PUBLIC SERVICE TRANSFORMATION LAB...oleh keluarga penumpang dan krew pesawat MH370 milik Malaysia Airlines (MAS), yang telah hilang dalam perjalanan dari Kuala Lumpur International

GERBANG TRANSFORMASI ANDA

EDISI KETIGAJAN-JUN 2014

PENCAPAIANTRANSFORMASI JPA

PUBLIC SERVICETRANSFORMATION

An Opportunity To Make A Difference

MALAYSIA CIVILSERVICE RETIREMENT

SUPPORT (1 MSCSRS)Merakyatkan Perkhidmatan Awam

PENJAWAT AWAMTIANG SERI NEGARASambutan HPPA 2014

PUBLIC SERVICE TRANSFORMATION LABA Leading Edge for EffectiveEngagement in Public Service

TRANSFORM • GERBANG TRANSFORMASI ANDA2

KandunganJanuari —Jun 2014

04

13

34

031006

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03 DOA DAN BANTUAN JPA UNTUK KELUARGA PENUMPANG DAN KREW MH370

04 PUBLIC SERVICE TRANSFORMATION An Opportunity To Make A Difference

06 PUBLIC SERVICE TRANSFORMATION LAB A Leading Edge for Effective Engagement in Public Service

09 TRANSFORMING SERVICE DELIVERY FOR PENSIONERS

10 PENJAWAT AWAM TIANG SERI NEGARA Sambutan HPPA 2014

12 JASA DAN BAKTI DIHARGAI Menabur Budi Memacu Transformasi

14 PENCAPAIAN TRANSFORMASI JPA

16 MALAYSIA CIVIL SERVICE RETIREMENT SUPPORT (1MSCSRS) Merakyatkan Perkhidmatan Awam

20 SEMARAKKAN TRANSFORMASI

22 MENGHAYATI ASPIRASI BELIA KE ARAH PEMBINAAN NEGARA BANGSA Merapatkan Jurang Generasi Dalam Komuniti

24 TRANSFORMATION AGENDA IN MEDIA

26 CHANGE MANAGEMENT Rock, Change & Care

29 ADVANCED LEADERSHIP MANAGEMENT PROGRAMME (ALMP)

30 JPA4U

32 GAYU GURU GERAI NYAMAI Program Semarakkan Transformasi Perkhidmatan Awam

34 TRANSFORMATION SHOWCASE KICK OFF

TRANSFORM • GERBANG TRANSFORMASI ANDA 3

Tidak pernah ada yang meminta, tidak pernah ada yang menginginkan dan tidak pernah ada yang menjangkakan. Betapa berat mata memandang, berat lagi bahu yang memikul. Begitulah perasaan sedih dan bebanan emosi yang ditanggung oleh keluarga penumpang dan krew pesawat MH370 milik Malaysia Airlines (MAS), yang telah hilang dalam perjalanan dari Kuala Lumpur International Airport (KLIA) ke Beijing, China pada awal pagi 8 Mac 2014 dengan membawa seramai 239 orang penumpang dan krew. Insiden kehilangan mengejut ini sangat memberi tekanan emosi kepada keluarga penumpang dan krew. Tangis dan sendu mereka sudah cukup menggambarkan kesedihan dan rasa perit yang sukar diungkap dengan kata-kata. JPA melalui gerakan Transformasi Perkhidmatan Awam yang didokongi Teras Strategik 3 - Merakyatkan Perkhidmatan Awam telah mengambil langkah proaktif dengan bertindak menyalurkan bantuan kepakaran dalam bidang psikologi dan kaunseling kepada semua keluarga penumpang MH370. Bantuan psikologi ini digerakkan melalui Malaysian Crisis Intervention Team (MCIT) yang diurus oleh Bahagian Pengurusan Psikologi, JPA. Menyedari betapa keluarga penumpang dan krew sangat memerlukan sokongan, JPA telah bertindak pantas menghantar pasukan MCIT bagi mendepani isu-isu trauma serta menguruskan kasih simpati masyarakat Malaysia kepada keluarga penumpang MH370.

