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PERKHIDMATAN AWAM MASA HADAPAN: ISU, CABARAN DAN CARA MENANGANINYA SEMINAR KEWANGAN DAN PENGAUDITAN SEKTOR AWAM 2014 Dr. Mazlan Yusoff Pengarah INTAN 7.

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Presentation on theme: "PERKHIDMATAN AWAM MASA HADAPAN: ISU, CABARAN DAN CARA MENANGANINYA SEMINAR KEWANGAN DAN PENGAUDITAN SEKTOR AWAM 2014 Dr. Mazlan Yusoff Pengarah INTAN 7."— Presentation transcript:

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

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

3 PENDAHULUAN : SETTING THE CONTEXT

4 “ Whosoever desires constant success must change his conduct with the times ” “ There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” Nicollo Machiavelli ( ) CHANGE MANAGEMENT 4

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

6 ISU DAN CABARAN PERKHIDMATAN AWAM

7 THE GLOBAL MEGATRENDS

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

9 Golongan Gen Y di Malaysia memenuhi 40% hingga 50% pasaran kerja Sumber: Frost & Sullivan, PwC Ketidakseimbangan Demografi DEMOGRAPHICCHANGE 1.

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

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

12 RESOURCESSTRESS WATER ENERGY FOOD 4.

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

14 CABARANDALAMAN

15 CABARAN DALAMAN

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

17 Prinsip Pekerja Berinovasi Menuju Negara Maju BERILMUKEBOLEHPERCAYAAN BUDAYA AMALAN KERJA TERBAIK SEMANGAT PATRIOTIK BUDAYA KEBERHASILAN YANG BERTERASKAN HASIL BUDAYA KREATIVITI DAN INOVASI NILAI TAMBAH DAN KOMPETENSI PERMUAFAKATAN KERJA, TIDAK DALAM SILO Sumber: Petikan Ucapan YAB PM sempena Hari Pekerja Penjawat Awam Tahun 2014 di Jitra dan Sambutan Hari Pekerja Kebangsaan 2014 di MITC Melaka. …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…. Prime Minister Of Malaysia 68 th United Nation General Assembly, New York 29 th September 2013 AMANAT YAB PERDANA MENTERI

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

19 SENARIO MALAYSIA

20 Government as provider Rowing Steering Serving Empowering EVOLVING ROLES: MALAYSIA STRATEGIC RESPONSE Government as pacesetter Government as facilitator Government as convener & enabler Adapted from Stephen F. Jooste, 2008, A New Public Sector in Developing Countries. Producer dominated Fuel Nation’s growth Regulator Law and Order Maintenance Spearheading modernisation Private sector involvement Private Sector as the engine of growth 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 20

21 THE FUTURE OF GOVERNMENT F.A.S.T. MODEL Citizen Engagement Citizen Engagement Administrative Efficiency Administrative Efficiency Decision-Making Process Decision-Making Process Inter-Government and Cross Sector Collaboration 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 PUBLIC SECTOR: THE FAST MODEL 21

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

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

24 THE WAY FORWARD

25

26 LAB TRANSFORMASI PERKHIDMATAN AWAM

27 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. Membantu kementerian merangka Langkah Strategik (LS) dan Inisiatif Strategik (IS) berdasarkan Kerangka Transformasi Perkhidmatan AwamTUJUANOBJEKTIF LAB TRANSFORMASI PERKHIDMATAN AWAM

28 Program Flexible Working Arrangement Menggalakkan keseimbangan kerjaya dan keluarga. Industry players terlibat sebagai pensyarah pelawat dalam pengajaran di IPT. Program meningkatkan pembelajaran kontekstual dalam semua program di IPT.KPM National Data Warehouse (NADWA) Accessibility data in real time Melaksanakan program value creation bagi bahan buangan (waste) melalui aplikasi teknologi hijau untuk mewujudkan satu bidang perniagaan yang menguntungkan. Strategy-People- System- Buy-In Pembangunan Bina Upaya untuk warga MITI menerima perubahan/ transformasi struktur dan cara kerja yang akan dilaksanakan KEMPEN ZERO FINGER POINTING FINGER POINTING Mengadakan kempen kesedaran bagi membudayakan perbezaan pendapat (agree to disagree), Zero Finger Pointing dan Collective responsibilities MINDEF ‘Bold & Radical’ Programme

29 PENUTUP

30 “...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.” Sumber: Petikan Ucapan YAB PM sempena Sambutan Hari Pekerja Kebangsaan 2014 di MITC Melaka. YAB DATO’ SRI MOHD NAJIB TUN HJ ABDUL RAZAK PENUTUP

31 TERIMA KASIH


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