebenarnya, kita juga m e m p u n y a i

Khazanah Sejarah yang Tetap Teguh


10

Kubu Lama, Limbang

Kubu Margherita antara kubu yang terkenal dan dapat dilihat dari Tebingan Sungai Kuching

mewartakan sesuatu bangunan ber-sejarah kepada Majlis Mesyuarat Kerajaan Negeri (MMKN) dan membuat lawatan pemantauan serta penyelenggaraan berkala ke semua bangunan dan monumen bersejarah termasuk kubu-kubu lama.

Menurutnya, “Ciri utama pemuliharaan atau pemuliharaan kubu adalah melestarikannya di tempat asal.

“Jika terdesak, pemindahan kese-luruhan atau sebahagian daripadan-ya merupakan pilihan terakhir untuk menjamin keselamatan dan pengeka-lannya,” katanya.

“Jika penempatan semula dilaku-kan, struktur bangunan harus dipin-dahkan ke tempat yang bersesuaian serta kegunaan yang bertepatan,” ulasnya.

Katanya, pemuliharaan yang dilaksanakan perlu melalui semua disiplin yang telah ditetapkan yang akhirnya akan memberi manfaat dalam bidang penyelidikan dan keselamatan kubu tersebut.

Teknik tradisi katanya merupakan pendekatan terbaik dalam proses pemuliharaan monumen bersejarah. Sungguhpun demikian, analisis saintifik serta bantuan para profesional yang arif dalam bidang berkaitan juga amat penting dalam proses pemuliharaan kubu atau bangunan bersejarah.

beberapa kubu lain, antaranya Kubu Burdette, Mukah, Kubu Brooke (Kubu Sibu) Sibu (1862), Kubu Charles, Kabong (1878), Kubu Vyner, Belaga (1884), Kubu Florence, Trusan (1887), Kubu Ranee, Saratok (1888), Kubu Niah, Sepupok (1896), Kubu Leonora, Engkilili (1924), Kubu Long Loyang, Tinjar, Kubu Long Lama, Kapit, Kubu Lama Lundu, Kubu Keppel, Bintulu, Kubu Lingga, Kubu Tebakang, Serian (1929) dan Pejabat Daerah Kecil Muara Tuang, Kota Samarahan (1933).

Kubu-kubu yang belum digazet itu berhadapan dengan risiko kerosakan dan mungkin musnah. Misalnya, Kubu Burdette dan Kubu Niah hanya dapat dilihat tapaknya sahaja pada hari ini.

Bertindak atas kesedaran itu, Jabatan Muzim Sarawak sentiasa berusaha keras memastikan struktur kubu yang ada dipelihara dan dipulihara dengan sebaik mungkin.

Jabatan Muzium Sarawak merupakan agensi kerajaan negeri yang telah dipertanggungjawabkan untuk mengawal setiap bangunan, monumen dan tapak tanah bersejarah di seluruh Sarawak.

Demikian menurut Pn Dayang Morzanah Awang Haddy, Penolong Pengarah Seksyen Penguatkuasa di Jabatan berkenaan. Beliau merupa-kan ketua Seksyen Penguatkuasa yang bertanggungjawab terhadap peme-liharaan dan pemuliharaan bangu-nan, di samping monumen dan tapak tanah berseja-rah di negeri ini.

Jelasnya, antara fung-si yang dijalankan oleh Jabatan itu ialah menge-mukakan cadangan untuk

Katanya lagi, “Kerja-kerja pemu-liharaan memerlukan tenaga pakar antaranya dalam bidang pemuli-haraan dan arkeologi. Ini kerana persekitaran monumen atau bangu-nan bersejarah turut menyimpan ting-galan sejarah di tapaknya”.

“Di sinilah kepakaran seorang pa-kar arkeologi diperlukan untuk kerja-kerja penggalian di tapak tersebut se-jajar dengan pemuliharaan monumen atau bangunan,” terangnya.

Ia kerana setiap kerja pemuliharaan yang bakal diadakan memerlukan perancangan dan pemantauan yang teliti dan profesional dari sudut pemuliharaan bangunan dan monumen bersejarah, polisi serta undang-undang berkaitan, pentadbiran dan kewangan.

Malah katanya, Jabatan Muzium amat memerlukan kerjasama penduduk setempat bagi memudahkan serta sebagai pemangkin kejayaan sesuatu usaha pemuliharaan bangunan bersejarah.

Dengan usaha sedemikian, khazanah bersejarah termasuk kubu-kubu yang tidak ternilai itu akan terus kekal kukuh untuk tatapan dari satu generasi ke generasi yang seterusnya.


11

Kubu Emma, Kanowit direkodkan sebagai yang tertua di Sarawak

Kubu Charles, Kabong Kubu Sylvia, Kapit


12

RAKAN Sarawak : The Sarawak civil service started its quality journey way back in the late 1980’s, and it was given a real boost during the 90’s. Where are we now in our quality journey?

YB DATUK AMAR WILSON BAYA DANDOT (STATE SECRETARY):

Today, we have gained significant strides in our quality journey since most of our departments and agencies have attained quality standards certifications such as ISO 9000s, or have implemented quality management approaches such as the 5S, Six Sigma, Balanced Scorecard. Some of our departments and agencies and statutory bodies have also earned recognition by winning quality awards, both at the State and national level competitions.

These are all well and good, and are worthy accomplishments for the Sarawak civil service. And I commend those who have done well in the implementation of their quality management approaches in their respective departments.

But we all know that quality is a never-ending journey. We cannot, and must never rest on our laurels, and say that the job is done. The challenge is always to be able to do better today than yesterday and better tomorrow than today.

Has this spirit of continuous improvement permeated our civil servants’ consciousness so much so that in every task they undertake, they will seek to outdo the last best performance that they were able to deliver? That’s the question that we must ask at this stage in our quality journey.

And so, we have reached that stage

in our journey when reinforcing and sustaining quality consciousness and the spirit of continuous improvement in our organization has become of paramount importance.

RAKAN Sarawak : How does this “quality consciousness and spirit of continuous improvement “ manifest in the day-to-day life of a civil servant?

STATE SECRETARY : I think that the litmus test that we can apply to see if anyone of our civil servant has truly ingrained that quality consciousness and spirit of continuous improvement is if we can spot him or her in a crowd, and can say for sure that he or she is a civil servant.