DOA DAN BANTUAN JPA UNTUK KELUARGAPENUMPANG DAN KREW MH370

Meneruskan keprihatinan JPA kepada mereka yang memerlukan

Pegawai Psikologi Perkhidmatan Awam di bawah penyelarasan JPA dengan kerjasama Bahagian Kaunseling, Jabatan Kebajikan Masyarakat telah mengaturkan perkhidmatan kaunseling di rumah kepada keluarga penumpang MH370 sebaik sahaja ahli keluarga yang telah dikumpulkan di Hotel Everly Putrajaya kembali ke rumah masing-masing setelah 3 minggu dari tarikh usaha pencarian MH370 dilaksanakan. Malaysian Crisis Intervention Team (MCIT) yang diketuai oleh YBrs. Dr. Abd Halim bin Mohd Hussin, Pengarah Bahagian Pengurusan Psikologi JPA selaku Pengerusi MCIT bersama 30 orang Pegawai Psikologi di bawah JPA serta pegawai psikologi dari agensi lain terus berusaha meningkatkan kecekapan dan keupayaan melalui seminar dan latihan pengurusan Trauma dan Krisis bagi memastikan pasukan petugas mempunyai kepakaran yang tinggi dalam bidang psikologi dan kaunseling bagi meneruskan usaha membantu masyarakat selaras dengan agenda transformasi merakyatkan perkhidmatan awam.

Konsep merakyatkan perkhidmatan awam di bawah Transformasi Perkhidmatan Awam direalisasikan dengan pendekatan “mendatangi kepada yang memerlukan”.


The Malaysian Public Service, as the administrative arm of the government, has a crucial role to play in facilitating the nation’s journey towards becoming a developed nation by 2020. Today, the geopolitical environment has become more volatile and the domestic governance challenges even more complex and multi-faceted. Our population is also changing – their views and needs are more diverse. Attitudes and values and preoccupations too have changed, particularly with the younger generations. But most importantly, what this means for the public service is that we too need to continuously change in order to respond to these challenges.

The government has already put in place a comprehensive transformation agenda encompassing the Government, Economic, Social and Political Transformation Programmes. Now that much progress has been achieved, we need to ensure that the human resource infrastructure is strengthened to meet the new challenges ahead. Transformation of the public service is, therefore, necessary to support the national transformation agenda to remain competitive globally and accomplish the vision to be a developed, inclusive and sustainable nation by 2020.

For our current transformation effort, we have designed a Public Service Transformation Framework (PSTF) that is focused on five strategic thrusts of talent development, organisational development, citizen-centric service delivery, inclusivity and ownership, and enculturation of shared values of patriotism, ethos and integrity. When we talk about public service delivery, citizen centricity must be at the core. For this, we are emphasising the need for and especially prioritisation of services that really meet

the needs of the citizens or rakyat. Gone are the days when the public service only delivers what it feels it can deliver. Instead, we have entered an era in which we have to accommodate and adapt to the changing needs of the citizens. Services must now be designed around the needs of the people and not the needs of the organisations. And these needs are coming in waves fuelled by a more educated, aware and politically and technologically savvy population. As the population becomes more technologically savvy, so must the public service. Different modes of service delivery, and in particular those that leverage on information and communication technology (ICT), are continually being thought of, created and developed to fulfil the differing needs of the population. This invariably means a need for widened engagement with stakeholders, clients and other local communities to co-design service deliveries.

PUBLIC SERVICE TRANSFORMATION:AN OPPORTUNITY TO MAKE A DIFFERENCE

“We are all faced with a series of great

opportunities brilliantlydisguised as impossible

situations.”~ Charles R. Swindoll


In order to close the gap between policy aspiration and service delivery, we have also embarked on greater and wider engagement with our various stakeholders, including our public service workforce. New models of partnership and strategic collaboration are being formed and the days of the government knows best are slowly becoming a thing of the past. The social media is also a platform that is increasingly being utilised to seek for more views and greater engagement with our stakeholder communities and at the same time deliver messages to the masses.

