PRIME MINISTER

1
PRIME MINISTERS OFFICES STRATEGIC PLANNING

• PRESENTATION TO PERMANENT SECRETARIES OF PRIME
  MINISTERS OFFICE
• 14 July 2004
• 8.30 am

2
AGENDA OF THE DAY

• OPENING REMARKS BY
• (PENGIRAN DATO PADUKA HAJI ABD HAMID BIN PG HJ
  MD YASSIN)
• THE PMOS 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 PMOS CORPORATE STRATEGIC MAP

3

• 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)

4

• 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

5
THE VISION AND MISSIONSTATEMENTS
6
OLD VISION (V1) Towards Excellence in Leadership
in Achieving the National Vision and Goals
7
OLD VISION (V2) Towards Excellence in
Administrative Leadership and Public Governance
Vision in the early stage
8
THE VISION STATEMENT
Excellent Leadership and Good Governance for
National Prosperity and Stability
9
THE THREE BASIC ELEMENTS IN THE PMOS VISION
10
THE MISSION STATEMENT
11
The Mission Statement (Old)

• To enhance 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
12
The PMOs 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

13
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
14
The PMOs Roles and Functions (New)

• To achieve our mission, we will provide
• Professional and competent policy inputs to the
  processes of policy-making
• Effective administrative leadership to 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

15
STRATEGIC ISSUES, GOALS AND THEMES
16
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-traditional security
  concerns effectively.

17
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.

18
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

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THE INTER-RELATIONSHIPS OF PMOs 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)
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THE STRATEGIC THEMES

• From the analysis of the above set of strategic
  issues and from feedbacks of key stakeholders in
  briefing sessions, the PMOs 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.
  cont

21
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

22
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

23
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

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PENDING STRATEGIC THEMES

• Set National Human Resource Development Policy
• Addressing Strategic Social Issues

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THE INTER-RELATIONSHIPS OF PMOs 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
26
PMO Corporate Core Values

• Visionary
• Teamwork
• Trustworthy
• Integrity
• Resilient
• Creative and Innovative
• Passion for Learning

27
END OF PART II
28
STRATEGY MAPS AND THE DESCRIPTIONS OF PERFORMANCE
OBJECTIVES

• PART III

29
PMO TOP-LEVEL CORPORATE STRATEGY MAP
30
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

Enterprise Information Systems
HR Policies Skills to Support Strategy
Organization Capital
Financial
Flexible Accountable Financial Mgmt.
Performance-Based Budgeting
Alternative Sources of Revenue
ISLAMIC ETHICAL VALUES
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THREE KEY AREAS OF LEADERSHIP FOR PMO

• Excellent Public Governance
• Assurance of Home Security
• Sound National Economic Development Policy

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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

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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)

34
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.

35
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.

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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

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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.

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STRATEGY MAPS OF THE SEVEN THEMES

• Brief Descriptions of their Strategies and Why
  They are Strategic for PMO

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ENHANCING QUALITY OF POLICY-MAKING

• STRATEGIC THEME 1

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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.

41
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.

42
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.

43
CONT

• The theme is chosen because of PMOs 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.

44
CONT

• The theme is also chosen with the objective TO
  PORTRAY GOOD IMAGE, CREDIBILITY AND INTEGRITY of
  His Majestys 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.

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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
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THEME ENHANCING THE QUALITY OF POLICY-MAKING

HM / PRIME MINISTER / CABINET / RELEVANT
COMMITTEES / PERMANENT SECRETARIES
STAKEHOLDERS
FORMULATION DESIGN OF POLICY
SETTING THE POLICY
AGENDA
ADOPTION OF EFFECTIVE
SOUND POLICY
ENHANCE ESTABLISH A MORE FOCUSSED
POLICY DISCUSSION
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
BUILD CAPACITY FOR POLICY ANALYSIS
REVIEW
CAPITALIZE ON INFORMATION
MANAGEMENT LEVERAGING ON ICT
IMPROVE TALENT MANAGEMENT
ENHANCE THE QUALITY OF PROFESSIONAL
DEVELOPMENT
LEARNING
GROWTH
EXPLORE ALTERNATIVE SOURCE OF
FINANCING
OPTIMISE UTILISATION OF RESOURCES
FINANCIAL
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POLICY DIRECTION AND FRAMEWORK FOR EFFECTIVE
ECONOMIC DEVELOPMENT

