MANAGEMENT TRAINING EVALUATION AND IMPACT

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MANAGEMENT TRAINING EVALUATION AND IMPACT
NATIONAL TRAINING POLICY - DEVELOPING A
PROGRESSIVE PUBLIC SERVICE
BY DR. ZULKURNAIN BIN HJ. AWANG DIRECTOR NATIONAL
INSTITUTE OF PUBLIC ADMINISTRATION
(INTAN) PUBLIC SERVICE DEPARTMENT, MALAYSIA
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INTRODUCTION

• Malaysia has achieved development success on a
  sustained basis since its independence in 1957.
• Its success is attributed to political stability,
  visionary leadership, pragmatic socio-economic
  planning and efficient public service.
• It has adopted a vision of becoming a developed
  country by the year 2020.

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• However, to succeed in the future, Malaysia must
  enhance the capability and capacity in terms of
  knowledge,skills and utilisation of technology.
• Presently, it is trying to overcome the Asian
  financial turbulence of 1997 and taking
  appropriate measures to sustain its economy to
  prevent its reoccurrence.
• Malaysia is also gearing as envisaged towards a
  productivity-driven and knowledge-based economy
  by upgrading labour productivity, improved
  managerial competence and advancement of
  technology know-how.

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• This emphasis further increase the demand for
  higher-level skilled and semi-skilled manpower.
• Besides the Government being the main provider of
  universal education and skill training, the
  private sector will create skills and develop new
  training schemes in emerging technology areas.
• Cooperation between the public sector and the
  private sector under the Malaysian Incorporated
  Policy vital for the realisation of national
  economic development objectives.

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CHANGES IN THE PUBLIC SERVICE

• The role of Malaysian Public Service has changed
  tremendously since independence.
• Its role is further felt with changes such as
• Globalisation,economic liberalisation, advances
  in information and commuinications technology,
  the continued demand for better quality services
  and demand for good governance.
• Citizens are also demanding for greater
  transparency and participation in policy
  formulation.

• It is a pace setter to facilitate and regulate
  appropriate policies to drive the private sector
  as the engine of growth.

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CHANGES IN THE PUBLIC SERVICE

• In order to realise the Malaysian vision, the
  public service has to adopt a new paradigm
  namely
• Be mission-oriented and effective delivery of
  quality services
• Promoting and sustaining a climate of creativity
  and innovation
• develop the ability to respond effectively to the
  dynamics of changing environment

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CHANGES IN THE PUBLIC SERVICE

• The Public Service has the following roles to
  play
• the traditional roles as leader and service
  provider
• the current roles as facilitator and pace setter
• the emerging role as regulatorand
• the new roles as integrator and negotiator.

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IMPROVING PUBLIC SERVICE PERFORMANCE

• Since 1991, Malaysian Public Service has
  implemented 23 administrative circulars to induce
  fundamental changes in the public administration
  systems through measures of improvement in
  administrative structures, personnel and
  processes.

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IMPROVING PUBLIC SERVICE PERFORMANCE

• The strength of administrative reform programmes
  is to streamline

Organisational Structures
Upgrading HRD
Customer-oriented Services
ADMIN. REFORM
Accountability Discipline
Use of Information Communication Technology
Inculcating values of excellence
Collaboration with private sector
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IMPROVING PUBLIC SERVICE PERFORMANCE

• The 1960s characterized by concern for
  maintenance oriented public administration.
• The 1970s where the public sector involved in
  economic development.
• The 1980s saw dynamic reforms whereby the public
  administration was imbued with values for a
  clean, efficient and trustworthy administration.
• To nurture the growth for private sector as the
  engine of growth, the government implemented the
  Malaysian Incorporated Policy and Privatization
  Policy.

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QUALITY SERVICE DELIVERY

• The 1990s saw the focus of reforms on adherence
  to quality service delivery.
• To further promote efficiency and effectiveness
  saw the launching of the Excellent Work Culture
  Movement in 1989.
• The issuance of circulars on administrative
  reforms since 1991 served as effective
  communication channels for government to clarify
  concepts, methods and rationalizing the
  implementation of all the reform programmes.
• Served to ensure certainty and systematic
  structure approach to planning and implementation
  of improvement programmes.

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QUALITY SERVICE DELIVERY

• Major programmes

• 1. QUALITY AND PRODUCTIVITY MANAGEMENT AND
  IMPROVEMENT
• The publication of the Manual on Quality
  Management and Improvement in the Public Sector
• The publication of supplementary manual on
  productivity and quality
• Training Workshop on Quality Management by INTAN
• Production of Training Manual on Quality
  Management and Improvement
• Organise talks on Quality Management by INTAN
• The production of video tapes on quality and
  productivity management
• The Prime Ministers Quality Award for the Public
  Sector and
• The establishment of Quality Control Circles
  (QCC).

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QUALITY SERVICE DELIVERY

• All these efforts would not gain momentum without
  top management commitment.

