PRIME MINISTER’S OFFICE’S STRATEGIC PLANNING PRESENTATION TO PERMANENT SECRETARIES OF PRIME MINISTER’S OFFICE 14 July 2004 8.30 am
AGENDA OF THE DAY • OPENING REMARKS BY (PENGIRAN DATO PADUKA HAJI ABD HAMID BIN PG HJ MD YASSIN) • THE PMO’S STRATEGIC PLAN: AN INTRODUCTION (HAJI MOHD MAHDI BIN POKDGSDDLU HJ ABD RAHMAN) • OUTLINE THE VISION, MISSION AND VALUES STATEMENTS, STRATEGIC ISSUES, GOALS AND THEMES • THE PMO’S CORPORATE STRATEGIC MAP
THE SEVEN THEMATIC STRATEGIC MAPS • To enhance the quality of policy-making (By Hj Mohd Mahadi Bin POKDGSDDLU Hj Abd Rahman) • To formulate policy direction and framework for national economic development and their implementations (By Dr Hj Abd Manaf bin Haji Metussin) • To modernise the Civil Service (By Hj Mohd Rozan bin Dato Paduka Hj Md Yunos) • To promote the image of an effective and caring government (By Hj Md Yusof Bin Hj Abd Rahman)
THE SEVEN THEMATIC STRATEGIC MAPS • To adhere and to uphold the rule of law and to enhance the administration of justice (By Pg Hj Kasmirhan Pg Hj Md Tahir) • To strengthen the national capabilities to combat crimes (By Pehin Datu Kerma Setia Hj Zainuddin bin Jalani) • To strengthen the national capabilities to manage national crisis and non-traditional securities (By Hajah Shireen bte Hj Mustapha) • Q AND A
OLD VISION (V1) Towards Excellence in Leadership in Achieving the National Vision and Goals
OLD VISION (V2) Towards Excellence in Administrative Leadership and Public Governance Vision in the early stage
THE VISION STATEMENT Excellent Leadership and Good Governance for National Prosperity and Stability
The Mission Statement (Old) Toenhance the effectiveness of executive decision-making by the Government of His Majesty in the pursuit of excellence in national leadership and good governance for national security and economic development For PMO as a Ministry
The PMO’s Roles and Functions (Old) In carry out the mission, our major roles and functions are to provide • Professional and comprehensive ‘policy advice’ to the policy-making processes in major national policy areas • Effective administrative leadership to all ministries and departments • Effective coordination and collaboration between agencies throughout the Civil Service, and with the private sector and the community • Quality information and secretariat services to the Offices of His Majesty, the Prime Minister, His Cabinet and His Adviser In achieving our roles and functions, we shall be guided by the values and beliefs in accordance with the philosophy of ‘MIB’
The Mission Statement (New) To enhance the effectiveness of executive decision-making by the Government of His Majesty in the pursuit of excellent leadership and good governance for national security and sustainable development For PMO as a ministry
The PMO’s Roles and Functions (New) To achieve our mission, we will provide • Professional and competent policy inputsto the processes of policy-making • Effective administrative leadershipto all ministries and departments • Effective coordination and facilitation between agencies throughout the Civil Service and with the private sector and the community • Quality information and professional services to the Offices of His Majesty, the Prime Minister, His Adviser , His Cabinet and Permanent Secretaries In performing our roles and functions, we shall be guided by the values and beliefs in accordance with the philosophy of ‘MIB’
Old Strategic Themes S1.To provide the necessary policy direction and framework for effective implementation of economic development policies in general and of economic diversification policies in particular S2.To strengthen the national capabilities to manage traditional and non-traditionalsecurity concerns effectively.
Old Strategic Themes S3. To ‘reform’/enhance the effectiveness and to improve the efficiency of the Civil Service so that it would be more result-oriented and be more flexible, creative and innovative in public service delivery. S4. To provide efficient and effective supporting services to enhance the quality of policy-making and implementation.