• STRATEGIC THEME 2

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• The Stakeholders
• His Majesty
• Cabinet Ministers
• Permanent Secretaries
• Govt. Ministries
• Departments under PMO
• Govt. Owned Companies / Govt. Linked Companies
• Other Private Sectors

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• 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

50
STRATEGIC THEME
Policy Direction and Framework for Effective
Economic Development
Stakeholder
Stakeholders
Socio-Econ. Information
Effective National Economic Policy
Effective National Energy Policy
Strategies for Effective Implementation
Effective Policy on GOC/GLC Enterprises
Effective Policy on Public-Private Partnership
Internal Process
Provide Economic Business Analysis
Strengthen the Development Management Capability
Effective Inter-Agency Cooperation
Strengthen Public-Private Sector Collaboration
Effective Knowledge Network
Develop Comprehensive Statistical Databases and
IS Support Services
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
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STRATEGIC THEME 3MODERNISATION OF THE CIVIL
SERVICE
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WHO ARE THE STAKEHOLDERS? MODERNISATION OF THE
CIVIL SERVICE
Government
Public
Business
Employees
Civil Service
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WHY IS THIS THEME STRATEGIC FOR PMO?
54
WHY IS THIS THEME STRATEGIC FOR PMO?

• A response to His Majestys Titah-titah and
  Ministers speeches stress on pembaharuan and
  penambahbaikan of the Civil Service. ltcopies of
  titahs availablegt
• Many complaints about the quality of public
  services delivery, competency of the civil
  servants, effectiveness of the civil service have
  been expressed by the public through the print
  and electronic media and through written
  complaints to MSD. ltstatistics availablegt

55
WHY IS THIS THEME STRATEGIC FOR PMO?

• The Civil Service is the core business of the
  PMO and as the leading agency for the Civil
  Service, it is responsible for ensuring the high
  standards of efficiency, effectiveness and
  productivity in the Civil Service.
• HR is the most important component of the Civil
  Service hence there is a need to continuously
  review, update and change regulations governing
  the Civil Service itself e.g.. General Orders
  (GOs), Service Regulations (including
  remuneration) etc.

56
EXISTING LAWS AND REGULATIONS RELATED TO THE
CIVIL SERVICE
Laws Enacted
General Orders 1961
Financial Regulations 1983
Other Circulars still in use
- British Residency Office (BRO) 1950s
- State Secretariat (SUK) 1960s to 1980s
- Prime Ministers Office (PMO) 1980s to present
57
WHY IS THIS THEME STRATEGIC FOR PMO?

• In a dynamic and global environment, laws,
  regulations and procedures governing the process
  and work in the government also need to be
  continuously and adequately changed, updated and
  modernised e.g.. Financial Regulations, etc.
• Increasingly high and sophisticated expectations
  of the citizens, businesses and other agencies
  need administrative reforms in the Civil Service
  as well as to fully maximise the benefits of the
  current E-Government initiatives.

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Modernise The Civil Service
Theme
Stakeholder
Equitable and transparent service
Participative Management
Quality service
Highly Motivated Skilled Civil Servant
Internal Process
Coordinate collaborate between govt. agencies
effectively
Promote Empower-ment
Provide accessibility availability of
information
Provide better career plan development for the
civil servants
Adopt Talent Manage-ment
Promote competi- tion in service delivery
Promoting Innovation experimen-tation
Learning Growth
HRMS/TAFIS (e-government)
To inculcate positive working culture/attitude
Be competent, highly skilled, knowledgeable
civil servants
Change Management
Financial
Devise more flexible and accountable financial
management
Provide cost efficient service
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IMAGE OF EFFECTIVE AND CARING GOVERNMENT

• STRATEGIC THEME 4

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WHY THIS THEME IS STRATEGIC FOR PMO?