Civil servants must be individuals who can stand out in a crowd, not because they are celebrities or are flashy in their appearance, but because they carry themselves with that dignified and humble demeanor and they appear to others as someone that anyone can confidently approach for assistance, for direction or for counsel. When people meet a civil servant for the first time, their first impression of him or her should be that he/she is someone respectable, approachable, friendly and sincere. Civil servants must be able to inspire trust and confidence in the people they deal with, and they must always be seen as credible and trustworthy whenever they give out their advice, recommendation or counsel to the people who come to them for help or assistance.

Maintaining and strengthening that fundamental nature of being a civil servant is the main reason why we have embarked on our

quality journey. Our quality journey is not just about us getting awards or recognition because we have done well in achieving internationally accepted standards. More importantly, it is about us walking on the familiar path of service, and yet continually breaking new grounds in the manner that we provide that service.

For instance, if previously we were able to provide a service in one week, then we should start looking at how we may be able to cut it down to 3 days, with the aid of all the tools, resources and technology at our disposal. A good example of this is the Immigration Dept’s achievement in being able to reduce the number of days to process passport applications, and now, they will soon be able to provide a paperless passport application processing that even reduces the length it takes from 1 day to just a matter of minutes. This improvement in their system meets two important indicators of quality performance that we are looking for in our civil service operations –firstly, it saves time and is cost-efficient for both the department and the customers; secondly, it is an environmentally-friendly system because it reduces the use of paper, and, of course, makes for a clean, uncluttered work place.

Internally, we must no longer have within our ranks those who still wait for instructions all the time from their superiors even though it is very much within their scope of duties and responsibilities to act on a certain matter. An individual in the employ of the civil service should be able to demonstrate creativity and ingenuity in performing his or her tasks, a mark of a quality employee.

(RAKAN Sarawak’s series of interviews with the State Secretary)

SUSTAINING QUALITYin the SARAWAK CIVIL

SERVICE

Defining Service Delivery :

A conversationwith SS


13

RAKAN Sarawak : Speaking of first impressions of civil servants, how do we acquire the traits that will bring the kind of first impression that you spoke about?

STATE SECRETARY : One of the impressive lines that I have heard spoken of was that of the actor, Sidney Poitier’s, who said “I am who I choose to be” in reply to the question, “Who are you?”

Relating this to our vocation as civil servants, the moment we made that decision to join the civil service, we have, in effect, chosen to carry within us the fundamental nature of the organization that we have chosen to become a part of. We have chosen to be identified and associated with an institution that is revered, respected and relied upon by the people. As civil servants, we have agreed to carry the torch of servant leadership, which requires us to think, behave and carry ourselves in a manner that speak of dignity and humility.

Dignity coupled with humility are the two core traits of a civil servant that will define us as people of quality, which in turn will lead us to provide quality services to our customers –the people. Quality works and performance emanate from quality people.

As we know, dignity is that condition of being worthy of respect, esteem or honour while humility is that quiet and gentle character that makes people feel at ease in our company. I can best explain it with this example. Picture a scenario in, say, the Kapit wharf and the Resident of Kapit happens to be there, waiting to board an express boat for Sibu. The people around him should be able to identify him as a senior civil servant (if not the Resident himself) with the way he carries himself – he is well-articulated, well-presented, and he has a ready smile for anyone. He does not appear aloof or distant, in fact, he has this friendly demeanour that says “it’s okay for you to approach me if you think I can help you with something”. Or he himself will unhesitatingly approach someone who appears to be confused, or is in need of some assistance. While he commands respect because of the way he carries himself, he

is also humble enough to extend a helping hand to anyone or to engage in a conversation with anyone. He doesn’t put on an air of arrogance or aloofness just because he is a high ranking government official. In fact, the last thing we would expect a civil servant to have is a sense of lofty superiority to anyone. That will totally run counter to the true character of a civil servant.

This is how we should intrinsically measure the success of our quality journey. Can we confidently say that the fundamental nature of our vocation has been enhanced by the methods or approaches that we have chosen to apply in our organization?

When we appl ied our 5S approach, for example, do our staffs fully understand how this method helps in enhancing those dignified and humble quality traits in our civil servants? Making our workplace environment clean, pleasant and visitor-friendly, is one of the expected results of the 5S approach. If we succeed in doing that, we have created an atmosphere where people can transact their business with us with a sense of dignity. Seen in that context, our 5S approach can then be seen as successful.

RAKAN Sarawak : What should be given more emphasis in this stage of our quality journey?

STATE SECRETARY : The quality management processes we have so far adopted have helped us in identifying and eliminating steps that are counterproductive or causes delays. We have also adopted new systems and processes that help us reduce defects, repetition, and rework in our operations. And now, we must aim higher. If we were able to reduce

the number of defective work, we now must aim for zero defects. We must also increase the rate at which we are able to do our tasks right the first time.

And as I have mentioned earlier, what is needed now is

to reinforce and sustain our efforts in achieving a high performance culture in our organizations through quality. We can do this by intensifying the monitoring and evaluation functions of our organizations. We must now be able to introduce and apply quality measurement systems, such as statistical measurement tools that will help us accurately document the improvements resulting from our continuous improvement efforts. We must also intensify efforts to promote quality awareness among all civil servants across the board; and highlight our successes so as to encourage us to step up and sustain our efforts. We must also be more daring in benchmarking our efforts with the best practices in other countries. This is the only way we can move up the ladder of the global quality movement, and be recognized internationally as a quality-managed civil service organization.

We must also get more actively engaged in harmonizing and coordinating quality initiatives from the public and the private sectors, ensuring that these are aligned with our Chief Minister, YAB Pehin Sri’s Dr Hj Abdul Taib Mahmud’s “Second Wave of Sarawak’s Politics of Development”, which encapsulates the state’s effort towards achieving our country’s Vision 2020.

As pointed out by the Prime Minister of Malaysia, "We need to multiply our efforts towards achieving greater success in order to build a civilization that will elevate the nation's dignity".

A quality managed civil service organization, whose staffs are imbued with dignity and humility, is an important pillar that supports our overall efforts in ensuring our country’s rightful place as a well-respected member of the developed world.

