1. THE NATIONAL INTEGRITY PLAN OF MALAYSIA
BY:
DATUK DR. MOHD TAP SALLEH
PRESIDENT
MALAYSIAN INSTITUTE OF INTEGRITY
2 APRIL 2007
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2. TABLE OF CONTENTS Introduction Definition and Concept
The National Integrity Plan
Words of Wisdom
What had been done?
What next? – The strategies
Conclusion
The paper is organized as follows. After the Introduction, Section 2 defines various terminologies mentioned and used throughout this paper. Section 3 discusses on the measures that have been put into place to enhance the accountability and integrity in the public service. The strategies that could be adopted and implemented to enhance accountability and integrity within the public service are elaborated in Section 4. Finally, Section 5 concludes the paper.
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3. INTRODUCTION
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4. VISION 2020
“Malaysia aims to become a fully developed nation in its own mould by 2020…The transformation towards a developed nation is not solely based on economic and technological progress. It also needs progress in social, cultural, intellectual and spiritual fields. To achieve these, the enhancement of ethics and integrity to ensure that they become part of the society’s culture is absolutely necessary.”
(NIP, p.3)
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5. (Ninth Malaysia Plan, p.261)
“During the Ninth Plan period, human capital development will be one of the main thrusts as envisaged in the National Mission. Greater focus will be given to holistic human capital development encompassing knowledge and skills, progressive attitude as well as strong moral and ethical values.”
(Ninth Malaysia Plan, p.261)
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6. DEFINITION AND CONCEPT
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7. INTEGRITY “…quality of being honest and upright.”
“…about individual and organizational characteristics which are perfect based on noble values such as honest, truthful, trustworthy, accountable, transparent, efficient, and wise.”
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8. INTEGRITY…
“…a quality of excellence that is manifested in a holistic and integral manner in individuals and organizations. Integrity is based on ethics and noble values and their concrete manifestation in daily lives.”
(National Integrity Plan, p.22)
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9. INTEGRITY OF INDIVIDUAL
“…the harmony between what an individual says and does. His or her actions are in accordance with moral and ethical principles as well as laws and regulations and do not go against public interest. They also reflect promptness, correctness and quality.”
(National Integrity Plan, p.22)
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10. INTEGRITY OF PUBLIC OFFICIALS
“…carrying out the trust and responsibilities bestowed upon them in line with public interest. They are not allowed to misuse their power for their self interest, or for the interest of their families or relatives. Should a conflict of interest occurs, public interest overrides personal interest. Holders of public office must be transparent, sincere, accountable to their superiors and subordinates, as well as to their clients.”
(National Integrity Plan, p.22)
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11. INTEGRITY OF ORGANISATION
“…formulation and implementation of codes of ethics, clients’ charter, and system or work procedures, as well as compliance with best practices. The organisation’s code of ethics is constantly reiterated, internalized and upheld by members of the organization until it becomes second nature, and ultimately transforms into the culture for the organization as a whole.”
(National Integrity Plan, p.22)
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12. DETERIORATION OF INTEGRITY
INDIVIDUAL
Individual weakness
low education and poor values
poor work ethics
greed
weaknesses
Life Demands
LEADERSHIP
Non exemplary leadership and low commitment
Instructions go against procedures & regulations
Do not walk the talk promises
SYSTEM & PROCEDUR
Low transparency
Poor systems and procedures
Poor enforcement
Selective enforcement
Poor monitoring
Limited resources
Outdated laws and conflict in laws
DETERIORATION OF INTEGRITY
CULTURE
Culture that does not give importance to integrity:
-Poor reports
-Could not careless attitude
-Fear of consequences
-Lodging reports
-Indifferent attitude
-Refusal to act as whistleblower
-The ‘yes-man’ attitude and ‘apple-polishing syndrome’
STRUCTURE AND INSTITUTION
STRUCTURE
-Structure not suitable and not focused
-Targets not clear and unreasonable
-Structure outdate and not addressing new demands and challenges
INSTITUTION
-Overlapping of scope, functions and responsibilities
-Low coordination
-Conflict in objectives between institutions resulting in conflict of values and value crisis
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13. The relationship between integrity and quality of life
Other factors
It is fair to suggest that the objective of enhancing accountability and integrity is to improve performance or to be more specific the quality of public service delivery.