• Image is to portray / reflect who you are image
  is something which govern somebodys action or
  reaction. Image leads to confidence, security,
  peace of mind
• We want to portray the Govt. as effective and
  caring because the image is desirable and
  positive and very reassuring and it is what we
  want our government to be seen.

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WHY THIS THEME IS STRATEGIC FOR PMO?

• To encounter negative perceptions of Government
• To enhance the promotion of the country image to
  attract more FDI in developing the national
  economy

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In Short

• We want to portray an effective and politically
  stable government, who cares for its people
• because it reassures, and leads to stability,
  economic prosperity, business confidence, and
  economic growth
• We want to portray an efficient and effective
  government a negative image will lead to
  dissatisfaction, instability, unrest.

63
(No Transcript)
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To Promote the Image of an Effective and Caring
Government
STRATEGIC THEME
Stakeholders
Citizens, Public, Media, Govt. Agencies
Decisive and Responsive Government
Openness and Transparency
Strong and Proactive Leadership
Internal process
Enhanced Public Relations Function/ Marketing in
PMO/ Government.
Efficient Management and Sharing of Information
Engagement and Consultation
Effective Coordination of Communication
Learning Growth
Enhance Media and Communication Skills Development
Improved Media Relationships
Openness to Public Opinion and Request
Enhanced Knowledge Management
Financial
Cost-efficiency in Service Provision
Adequate budget for Public Relations Activities
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RULE OF LAW AND ADMINISTRATION OF JUSTICE

• STRATEGIC THEME 5

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What does this theme mean?

• This theme is about preventing lawlessness,
  anarchy and chaos.
• We need to uphold the Rule of Law because it is a
  basic tenet of civilised society.
• We need a set of laws to govern or regulate
  society.
• This theme enables crime to be controlled.
• It also reminds us that the law is an evolving
  entity and needs to be continually re-examined
  and reviewed if need be.

67
Why did the team choose this theme to be
strategic for the PMO?

• These themes are relevant to the PMO because the
  agencies of law enforcement and administration of
  law are under its purview.
• As the recognised agency providing quality advise
  for policy matters, the PMO is well placed to
  enforce the principle of the independence of the
  judiciary (both the civil and syariah
  judiciaries) because it is a necessary part of
  the principle of the separation of powers where
  the judiciarys role as the interpreter of the
  law is recognised and entrenched.

68
Adherence and Upholding the Rule of Law and
Enhancement of Justice
Strategic Theme
Transparent, Timely, Fair and Equitable
Administration of Justice
Modernised laws and Regulations
Stakeholder Citizens and Investors
Enables
Greater Transparency In law making
Formulate Pro-Business laws and Regulations
Resolve any ambiguity in existing and proposed
Laws and Regulations
Preserve the Independence of the Judiciary
Internal Processes
Enables
Professional Development in Specialised Legal
and Associated Competencies
Improve Simplify Existing Laws, Rules and
Regulations
Develop integrated Legal Information Systems
Enhance Knowledge on Law And Justice
Learning growth
Enables
Outsourcing Of Legal Services
Adequate Budget Provision
Financial
69
STRENGTHENING THE NATIONAL CAPABILITIES TO COMBAT
CRIMES

• STRATEGIC THEME 6

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What does this theme mean?

• To highlight the need to address the negative and
  destructive impact of criminal activities on the
  social, economic and political fabric of our
  society.
• Law enforcement has to be ahead of the
  competition.
• Criminal activity is increasingly sophisticated
  and well executed.