A conversationwith SS

Sarawak Timber I n d u s t r y D e v e l o p m e n t

Corporation’s (STIDC) adoption of the ‘e-Permit’ system is set to ease the process of applying for trade permits relevant to the

timber industry.The e-Permit system is a paperless

permit application system that allows importers, exporters, and appointed forwarding agents to apply for permits from Permit Issuing Agencies (PIAs) and obtain approvals online through the Internet.

The permits approved by these PIAs would then be transmitted to Sistem Maklumat Kastam (SMK) for validation and cross-reference, specifically for Customs declaration purposes.

According to STIDC, with this new system, the time taken for permit approvals has been reduced to only 30 minutes, compared to the previous process, which took between two and seven days to complete.

Permit applications could also be sent in anytime and from any location, as long as the applicants have access to the Internet.

Apart from that, the e-Permit system also offers access to various value-added services, such as information on tariff codes and location codes.

STIDC, which aimed to fully implement e-Permit in September 2007, started using the system in November 2006 and has set a target of processing 30,000 permit applications a year.

The system was developed by Dagang Net Technologies Sdn Bhd, which is Malaysia’s biggest e-commerce provider.

The company hopes to implement e-Permit for all 24 PIAs in the country. As of August, 11 PIAs are using the e-Permit system, and they include the Pesticides Board, Department of

Environment (DOE), Royal Malaysian Police, Federal Agricultural Marketing Authority (FAMA), Agriculture and Agro-Based Industries Ministry’s Padi and Rice Industry Division, Film Censorship Board, Fisheries Department, Malaysian Cocoa Board, Pharmaceutical Services Division and Malaysian Pineapple Industry Board.

E-permit system for

e-Permit is designed to accommodate the specific requirements of each one of the Permit Issuing Agencies (PIAs), such as consignment details, quota details, grading summary and product database.

There are three modules assigned to the different user groups - the Importers/Exporters, the Forwarding Agents, and the PIAs.

Importers/Exporters ModuleEnables importers/exporters to apply for permits online, via the Internet.

Fowarding Agents ModuleEnables appointed forwarding agents to apply for permits online, on behalf of the importers/exporters.

PIAs ModuleEnables PIAs to verify and approve permit applications via the Internet. The module also enables PIAs to access daily statistical reports on issued and rejected permits.

Info

e-Permit took only 30 minutes compare with the manual system that took about two to seven days to complete

The introduction of e-Permit expected to benefit the customers and enhance the image of PUSAKA as the first government agency that implement e- Permit System for Timbers import and export and all timber product in the state

STIDC


14

STIDC

Unit Level

Jabal Nur 6 YDP of Majlis Islam Sarawak and JAIS Director

Jabal Tariq 5 Enforcement and Halal Development Unit

Jabal Tursina

4 Missionary Department

Jabal Qubais

3 Education and Prosecution Department

Jabal Rahmah

2 Research, Public Relation and Mass Communication

Jabal Uhud 1 Administration

Jabal Marwah

Ground Level, Syariah Court Building, Jalan Satok

Account Management

Jabal Safa Majlis Islam Sarawak Building, Jalan P.Ramlee, Kuching

Syarie Law Administration Department


15

In introducing changes in any organisation, various challenges would inevitably crop up. This includes

the lengthy process of implementation and acceptance of these changes.

However, with precise planning, commitment and a determination to succeed, such challenges can be overcome.

This was proven by Sarawak Islamic Religious Department (JAIS), when it received a Certificate of Achievement for 5S Practices from National Productivity Corporation (NPC) recently, on 28 August 2007.

Its achievement was made more meaningful by the fact that it took only eight months to accomplish the feat and also resulted in it becoming the first Islamic Religious Department in Malaysia to receive the certification.

The acknowledgement has created another benchmark for quality and service delivery improvement efforts and is in line with the State Government’s aspiration to improve quality at each agency and department. It also indirectly promotes the culture of orderly maintenance at Government departments.

In sharing the department’s success, its director Datu Misnu Haji Taha explained that JAIS’ recipe for success was based on three main factors – creating awareness, encouraging creative thinking and adopting a hands-on approach.

“5S practices are not merely about activities related to neatness and cleanliness,” he said, while explaining that one of the factors that drove JAIS to implement 5S was the philosophy behind it.

In a recent interview with Rakan Sarawak, Datu Misnu said he believed 5S practices could create a conducive environment to work in, as well as a new and comprehensive quality culture among all the staff in the department.

He noted that the 5S practices were in line with the concept of “Ukhuwah”, in efforts to create a friendly atmosphere, where staff members from every level could get to know one another better and ultimately improve esprit de corp in the organisation.

Datu Misnu pointed out that apart from inculcating the culture of quality, through

daily tasks, 5S was also an organisation-wide effort to turn their offices into clean, well-organised and systematic areas.

“5S practices are also able to promote discipline and a good work ethic among the staff and this leads to improved quality in work performance, better teamwork and cooperation, and more motivation to work,” he said, while pointing out that such a situation would improve efficiency, in providing the best service to customers.

Giving the example of how JAIS implements 5S practices, he said it was vital for awareness to be created among the personnel early on, so that they would be able to understand the important concepts. This was followed-up with efforts to create a quality culture in promoting 5S practices.

Apart from the importance of participation among the staff, the role of the management team was equally as important, and he admitted that other than the monitoring and audits, the management team were required to be hands-on to ensure the smooth implementation of the initiative.

He admitted that the initial stages of implementing the 5S practices were raft with challenges, especially in selling the idea to the staff. However, after some time, positive developments became noticeable. With the assistance and encouragement of NPC officers, several awareness campaigns and cleaning activities were organised, including a ‘gotong-royong’ programme and a course for the department’s staff.

The changes that occurred were highly visible, especially in terms of the level of cooperation shown by the staff, who were ever willing to spend half an hour at work each day, from 4.30pm to 5.00pm, for 5S activities, and even came on Saturdays to join in the ‘gotong-royong’ activities; living up to the 5S motto of “Uniting Towards Change”.

Now, the fruits of their labour can be seen in the neatness of their offices, where all the equipment are clean and arranged nicely. One of the most noticeable improvements is the organisation’s file management system, which has resulted in better work performance from the staff.

