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PERKHIDMATAN AWAM MASA HADAPAN:

SEMINAR KEWANGAN DAN PENGAUDITAN SEKTOR AWAM 2014. UNIVERSITI UTARA MALAYSIA. PERKHIDMATAN AWAM MASA HADAPAN:. ISU, CABARAN DAN CARA MENANGANINYA. Dr. Mazlan Yusoff Pengarah INTAN. 7 OGOS 2014 | AVILLION LEGACY, MELAKA. PENDAHULUAN. ISU DAN CABARAN PERKHIDMATAN AWAM. SKOP.

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PERKHIDMATAN AWAM MASA HADAPAN:

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  1. SEMINAR KEWANGAN DAN PENGAUDITAN SEKTOR AWAM 2014 UNIVERSITI UTARA MALAYSIA PERKHIDMATAN AWAM MASA HADAPAN: ISU, CABARAN DAN CARA MENANGANINYA Dr. Mazlan Yusoff Pengarah INTAN 7 OGOS 2014 | AVILLION LEGACY, MELAKA

  2. PENDAHULUAN ISU DAN CABARAN PERKHIDMATAN AWAM SKOP SENARIO MALAYSIA THE WAY FORWARD PEMBENTANGAN PENUTUP

  3. PENDAHULUAN: SETTING THE CONTEXT

  4. CHANGE • MANAGEMENT • “Whosoever desires constant success mustchangehis conduct with the times” • “There is nothing more difficult to take in hand, more perilousto conduct, or more uncertain in its success, than to take the lead in the introduction of a new orderof things” • Nicollo Machiavelli (1469-1527)

  5. Determinants of successful Implementation of Organisational Change (DSIOC) • (Fernandez, Sergio ad Rainey, Hal G. 2006) • Eight Steps Process(Kotter, 1995) • Three Steps Model(Lewin, 1947) Reinforce The Changes • Refreeze Pursue Comprehensive Change Consolidate, Reassess & Adjust Institutionalise Change Create & Reward Short Term Wins • Change Provide Resources CHANGE MODELS Empower Others: Remove Barriers Build External Support Communicate The Vision Ensure Top Management Support and Commitment Create A New Vision • Unfreeze Build Internal support and overcome resistance Form A Coalition Provide A Plan Establish A Sense Of Urgency Ensure the need

  6. ISU DAN CABARAN PERKHIDMATAN AWAM

  7. THE GLOBAL MEGATRENDS

  8. 1. Demographic Change 5. 2. The Power of Citizen Advancement in ICT The Global Megatrends 4. 3. Resources Stress Globalisation Sumber: AT Kearney, KPMG, Frost & Sullivan, BDO, Accenture

  9. 1. DEMOGRAPHIC CHANGE KetidakseimbanganDemografi Golongan Gen Y di Malaysia memenuhi 40% hingga 50% pasarankerja Sumber: Frost & Sullivan, PwC

  10. 2. ADVANCEMENT INICT 168 Phenomenon/ 24x7 Connectivity Digital Native Acceleration Personalize search and news Social Networking Personalization Techno Savy Games Smartphones “Fast and Furious” 24/7 Connected Media Social on the Move Blogs Instant SMS/Chat Speed Oriented Adapted from Frost and Sullivan

  11. 3. FROM BRIC TO N11 GLOBALISATION • Bangladesh • Egypt • Indonesia • Iran • Mexico • Nigeria • Pakistan • Philippines • South Korea • Turkey • Vietnam N11 THE NEXT GAME CHANGERS

  12. ENERGY 4. RESOURCES STRESS WATER FOOD

  13. 5. THE POWER OF CITIZEN Consumer as Co-Creators

  14. CABARAN DALAMAN

  15. CABARAN DALAMAN

  16. A CHANGE-DYNAMIC PUBLIC SECTOR? Public Sector Running with its Brakes On?

  17. AMANAT YAB PERDANA MENTERI • BERILMU • KEBOLEHPERCAYAAN BUDAYA AMALAN KERJA TERBAIK • SEMANGAT PATRIOTIK …Malaysia’s transformation process has to be far reaching and multi-dimensional in every sense of the word. If you want Malaysia to be fully developed, we must cross the ocean and stay ahead…. Prinsip Pekerja Berinovasi Menuju Negara Maju Prime Minister Of Malaysia 68th United Nation General Assembly, New York 29thSeptember 2013 • PERMUAFAKATAN KERJA, TIDAK DALAM SILO • NILAI TAMBAH DAN KOMPETENSI • BUDAYA KEBERHASILAN YANG BERTERASKAN HASIL • BUDAYA KREATIVITI DAN INOVASI Sumber: Petikan Ucapan YAB PM sempena Hari Pekerja Penjawat Awam Tahun 2014 di Jitra dan Sambutan Hari Pekerja Kebangsaan 2014 di MITC Melaka.