As such, our public service must be revitalised to fulfil these new demands being entrusted upon it. We need to have competent public servants who have the requisite skills and knowledge to implement the policies that have been laid down by the government. It means that we must invest in human capital development. We need to invest in developing skills that are not only relevant today but also emerging skills to enable the public service to lift its performance beyond the execution of traditional processes.

At the same time, re-engineering of public organisations is also a prerogative as these organisations need to become more agile and more responsive to changing needs. ICT will also continually be capitalised and leveraged upon to cut down on the layers of bureaucracy that the public service is noted for.

Finally, patriotism in addition to public service ethos and integrity will ensure public servants will give their best to serve the country. We also need to continuously promote and nurture patriotism. The Lahad Datu incursion that occurred last year is a good and timely reminder that the security, safety and sovereignty of our country are something that we cannot compromise on.

As outlined above, the five strategic thrusts of our Public Service Transformation Framework encompass the three basic tenets of public service transformation, i.e., good governance, values and service delivery.

In drawing up projects for implementation, it goes without saying that Malaysia is similar to other countries in that we are also looking at our neighbours – near and far – for ideas and sources of inspiration. Indeed, we note with interest the reform efforts being undertaken by other public services the world over.

“Transformation is hardat first, messy in the

middle and gorgeous atthe end”

~ Robin Sharma

In this respect, we have also come up with projects that are the results of a combination of initiatives that we have gleaned from other countries that we have put together and moulded to suit the local context and make them ours. We have looked to Singapore, Hong Kong, New Zealand, Australia, the United Kingdom, Canada, South Korea, Japan, India, all our ASEAN counterparts and many other countries for initiatives that we can benchmark on. We have followed with interest their public service transformation effort. We have also noted the lessons that they have learnt along the way in their transformation journey – successes and failures, included. We have and are also working with organisations such as the World Bank, the UNDP and various other international bodies to further enhance our transformation effort.

The biggest challenge for the transformation of the public service, however, is not to design a new process or business model. Rather, it is to shape an institutional culture that supports the new service delivery model of the Rakyat serving and giving their best for the Rakyat. This is essentially what the public service is all about. All public servants and our families too make up part of the fabric of this beloved nation of ours. As the Rakyat, we ourselves have high expectations of our government. Indeed, we now expect more of our government than ever before. Therefore, as public servants and the mainstay of the government service delivery value chain, it is imperative that we must deliver our best.

This is a time of unprecedented challenge and great opportunityas we strive to shape a high performing, high integrity, dynamic and citizen-centric public service. A public service that is built on the foundation and principles of good governance; high patriotism, ethics and integrity; a public service ecosystem and environment that is harmonious, inclusive, diverse and sustainable; and leveraging on science and technology. Moving forward, we must actively and relentlessly pursue our public service transformation agenda given that our target date to achieve a developed nation status is drawing near.


PUBLIC SERVICE TRANSFORMATION LAB:A Leading Edge for Effective Engagement in Public ServiceConventional in-house group discussions and meetings have gradually evolved into innovative ways of churning out new, bold and radical initiatives/programmes. When faced with a choice on how to do something in an unusual setting, it would be logical to introduce a different approach. The best approach for accumulating and generating new ideas is by crowding a diverse team in high profile engagement sessions. To this end, Tan Sri Mohamad Zabidi Zainal, Director General of Public Sector (KPPA) has pioneered a new approach for effective engagement in the public sector. Relevant officials in the public sector from different disciplines, working experiences, age groups and management hierarchy were brought together in several series of the Public Sector Transformation Lab (LTPA).