The department’s 5S coordinator, Mr Shafiee Haji Ahmad revealed that in the past, searching for a particular file would have

taken a long time, but now he would take less than 30 seconds to do the same task. Based on feedback from the staff, they felt proud of the level of cleanliness achieved, while the sense of ownership prevalent in their office makes them want to maintain that level at all times. The 5S practices have also created an atmosphere of friendly competition to see whose work area is the cleanest and neatest.

Datu Misnu explained that JAIS branches in Mukah, Kapit, and Sarikei have shown a marked improvement in performance, after starting their 5S initiatives.

“Some may think that in order to accomplish something, allocations or funds are essential. However, for JAIS we used whatever we had in hand,” he said.

Other approaches included recycling and trading-in various used material and also collecting funds from within the department.

Although the 5S Practices certification was only for JAIS’ headquarters in Kuching, awareness campaigns started simultaneously at all 12 JAIS branch offices throughout Sarawak, in January.

In implementing 5S practices at the headquarters, each unit in the department was given the name of a mountain, or ‘Jabal’ in Arabic, to signify its own identity. Managers of each zone ensured that the tasks that needed to be accomplished – to sort (Seiri), set in order (Seiton), shine, (Seiso), standardise (Seiketsu), and sustain (Shitsuke) – were done properly.

The First Islamic Religious Department in Malaysia toReceive Certification for 5S Practices

Quality Management


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Helping the Disabled, Fulfilling the National Mission

The government has allocated vast sums of money to implement projects and programmes to

ensure all Malaysians get to enjoy the benefits of balanced development.

The third thrust of the National Mission (2006-2020) has explained that there is a need to tackle the problem of socio-economic inequality in a constructive and productive way, so that the rakyat is not left behind in the wave of development.

It is also to ensure that the benefits from the country’s economic development would be enjoyed by the rakyat in a fair and equitable manner.

In this respect, the government realises there are still those unable to take part directly in the national economy, and this includes people with disabilities.

According to the World Health Organisation (WHO), the disabled are defined as: “Those who are unable to determine, whether wholly or in part, the daily needs and/or social life, due to a deficiency either physically or mentally, since birth or later in life.”

Going by this definition, the National Welfare Policy is definitely on the right track, as it continues to focus on the need for rehabilitative services for the handicapped, so that the necessary facilities are made available to them to receive treatment, rehabilitation, education and training.

This is then followed by efforts to integrate them into society, so that they are ready to face the current social environment.

Disabled populationAccording to conservative statistics

from the United Nations, one in 20 people are disabled. By this approach, Sarawak would have an estimated population of 100,000 people with disabilities.

However, only 11,980 disabled people have registered themselves with the Sarawak Welfare Department, as of December 2006.

Hadiah bt Haji Ramli, the assistant director of the Welfare Department’s section responsible for disabled people, explained that the disabled, who are registered with the department, could be

placed under six categories, depending on the type of disability.

They are also given “OKU (Orang Kurang Upaya) Identification Cards”

that are colour coded to make it easier to identify what type of disability the cardholder has, and this would also make it easier for them to receive the services they need.

Those who are physically-disabled are given green

cards; the blind are given blue cards; those with hearing

disabilities are given purple cards; those with cerebral palsy are given red cards; those with learning disorders due to late development, down syndrome, autism, attention deficit hyperactive disorder, mental disorder, dyslexia, dysgraphia, dyscalculia are given yellow cards; and those with other disabilities are given orange cards.

Services, Assistance and Allowance

The Welfare Department provides various types of services, assistance and allowance for people with disabilities, to allow them to lead as normal a life as possible.

The services provided are categorised into two, namely external services and institutional services.

Under external services, the Welfare Department provides;

Registration services and the ‘OKU Identification Card’

Aid in obtaining artificial limbs and support aids (up to RM5,000)

A one-time ‘Launch Grant’ of up to RM5,000 for disabled people to start or expand their business

An allowance for disabled employees (Elaun Pekerja Cacat or EPC) - for those earning less than RM425 per month, they are entitled to an allowance of RM100 each month.

As for institutional services, the Welfare Department provides services though;• Pusat Latihan Perindustrian dan

Pemulihan (PLPP), Bangi• Taman Sinar Harapan• Pusat Pemulihan Orang Kurang

Upaya, Samarahan• Community - based Rehabilitation

Programme

• Job Placement Programme• Counselling services• Paralympics sports development

Pusat Latihan Perindustrian dan Pemulihan (PLPP), BangiVocational courses offered for people

with physical disabilities include courses for information systems administrative assistants; fashion design and sewing; electrical; electronics; multimedia; and also courses on how to make wheelchairs.

Taman Sinar HarapanProvides training to disabled people,

who have problems learning and also provides care to those with severe mental disabilities.

Pusat Pemulihan Orang Kurang Upaya, SamarahanProvides rehabilitation services,

including medical care and vocational training for people with physical disabilities for a certain time period, to help them lead a more productive and independent life.

Community-based Rehabilitation ProgrammeAn alternative to rehabilitation

services in institutions, this method allows people with disabilities to undergo rehabilitation within their own family circles and their own community.

Job PlacementThe Department helps the disabled

find work at Sheltered Workshops, such as in Bengkel Seri Sarawak.

Counselling ServicesFor disabled persons and their family,

who are faced with emotional problems, such as loss of self-confidence, or those who need general information on the types of services they need.

Sports Development for Paralympics

Efforts are carried out to unearth talents in sports to be showcased in the national and international arena.

FEATURES

Info


17

Challenges People with disabilities are able

to contribute to society even though they may be physically or mentally-challenged.

According to Hadiah, disabled people have demonstrated their abilities in the sporting arena, such as in the Paralympics, and also shown they can also run small businesses, such as massage centres. In the civil service, disabled people make up 1 per cent of the workforce.

However, in a lot of instances, people with disabilities are still left behind, even though numerous efforts have been implemented by the Welfare Department to help them.

She said it was disheartening to see lukewarm response from the various agencies and the community at large, towards the awareness programmes on the needs of disabled people.

It was also disappointing to see the less-than-enthusiastic involvement of parents of these disabled people.

People with disabilities face a bleak prospect in terms of employment opportunities, and this is exacerbated by the fact that there is only one ‘Sheltered Workshop’ in Sarawak that gives jobs to those who are not able to find work elsewhere.

Most employers are also hesitant about employing disabled people, and among those who do, there exists wage discrimination, as focus is more on the staff’s disabilities, rather than their capabilities.