71
Why did the team choose this theme to be
strategic for the PMO?

• This theme is relevant to the PMO as the agencies
  of law enforcement are under its purview.
• PMO has to set the strategic direction on law
  enforcement.

72
STRATEGIC THEME
Strengthen the National Capabilities to Combat
Crimes
Stakeholders
Effective, Efficient and Caring Law Enforcement
Agencies
Provide Safe, Peaceful Environment and
Corruption-free Society
Citizens
Enhance Logistical Capabilities Develop and
ICT Infrastructure
Develop Effective Partnerships with Key
Stakeholders
Review Acquire Sufficient Legal Authority
Enhance Operational Capability
Improve Information Intelligence Gathering
Analysis
Internal process
Acquire New Technical and Professional Staff
Training of Personnel for ICT and Policing
Applications
Learning growth
Increased Funding for Future Policy Tasks
Gain Control of Internal Revenue Generated
Financial
73
Strengthen National Capabilities to Manage
National Crisis and Non-Traditional Security
Concerns

• Strategic Theme 7

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Definition of Non-Traditional Security Concerns

• Some examples of such Non-Traditional Concerns
  include
• Transnational crimes
• Human trafficking
• Money laundering
• Drugs
• Terrorism
• Sea piracy
• Illegal immigrants
• Biological threats

75
Definition of National Crisis

• National crisis are events that may be triggered
  by natural or man induced disasters.
• Examples of such events include natural disasters
  (widespread floods, extreme weather phenomenon
  (el nino, la nina), haze, biological threats, war
  (both conventional and unconventional) etc.

76
What does this theme mean?

• There are today, many new emerging threats which
  are not adequately dealt with by traditional
  enforcements methods.
• This theme recognises these threats and will
  provide the strategic framework to address these
  threats.
• These new threats require law enforcement
  agencies to work in innovative and concerted ways
  which are not utilised in the past.

77
Why did the team choose this theme to be
strategic for the PMO?

• This theme is relevant to the PMO as the key
  agencies of law enforcement which are able to
  deal with this new threat are under its purview.
• PMO has to set the strategic direction on law
  enforcement.

78
STRATEGIC THEME
Strengthen the National Capabilities to Manage
National Crisis and Non-Traditional Security
Concerns
Stakeholders
Coordinate and provide Necessary Support to
National Committees
Provide and Share Information and Advice on
Non-traditional Security Issues
Citizens
Provide Full-time Professional Services to Assist
National Committees on National Disasters and
Emerging Non-Traditional Security Issues
Strengthening existing national bodies to deal
with national crisis and emerging
non-traditional security concerns
Setting up a national body to deal with national
crisis and emerging non-traditional security
concerns
Develop Simulation Exercises for Managing
Disasters at National level
Internal process
Need a readily available Core Group of people
with the Necessary Competencies and skills
Develop a Database Centre to Disseminate
Information to Relevant Agencies
Learning growth
Establish a Standard Operating Procedure
Ensure that Adequate Fund is Provided
Financial
79
ENHANCING QUALITY COMMUNITY DEVELOPMENT
STRATEGIC THEME 8
80
ENHANCING QUALITY COMMUNITY DEVELOPMENT
STAKE- HOLDERS Community Govt Int. Comm.
ENHANCED DECISION MAKING
PROMOTING EFFECTIVE COMMUNITY DEVELOPMENT
POLICIES
INTERNAL PROCESS
IMPROVE PROGRAMME AND POLICY MONITORING PROCESSES
IMPROVE MECHANISM FOR GREATER PARTICIPATION IN
SOCIAL DEVELOPMENT FROM ALL AGENCIES
DEV. INTER-AGENCY COOPERATION
LEARNING AND GROWTH
COMMUNITY DEVELOPMENT DATABASE
RESEARCH ON SOCIAL ISSUES AND CONCERNS
CAPACITY BUILDING
FINANCIAL
ADEQUATE FUNDING/ PUBLIC PRIVATE PARTNERSHIP/
COMMUNITY SPONSORED PROJECTS
81
WHY THIS THEME IS STRATEGIC FOR PMO?ENHANCING
QUALITY COMMUNITY DEVELOPMENT

• The Quality of Life of the people has always been
  the priority of the government reflected through
  the many visits made by His Majesty to villages
  throughout the country. It is also strategic
  because social development has a direct impact on
  national stability and security and, in most
  countries, often in the forefront of the
  political agenda.