Prior to LTPA, INTAN conducted pre-lab sessions where various analytical tools for developing strategic plan such as SWOT analysis and SWOT-TOWS matrix were presented to ministries’ representatives. Each ministry chose specific analytical tool to analyse issues and challenges related to the roles and core activities of the ministry. Then, seven series of LTPA were jointly organised by INTAN and JPA at the INTAN Main Campus Bukit Kiara, Kuala Lumpur beginning from 14 April until 19 June 2014. Each LTPA lasted for four days, and involved a minimum of one ministry and four ministries at the most. The main objective of LTPA is aimed at drawing strategic measures and initiatives for the related ministries based on the five transformation strategic thrusts as outlined in the Public Sector Transformation Framework (KTPA):

1. Revitalising public servants (Talent development);2. Re-engineering public organisations (Organisational development);3. Enhancing service delivery (Citizen-centric);4. Inclusiveness and ownership (Intensifying engagement); and5. Enculturing shared values (Patriotism, ethos and integrity).

During the first day of the lab, the top public service leaders (KPPA and Deputy Director General of Public Sector as well as the Secretary General and Deputy Secretary General of the participating ministries) shared the macro perspectives of national transformation plan, which specifically focused on the public sector transformation plan. Subsequently, the lab continued with plenary session involving a series of briefing on public transformation plan and programmes by speakers


from INTAN and JPA. Following this, the participants were then clustered into own ministry and divided further into smaller groups according to the five transformation strategic thrusts. In the following days, all participants were given the responsibility to formulate transformation strategic measures and initiatives with guidance from lab facilitators.

HIGH PROFILE ENGAGEMENT

The greater involvements of top decision makers in a consultative session, the more likely the objectives of the session are met. Participants could not envision macro perspectives of public service transformation plan without the leaders’ intervention in LTPA. So, a new circle of lab members comprising the top public sector leaders was included in LTPA wrap-up session. Excellent contributions from these leaders by advancing pertinent inputs and insights during direct engagements with the participants (the first and last day of LTPA) were incorporated in the strategic measures (LS) and strategic initiatives (IS) for the respective ministries.

EffectiveLEADERSHIP from TOPMANAGEMENT drives strong COMMITMENT from the participants

• KPPA’s Mandate• Dialogue with KPPA• Lab Overview• Transformation Drive• Transformation Paradigm• Change Management• Perception Study on JPA’s Transformation Plan• How to measure KPI & Outcome

• Presentation to KPPA/TKPPA• Pertinent feedback, input & insight from KPPA / TKPPA

• Presentation by strategic thrust to the Ministry’s top management• Realignment of strategic initiatives acording to strategic thrusts

Development of Transformation Plan:• Strategic measures• Strategic initiatives• KPIs/Output• Outcome


2 Mar-9 Apr 2014Planning of

LTPA

2 Mar-9 Apr 2014Planning of

LTPA

19-22 May 2014KPMMOTKKRMPIC

19-22 May 2014KPMMOTKKRMPIC

5-6 June 2014KKLWKKMMKPKT

MOTAC

5-6 June 2014KKLWKKMMKPKT

MOTAC

22-25 Apr 2014KDNKLN

22-25 Apr 2014KDNKLN

16-19 June 2014KPDNKK

KWPKSMKBS

16-19 June 2014KPDNKK

KWPKSMKBS26-29 May 2014MITI

MINDEFKKM

KeTTHA

26-29 May 2014MITI

MINDEFKKM

KeTTHA

5 - 8 May 2014MOANRE

MOSTI

5 - 8 May 2014MOANRE

MOSTI

14-17 Apr 2014KPWKM

14-17 Apr 2014KPWKM

MARCHAPRIL

MAY

JUNE

TRANSFORMATIONJOURNEY

LTPA has been an impetus for public sector transformation through the convergence of knowledge, skills and wisdom that cut across sectors and hierarchical boundaries while bridging the generational gap. It offers so much more than just a regular workshop as it provides an opportunity for the leaders and participants to work together to achieve national goals. The LTPA generates new ideas, promotes discussions and produces results of bold and radical LS and IS. Judging by the outputs of LTPA, the lab has been a very successful consultative platform. At the end of the last LTPA, a total of 605 LS and 1,461 IS have been proposed by the participants to be included in the Public Sector Transformation Plan.