In terms of training, which includes job placement programmes, disabled people also face limited opportunities in this department and the situation is made worse because currently there is no legislation regarding the employment opportunities for disabled people.

For those who are good in sports, their desire to represent the State and even the nation has resulted in some of them losing their jobs, when they chose to train and prepare for their events, but were not given leave from work.

The Welfare Department also faces problems in verifying the statistics on the number and distribution of people with disabilities throughout the State, and this complicates its service delivery efforts.

Hadiah explained in terms of the benefits provided for people with disabilities, problems still cropped up as there are those who do not acknowledge the ‘OKU Identification Card’ for disabled people.

She cited an example where a person with disabilities was told to obtain a certification letter from the Welfare Department, to verify their disabilities, even though the ‘identification card’ should have been sufficient.

Even with the identification card, there were also those who imposed certain conditions for disabled people to enjoy facilities put in place by other agencies.

Repeated calls by the relevant Ministries for buildings and public transport to be more accessible for people with disabilities, has not been

heeded as most are still not disabled-friendly. Enforcement is still lacking on the Uniform Building By-Laws for buildings to be more disabled-friendly.

There is also a lack of disabled-friendly customer counters at both government and business establishments, and discounted fares for the disabled of up to 50 per cent are only applicable for cash payments.

All these factors have made it harder for people with disabilities to be productive members of society. It is therefore vital for all parties concerned to ensure that people with disabilities are provided with the opportunities and facilities they need to make this possible.

Only when all parties work together and are more accepting of people with disabilities will society move a step closer towards achieving the seventh aspiration of Vision 2020, to create a caring society and caring culture that all Malaysians wish for.

InstitutionYear

2001 2002 2003 2004 2005 2006 2007

Pusat Pemulihan Samarahan

23 54 35 28 14 43 26

Pusat Latihan Perindustrian dan Pemulihan Bangi

22 5 4 2 2 5

Pusat Latihan Gurney 5 4 4

Pusat Sinar Harapan 2

Total 52 69 39 28 16 49 35

Division Visually -impaired

Hearing -impaired

Physical -disabled

Intellectually -disabled

Brain Damage

Others Total

Kuching 587 47 1,598 1,693 50 16 4691

Sri Aman 97 115 195 133 13 1 554

Sibu 194 336 730 726 35 8 2029

Miri 85 190 370 417 24 4 1,090

Limbang 32 44 134 148 19 4 381

Sarikei 80 107 282 212 8 - 689

Kapit 67 39 100 193 - - 399

Bintulu 58 101 195 277 10 4 645

Samarahan 239 192 442 375 29 4 1281

Mukah 6 5 49 49 11 - 120

Betong 9 14 26 44 8 - 101

Total 1,454 1,890 4,121 4,267 207 1 11,980

Number of Disabled People Registered with the Welfare Department According to Administrative Division (as of December 2006)

Enrolment of People with Disabilities in Rehabilitation and Training Centres

The Welfare Department is under the Ministry of Social Development and Urbanisation, Sarawak.

The Ministry of Women, Family and Community Development has drafted the Disabled Persons Act, which will be updated and enhanced as soon as the Policies and Action Plan for Disabled People is approved.

The Policies and Action Plan for disabled people is currently in the final stage of formulation, before it is presented for the Government’s approval.

The policies and action plan take into consideration the Biwako Millennium Framework for Action Towards an Inclusive, Barriers Free and Rights Based Society for Persons with Disability in Asia and the Pacific, and formulated to be in line with a United Nations convention regarding persons with disabilities, applied on 13th December 2006.

The Disabled Persons Act is expected to be tabled in Parliament at the end of 2007 or early 2008. (Dewan Rakyat, 5th September 2007).

In the 2008 Budget allocation (applicable only for Peninsular Malaysia), the Government raised the monthly allowance of disabled workers from RM200 to RM300; for those earning less than RM750 per month.

The allocation also included a special financial aid of RM300 per month to be given to caregivers of disabled people who are sick and bed-ridden.

To encourage the private sector to hire more disabled workers, the 2008 Budget also provided tax exemptions for employers, who renovated their work area for disabled employees.

Ethnics Numbers

Malay 3,660

Chinese 3,600

Indian 10

Bumiputera Sarawak 4,657

Others 58

Total 11,980

Numbers of Disabled People Registered with the Welfare

Department According to Ethnicity (as of December 2006)

FEATURES

Healthy Street, Less Traffic Jams

The attitude of road users has been identified as one of the main causes of traffic congestion. Among the offences

they are often guilty of is obstructing traffic by stopping their vehicles by the roadside.

Such behaviour is usually seen in the city centres, especially near shopping complexes and schools, where parents wait idly in their cars for their children to finish their lessons for the day.

Traffic congestion causes various problems for road users, such as compromising the safety of road users, loss of productivity due to time wasted on the road, and increased air pollution.

However, the public should realise that the responsibility of tackling the issue does not rest on regulations and enforcement alone; the responsibility must be shouldered by all parties concerned.

Realising the need to fulfil this responsibility to reduce traffic congestion, the State Planning Unit (SPU) of the Chief Minister’s Department, Kuching North City Commission (DBKU), and other State Government agencies took the initiative to introduce their “Healthy Street” campaign.

Their recent focus was on Jalan Nanas in Kuching, which is a 400-meter stretch of road lined with business premises, a primary school, a campus of a local university, residential areas and a hotel.

The problem of traffic jams in the areas is most felt during peak hours, from 12.00pm to 1.00pm, when parents wait in their vehicles parked by the roadside, just outside the school.

Through the ‘Jalan Nanas Healthy Street Special Committee’ formed in March 2007 – made up of officers from SPU, Land and Survey Department, Police Department, Road Transport Department, Education Department, Road Safety Council, and the Ministry of Infrastructure Development and Communication – the school, SJK Chung Hua No. 4 and its board of management, planned and implemented several approaches to overcome the problem.

SPU acts as the chair for the committee, while DBKU is the programme advisor. Initially, enforcement efforts were carried out by stationing several enforcement personnel in the area during the peak hours, and using plastic cones as temporary road dividers to control traffic during that one hour period. The approach paid off as traffic flowed smoothly.