Old Strategic Themes S5. To promote the image of an effective and trustworthy government S6. To adhere and to uphold the rule of law and to enhance the administration of justice
THE INTER-RELATIONSHIPS OF PMO’s ISSUE-BASED STRATEGIC GOALS (OLD) Promote Effective Public-Private Partnership (7) Strengthen HR Capacity in PMO to Manage Strategic & Policy Issues (12) Policy/Framework For Economic Development (1) Excellent Leadership and Good Governance For Sustainable Development Enhance Effectiveness of Communication of Local and Official Media (8) Managing Crimes & Nat. Security (2) Develop Effective Management of Cross-Cutting Issues (9) Civil Service Reform (3) Enhance the Mgmt. Support Systems in PMO (13) Review the HRD policy & Implement Strategic HRM in the Civil Service (10) Enhancing the Quality of Policy-Making (4) Image of a Trustworthy Government (5) Strengthen Leadership & Mgmt. Support for e-Gov Programmes (11) Vision Adhere & Uphold the Rule of Law and Enhance Justice (6)
THE STRATEGIC THEMES • From the analysis of the above set of strategic issues and from feedbacks of key stakeholders in briefing sessions, the PMO’s Strategic Planning Group has identified the following seven ‘strategic themes’. • Strategies are then formulated for these strategic themes in which ‘strategy maps’ would be developed using the Balanced Scorecard (BSC) methodology as an effective way to describe the strategies. … con’t
Strategic Themes (New) S1. To enhance the quality of policy-making at the national level S2.To formulate policy direction and framework for national economic development and their implementations S3. To modernise the Civil Service
Strategic Themes (New) S4. To strengthen the national capabilities to combat crimes S5.To strengthen the national capabilities to manage national crisis and non-traditional securities
Strategic Themes (New) S6. To promote the image of an effective and caring government S7.To adhere and to uphold the rule of law and to enhance the administration of justice
PENDING STRATEGIC THEMES • Set National Human Resource Development Policy • Addressing Strategic Social Issues
THE INTER-RELATIONSHIPS OF PMO’s ISSUE-BASED STRATEGIC THEMES AND GOALS Promote Effective Public-Private Partnership (8) Enhance the Quality of Policy-Making (1) Strengthen HR Capacity in PMO to Manage Strategic & Policy Issues (13) Set Policy Direction & Framework for Econ. Dev. (2) Excellent Leadership & Good Governance For National Prosperity & Stability Enhance Effectiveness of Communication of Local and Official Media (9) Modernise the Civil Service (3) Develop Effective Management of Cross-Cutting Issues (10) Strengthen the Capabilities To Combat Crime (4) Strengthen the Capabilities to Mgt Non- Traditional Security (5) Enhance the Mgmt. Support Systems in PMO (14) Review the HRD policy & Implement Strategic HRM in the Civil Service (11) Project Image of an Effective and Caring Govt. (6) Strengthen Leadership & Mgmt. Support for e-Gov Programmes (12) Adhere & Uphold the Rule of Law and the Admin. of Justice (7) Vision Ethically-Driven Based on ‘MIB’ Philosophy
PMO Corporate Core Values • Visionary • Teamwork • Trustworthy • Integrity • Resilient • Creative and Innovative • Passion for Learning
Vision I E EXCELLENT LEADERSHIP AND GOOD GOVERNANCE Stakeholders THREE AREAS OF LEADERSHIP Excellent Public Governance Sound Economic Development Policy Home Security Assurance Internal Processes Provide Quality Policy Inputs Develop Effective Inter-Agency Management Foster Organizational Excellence I Learning & Growth HR Policies & Skills to Support Strategy Enterprise Information Systems Organization Capital Financial Flexible & Accountable Financial Mgmt. Performance-Based Budgeting Alternative Sources of Revenue ISLAMIC ETHICAL VALUES
THREE KEY AREAS OF LEADERSHIP FOR PMO • Excellent Public Governance • Assurance of Home Security • Sound National Economic Development Policy
EXCELLENT PUBLIC GOVERNANCE • To maximise the attainment of public service values through the 5 Es (effectiveness, efficiency, economy, equity and ethical practices) • To enhance the quality of citizenship by promoting greater participation in public affairs
ASSURANCE OF HOME SECURITY • To strengthen the management of conventional security (e.g. crimes) • To develop effective mechanisms to cope with emerging non-traditional security issues (e.g. terrorism, virus epidemic, etc)
SOUND ECONOMIC DEVELOPMENT POLICY • To provide policy direction and framework for the national macro-economy, energy development and utilisation, public-private partnership, and investments on GOC/GLCs. • To provide policy direction and framework for national human resource development • To develop strategies for the effective implementation of development policy, plans and programmes.
THREE KEY INTERNAL PROCESSES • To provide professional and competent policy inputs to enhance the quality of policy-making • To develop effective inter-agency management – coordination, collaboration and partnership • To strive for excellence in the organization and management of public service –leveraging on ICT, adopting performance management and quality service.
THREE MAJOR TYPES OF CAPITAL • Human capital • Upgrade skills and competencies of employees • Optimise the limited talent pools • Information capital • Leverage the ICT and IS for enhancing work performance • Optimise benefits through effective knowledge management • Organizational capital • Provide enabling ‘climate’ for managing change and for promoting effective teamwork
THREE CHANGES IN FINANCIAL MANAGEMENT • Flexibility in managing the budgetary allocation with new forms of accountability • Budgetary allocation which is oriented to performance • Alternative sources of funding for service delivery and development projects.
STRATEGY MAPS OF THE SEVEN THEMES Brief Descriptions of their Strategies and Why They are Strategic for PMO
ENHANCING QUALITY OF POLICY-MAKING STRATEGIC THEME 1
WHY CHOOSE THE THEME :“ENHANCING THE QUALITY OF POLICY-MAKING ” Quality policy-making implies : policy completeness, relevance, timeliness, cost-effectiveness, reliability, communicability, and fresh thinking put into the policy appraisal, and with informed sources.