82
Formulating the Policy Direction and Framework
for the National Human Resource Development

• Strategic Theme 9

83
This Strategy Map will be constructed once the
forthcoming HRD Policy Paper has been accepted by
the Cabinet
84
STRATEGIC THEME
Policy Direction and Framework for National
Human Resource Development
Stakeholder
Stakeholders
Internal Process
Learning Growth
Financial
85
The End

• THANK YOU FOR YOUR ATTENTION

86
APPENDICES
87
A Note on Good Governance
88
PUBLIC GOVERNANCE

• Public governance is defined as the ways in which
  stakeholders interact with each other in order to
  influence the outcomes of public policies.
• By good governance, we mean the practice of
  negotiation by all the stakeholders in an issue
  (or area) of improved public policy outcomes and
  the adoption of the agreed governance principles
  which are both implemented and regularly
  evaluated by all stakeholders
• .Governance
  International, 2003

89

The UN Principles of Governance

• Legitimacy Voice
• participation consensus orientation
• Accountability
• accountability transparency
• Performance
• responsiveness effectiveness efficiency
• Fairness
• equity rule of law
• Direction
• strategic vision

90
Good Governance in the Bruneis Context

• It is to be noted that good governance concept
  and practice must also be compatible with the
  cultural values embedded in the local traditions
  and institutional norms.
• In this regard, the concept of good governance
  as apply to PMO needs to be compatible with
  Islamic ethics in particular and with the MIBs
  philosophy in general.

91
A Note on Public Leadership
92
Dynamic leaders lead others by carefully managing
themselves through

• Effectively creating collective visions of
  successful futures
• Effectively transmit the vision to others
• Show particular skill at choosing the best
  course knowing what is right and necessary
• Have high confidence on own skills but recognise
  own limitations
• Concentrate on succeeding, not obsessed with
  failures
• Expand own capacity by empowering others

93
Dynamic Public Leaders

• Know how to exercise effective leadership in a
  world in which powers are shared by different
  constituencies
• Understand social, political and economic
  realities and how to change them if necessary
• Need to build teams and coalitions and nurture
  humane organizations, inter-organizational
  networks and communities

94
Dynamic Public Leaders cont

• Able to create visions and communicate them to
  others
• Learn to influence the making and implementing of
  decisions in different arena
• Able to invoke sanctions to enforce and reinforce
  ethical principles, constitutional principles,
  laws and social norms
• Must provide policy leadership
• Know how to tie all the above together
  systematically!!

95
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96
A VISION OF NATIONAL SUCCESS

• (A one page profile of the vision of success)

97
A Vision of National Success

• A nation that is peaceful and secure, at peace
  with its neighbours and respected by the world
  community.
• A society which is opened to the world and yet be
  able to preserve its own local cultural identity
  and socio-political system which are consistent
  with the Islamic faith.
• A nation with a sustainable and diversified
  economy that is internationally competitive. An
  economy which would generate full employment and
  a high standard of living for its people.

98

• A nation that is able to meet the challenges of
  21st Century and has the capacity to seize the
  opportunities arising from the varied forces of
  globalization and technological changes.
• A society which care for its people and which
  promote meaningful participation by its people in
  every important aspect of public life. A
  government that conducts itself in accordance
  with the rule of law, whether nationally and
  internationally.