According to Desmond Leo of DBKU’s Environmental Health Department, the focus is not so much on enforcement but on changing the attitude and mentality of parents, to emphasise more on the safety of other road users. This would indirectly guide these road users to exercise care on the road and abide by traffic rules.

Through the support of several corporate bodies, there have also been some new developments in the area, namely the setting up of signboards around the school and ‘delineator posts’, and even a temporary parking time allowance, between 12.45pm and 1.15pm.

For Leo, the most important aspect of the programme is the cooperation of the school in helping to explain to parents the importance of safety and courtesy on the road.

However, it has been observed that most of these drivers still did not take full advantage of the 800 parking spaces located near the school.

This campaign, which was a pilot project, aimed to ensure that traffic flowed smoothly and that the safety of the school children was not compromised. The campaign also

hoped to improve the air quality in the area.One of the campaign’s most important guidelines is to

discourage parents from stopping their vehicles on the main road and picking up their children directly in front of the school.

Leo explained that the goal is to educate society about the difference that road users can make through their attitude on the road, and also to create awareness on the health effects caused by the pollution from traffic congestion, especially on children.

If the campaign is deemed a success, it could be expanded to other streets in the city, such as Jalan Tun Abang Haji Openg, where two schools are situated.

Dr. Lawrence Tseu, the Principal Assistant Director at SPU, raised the issue of traffic congestion at a ‘Brown Bag Seminar’ organised by Sarawak Development Institute (SDI) last year, where he pointed out to statistic that showed 80 per cent of homes had at least one vehicle. He concluded that the increasing volume of vehicles has contributed to the traffic congestion in the city.

The project, which is the first of its kind to be implemented in the country, would be continuously monitored to ensure its success.

He hoped that similar programmes would be expanded to other schools, to further improve the quality of life in the city.

On 7th November 2007, Nanas Road would be officially recognised as a ‘Healthy Street’, to promote quality living and enhance the image of Kuching as a Healthy City.


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Making it official : Nanas Road was formally recognised as a ‘Healthy Street’.

Temporary relief : Signboards informing road users of when they can temporarily park in the area is part of the efforts to make Nanas Road a ‘Healthy Street’

The level of excellence of Malaysia’s education system – specifically at the primary and secondary

school levels – could be gauged by using concepts and approaches that have been developed for quality improvement initiatives.

National Productivity Corporation (NPC) Director-General Dato’ Nik Zainiah Nik Abd Rahman pointed this out when officiating at the State-level Memorandum of Cooperation signing ceremony for the Education Excellence Programme, on 25th September 2007.

The level of excellence of the country’s education system will influence the quality of the nation’s human capital, which she explained will be the vital factor in determining Malaysia’s economic growth and competitiveness.

Inculcating the culture of quality and productivity, positive thinking and competitiveness is therefore essential in producing ‘schools of excellence’ and ensuring that the country’s education system does not lag behind other countries.

She explained that a ‘school of excellence’ must possess a high-level of teamwork, innovativeness, creativity, and efficient time and financial management. Such schools must also implement the Performance Scorecard Index, as well as other quality improvement initiatives.

Taking the example of an initiative taken by the Australian government, Dato’ Nik Zainiah said that since 2003, it has acknowledged the quality of excellence in schools by giving out Quality Awards.

This effort has produced schools that have demonstrated good practices and quality improvements that could be emulated by other schools.

Seaford School in South Australia won the 2007 Quality Awards based mainly on its success in implementing a quality concept using Radar Chart, which resulted in a restructuring of the school’s leadership. The concept enabled the school to collect specific data and solve some of the issues it faced. The school has also shown an improvement in academic achievements, enrolment, and parents and students alike have a better

Programme, 5S Practices, training on 7 Quality Tools for problem-solving, Q Camp, Innovative and Creative Circle (ICC) involving teachers and students, and ‘sharing sessions’.

A briefing session was held on 15th and 16th August 2007. It was hoped this programme would be able to inculcate the culture of productivity and quality among teachers and students in the selected schools, apart from improving the schools’ quality and productivity performance.

Most importantly, the pro-grammes are able to incorporate characteristics of innovativeness and creativity among teachers and students, in their daily school life.

perception of the school. As for the 2006 Quality

Award winner, Princes Hill Primary School in Victoria, it stood out for its project known as “Engaging Boys in Learning through Play and Project Work”, which focused on the students in their first year at the school. The approach was able to help students adapt to school life and even showed that it could improve students’ learning skills.

Education, in the wider perspective, could be considered one of the main factors in determining a country’s level of competitiveness.

IMD, which is one of the world’s leading business schools, gauges the competitiveness of 55 nations, through statistics that include achievements in education, which is categorised under ‘Infrastructure Factor’.

Among the criteria used to find out a country’s level of competitiveness are public sector spending on education; per capita public sector spending on education; student-teacher ratio for both primary and secondary school levels; enrolment figures in secondary schools; and achievements in higher education.

Meanwhile, the ceremony that day involved the two secondary schools from Kuching chosen for the programme, namely Sekolah Menengah Kebangsaan Petra Jaya and Sekolah Menengah Kebangsaan Matang Jaya, that were chosen out of the 1,438 schools in Sarawak in 2007 (1,262 primary schools and 176 secondary schools).

One of the goals of the programme is to develop excellence in education, through the implementation of productivity and quality improvement programmes, towards producing schools that are productive and competitive. The two schools will be the model for other schools in the State.

Part of the pilot project activities included a Productivity and Quality Awareness Seminar, Quality Improvement Programmes such as Quality Environment in Schools


19

Gauging the Level of Excellence in Schools through Quality Improvement Tools

Country 2007 2006 2005

USA 13 11 11

Singapore 11 13 14

Hong Kong 25 22 21

Denmark 2 2 4

Switzerland 7 9 7

Malaysia 31 26 31

Country 2007 2006 2005

USA 5.31 5.65 5.74

Singapore 8.04 8.04 7.37

Hong Kong 5.06 6.52 5.79

Denmark 6.68 6.75 6.06

Switzerland 7.52 7.26 6.77

Malaysia 6.29 6.28 5.54

Source: IMD WCY 2007 – Based on opinion survey according to index of 0 to 10

Malaysia Competitiveness Ranking in Education

Education System (whether or not it fulfils the needs of a competitive nation)

Source: IMD WCY 2007

The Sarawak Pavilion Booth was honoured

with the ‘Best State Government Booth Design’ award at the 50th Merdeka Expo, which was held from 30th August 2007 to 2nd September 2007 at the Putra World Trade Centre, Kuala Lumpur.