CONT… Responsibility for deciding on national policies and securing their implementation rests with HM Government. Policy-making requires effective contributions from the Cabinet and senior Government officers. Interest groups from the community also contribute to the process in an indirect or informal way. The challenge of government is to create the best conditions for effective decision-making in the changing environment, and to accommodate the viewpoints of citizens and interest groups.
CONT… Policy-making of POOR QUALITY tend to produce policies that are : inadequately analyzed; of little relevant and no timely research being done; backed by data sources that may be inadequate or unreliable; and failed to address viewpoints or interests of the recipients of the policy outcome. This in turn, resulted in INEFFECTIVE POLICY IMPLEMENTATION.
CONT… The theme is chosen because of PMO’s role : • as the LEAD AGENCY of the Government • as SECRETARIAT to the highest policy-making authority/body i.e. HM/Prime Minister; Cabinet and Permanent Secretaries Meeting in ensuring that SOUND and EFFECTIVE POLICY are adopted, developed, implemented and evaluated; and in promoting AVENUE / FORUM for policy to be crafted in a more collaborative and professional manner.
CONT… The theme is also chosen with the objective TO PORTRAY GOOD IMAGE, CREDIBILITY AND INTEGRITY of His Majesty’s Government, since sound and effective policy-making reflects integrity and credibility of policy-makers. Thus, the policy-making exercise must undergo a THOROUGH PROCESS from the initial stage of policy initiation (a structured agenda-setting); policy formulation and design; deliberation / discussion; implementation; analysis and review.
THEME : ENHANCING THE QUALITY OF POLICY-MAKING FOR EFFECTIVE POLICY IMPLEMENTATION POLICY INITIATION / AGENDA-SETTING POLICY DESIGN / FORMULATION POLICY REVIEW / ANALYSIS POLICY CYCLE POLICY IMPLEMENTATION POLICY DEBATE / DISCUSSION POLICY DECISION / MANDATE
THEME : ENHANCING THE QUALITY OF POLICY-MAKING HM / PRIME MINISTER / CABINET / RELEVANT COMMITTEES / PERMANENT SECRETARIES STAKEHOLDERS SETTING THE POLICY AGENDA FORMULATION & DESIGN OF POLICY ENHANCE & ESTABLISH A MORE FOCUSSED POLICY DISCUSSION ADOPTION OF EFFECTIVE & SOUND POLICY ENSURE EFFECTIVE POLICY IMPLEMENTATION PROVIDE QUALITY POLICY ANALYSIS PROVIDE EFFECTIVE INTER-AGENCIES COLLABORATION & COORDINATION STRENGTHEN LEADERSHIP ROLE IN POLICY FORMULATION, IMPLEMENTATION & ASSESSMENT STRENGTHEN SECRETARIAT ROLE ON POLICY MATTERS INTERNAL ENHANCE THE QUALITY OF PROFESSIONAL DEVELOPMENT BUILD CAPACITY FOR POLICY ANALYSIS & REVIEW CAPITALIZE ON INFORMATION MANAGEMENT & LEVERAGING ON ICT IMPROVE TALENT MANAGEMENT LEARNING & GROWTH EXPLORE ALTERNATIVE SOURCE OF FINANCING OPTIMISE UTILISATION OF RESOURCES FINANCIAL
POLICY DIRECTION AND FRAMEWORK FOR EFFECTIVE ECONOMIC DEVELOPMENT STRATEGIC THEME 2
Strategic Theme : • POLICY DIRECTION AND FRAMEWORK FOR • EFFECTIVE ECONOMIC DEVELOPMENT • What this ‘Theme’ Means ? • To provide leadership in the formulation of policies options relating to national economic development and the direction towards its effective implementation. • Why we choose this ‘Theme’ ? • To enhance the effectiveness of decision making through : • having clear and precise economic target(s) for the betterment and sustained well-being of the country, according to acceptable etiquettes; • effectively communicating and conveying full understanding of the economic target to all relevant parties involved; and Pursuing excellence in national leadership and good governance by : • leading a ‘concerted’ and ‘focused’ national effort towards fully optimizing our economic resources; and • ensuring that the policy relating to economic targets are effectively executed.
STRATEGIC THEME Policy Direction and Framework for Effective Economic Development Stakeholder Stakeholders Socio-Econ. Information Effective National Economic Policy Effective National Energy Policy Effective Policy on GOC/GLC Enterprises Effective Policy on Public-Private Partnership Strategies for Effective Implementation Internal Process Effective Knowledge Network Strengthen the Development Management Capability Effective Inter-Agency Cooperation Develop Comprehensive Statistical Databases and IS Support Services Provide Economic & Business Analysis Strengthen Public-Private Sector Collaboration Learning & Growth Develop Knowledge Management System Adequacy and Competency of Professional/ Technical Staff Establish Performance Culture Financial Devise more Flexible and Accountable Fund Management Find Alternative Sources of Funding