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14. THE NATIONAL INTEGRITY PLAN
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15. Y.A.B. Dato’ Seri Abdullah Haji Ahmad Badawi
Launched by:
Y.A.B. Dato’ Seri Abdullah Haji Ahmad Badawi
Prime Minister of Malaysia
23 April 2004
Putrajaya
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16. What is NIP?
“The NIP is an integrity plan that will be a catalyst for the attainment of the objective of enhancing integrity…It reflects the hopes and aspirations of both the leadership and the people.”
(NIP, p.viii-ix)
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17. OBJECTIVE OF NIP To realise Vision 2020;
“…to establish a fully moral and ethical society whose citizens are strong in religious and spiritual values and imbued with the highest ethical standards.”
(4th Challenge of Vision 2020)
Objektif umum PIN ialah untuk merealisasikan hasrat Wawasan 2020, iaitu menjadikan Malaysia sebuah negara maju menurut acuan sendiri dengan “membentuk sebuah masyarakat yang kukuh ciri-ciri moral dan etikanya, dengan para warganya mempunyai nilai keagamaan dan kerohanian yang utuh, dan diitunjangi oleh budi pekerti yang luhur.”
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18. TARGET 2008
Effectively reduce corruption, malpractices and abuse of power;
Increase efficiency in the public delivery system and overcome bureaucratic red tape;
Enhance corporate governance and busiess ethics;
Strengthen family institutions; and
Improve the quality of life and societal well-being
For the first five years ( ), the NIP has identified a set of priorities and targets known as Target 2008
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19. Target 1: Effectively reduce corruption, malpractices and abuse of power
The international ranking based on the Corruption Perception Index (CPI) developed by Transparency International. The score of 5.2 for Malaysia in the year 2003 will be improved to at least 6.5 by 2008 ( 10 being the best and 1.0 the worst). As well as the ranking of Malaysia improved from 37th to at least 30th position;
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20. Target 2: Improve efficiency in the public service delivery system and overcome bureaucratic red tape
Improvement in the public perception index of service providers in the Government sector, by ensuring the score falls below 2.5 (1.0 being the best and 5.0 being the worst);
The number of public complaints made to the ACA and the Public Complaints Bureau, the auditor General’s reports and other feedback from clients of government departments and agencies as well as other sources; and
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21. Target 3: Enhance corporate governance and business ethics
Increase in compliance of the conditions sets by Bursa Malaysia
Reduction in cases of corporate fraud;
Increase in the number of open tenders undertaken in a transparent manner and reduction in the number of negotiated tenders
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22. Adherence to RUKUNIAGA Malaysia by the business sector;
Reduction in cases of violation of the Consumer Protection Act 1999; and
Other bench markings used by national and international agencies, wherever relevant
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23. Target 4: Strengthen the family institution
Reduction in divorce rates
Reduction in family conflicts arising from disputes over inheritance and child custody rights
Reduction in domestic violence
Reduction in cases of child abuse and neglect;
Increase in assistance given to single parent families; and
Reduction in neglect of the elderly
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24. Target 5: Improve the quality of life and people’s well being
Reduction in the incidence of crimes in the society, especially serious crimes, crimes against property and sexual crimes. Such reduction is measure of safety in the community
Reduction in social problems such as drug addiction, illicit sexual relations that result in the spread of HIV and AIDS, as well as the incidence of couples staying together outside of wedlock. The reduction of these problems reflects a healthy and moral way of life;
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25. Reduction in road accidents
Reduction in road accidents. Such reduction reflects better driving ethics and improvement in the enforcement of traffic laws and regulations;
Reduction in the incidence of misconduct or delinquency among students. This reflects effectiveness of civics education as well as enforcement of discipline among students; and
Reduction in environmental degradation. Such reduction reflects improvement in public awareness for sustainable development
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26. WORDS OF WISDOM
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27. ISLAM
“And do not eat up your property among yourselves for vanities, nor use it as bait for judges, with intent that you may eat up wrongfully and knowingly a little of (other) people’s property.”
(Al-Qur’an,Chapter 2: Verse 188)
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28. CHRISTIANITY
“You must not distort justice, you must not show partiality and you must not accept bribes for a bribe blinds the eyes of the wise and subverts the cause of those who are in the right.”