The Sarawak Pavilion committee received the award from the event’s organising chairman, Tan Sri Dato’ Dr. Ahmad Mustaffa Babjee.

The 50th Merdeka Expo, which was one of the anchor events of the 50th Merdeka Celebration, was launched by Deputy Prime Minister Dato’ Seri Mohd. Najib Tun Abdul Razak.

The State Planning Unit and Public Relations & Corporate Affairs Unit of

the Chief Minister’s Department jointly coordinated the State Government’s participation in the Sarawak Pavilion.

Various State agencies, including the Ministry of Industrial Development, Sarawak Foundation, Sarawak Museums Department, Sarawak Tourism Board, Information & Communication Technology Unit, State Implementation & Monitoring Unit, Sarawak Biodiversity Centre,

and Sarawak Timber Industry Development Corporation took part as exhibitors in the Sarawak Pavilion.

N u m e r o u s information materials and souvenir items provided by the State and Federal agencies, as well as the private sector, added to the uniqueness and attraction of the Sarawak Pavilion.

The Sarawak Pa-vilion showcased the

State’s achievements since the formation of Malaysia. Among the issues highlighted were Sarawak’s economic transformation and progress into a modern and developed State, and its success in preserving its col-ourful culture and natural environment.

Prime Minister Dato’ Seri Abdullah Ahmad Badawi was among the notable visitors who stopped by at the Sarawak Pavilion.

Sarawak Bags "Best State Government Booth Design Award"

At The 50th Merdeka Expo, Putra World Trade Centre Kuala Lumpur

Winning display : The Sarawak Pavilion offered visitors numerous sources of information about Sarawak

Hard work pays off : The team responsible for setting up and maintaining the Sarawak Pavilion pose with their award


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SHARING THE JOY: State Secretary YB Datuk Amar Wilson Baya Dandot receiving the certificate for the Best State Government Booth from State Planning Unit Director Encik Ismawi Ismuni, who was the chairman of the Sarawak Pavilion Main Committee, as Deputy State Secretary Datuk Haji Mohd Morshidi Abdul Ghani looks on.

1. At night before sleep prepare the things to bring and to wear to work the next morning. Go to bed immediately when you are already sleepy so that you are not tired for work.

2. Have breakfast and go to toilet before working hours. It is better to go to toilet at home just in case there is water supply hiccup at the office (unlucky day...).

3. Start working when the work hours start. If you still do personal things when the work hours start, you will lose the work momentum for the rest of the day. More on this later.

4. Remove the clutter on your work place. Clean and tidy desk prepares your mindset to work. Do not accumulate task on the work desk.

5. Sit up straight. Do things fast. Talk clearly.

6. Do not do personal things during work hours. Do not do it even for a minute. You can get side-

tracked for a significant amount of time.

7. Finish the things at one go. If you leave the task on your hand for another thing, you will spend even more time next time to reorganize the things when you come back to it.

8. Write any task down immediately if you cannot start doing it immediately. Also write down immediately the personal matters that appear in your mind that you need to do after working hours.

9. Finish the task given by the superior first. It is usually more urgent. Tell the superior what you are doing when the task is given to you to let him or her decide which one is more urgent.

10. Do not read email if you are not ready to act on it yet.

11. Do not listen song because the lyric will make you lose focus. Music is OK but use earphone so that you will not bring down other people’s efficiency that do

not like music in office.12. There are times when you still

feel like working during lunch time. That is not good. Just have a clear line. Do something else. Have a chat with people during lunch or something.

13. Do not have heavy meal at work desk. Work desk is a place to work. Make the mindset correct and you will be more focused at work.

14. Leave when the work hours end. Staying back may mean that you are inefficient and will give you more stress in life because there is no clear boundaries between work and personal life.

15. Once in a while if you really have urgent work matters to do, do not bring the work home but finish it before leaving.

16. Have exercise regularly to maintain health. Healthy body gives you a sharp mind at work.

Source : Randall S. Hansen, Ph.D. ;Mastering the Art of Teams and Team-Building; quintcareers.com

Efficiency Tips for Office Employees ? ?!

! Tips

1. Foster Open Communications. The best teams are those in which every member shares their thoughts and opinions with the group, and where decision-making is based on dialogue and not dictatorship.

2. Build Trust. Teams need to develop to a point where every member trusts that every other member will do the work required and be an active member of the team.

3. Set Clear Goals. A team without specific goals will not nearly be as effective as a team with goals. All goals should be discussed by the entire team, especially in situations in which deadlines will be tight.

4. Review Progress. Conduct regular check-ins with all team members to review progress

and iron out any wrinkles or overcome obstacles that have arisen.

5. Encourage Cooperation, not Competition. Despite being placed in teams with co-workers competing with you for your next promotion, you must find a way to collaborate with every member of the team. Collaboration is a must.

6. Focus on Professionalism. The reality of life is that we all have certain types of personalities that clash with our own, but for teams to work, you have to put aside these petty differences and focus on the positive aspects of all team members.

7. Celebrate Differences/Diversity. Diversity introduces new ways of thinking and leads to new ideas and better decisions.

8. Be Enthusiastic. Enthusiasm is contagious, so not only will your enthusiasm help you feel better about being a team member, it will lead other team members to also become more enthusiastic.

9. Share the Work/Do the Work. Sharing the work is only part of the equation. The other part is that once the work has been assigned, each team member must be accountable to complete the tasks.

10. Clarify Responsibilities to the Team. The key here is that each team member must totally understand his or her role on the team and responsibility to the team so the team can succeed.

Tips for Top-Quality TeamworkHow can you be a better team member? How can you get your team to work more effectively as a team?

How can you lead your team to success? Here are 10 tips for creating better teams.


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10 ? ?!

! Tips


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Being able to use the right words for the right occasion, writing or saying them correctly in the proper context...it’s a skill that anyone aspiring to be a “better communicator” must learn to acquire and constantly, improve on. As the line in that popular song, “Words”, by the Bee Gees says: “It’s only words,

and words are all I have to take your heart away...”, the right words are the key to bridging that communication gap and bringing people closer and working well with each other. So, from our wordsmith’s toolbox, here are some tips on how we can make “words work for us”....