• 2. ADMINISTRATIVE IMPROVEMENTS UNDERTAKEN BY
  MINISTRIES AND FEDERAL AGENCIES
• The PANEL Meeting of secretaries-general of
  Ministries and various committees at agency level
  monitor the reforms undertaken.
• Improvement programmes efforts implemented
• Use of ideas in organisational management
• Modifications to current practices to be in line
  with organisations environment.

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QUALITY SERVICE DELIVERY

• Administrative improvements programmes areas
  implemented
• Systems and Procedures
• Manpower Development
• Organisational Development
• Productivity Programmes
• Information Technology
• Financial Management
• Privatisation Policy
• Monitoring of development projects
• Malaysia Incorporated Policy.

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QUALITY SERVICE DELIVERY

• 3. IMPLEMENTATION OF MALAYSIA INCORPORATED
  POLICY
• Implemented in February 1983
• Strategy envisages good working relationship
  between the public sector and the private sector
  to meet challenges of competitive international
  market and national development.
• Its implementation involved
• Clarification and Promotion of the policy
• Setting up of Consultative Panel
• Joint Public Sector - Private Sector activities
• Improving Public Sector Information Services and
• Improving Telephone Communication

• Both Public Sector and Private Sector have given
  full support for its successful implementation.

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QUALITY SERVICE DELIVERY

• 4. INCULCATION OF POSITIVE VALUES AND ATTITUDES
  IN THE PUBLIC SECTOR
• Emphasize on public service code of ethics,
  performance evaluation reports, directives and
  service traditions to ethical work conduct,
  integrity and trustworthy.
• Values prioritised
• Institutionalization of Civil Service Code of
  Ethics
• Clock-in system
• Leadership by example
• Assimilation of Islamic values in government
  administration
• Wearing of name tag and
• Productivity measurement programmes.

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QUALITY SERVICE DELIVERY

• 5. IMPROVEMENT OF COUNTER SERVICE IN GOVERNMENT
  DEPARTMENTS
• Counter Services as front line service linking
  Government agencies to the public require further
  improvements.
• Changes and improvements required for three
  categories
• Counter Service at the front-desk
• Systems and Procedures
• Physical Facilities

• 6. IMPROVEMENT OF SYSTEMS AND WORK PROCEDURES AND
  USE OF MODERN OFFICE EQUIPMENTS
• Measures introduced
• Open space concept and office layout
• Work procedure manual and desk file
• Management through meeting
• Guidelines in postal correspondence
• Work monitoring systems and
• Guidelines on file management system.

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QUALITY SERVICE DELIVERY

• 7. MS ISO 9000
• Quality movement further fortified with
  implemntation of MS ISO 9000 in the Malaysian
  Public Service.
• All government agencies required to have at least
  one core business certified to the MS ISO 9000
  standard.
• ISO 9000 is an international quality assurance
  model and attained a reputation for denoting
  competitiveness at the international level.

• Harnessing the two attributes of quality
  assurance and competitiveness will enhance the
  effectiveness of the Malaysian Public Service.
• By 2001, core government work processes will be
  running on the MS ISO 9000 model.
• The upgrading of internal workings of government
  through the MS ISO 9000 given a further boost
  through Electronic Government.

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QUALITY SERVICE DELIVERY

• 8. ELECTRONIC GOVERNMENT
• ICT is a critical factor for government.
• Electronic Government is one of 7 flagships under
  the Multimedia Super Corridor (MSC)
• To prepare the Public Service for EG, efforts
  undertaken include
• upgrading of infrastructure for information
  technology via the Government Integrated
  Telecommunications Network (GITN)
• development of Local Area Network (LAN) and Wide
  Area Network (WAN)

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QUALITY SERVICE DELIVERY

• Introducing new IT applications such as the
  Standard Accounting System for Government
  Agencies (SAGA) and the Micro Accounting System
• Introducing easier and more effective access to
  Government information via the Civil Service Link
  Gateaway
• Encouraging the development of public domain
  databases and
• Managing and training IT personnel.

• EG presents opportunity for large scale
  re-engineering of government operations.
• Ensure aspects such as interconnectivity,
  standards, security, training and infrastructure
  addressed comprehensively in the context of
  multimedia and IT revolution.

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QUALITY SERVICE DELIVERY

• Government can be reinvented for service delivery
  via
• more effective access to service delivery
• higher quality services
• greater impact through better processes and
  systems
• better and more efficient communication
• more transparent and faster decision making and
• more empowered people.

• EG Pilot projects
• Electronic driver and Vehicle registration
• Licensing and Summons Services
• Utility Bill Payments
• On-line Health Information
• The Prime Ministers Office -Generic Office
  Environment (GOE)
• Project Monitoring System (PMS)
• Human Resource Management Information System
  (HRMIS) and
• Electronic Procurement.

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QUALITY SERVICE DELIVERY

• Accountability
• Active vigilance by ACA
• Monitoring by Cabinet Committee on Integrity of
  Government Management
• Financial compliance via AGs Report
• Enhancing discipline.