Interestingly, within all the constraints with regard to time and budget, new milestones in the public sector emerged by leveraging on INTAN expertise and facilities. Every session of LTPA has unique spin-off outcomes that enrich participative engagement. The lab has unleashed individual potentials and ability to build networking as well as stimulating analytical, creative and innovative thinking. Remarkably, a confluence of multi-generational civil servants and multi-ministries’ visions in the lab triggers a new paradigm for the public service that remains relevant in meeting real time challenges, issues and public expectations. In future, consultative sessions pertaining to national interest will most likely adopt the LTPA’s approach – one that capitalises on in-house expertise and effective engagement as well as optimises available resources.


As part of the wider Public Service Department (JPA) Transformation Programme, the Post Service Division (JPA,BP) is undergoing rapid transformation. Under the Strategic Thrust 3 of the JPA Transformation Framework, the Post Service Division is focusing on improving operational efficiency and driving a high performance culture to provide enhanced public service delivery.

Transformation, however, does not occur overnight and is not without challenges. The Transformation of the Post Service Division is a journey with challenges such as:

Quick Wins

One of the ways these challenges are addressed is through focusing on demonstrating a clear sense of purpose from day one and showing early results through Quick Wins. Quick Wins are initiatives with medium to high benefits and relatively low complexity of implementation. The successful implementation of Quick Wins initiatives, however, depends on close collaboration between the various units within the Post Service Division. The structured approach towards Quick Wins implementation promises timely realisation of benefits towards employees and pensioners.

• Increasing pressure on operational capabilities due to increasing volumes;• Pressure to deliver cost efficiencies;• Minimal disruption to operations during transformation phase; and• Higher expectation for public services from pensioners.

TRANSFORMING SERVICE DELIVERY FOR PENSIONERS

JPA,BP serves over 576,000 civil service pensioners and beneficiaries residing in Malaysia and overseas.

Example of Quick Wins Being Implemented

Quick Wins

• Embed Gantian Cuti Rehat (GCR) processing capability to all units• Implement straight through processing from Operations to Payment• Set-up call centre to centralise calls and emails handling into customer service

Expected Benefits To JPA,BP Staff and Pensioners

•Decreased time to process GCR and increased number of GCR processed daily •Reduced duplication of work and increased number of files •Dedicated customer service agents providing enhanced experience for pensions

Selangor 99,646

WP Kuala Lumpur 45,080

Perak 67,213

Johor 59,046

Sarawak 44,239

Sabah 28,382

Kedah 43,026

Pulau Pinang 39,093

Kelantan 33,521

Negeri Sembilan 31,373

Pahang 30,837

Terengganu 22,985

Melaka 22,930

Perlis 7,121

WP Putrajaya 1,082

WP Labuan 954

#Pensioners abroad 799

Source: Power Gen 2 Database

Dispersion of Civil Service Pensioners in Malaysia (2014)


PENJAWAT AWAM TIANG SERI NEGARASambutan HPPA 2014Sambutan Hari Pekerja Penjawat Awam (HPPA) 2014 pada tahun ini telah diadakan di Dewan Wawasan, Jitra, Kedah Darul Aman. Majlis ini telah disempurnakan oleh YAB Perdana Menteri Malaysia, Dato’ Sri Mohd Najib Tun Haji Abdul Razak.

4,000Penjawat Awam

5 KRITERIA YANG DIPERLUKAN OLEHPENJAWAT AWAM BAGI MEMACUTRANSFORMASI DAN BERGERAK KE HADAPANBAGI TEMPOH 50 TAHUN AKAN DATANGBERILMU

Sentiasa berilmu pengetahuan, kreatif dan inovatif dan menjadi contoh kepada masyarakat.