(The Bible)
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29. CONFUCIANISM “Wealth gained by unrighteousness will not last.”
(Confucius)
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30. TAOISM
“To accumulate wealth and treasures in excess is equivalent to robbery and crime.”
(Laotze)
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31. MAHATMA GHANDI
“Politics without (ethical) principles, business without morality, and wealth without work are social sins of humankind.”
(Mahatma Ghandi)
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32. WHAT HAD BEEN DONE?
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33. Efforts By The Government
The Special Cabinet Committee on the Government Management Integrity;
Formulation of the National Integrity Plan; and
The establishment of the Malaysian Institute of Integrity
The current wave of integrity drive began with the establishment of the Special Cabinet Committee on the Government Management Integrity (JKKMKPK) which is chaired by The Hon. Prime Minister. Initially, this Committee was established to monitor the processes and programmes aimed at improving the integrity of the public service. However, its scope of works has been expanded to cover other sectors as well. It is through this Committee that the Government monitors, discuses and tries to provide solution to various issues pertaining to service delivery.
One of the major decisions made by the Committee (JKKMKPK) was to instruct the Anti-Corruption Agency (ACA) to carry out a national survey on the Public Perception On Corruption. The study, commissioned to a group of researchers from the National University of Malaysia (UKM), started in 2001 and completed in The findings were presented to the Cabinet in 2003.
Based on the recommendations made by the study, the Government formulated and launched the National Integrity Plan (NIP) on 23rd April The main objective of the NIP is to, “…establish a fully moral and ethical society whose citizens are strong in religious and spiritual values and imbued with the highest ethical standards.”
At the same time with the launching of the NIP, the Malaysian Institute of Integrity (IIM) was established as an independent body to coordinate and monitor the implementation of the Plan. However, the responsibility to implement the NIP will be shared by all sectors, namely, the family institution, community, civil societies, socio-cultural institution, religious institution, economic institution, political institution and administrative institution.
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34. Efforts By IIM 1. Trainings: As content providers;
Seminar/Forum/Convention;
Training of Trainers; and
Course on “Integrity Enhancement”.
With regards to the enhancement of accountability and integrity in public service, IIM acts to complement and supplement the role of the existing enforcement agencies.
Public service agencies have been instructed by the Government to include “integrity” as a subject in their human capital development programmes. Such programmes include the Examination on the Level of Efficiency (PTK), which is compulsory on all civil servants, and other ethics and values related programmes. IIM provides expertise and trainers for such programmes, as per request.
IIM also looks at seminar or forum or convention as another platform to spread the messages of integrity across the various components of the society, including the civil servants. To date, IIM had organized, among others, following seminars/forum/convention;
World Ethics and Integrity Forum (2005);
Forum On Integrity In The Construction Sector (2006);
A series of six seminars on “The role of civil societies in enhancing integrity” with the National Council for Women Organsiations (NCWO) (2006); and
A seminar on “The role of religious institution in promoting integrity” (2006).
The focus for 2007 is to reach out the grass-root level of the society. In line with that, activities will be streamlined to the following activities;
A series of 17 nationwide seminars on “Enhancing the integrity of society” for the heads of villagers and the Committee on Village Development and Security (JKKK).
A series of 18 nationwide seminars on “Enhancing the integrity of society” for teachers of Moral Education, Civic and Citizenship Education, school counselors and teachers in charge of student affairs.
IIM also trains potential trainers representing various agencies to accelerate the process of creating awareness among the civil servants. To date, it had conducted two TOT programmes for the public service involving 250 trainers. It is hoped that the later will be able to conduct integrity-related programmes in their own organizations.
Start from April 2007, IIM will offer “Integrity Enhancement” course on a fortnight basis. The course is designed specifically for the public service in the supporting as well as management and professional categories. In order to increase the effectiveness of the course, it will be conducted in small classes of thirty participants. Through this course, IIM is expected to train 720 civil servants per year.
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35. Efforts By IIM 2. Research:
A Study On The Effects Of Indebtedness On The Propensity Of Bribe Acceptance Among Selected Public Sector Agencies;
The National Perception Index On Integrity.
IIM also takes the position as an advisor to the Government on matters related to integrity. In line with this, IIM has identified a number of issues that require further research in order to enhance the level of understanding with regards to the problems.
