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PUBLIC ADMINISTRATION REFORM IN MALAYSIA
P O L I C Y R E V I E W
D r . R o s s l i n a A h m a d M o k h t a rDeputy Director-General of Public Service (Development)
Public Service Department of Malaysia
KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019
THANK YOUto the hosting and organising institutions
• Ministry of Administrative and Bureaucratic Reform (MABR), Indonesia,
• Office of Public Sector Development Commission (OPDC), Thailand, and
• Korea Research Institute, the University of New South Wales, Sydney Australia
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OBJECTIVEST h i s s y m p o s i u m a i m s t o b u i l d a d i s c u s s i o n a b o u t p u b l i c a d m i n i s t r a t i o n r e f o r m e x p e r i e n c e s i n S o u t h e a s t A s i a a n d K o r e a i n r e l a t i o n t o :
the policy-making process for reformpolicies;
the capacity of the government agenciesto plan and implement reforms;
implementation of the reform;
factors facilitating or hindering the processof reforms and the responses of thegovernment agency driving the reform tothem; and
the outcomes of the implementation ofreform policies.
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Are We in the Public Sector Driving With Our Brakes On?
is this how people perceive the public sector?
KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019
Public Sector Challenges in Malaysia
The ChallengesCentralisation of
powers or authority Bureaucratic red tape Multiple layers of
reporting hierarchy Improve the level of responsiveness
and awareness
Lack of Coaching and Mentoring Comfortable and
complacent with the current situation
Working in silos mentality and low
level of engagement
Rising expectations and requirements of
all stakeholders6
Centralisation of Powers of Authority
Malaysia is governed through a centralised body in theirrespective capital cities. Malaysia has been described ashaving a highly centralised government system mainlydue to the fact that the country has differences interritorial, demographic, linguistic, cultural, and religiousidentity.
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Bureaucratic Red Tape
According to a study on government bureaucracy infacilitating business by Endi Haryono (2011), the natureand performance of Malaysian government bureaucraciesare connected with the past experiences under thecolonial administrations, political cultures, and socio-political contexts.
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Working in Silos and Low Level of Engagement Ministries and Government Agencies in Malaysia arebound to conform to different jurisdictions. They will limittheir individual interest according to their department,agency and ministry. This absence of integration offunctions or cross-agency structure contributes toworking in silos which leads to communicationbreakdown within the organisation and also betweenagencies.
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Lack of Coaching andMentoring
A succession planning process will not be successful if anorganisation fails in developing a pool of leadershiptalent. Lacking of coaching and mentoring between thesenior and junior government officials has been identifiedas one of the factor that causes failure in developingleadership talent.
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KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019
The Trajectory of the Public Service Transformation in Malaysia
Malaysia’s Reform Journeyi n R e t r o s p e c t
Efficiency and Quality Improvement Era
1960-2003
Performance Management and Measurement Era
2004-mid 2018
TRANSFORMATION ERAS
Performance and Productivity Era
mid 2018 -
[Siddiquee, N. A., Xavier, J. A., & Mohamed, M. Z. (2019)]
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KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019
Strategic Thrust 1: Revitalising Public
Servants
Strategic Thrust 2: Re-Engineering Public
Organisations
Strategic Thrust 3: Enhancing Service
Delivery
Strategic Thrust 4: Inclusiveness and
Ownership
Strategic Thrust 5: Enculturing Shared
Values
The Public Service Transformation Framework
Public Sector Transformation
Transformation 1.0• Restructuring of 66 government
agencies
• Development of Portal 1Malaysia Retirement Civil Service Support
• Introducing exit policy for non-performers public servants.
Transformation 2.0• The transformation initiatives were
cascade down to the ministerial level programme.
• Initiatives that were carried out at the ministerial level is expected to be more citizen-centric and focusing on enhancing the efficiency as well as productivity through strategic collaboration among ministries and agencies.
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KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019
Public Sector Reformin the New Malaysia
Public Sector Reform in the New Malaysia
Performance & Productivity Era
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Quick Win Initiatives
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identify the expertise andskills required in the publicservice beyond the year2020
formulating policiesrelated to human resourcemanagement anddevelopment based onefficient good governance.
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Thank YouDr. Rosslina Ahmad Mokhtar
+603-8885 3012
www.jpa.gov.my
KRI-OPDC
REFORM POLICY SYMPOSIUM & REGIONAL WORKSHOP
BALI, INDONESIA13-15 MARCH 2019