KEBOLEH-PERCAYAAN

Jujur, amanah, integriti, diyakini dan mempunyai nilai murni sejagat yang dipercayai rakyat

AMALAN KERJATERBAIK

Budaya yang menjadi cerminan kewibawaan penjawat awam

SEMANGAT PATRIOTIK

Kesetiaan kepada raja dan negara serta menjunjung perlembagaan dan undang-undang.

BUDAYAKEBERHASILAN

Peningkatan kualiti kerja berdasarkan petunjuk prestasi utama (KPI).

YAB Perdana Menteri, Perhimpunan Penjawat Awam sempena Hari Pekerja, 1 Mei 2014


Hari Pekerja Perkhidmatan Awam yang dirasmikan olehYAB Perdana Menteri di Kubang Pasu.

Para hadirin membacakan Ikrar Penjawat Awam

Antara para hadirin yang hadir ke Hari Pekerja Perkhidmatan Awam


Tahniahkepada semua penerima bintang dan pingat kehormat

sempena Hari KeputeraanSeri Paduka BagindaYang Di-Pertuan Agong XIV

pada 7 Jun 2014

Semoga pengurniaan ini dapat menyemarakkanlagi azam, semangat dan iltizam para penerima

anugerah dalam memberikan sumbangan dan jasabakti demi pembangunan dan kemajuan negara

PENGANUGERAHAN PINGAT SEMPENA HARI KEPUTERAANSERI PADUKA BAGINDA YANG DI-PERTUAN AGONG XIV

PADA 7 JUN 2014

PANGLIMA JASA NEGARA (P.J.N)

YBhg. Datuk Dr. Sharifah Zarah Syed Ahmad

JOHAN SETIA MAHKOTA (J.S.M)

YBrs. Dr. Abd Halim bin Mohd Husin

AHLI MANGKU NEGARA (A.M.N)

Encik Wan Mohd Rahim bin Yusof

JOHAN MANGKU NEGARA (J.M.N)

YBhg. Dato’ Haji Norzam bin Mohd Nor

Encik Surendran C.K. Balan

PINGAT PANGKUAN NEGARA (P.P.N)

Encik Zulkifli Abdul Rahman

Encik Azham Darus

Encik Salihuddin Yob

Encik Kamaruddin Zainal

Encik Isamail Zainuddin

Puan Lily @ Lily Chong

Puan Sauvadha Mohidin

Encik Johar Adam

Encik Baharudin Ibrahim

Puan Hapisah Kasim

Puan Roswati Mohd Sharif

Encik Hamdan Omar

Puan Azni Abd Hamid

KESATRIA MANGKU NEGARA (K.M.N)