99
A state that prescribe and practice good
governance which are consistent with the tenets
of Islam in which,

• high competencies in governing are valued
• public officials (Ministers and civil
  servants) are responsible and accountable for
  their actions
• the rule of law would prevail to protect
  individual, groups and organizations
• public policy and administration are conducted
  with transparency
• participation in public affairs by the people
  are strongly encouraged, and
• the conduct of public affairs are guided by
  high ethical and constitutional
  principles. ...cont

100

• A transformed Prime Ministers Office (PMO) which
  has become a high performance and effective
  organization. As the leading government agency
  in the country, it is able to provide high
  quality services to its key stakeholders and to
  exercise the following effective public
  leadership
• promoting and enhancing the image of political
  leadership in the country.
• providing visionary, ethical and organizational
  leadership to all agencies in the public sector
  and public corporations
• providing personal and team leadership to all
  departments under the PMO
• facilitating the development of effective policy
  leadership in the complex and dynamic world of
  policy-making and implementation and,

101
In short, a national development success that is
achieved through dynamic political and
administrative leadership and strong adherence to
good governance practices with effective
partnership of the ruler, the government and the
people guided by the values and principles in the
context of the MIB philosophy.
102
APPENDIX- ECON. POLICY
103
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104
GDP GROWTH (1991-2003)
105
STRUCTURE OF BRUNEI ECONOMY
106
Employment Status () in 2001
107
Workforce Profile By Profession
1991 2001
Pengubal Undang-Undang, Pentadbir Pengurus 3.4(1.0) 2.6(0.9)
Ahli Profesional 4.2(2.6) 5.5(1.8)
Juruteknik Ahli profesional bersekutu 10.1(2.3) 10.4(2.3)
Pekerja Perkeranian 10.6(1.3) 9.8(1.3)
Pekerja Perkhidmatan Retail 8.2(4.4) 12.6(6.2)
Pekerja Mahir Petanian Perikanan 0.9(0.4) 0.4(0.5)
Pekerja Pertukangan berkaitan 5.0(10.0) 3.8(10.6)
Operator Pemasang Loji dan Jentera 3.9(3.3) 2.2(2.7)
Pembersih, Buruh Pekerja Berkaitan 7.7(14.1) 6.3(20.1)
Lain-lain 4.0(2.6) 0.2(0.1)
Guna Tenaga Tempatan 199161,939 (58.0)
200178,534 (53.7) Jumlah Guna Tenaga
106,746(1991) 146,254(2001) Footnote ( )
Guna tenaga Asing
108
STATEMENT OF PERFORMANCE OBJECTIVEPERSPECTIVE
STAKEHOLDER
Oil Gas
Elect
Energy

• PERFORMANCE OBJECTIVE EFFECTIVE NATIONAL ENERGY
  POLICY
• DESCRIPTION
• Energy Policy (Oil, Gas, Electricity demand/
  supply balance) which covers all aspects, i.e.
  extraction, use, conservation, sustainability,
  availability, etc.
• Although there are already policies relating to
  oil and gas, efficient use of electricity, etc,
  they need to be consolidated in order to ensure
  necessary alignment.
• 1. Cabinet
• What Formulation/Compilation of National Energy
  Policy Options
• Why? - Unlike developed countries, energy is a
  crucial ingredient for economic development in
  developing
• countries.
• - The policy acts as a guiding principle
  for the generation and utilisation of energy in
  Brunei Darussalam.
• What Monitoring Reviewing National Energy
  Policy Implementation
• Why? To ensure that policy is understood and
  implemented effectively by Ministries,
  Departments and
• GOC/GLC.
• 2. Ministries/Departments/Government Corporate
  Bodies/ Government owned Companies Linked
  Companies(GOC/GLC)
• What Focal Point for Energy Information
• Why? To provide a forum in order to get inputs
  from/share info with various ministries,
  department,
• corporate bodies and GOC/GLC