  18. TRANSFORMING PUBLIC SECTOR: What others are doing?..... RUSSIA: Civil Service Reform CANADA: Collaborative, Innovative, High Performing, Adaptable UK: Civil Service Reform ‘Big Society’ CHINA: Civil Service Reform USA: Open Government PAKISTAN: Civil Service Reform SINGAPORE: PS21 ‘Singapore Conversation’ NIGERIA: Civil Service Renewal KENYA: Civil Service Reform ARGENTINA: Administrative & Civil Service Reform AUSTRALIA: Public Service Reform CONGO: Public Service Reform & Rejuvenation NEW ZEALAND: Public Sector Reform 18

  19. SENARIO MALAYSIA

  20. EVOLVING ROLES: MALAYSIA STRATEGIC RESPONSE • Empowering • Serving Steering Government as convener & enabler • Government as facilitator Rowing Government as pacesetter • Open Government • Government Transformation Programme • Citizening public sector • Strategic Collaboration • Engagement • Search and Assist • Lean agencies • Volunteerism • Initiation of Government Transformation • Lean Agencies • Public-Private Partnership • Engagement Government as provider • Spearheading modernisation • Private sector involvement • Private Sector as the engine of growth • Producer dominated • Fuel Nation’s growth • Regulator • Law and Order Maintenance 1970 1980 1960 2000 2020 1990 2010 Adapted from Stephen F. Jooste, 2008, A New Public Sector in Developing Countries.

  21. PUBLIC SECTOR: THE FAST MODEL THE FUTURE OF GOVERNMENT • Citizen Engagement • Administrative Efficiency • Decision-Making Process • Inter-Government and Cross Sector Collaboration Flexible to adapt to current trend, customer and stakeholder expectation, increases survival and ensures stability. Carefully Plans Workforce Reductions Coupled With Significant Organisation, Technological and Workforce Advances Redesigning Policy, Legal and Regulatory Frameworks and Processes To Align With The Dynamics of a Networked World F.A.S.T. MODEL

  22. CHARTING THE WAY FORWARD FOR THE MALAYSIAN PUBLIC SECTOR BRIDGING FROM NOW TO THE FUTURE: The underlying characteristic of the government of the future FROM …. TO …. BUILDING THE NATION IN AN INNOVATIVE WAY: Taking the road less travelled Ref: Future State 2030, KPMG, 2013 and Future of Government, PwC, June 2013

  23. SHAPING THE PUBLIC SECTOR OF THE FUTURE: A DESIGN THE GUIDING BLUEPRINTS THE GLOBAL MEGATRENDS CHARTING THE WAY FORWARD OUTCOME Advancement in ICT PERKHIDMATAN AWAM YANG BERPRESTASI TINGGI, BERINTEGRITI, DINAMIK DAN BERJIWA RAKYAT Lenses Key Characteristics c VISION 2020 KERANGKA TRANSFORMASI PERKHIDMATAN AWAM

  24. THE WAY FORWARD

  25. LAB TRANSFORMASI PERKHIDMATAN AWAM

  26. LAB TRANSFORMASI PERKHIDMATAN AWAM TUJUAN Membantu kementerian merangka Langkah Strategik (LS) dan Inisiatif Strategik (IS) berdasarkan Kerangka Transformasi Perkhidmatan Awam • objektif lab antara lain termasuk: • memberi pendedahan umum mengenai Kerangka Transformasi Perkhidmatan Awam; • mendapatkan buy-in penjawat awam ke atas inisiatif transformasi; • melebarkan jaringan kolaborasi strategik merentasi sektor awam; dan • meningkatkan semangat kerjasama sebagai satu pasukan yang mantap. OBJEKTIF

  27. ‘Bold & Radical’ Programme KPM W2W (Waste to Wealth) From Industry To Lecture Theatre (FILTer) • Industry players terlibat sebagai pensyarah pelawat dalam pengajaran di IPT. • Program meningkatkan pembelajaran kontekstual dalam semua program di IPT. Melaksanakan program value creation bagibahanbuangan (waste) melaluiaplikasiteknologihijauuntukmewujudkansatubidangperniagaan yang menguntungkan. Program Flexible Working Arrangement National Data Warehouse (NADWA) MINDEF Accessibility data in real time KEMPEN ZERO FINGER POINTING • Menggalakkankeseimbangankerjayadankeluarga. Strategy-People-System- Buy-In • Mengadakankempenkesedaranbagimembudayakanperbezaanpendapat(agree to disagree), Zero Finger PointingdanCollective responsibilities Pembangunan BinaUpayauntukwarga MITI menerimaperubahan/ transformasistrukturdancarakerja yang akandilaksanakan

  28. PENUTUP

  29. PENUTUP • “...peranan dan pendekatan Kerajaan juga harus turut berbeza. Hari ini, bukan lagi Kerajaan yang menentukan segalanya. Kerajaan kini bukan sekadar mentadbir untuk rakyat, tetapi juga mentadbir bersama rakyat, membina rangkaian, memudahcara perkhidmatan dan memfokus kepada keberhasilan yang besar serta pantas.” YAB DATO’ SRI MOHD NAJIB TUN HJ ABDUL RAZAK Sumber: PetikanUcapan YAB PM sempenaSambutanHariPekerjaKebangsaan 2014 di MITC Melaka.

  30. TERIMA KASIH

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