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Reforms in government agencies is still an issue that is still relevant to be for debated across the society.Society is now more sensitive and intelligent in assessing performance relating of government. They demanded that the status of the government agency level with private sector services. When talking about public sector reform, we cannot run without the issue of integrity and image of the government sector itself.This is because the problem of poor image and integrity and government agencies continue to spread and become more severe. Let have a look on the history of reconstruct the good image and integrity in Malaysia After independence, the role of the civil service remained relatively unchanged. In the late 1960s, however, strong pressure was exerted upon the civil service to increase its performance and play a more developmental role. Fresh from the triumphant general election of 1964, the Alliance Government sought to fulfill its promises of increasing the welfare of the citizens and raising the standard of living of the masses. It appeared, however, that the burdens the bureaucracy had been asked to shoulder since Independence had increased more rapidly than their capabilities. So, in 1965, the Government of Malaysia obtained the services of a team of consultants to undertake a review of the public administration. This was the first time in the history of the public service that a deliberate attempt was made to study the administrative systems of the country with a view to suggesting reforms and innovations. The main objective of the study was, to improve the administrative system and achieve efficiency and administrative leadership in the public service to meet the need of a dynamic and rapidly developing country1. The pressure and demand for good governance in the public agencies is still exerted in till today. During Tun Abdullah Ahmad Badawi time as Prime Minister of Malaysia, he has put a lot of effort in upgrading the image and integrity level of government agencies. He have brilliant visionary in shaping in the government agencies for future purpose .He has constructed several new ideas and reconstruct ideas or steps that has been highlighted by his precedents. The ideas and steps taken to upgrading the image of the government will be as shown below
Montgomery, John D., and Esman, Milton J. 1966. Development Administration in Malaysia. Kuala Lumpur: The Government Printer
The
establishment
of
Institut
Integriti
Malaysia(IIM)
Government agencies in Malaysia are among the best in developing countries. Government service and together with the political machinery is the backbone of the strength of the community and nation. Administration is an important aspect that determines the success of the policies and programs implemented by the Government. Public sector administration is the market leader serving the community and nation. Public sector delivery system efficient and quality is essential to meet the needs of the community and ensure well-being. Therefore, the integrity and image government agencies are very important to be addressed. This is because the public sector's role is to carry out programs and activities to enhance the integrity of civil servants in the federal and state level and thus creating a system of effective public service criteria as an delivery in the country. An accurate, cost excellent delivery effective system should meet the efficient, fast, and delivered with integrity.
Transformation of values and integrity of the civil service is needed because they are the largest service sector in Malaysia that plays a key role in national development. This will only can be achieved if the entire public service employees uphold and practice the values of high integrity. Integrity can be defined as the quality of being honest and having strong moral principles or moral uprightness. In dealing with integrity matters that twine Malaysia government agencies, there is a specialised body that is established to cope with integrity matters. Institut Integriti Malaysia (IIM) is the idea of Prime Minister of Malaysia to the 5th, Tun Abdullah Haji Ahmad Badawi and this institute is officially launched on 5 November 2003. IIM is controlled by a Board chaired by the Ketua Setiausaha Negara (KSN) and consisting of some authoritative figure in their respective fields. IIM is established as a coordinating agency and monitor the implementation of the Pelan Integriti Nasional (PIN). The vision of IIM is to develop a strong civil service characteristics with the moral and ethical citizens have religious values and spirituality anchored by the strong and noble character. Meanwhile the mission of IIM is to Plan and mobilize strategies and programs strengthen ethics and integrity of the Malaysian Civil Service in an effective and comprehensive .From the mission and vision of IIM, this institute is strongly emphasizing on integrity matters. Implement training and education about the integrity of the Public Service. There are several essential steps taken by IIM to upgrade the integrity level in government agencies. Firstly is IIM is actively organizing conferences, seminars and forums on integrity in public sectors. All representatives from various public sector agencies are invited to attend this academic session. Secondly is IIM provided advisory services program of integrity. This advisory session also can also be done through the internet. For any inquiries or complaints can be
made manually or through sms and online services. Thirdly is IIM is in charged in meeting application to give briefings and lectures integrity. Fourthly is establishing partnerships with other agencies to implement programs of integrity. Fifthly is IIM has the duty to assemble opinions of various sectors and conducting research to improve the integrity of the public services. There several researches that have been made. For an instance, The Research on the Integrity Level among Civil Services in been published 2009. Sixthly is IIM has the authority to submit the certificate policy of the authorities and stakeholders. All government agencies are been made compulsory to receive the integrity policy regards on their agencies. Lastly is research and publication. IIM has its own information site and that been displayed in their website. The result of research can be access by public by downloading the content of research.