WORDSMITH’S TOOLBOX

Source : Dictionary.com Word FAQs

Where Did the Word Flagstone Come from?

There is no connection between this word and cloth flags. The flag in flagstone is from the Norse word flaga ‘slab

of stone’ as a flagstone is a hard fine-grained stone split (‘flaked’) into flat pieces suitable for paving.

There are other words whose names are similarly misleading: there is no butter in buttermilk, egg in eggplant,

worms or wood in wormwood, pine or apple in pineapple, or ham in hamburger.

In the case of flagstone, our misunderstanding comes from not knowing this variant meaning of flag.

Never take life seriously. Nobody gets out alive anyway.

The only reason people get lost in thought is because it’s unfamiliar territory.

Everyone has photographic memory; some just don’t have the film.

There are three sides of an arguement — your side, my side and the right side.

The road to success is always under construction.

Ideas don’t stay in some minds very long because they don’t like solitary confinement.

Teacher : What is the axis of the earth?Student : The axis of the earth is an imaginary line

which passes from one pole to the other, and on which the earth revolves.

Teacher : Very good. Now, could you hang clothes on that line?

Student : Yes, Sir.Teacher : Indeed, and what sort of clothes?Student : Imaginary clothes, Sir.

Kid : I think we need a new teacher!

Mom : Why is that?Kid : Our teacher doesn’t

know anything, she keeps asking us for the answers!

Q : How many letters are there in the alphabet?A : Twenty-four, because E.T. went home.

If you’re addicted to work, you’re a workaholic,When addicted to alcohol, you’re an alcoholic,What if you’re addicted to Horlicks?

The kindergarten class had settled down to its coloring books. Steve came up to the teacher’s desk and said, “Miss Merc, I ain’t got no crayons.”

“Steve,” Miss Merc said, “you mean,” I don’t have any crayons. We don’t have any crayons. They don’t have any crayons. Do you see what I’m getting at?”

“Not really,” Steve said, “What happened to all them crayons?”

Back to School

Beverage for Thought

Geography Class


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1

4

8

7

10 11

12 13

15

14

17

20

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25

27

29

30

28

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26

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1816

19

9

5

2

3

6

Across2. 14 years3. 8 years7. 20 years12. 2 years15. 50 years17. 55th19. 3 years20. 12 years21. 45th24. 25th25. 60th26. 5 years27. 35th28. 13 years29. 70th30. 50th

Down1. 6 years4. 65th5. 9 years6. 7 years8. 1 year9. 90th10. 75 years11. 100 years13. 40th14. 30th16. 80th18. 10 years22. 4 years23. 11 years

(Puzzle No. 50) - Time to Celebrate

1. Contestant'sName:

(as in your IC)

Please fill in the correct answer. First six winners will each receive a mystery gift. Please mail (no fax copies please) the original copy of the Quiz to Faradale Media-M Sdn. Bhd., 2nd Floor, Lot 2749, Block

10, Central Park Commercial Centre, 2 ½ Mile, Jalan Tun Ahmad Zaidi Adruce, 93200 Kuching, to reach us latest by 14th March 2008.

Please mark your envelope with “Puzzle No. 50” on the top left corner The judges’ decision is final and no correspondence will be entertained.

All entries must complete the particulars below :

3. CorrespondenceAddress: (please fill in 3(a) if you are in the Civil Service)

(a) Department/ agency : -

- -2. ICNo. :

4. Telephonecontactno.: (i) Office:-

(ii) Mobile:-

(iii) Resident:-

-

-

- (b) Poscode:

(City)


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Where Malaysia stands World Competitiveness Year Book 2007 Report

Malaysia Competitiveness Performance :

Info• Kuching has an estimated population of 580,000 people.• Sarawak’s capital city has been declared one of the cleanest cities in Malaysia, and also

one of the most comfortable to live in. • Kuching was also given two international honours in Suzhou, China last year – the ‘Good

Practices of Healthy Cities 2006’ and ‘Pioneers in Healthy Cities 2006’ – awarded by the Alliance for Healthy Cities (AFHC).

CompetitivenessRanks Index

2007 2006 2007 2006Overall 23 22 74.1 70.1Economy Achievement 12 10 58.0 56.3Government Efficiency 21 19 57.5 53.0Business Efficiency 15 19 67.5 54.7Infrastructure 26 27 50.9 45.2

Growth 2006 2005 2004Productivity % 3.68 2.98 3.42Economy Achievement 5.9 5.3 7.1

Sources : Productivity Report 2006, NPC

Country Productivity Performance and GDP Growth 2004-2006

Nama Pegawai Jawatan / Tempat Bertugas Asal

Jawatan / Tempat Bertugas Baru

Tarikh Kuatkuasa

Masir Kujat Pegawai Tadbir, N48Pegawai DaerahPejabat Daerah Lubok Antu

Pegawai TadbirKementerian Pembangunan Luar Bandar Dan Kemajuan Tanah Sarawak

3 September 2007

Nelson Mujah Giiri Pegawai Tadbir, N44Setiausaha Majlis Daerah Sri AmanLubok Antu

Pem. Pegawai Daerah 1 September 2007Pejabat Daerah

Jack Aman Laut Pegawai Tadbir, N41Penolong SetiausahaKementerian Pembangunan Luar Bandar Dan Kemajuan Tanah Sarawak

SetiausahaMajlis Daerah Sri Aman

1 September 2007

Michael Dawi Ali Pegawai Tadbir, N52Timbalan Residen,Bahagian Betong

Pem. ResidenBahagian Sarikei

3 September 2007

Buckland ak Bangik Pegawai Tadbir, N48 Pegawai DaerahPejabat Daerah Selangau

Ketua Penolong PengarahUnit Perancang Negeri Sarawak

3 September 2007

Kamaludin Hj. Alkap Pegawai Tadbir, N48 Ketua Penolong PengarahUnit Perancang Negeri Sarawak

Pegawai DaerahPejabat Daerah Selangau

3 September 2007

PERTUKARAN PEGAWAI KERAJAAN NEGERI DARI SEPTEMBER 2007

Office, Chief Minister's Sustaining Quality (People ...€¦atau 200 tahun yang lampau, untuk...

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