Encik Baharuddin bin Noor

Encik Johari bin Jemain

Puan Fatimah binti Mahmood

Puan Norisma binti Mohd Ismail

Puan Zanariah binti Zainuddin

Encik Zakaria bin Shaaban

Puan Noridah binti Abdul Rahim

Puan Azlina binti Azman


ANUGERAH IKON TRANSFORMASI1. YBhg. Datuk Dr. Sharifah Zarah Syed Ahmad

ANUGERAH PENGGERAK TRANSFORMASI1. YBhg. Dato’ Seri Zainal Rahim bin Seman

2. YBhg. Dato’ Yeow Chin Kiong

3. YBhg. Dato’ Haji Norzam bin Mohd Nor

4. YBrs. Dr. Rose Lena Lazemi

5. YM Datuk Raja Noor Zaedah binti Raja Ahmad

6. YBhg. Dato’ Mokhtar bin Mohd Abd Rahman

7. Encik Surendran C.K. Balan

8. YBrs. Dr. Abd Halim bin Mohd.Hussin

9. Encik Ooi Goan Lee

10. Encik Badurunhisham bin Mohd Noor

11. YBhg. Datin Sri Wan Rosliza binti Abdul Rashid

12. Encik Che Mohd Zulkifli bin Ismail

13. Puan Armawati binti Ab Hamid

14. Encik Muhamad Khairi bin Abdullah

15. Encik Mohamad Fauzi bin Saad

16. Puan Saimiriah binti Ismail

17. Encik Mohd Amiruddin bin Hamzah

18. Puan Zarina binti Haron

19. Puan Hazaila binti Hassan

20. Encik Mohd Firdaus bin Jamaludin

PENERIMA ANUGERAH IKON TRANSFORMASI JPASEMPENA MAJLIS PERSADA GEMILANG JPA

PENGGERAK TRANSFORMASI

ANUGERAH IKON TRANSFORMASI


2013

1,141367214

1,722

2014

2,1802,040780

5,000

JUNIORMIDDLETOPTOTAL

Visionary and Futures Thinking

Adaptable, Dynamic and Agile

Innovative and Creative

Strategic Communication& Negotiation

Strategic Partnerships

Crisis & Conflict Resolution

Applied Learning

Teamwork and Loyalty

Coaching & Mentoring

Strategic Decision Making

SASARANPENINGKATAN

190.4%

PEMANTAPANKOMPETENSIKEPIMPINAN

JUMLAH PESERTA

PENCAPAIAN TRANSFORMASI JPA

TAHUN 2013

(TAHUN 2013)


BUDAYA BERINTEGRITIDAN PATRIOTISME

STRUKTUR PUNITIF INSANIAH LATIHAN

PENUBUHAN

382UNIT

INTEGRITI

100%KURSUS

KEPIMPINANPENGURUSAN

DANPENGURUSAN

PROJEK DITERAPKAN

UNSUR PATRIOTISME,

ETOS, INTEGRITI DAN NILAI

MURNI

ROCK,CHANGE

ANDCARE

TABUNG WIRA

NEGARA

RM3.27JUTA

Kes Tatatertib 2013

656 BUANG KERJA30 TURUN PANGKAT2,810 AMARAN/DENDA/LUCUT HAKEMOLUMEN/TANGGUHPERGERAKAN/TURUN GAJI

5 SURCAJ140 SPRM

LKAN 2012:61 PEGAWAI DIHUKUM41 PEGAWAI DISURCAJ

PENCAPAIAN TRANSFORMASI JPA

TRANSFORMASIINTAN

8KLUSTER

KLUSTERPENGAJIAN

EKONOMI DANKEWANGAN

AWAM

NEWMALAYSIA CENTRE

FOR STRATEGICFUTURES

NEWMyWIN

ACADEMY

KLUSTERPENGAJIAN

DASAR AWAMDAN

GOVERNANKLUSTER

PENYELIDIKANPEMBANGUNAN

DAN DASAR

KLUSTERKEPIMPINAN

DANPEMBANGUNAN

EKSEKUTIFKLUSTERINOVASI

TEKNOLOGIPENGURUSAN

(i-IMATEC)

KLUSTERPENGAJIAN

PEMBANGUNANPENGURUSAN

DANINOVASI

KLUSTERPEMBANGUNAN

KEPAKARAN

KLUSTERPENGAJIAN

ETIKAPROFESIONALDAN INTEGRITI


TERAS 1 MCSRS

Kesejahteraan Rakyat

Panduan Bekerja Semula

Pembangunan Keusahawanan

Pengurusan Kewangan

Kelangsungan Kesihatan

KESEJAHTERAAN PESARA Pembangunan nilai dan kesejahteraan kepada pesara dan keluarga

Peluang kepada pesara untuk belajar, mendapatkan khidmat kerohanian, saling berinteraksi dan program khidmat masyarakat di mana pesara yang tidak mampu / uzur akan diziarahi dan diberi perhatian.

Peluang bantuan kepada anak-anak pesara untuk mendapatkan pekerjaan dan bantuan biaya pembelajaran

KOSRENDAH

BERIMPAKTINGGI

KEBAJIKANPESARA

PENJAWATAWAM SECARAMENYELURUH

SEGERA


PEMBANGUNAN KEUSAHAWANAN DAN PENGURUSAN KEWANGAN

Peluang dan bimbingan kepada pesara untuk menjadi usahawan dan menyediakan panduan kepada pesara dalam hal ehwal menguruskan kewangan, harta dan hutang dengan teratur.