Much has been said on the effects of indebtedness on the propensity of civil servants to accept bribes. The study aimed to prove empirically the relationship between the two variables. It involved 4,000 respondents, representing all levels of employment in four public agencies, which are the Malaysian Royal Police (PDRM), the Immigration Department, the Royal Customs Department and the Road Transport Department (RTD). The findings of the study suggest, among others, that the propensity to accept bribes is influenced by the level of non-necessity debts (example: credit cards) and the ratio of debts to total expenditures.
The findings of the study were presented to the Government together with appropriate recommendations.
The NIP has identified five targets that need to be achieved for the first five years of its implementation (Target 2008). In view of this, there exists a necessity to develop an index to measure the achievement of the targets. The index, called the National Perception Index on Integrity, is a composite index with six sub-indices, which are; the Malaysian Perception Index on Corruption; the Malaysian Perception Index on Quality of Public Service; the Malaysian Perception Index on Business Ethics and Social Responsibility; the Malaysian Perception Index on the Strength and Cohesiveness of Family and Community; the Malaysian Perception Index on Quality of Life; and the Malaysian Perception Index on Courtesy.
The National Perception Index on Integrity was a joint effort between IIM and the Department of Statistics of Malaysia (DOSM). The pilot study, which was carried out in 2006, involved 14,945 respondents representing three categories of the societies, which are households, civil servants and business establishments. On a scale of one to ten, with ten being the most favourable score, the Malaysian Perception Index on Corruption and the Malaysian Perception Index on Quality of Public Service score are rated at 7.0 and 6.7 respectively.
The findings and recommendations of the study had been presented to the Government. The Government was very receptive of the findings and decided that the index to be estimated annually.
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36. Efforts By IIM 2. Research (Cont…):
A Study On The Effectiveness Of The Implementation Of The National Integrity Plan; and
A Study On The Stakeholders’ Perception On Government Procurement.
IIM reckons that after almost three years, the effectiveness of the implementation of NIP needs to be assessed. Therefore, it has embarked on a research project to serve that objective. The study is expected to be completed in June It hopes that the study will provide the Institute with sufficient information on people’s level of awareness on the Government’s integrity drive.
The transparency of Government’s procurement process has always been an issue discussed by the public, especially in the private sector. Therefore, IIM has embarked on a study to elicit the perception and opinions of the stakeholders on the integrity of Government’s procurement process. The study is expected to be completed in June 2007.
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37. Efforts By IIM Engagements with the Public Sector:
Royal Malaysia Police (PDRM);
Road Transport Department (JPJ);
Local Authorities; and
Royal Customs Department
In addition to training assistances, IIM has moved one step further in forging a closer partnership with public service agencies. IIM has embarked on “engagement” programmes with three agencies, namely, the Royal Malaysia Police (PDRM), the Road Transport Department (RTD) and the Local Authorities. It is not the aim of the Institute to train the employees of these organizations on how to perform their duties. The Institute believes that they are technically and professionally capable to perform their core functions. Without prejudice, through the “engagement” programmes, IIM intends to be partners to these organizations in strengthening the integrity of their employees.
With regards to enhancing integrity, the training needs of one organization may differ from other organizations, ranging from training to reviewing of systems and procedures. Some organizations may prefer to work with the Institute on a whole range of issues while others prefer to narrow the scope of collaboration on a specific but pressing issue. For example, the engagement programme with RTD, as spelt out in the Memorandum of Understanding (MoU) is confined to fulfilling the training needs of the organization. According to the MoU, IIM is obliged to assist RTD in designing their training programmes as well as providing the subject matter experts.
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38. Efforts By IIM 4. Engagements with the Private Sector:
College and university students;
Young professionals;
Chambers of Commerce;
Regulatory bodies; and
Entrepreneurs
In addition to training assistances, IIM has moved one step further in forging a closer partnership with public service agencies. IIM has embarked on “engagement” programmes with three agencies, namely, the Royal Malaysia Police (PDRM), the Road Transport Department (RTD) and the Local Authorities. It is not the aim of the Institute to train the employees of these organizations on how to perform their duties. The Institute believes that they are technically and professionally capable to perform their core functions. Without prejudice, through the “engagement” programmes, IIM intends to be partners to these organizations in strengthening the integrity of their employees.