109
THE OIL CONSERVATION POLICY
LIQUID PRODUCTION-bbls/day
300000

• Introduced in 1980
• Produced to 150,000 bpd
• by 1988
• Gulf War 1990, flexible production at
  availability

250000
Trend
Trend
200000
150000
100000
50000
0
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
110
BRUNEI LIQUID PRODUCTION FORECAST
000 bbls/d
250
200
BBJV
BSP
150
Forecast
100
50
0
2004
2007
2010
2013
2016
2019
2022
2025
2028
2031
2034
2037
2040
2043
2046
2049
Based on the current production level of around
200,000 bbls/d, the oil reserve is expected to
last for about 15 years
111
PETROLEUM PRODUCTS CONSUMPTION
MOGAS
DIESEL
KEROSENE
Trend
JET A-1
LPG
BITUMEN
Trend
Barrels per day
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
Note modest growth of 1 -2 expected in future
112
BRUNEI NATURAL GAS POLICY (Production)
BRUNEI NATURAL GAS POLICY (Utilisation)

• Sustain gas production level to satisfy current
  obligation.
• Encourage more exploration activities.
• Observe prudent practises consistent with
  principles of total hydrocarbon management.
• Continuous assessment of reserves and take
  necessary steps to ensure all Operators
  contribute to domestic demand on fair and
  equitable basis.
• Any excess gas reserves volume due to new
  technology and/or new discoveries must be used
  beneficially, but the nations interest shall be
  paramount.

• Gas for future use must come from proved
  reserves only.
• DOMESTIC USE including by DES, IPP and
  Industries.
• Priority always given to domestic utilisation
  especially for power generation.
• There must be Gas reserves (set aside) for
  power generation, under a 20 year rolling period.
• Natural gas utilisation for industry shall, only
  be considered if return is comparable to sale as
  LNG, unless there are over-riding benefits as
  decided by Government.
  

113
BRUNEI GAS PRODUCTION 1985-2004
E06 scf/day
1400
1231
1196
1143
1133
1200
1124
1084
1086
1073
1076
1042
993
965
957
938
1000
918
885
886
869
871
842
800
600
400
200
0
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004-Forecast
Gas is produced to meet current obligations LNG
contracts, power for electricity generation and
operators own use
114
GAS PRODUCTION (SUPPLY) AND DEMAND FORECAST
TRILLION CUBIC FEET (TCF)
TCF
0.6
0.6
PRODUCTION
0.5
0.5
DEMAND LINES
LNG CONTRACT EXTENSION OPORTUNITY
0.4
0.4
EXISTING BLNG
0.3
0.3
CONTRACT
0.2
0.2
DOWNSTREAM INDUSTRY PROJECTS
0.1
0.1
INLAND POWER GENERATION
COMPANY'S OWN USE
0.0
0.0
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
115
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116
GAS DEMAND FOR ELECTRICITY POWER
GENERATION ACTUAL (1990 to 2003) FORECAST (2004
to 2030)
0.120
0.100
0.080
FORECAST
trillion standard cubic feet (tcf)
0.060
0.040
ACTUAL
0.020
0.000
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Note Anticipated growth rate of 7 in
2002-2005, 5 2006 2010 and 3 thereafter
117
BRUNEI DARUSSALAM FINAL ENERGY CONSUMPTION
Transport
800
Residential Commercial
Industry
700
Agriculture
600
500
Unit in KTOE
400
300
200
100
0
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
Major consumer of energy is the transport sector.
Whilst the residential and commercial sector
make up the 2nd largest demand sector for overall
energy mix
118
BRUNEI DARUSSALAM PRIMARY ENERGY SUPPLY
Gas is the major source of our energy mix
119
APPENDIX CIVIL SERVICE
120
COMPLAINTS RECEIVED FROMPUBLIC THROUGH MSD
Year Complaints
1998 121
1999 58
2000 59
2001 51
2002 45
Total 334
121
APPENDIX -CRIME
122
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123
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