and enhance integrity. PIN requires governance institutions of the nation's overall executive, legislative fair and and effective. judiciary to improve their integrity, respect PIN also requires various components and defend the principle society of separation of powers, and perform their respective functions in an efficient, transparent, and institutions in to formulate and implement their programs to enhance integrity. Synergistic implementation of the integrity of all components and the sector will in itself contribute to strengthening the integrity of the whole society and country. PIN has play important role in upholding the integrity level of public By looking at the PIN, there are several sine qua non objectives that is been laid down towards achieving the goals and mission. The overall objective of the Pelan Integriti Nasional is to realize the aspirations of Vision 2020, that is, to become a fully developed country and to establish a fully moral and ethical society whose citizens are strong in religious and spiritual values and imbued with the highest ethical standards. There several specific objectives of the PIN. Firstly is giving direction and guidance to various sectors so that they will work together to build a united, harmonious, moral and ethical society. Secondly is raising the level of awareness, commitment, and cooperation among all sectors in their efforts at enhancing integrity so that integrity becomes a way of life and practiced in all fields. Thirdly is encouraging a sense of responsibility among members of the community and promoting the development of civil society that respects and upholds the principles of integrity. Fourthly is strengthening the moral foundations of the community and the country, and improving the well-being of the people. Lastly is raising Malaysia's competitiveness and resilience in meeting the challenges of the twenty first century, especially the challenges of globalisation. Tekad 2008 PIN( second period 2008-2013) There are five target Tekad 2008 but for our purpose of discussion we limited to two tekad which relevant to our decision. The first target is reduce corruption, malpractices and abuse of power. For the purpose of monitoring and benchmark these targets will be adopting international benchmarks and domestic. International benchmark used in assessing the level of corruption is the country's position in the Corruption Perception Index issued by Transparency International. The index of success of the Anti-Corruption Agency (ACA) in the investigation and the number of cases resolved were also used as a benchmark achievement of this first target group. The second target to increase efficiency in public service delivery system and overcome bureaucratic red tape. For agencies that are under government regulation, public perception index used as indicator level. In this second target to be achieved is to score points is 2.5 points below the level which one is the best score and 5 the worst score. Other government agencies such as the Public Complaints Bureau (PCB),
the ACA and the Auditor General used to see the number of complaints and public feedback. Complaints made by government departments or agencies as well as other complaint channels that can be a source of information to evaluate the level of service. If appropriate international benchmark in the country will be taken into account to measure the efficiency of government administration. From explanation regards to PIN, we may see that the enhancement of integrity is a comprehensive and continuous movement guided by the principles and objectives of the PIN. The general approach is to move all the components and the state and society to support and appreciate the objectives and goals and work together and coordinate their efforts PIN with each other to achieve his ambitions. This approach involves the synergy of various components 'from below' in cooperation with each other as well as mobilization of the strength of 'the top' for the purpose of enhancing integrity. Among the various components, there are countervailing continued. While 'the top' to give guidance and set the example for integrity, 'the bottom' will provide support, feedback and control to 'the top'. In this way, the movement to enhance the integrity will increase the dynamism and strength. Each component or sector should have and implement strategies and programs their integrity in accordance with the PIN. Strategies, programs and activities need to be reviewed from time to time. Revision is to assess the effectiveness and improve the integrity of the drawbacks to a step by step into the long-term culture
Establishment
of
Committee
on
Integrity
Governance (CIG)
Objective