With regards to enhancing integrity, the training needs of one organization may differ from other organizations, ranging from training to reviewing of systems and procedures. Some organizations may prefer to work with the Institute on a whole range of issues while others prefer to narrow the scope of collaboration on a specific but pressing issue. For example, the engagement programme with RTD, as spelt out in the Memorandum of Understanding (MoU) is confined to fulfilling the training needs of the organization. According to the MoU, IIM is obliged to assist RTD in designing their training programmes as well as providing the subject matter experts.
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39. Efforts By IIM 5. Engagements with the Political Sector:
Parliament Select Committee On Integrity;
Political parties; and
State Assembly Select Committee On Integrity
In addition to training assistances, IIM has moved one step further in forging a closer partnership with public service agencies. IIM has embarked on “engagement” programmes with three agencies, namely, the Royal Malaysia Police (PDRM), the Road Transport Department (RTD) and the Local Authorities. It is not the aim of the Institute to train the employees of these organizations on how to perform their duties. The Institute believes that they are technically and professionally capable to perform their core functions. Without prejudice, through the “engagement” programmes, IIM intends to be partners to these organizations in strengthening the integrity of their employees.
With regards to enhancing integrity, the training needs of one organization may differ from other organizations, ranging from training to reviewing of systems and procedures. Some organizations may prefer to work with the Institute on a whole range of issues while others prefer to narrow the scope of collaboration on a specific but pressing issue. For example, the engagement programme with RTD, as spelt out in the Memorandum of Understanding (MoU) is confined to fulfilling the training needs of the organization. According to the MoU, IIM is obliged to assist RTD in designing their training programmes as well as providing the subject matter experts.
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40. Efforts By IIM 6. Engagements with the Sociocultural Sector: Students;
Non-Governmental organisations (NGOs);
Religious institutions;
Heads of villages; and
Village Development and Security Committees.
In addition to training assistances, IIM has moved one step further in forging a closer partnership with public service agencies. IIM has embarked on “engagement” programmes with three agencies, namely, the Royal Malaysia Police (PDRM), the Road Transport Department (RTD) and the Local Authorities. It is not the aim of the Institute to train the employees of these organizations on how to perform their duties. The Institute believes that they are technically and professionally capable to perform their core functions. Without prejudice, through the “engagement” programmes, IIM intends to be partners to these organizations in strengthening the integrity of their employees.
With regards to enhancing integrity, the training needs of one organization may differ from other organizations, ranging from training to reviewing of systems and procedures. Some organizations may prefer to work with the Institute on a whole range of issues while others prefer to narrow the scope of collaboration on a specific but pressing issue. For example, the engagement programme with RTD, as spelt out in the Memorandum of Understanding (MoU) is confined to fulfilling the training needs of the organization. According to the MoU, IIM is obliged to assist RTD in designing their training programmes as well as providing the subject matter experts.
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41. Efforts By IIM
7. Establishment of the State Institute of Integrity (IIN):
Launched by The Hon. Prime Minister on 7 November 2006;
Normally under the auspices of the state governments.
IIM is a small institution entrusted with a huge responsibility that is to ensure the success of the NIP. In view of the wide audience that the Institute needs to address, similar organizations have been established at the state level. However, these IIN are not branches of the IIM but, normally, put under the auspices of the state governments. The main responsibility of the IIN is to coordinate integrity enhancement programmes in the respective states. The IINs were launched by the Hon. Prime Minister on 7 November Since then, all integrity enhancement programmes at the state level have been organized in collaboration with the IINs.
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42. WHAT NEXT? – THE STRATEGIES
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43. Adopt the National Integrity Plan
Strengthen the effectiveness of good governance;
Enhance the practice of good governance;
Formulate the Code of Ethics;
Enhance the effectiveness of the Management Integrity Committee.
Strengthen the effectiveness of good governance.
Enhance the practice of good governance. This is to ensure the administrative machinery of the Public Services is effectively run with the highest level of integrity.
Formulate the Code of Ethics. This is to ensure guidelines of duties and responsibilities are clear, focused and known by each and everyone of the employees.
Enhance the effectiveness of the Management Integrity Committee. This is to address problems in the implementation of management integrity. The Committee is also established to obtain feedback from all stakeholders for the purpose of improvement.