• The New Remuneration System (NRS)
• Introduced in 1992
• Flatter organisational structures
• Reorganising and amalgating numerous schemes of
  service
• Revamping existing performance appraisal
  procedures

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THE ROLE OF INTAN IN PUBLIC SECTOR TRAINING

• Towards being a world class learning institution

VISION

• To develop a world class public sector through
  the provision of quality and professional
  learning opportunities.

MISSION

• To provide excellent training services based on
• High Professional Standards
• Integrity and Trustworthiness
• the Use of Modern Technology
• Ensuring Client Satisfaction and
• Being Emphathetic and Caring.

STRATEGY
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THE ROLE OF INTAN IN PUBLIC SECTOR TRAINING
QUALITY POLICY

• To develop public sector human resource potential
  by achieving excellence in public service through
  training

CORE BUSINESS

• Providing training in the area of public
  administration and management via
• Conducting and coordinating courses, workshops,
  seminars and executive talks
• Providing consultancy services
• Research and
• Publications.

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THE ROLE OF INTAN IN PUBLIC SECTOR TRAINING
OBJECTIVES

• Increasing the capacity and ability of public
  administrators to develop and implement national
  policies and programmes as well as delivery of
  services
• Enhancing their knowledge, skills and
  understanding of the processes in the management
  of public policies and programmes to enable them
  to be efficient, effective and responsive in the
  provision of services.
• Promoting a deeper understanding of
  interrelationship between government and
  political, economical and social environment and
  their implications on the nations socio-economic
  system.
• Developing civil servants with progressive
  approaches and attitudes vital for them to
  perform leadership roles since they are primary
  agents of change.

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INTANs TRAINING FOCUS
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INTANs TRAINING COURSES
ADVANCED LEADERSHIP EXECUTIVE DEVELOPMENT

• Advanced Leadership
• Senior Leadership
• Conflict and Negotiation Management
• Leadership and Strategy Management
• Creative Leadership
• Effective Leadership Leading Change

• Executive Development
• Crisis Management
• Leadership and Organisational Management

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INTANs TRAINING COURSES
ECONOMIC DEVELOPMENT AND POLICY MANAGEMENT
PROGRAMME

• Policy Analysis
• Economic Management
• Development Management
• Project Planning and Management
• Agriculture Development
• Business Management

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INTANs TRAINING COURSES
FINANCIAL MANAGEMENT PROGRAMME

• Performance Management and Evaluation
• Financial Management
• Accounting and Auditing
• Financial Accountability
• Integrity Management Module
• Asset Management

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INTANs TRAINING COURSES
QUALITY MANAGEMENT PROGRAMME

• ISO 9000
• Quality Control Circle
• Total Quality Management
• Human Resource Management
• Motivational Training
• Benchmarking

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INTANs TRAINING COURSES
TRAINING, COMMUNICATION AND MULTIMEDIA
DEVELOPMENT PROGRAMME

• Training of Trainers
• Communication Skill Development
• Case Studies Development
• Consultancy Skill Development
• Development of Training Aid and Distance Learning

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INTANs TRAINING COURSES
PROFESSIONAL DEVELOPMENT PROGRAMME

• Diploma in Public Administration
• Professionalism Development
• PTD Assessment Centre
• Islamic Management
• Ethics and Values
• Publication Management
• Library

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INTANs TRAINING COURSES
INFORMATION MANAGEMENT TECHNOLOGY CENTRE

• Electronic Government Package
• Masters, Diploma In Information Management
  Certificate in Programming
• Technical Training
• Training Management Innovative
• Technical Multimedia Support
• Knowledge Management

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INTANs TRAINING COURSES
URBAN ENVIRONMENT DEVELOPMENT PROGRAMME

• Strategy Management
• Town Management Local Government
• Environment Management
• Science Technology Management
• International Liaison Unit

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INTANs TRAINING COURSES
SPECIAL PROGRAMME

• Quantitative Analysis
• Science Management
• Masters
• Diploma

• Intellectual Property Training Centre (IPTC)

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INTANs TRAINING COURSES
BRANCH CAMPUSES

• Language
• Induction
• Quality MS ISO 9000
• IT Skills
• Financial Management
• Leadership and Supervision
• Counter Service and Front Liners
• Motivation and Values

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DETERMINANT AND IMPACT INTANs CLIENTS AND
STAKEHOLDERS
OTHER CABINET COMMITTEES
QUALITY IMPROVEMENTPANEL
CABINET
INTERNATIONAL AGENCIES/ COMMUNITIES
CHIEF SECRETARY TO THE GOVERNMENT
INTAN TRAINING PROGRAMMES
DIRECTOR GENERAL OF PUBLIC SERVICE
PARTICIPANTS
MINISTRIES/ AGENCIES
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CONCLUSION
It is the role of INTAN to develop public sector
personnel to ensure the efficient and effective
implementation of government policies, programmes
and projects.