The objective of this Directive is to enhance the management of the Malaysian Government Administration under the Special Cabinet Committee on Government Management Integrity (SCCGMI) chaired by the Right Honorable Prime Minister2. The mechanism for implementation is through the establishment of Committee Integrity Governance (CIG) at the Federal and State levels to further strengthen the Management Integrity Committee that was initiated since 1998. This initiative focuses on strengthening quality delivery system of Public Administration based on aspects of integrity encompassed in the 7 terms of references. This effort is regarded as strategic extension and a comprehensive approach towards efforts to inculcate noble values, strengthen integrity, and combat the scourge of corruption, malpractices and abuse of power by public officials. This Directive also aims at translating the aspiration and commitment of national leaders that underpins the concept of 1 Malaysia: People First, Performance Now in the implementation of public service delivery system for the general public. For this reason, satisfaction of customers and stakeholders should be a priority and performance continuously improved
Field of Task
CIG is responsible to identify study and recommend amendments to any policy and laws as well as regulations of ministries, departments and agencies so as to overcome weaknesses in management, improve controls against corruption, malpractices, abuse of powers and administrative weaknesses. Subsequently to create and document strategic plans for enhancing the best governance practices. Such practices provide the capacity to overcome bureaucratic hassles towards achieving Public Service delivery system that is infused with integrity, accountability, trust, fairness, monitoring and stewardship, transparent and responsive to clients CIG specific task is to review, annul, amend as well as draft policies, laws and current regulations to simplify certain tasks. These committee also carry out duty to identify laws that are ambiguous, ineffective or even deficient that can be exploited by those who are
2
Prime Ministers Directive No.1 of 2009 An Intiative to Conslidate The Integrity Management System of Malaysia Government Administration.pdf
dishonest. Such laws must be studied and amended to block avenues and opportunities that give rise to corruption, malpractices and abuse of powers. In other hand Ministries, departments, and agencies should set up and document long, mid and short-terms strategic plans. Such plans should be communicated to all staffs in their respective ministries, departments and agencies. Strategic plans and organizational direction that are adequate and comprehensive could only ensure that the vision, mission and objective predetermined be achieved. Meanwhile the ministries, departments, and agencies must carry out monitoring and performance audit of their strategic plans using strategic key performance indicators on a partial and yearly term basis to ensure that long-range objectives of the organization are achieved.
departments, and agencies. For purpose of people(rakyat), the ministries, departments and agencies have a reputation of being fair, transparent and responsive in all its actions.
(Preventions). The establishment of a special division called Excellence and Professionalism to maintain and enhance professionalism in and within the human capital of MACC, Corporate Communication Unit to disseminate information and liaise with internal and external key communicators especially the media, Special Operations Division to focus on high profile and public interest cases, and Transformation Unit to study, evaluate and formulate comprehensive strategic plan pertaining to organization, structure, processes, human resource and work culture within MACC. The MACCs transformational leadership outlined specific vision to realize the aspiration through formulations of big wins focusing on high profile and public interest cases, enhance public confidence, and the shift from output to outcome base performance that could be seen, felt and which will derive intended impact in the fight against corruption. Thus, the transformation strategic planning outlined comprehensive focus points on four matters namely effective investigation management, effective prevention and community education, sustaining public confidence, and capacity and capability building. The leadership did not immediately implement all the strategic plans that were formulated by the Transformation Unit but instead formed an Executive Committee on Transformation to peruse and advice the management on the implementation of the strategic plans. The Committee is lead by the Chief Commissioner himself with members comprising the three Deputy Chief Commissioner, members from the oversight committee and panel, and two experts in law i.e. a former appellate court judge who is also the chairperson of the Complaints Committee and a former federal court judge, who was a panel member of the Royal Commission of Inquiry on the death of Teoh Beng Hock.
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Anti-Corruption and Transparency Symposium that was held in Seoul, Korea on 16-17 September 2009
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an Executive Councilor in Selangor and later the death of an accused person, who was an assistant director of Customs. Both the incidents took place within the premises of MACC.