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44. Adopt the National Integrity Plan (…cont)
Enhance the effectiveness of the delivery system;
Ensure transparency, rationality, openness, and fairness in the procedures for procurements, supplies, services and contracts;
Upgrade the expertise, skills and professionalism of employees through training, re-training and advanced training.
Enhance the effectiveness of the delivery system.
Ensure transparency, rationality, openness, and fairness in the procedures for procurements, supplies, services and contracts. This is to maintain openness and transparency in management of procurements and contracts.
Upgrade the expertise, skills and professionalism of employees through training, re-training and advanced training. This is to achieve greater efficiency, effectiveness, and productivity of individuals and organizations.
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45. Adopt the National Integrity Plan (…cont)
Conduct awareness campaigns to wipe out corruption, malpractices and abuse of power;
Set up and/or strengthen the internal complaints mechanism, as well as mechanism for public complaints;
Formulate the policy statement of the organisation or institution with regards to the integrity enhancement efforts.
Conduct awareness campaigns to wipe out corruption, malpractices and abuse of power.
Set up and/or strengthen the internal complaints mechanisms, as well as mechanism for public complaints. This is to strengthen the transparency mechanism in the administration to overcome weaknesses and complaints of misconducts as well as administrative weaknesses.
Formulate the policy statement of the organization or institution with regard to the integrity enhancement efforts. This is to raise the commitment of all levels of leadership towards integrity and to ensure its implementation.
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46. Adopt the National Integrity Plan (…cont)
Strengthen the administration of justice;
Establish a witness protection programme as well as the protection programme for whistle blowers;
Ensure that laws and regulations are reviewed from time to time.
Undertake appropriate punitive measures against individuals in corruption, malpractices and abuse of power.
Strengthen the administration of justice.
Establish a witness protection programme as well as the protection programme for whistle blowers. This is to create a conducive environment for whistleblowing.
Ensure that laws and regulations are reviewed from time to time. This is to enhance the enforcement of laws and regulations consistent with changing times and conditions.
Undertake appropriate punitive measures against individuals in corruption, malpractices and abuse of power. This is to provide lesson or create deterrence through negative examples.
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47. Adopt the National Integrity Plan (…cont)
Strengthen human resource management;
Review the provision of facilities in order to create a better working environment;
Introduce a more effective, rational and fairer evaluation system to evaluate performance of employees.
Conduct a series of activities on a sustained basis with a view to promote a high spirit of loyalty, esprit de corp and teamwork.
Strengthen human resource management.
Review the provision of facilities in order to create a better working environment. This is to raise work and service quality so as to increase productivity.
Introduce a more effective, rational and fairer evaluation system to evaluate performance of employees. This is to identify weaknesses, undertake re-evaluation, introduce quality improvement measures, reduce bureaucracy, and adopt the more effective approach of continuous evaluation.
Conduct a series of activities on a sustained basis with a view to promote a high spirit of loyalty, esprit de corp, and teamwork. This is to foster high work morale, loyalty and patriotism.
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48. Adopt Holistic Human Capital Development
High performance culture;
Progressive outlook, strong moral and ethics; and
Programmes to internalise moral and ethical values
Public Services should develop a high performance culture in the workplace. This could be done through the incorporation of more performance-based elements into the service.
Public Services should develop human capital development programmes that emphasise ethics, morals and spiritual values. Islam Hadhari should be promoted to nurture a progressive outlook among the civil servants.
Public Services are encouraged to develop their own code of ethics and to design a suitable implementing mechanism to give effect to the code.
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49. CONCLUSION
A nation of high integrity will ensure a high quality of life, hence a better place to live in.
The Hon. Prime Minister had indicated that 2007 is the year for improvement, especially for the public service. The priority is on the enhancement of the quality of services provided to the public. The Hon. Prime Minister also indicates that human capital development – which accountability and integrity are the core elements – is the important ingredient for a successful implementation of the Ninth Malaysia Plan ( ). In line with this, all Government agencies have been instructed to have a more serious approach towards enhancing integrity in their organizations. A public service of high accountability and integrity will ensure a more effective and efficient implementation of development projects as well as better quality of services.
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50. Thank You Contact us:  03-6209 2000  03-6203 1005
Slide 52
IIM akan beroperasi di bangunan MENARA INTEGRITI di Persiaran Duta yang dulunya merupakan bangunan Asian and Pacific Development Centre (APDC)
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