politicians took advantage of the incident and made it a political agenda for their own political mileage. The issue was never allowed to rest even after the inquest and the recently concluded Royal Commission of Inquiry. The transformation process of ACA to MACC were perceived a failure It is sad fact that MACC do not possess absolute independence. The committee team
members is not truly independent because they may have direct or indirect interest in MACC or A-Gs (Attorney-General) chambers. It is true that MACC is directly responsible to Parliament but MACC was a mechanism to tackle corruption and an agency responsible for such matters had to be managed through proper system. In the context , previously the anti corruption which under the jurisdiction of Prime Minister Departments Department but it does not mean that all this mean that all this while the prime minister had tried to shield those who had been involved in corruption but then it is a matter of perception as some viewed as not being independent. Some expert may said that MACC will be independent only if it was not under the purview of any ministry. This means that absolute independence and new authority should be given to other person so that he may investigate and prosecute those all allegedly involved in corruption. Absolute power will corrupt absolutely. This person may abuse in using may be influenced by certain political parties and indirectly divert the justice way. MACC practices its transparency by the room of jurisdiction, power that granted by the parliament. The MACC leadership practices transparency and wanted to precisely sure the effectiveness on the implementation of all strategic plans on transformation. The inclusions of experts in various fields are to advice, implement and ensure the success in implementation of the strategic plans on transformation. A number of the transformations that have been outlined and even immediately implemented were the Video Interviewing Room for recording of statement from accused person, potential accused person or witnesses with potential hostility. The Chief Commissioner hence had advised the Directors of all state branches to be
prepared for changes. They were advised to equip themselves with knowledge and understandings on financial investigations, private sector investigations and proactive investigations. All functions were to be carried out with the objectives of outcome base. All
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actions must have high impact and felt by the public. Investigations were not only being focused on all corruption but must also give emphasize on high profile and public interest cases. Investigations must be conducted and completed swiftly, accurately professionally. The Directors were also advised to make a drastic move from reactive to proactive investigations. They were now expected not only to initiate investigations based on information or reports received from complainants but to also initiate proactive investigation through intelligence based investigations. The Directors were also expected to plan, lead, organize and control their officers to the changes. They were expected to ensure high motivation and drive within their work force to compliment and realize the initiative on transformation. Officers are expected to be knowledgeable and professional in all the functions of MACC. A highly motivated, knowledgeable and skilled human capital with good sets of attitude for transformation will be the driving factor in the proposed transformation of MACC. Thus, the transformation is a way forward to creating a new landscape in the fight against corruption. and
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Conclusion
In line with the expansion of borderless world, many measures and approaches had been implemented by all quarters in efforts to combat corruption, malpractices, abuse of power and administrative weakness. It is imperative that efforts in strengthening the administration, enhancing governance and reducing bureaucratic hassle in the public sector have to be implemented in a concerted and comprehensive way. Such actions must not be carried and initiated in isolation as they involve complicity of task which would invariably be a waste of time, energy and cost. Thus there is a need to have a singular approach that can be accepted by everyone to ensure that the government agencies delivery system is at the highest level. The measures elaborated in this directive need to be implemented with the full and continuous commitment to realize the objectives of to first class country in term of public service and corruption zero tolerant level. Regards on MACC bad perception, the public need to give sufficient time for the MACC to perform their duty well effectively. The politicians should give supports to MACC and do not interfere or give comments that may influence the society as a whole. Although MACC may have some lacuna in term of jurisdiction of law, authority and the absolute independency, MACC need to perform their duty neutrally without fear to any political party.
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References
Internet Sources Azizan, H. (2008, december 14). A watchdog to emulate. Retrieved november 29, 2011, from the star: http://thestar.com.my/news/story.asp?file=/2008/12/14/focus/2804619&sec=focus Malaysia Anti Corruption Council. (2010, October 20). Retrieved November 30, 2011, from www.sprm.gov.my Malaysia, I. I. (2011, July 26). Retrieved December 7, 2011, from http://www.iim.com.my nazri, m. (2009, may 23). Nota PTK DG44. Retrieved November 29, 2011, from http://ptk44.blogspot.com/2009/05/pelan-integriti-nasional.html
Report Malaysia, P. M. (2009). An Initiative To Conslidate The Intergrity of Management. Kuala Lumpur: Prime Minister's of Department Malaysia. (2010). THE CRIMINALISATION OF BRIBERY IN ASIA AND THE PACIFIC. Kuala Lumpur: ADB/OECD.
Slide show presentation Negara, I. T. (2010). Integriti dalam perkhidmatan awam. Kuala Lumpur, Malaysia.
Book Barendt, E. (2005). Freedom of Speech. Great Britian: Biddles and King's Nylnn Ltd.
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