PANDUAN BEKERJA SEMULA

Peluang kepada pesara untuk kembali bekerja dan menambah/ meningkatkan kemahiran sekiranya berminat.

Ia melibatkan kerjasama dengan Kementerian Sumber Manusia (KSM).

KELANGSUNGAN KESIHATAN Kemudahan/ perkhidmatan berkaitan aspek kesihatan kepada golongan pesara

Pra-pelancaran kepada projek 1 MCSRS ini telah dilaksanakan pada 1 April 2014 di Hospital Putrajaya:

Saringan Kesihatan untuk PesaraLaluan Pantas Warga Emas (meliputi Pesara, warga emas dan OKU) di hospital dan klinik kerajaan.

2inisiatif


PENYAMPAIANPERKHIDMATAN

AWAM YANGCEPAT, TEPAT,BERKUALITI

PROAKTIF DANRESPONSIF

MERAKYATKANPENYAMPAIAN

PERKHIDMATAN:MENINGKATKAN

KECEKAPANDAN

KEBERKESANANPENYAMPAIAN

PERKHIDMATANAWAM


SEMARAKKAN TRANSFORMASI

OBJEKTIFMemberi pendedahan kepada penjawat awam mengenai transformasi perkhidmatan awam sejajar dengan agenda transformasi negara

Mewujudkan platform perkongsian agenda transformasi perkhidmatan awam secara terus kepada penjawat awam menerusi sesi interaktif

Memperkukuhkan kolaborasi strategik dan rangkaian perhubungan antara JPA dan agensi perkhidmatan awam di peringkat persekutuan dan negeri serta kerajaan tempatan

SemarakkanTransformasi di Kementerian Kesihatan

Semarakkan Transformasi di Kementerian Perdagangan Dalam Negeri, Koperasi dan Kepenggunaan

27 Februari2014

21 Mac2014

4 April2014

11 April 2014 25 April2014

14 Jun2014


Semarakkan Transformasi di Kementerian Pendidikan

Semarakkan Transformasi di Miri, Sarawak Semarakkan Transformasi di Kementerian Sumber Asli dan Alam Sekitar

Semarakkan Transformasi di Majlis Perbandaran Taiping, Perak


MENGHAYATI ASPIRASI BELIA KE ARAH PEMBINAAN NEGARA BANGSA“Merapatkan Jurang Generasi Dalam Komuniti”

INTAN Bukit Kiara 23 & 24 Januari 2014

IKWAS 18 Mac 2014 610 peserta

INTIM 22 & 23 April 2014 1,870 peserta

Program ini bertujuan untuk memastikan golongan belia dapat memainkan peranan yang mantap dalam organisasi supaya ekspektasi pelbagai lapisan masyarakat dapat diterjemahkan di samping memastikan penjawat awam berada di tahap kefahaman yang tinggi tentang perancangan strategik dalam mengurus perubahan lanskap tenaga kerja secara efektif.

Memberi pemahaman kepada penjawat awam mengenai perancangan strategik dalam mengurus perubahan lanskap tenaga kerjasecara efektif

Memastikan belia memainkan peranan yang mantap dalam organisasi supaya ekspektasimasyarakat dapat diterjemahkan

Merakyatkan Perkhidmatan Awam dan memantapkan Transformasi Perkhidmatan Awam bersama Agensi Kerajaan lain dengan mengadaptasi Strategi Lautan Biru

Memberi pendedahan kepada pihak luar mengenai peranan dan fungsi organisasi Kerajaan dalam menangani cabaran semasa.

Memberi pendedahan dan memaksimumkan rangkaian perhubungan inter-generasi


Penyerahan Sijil Diploma Pengurusan Awam 2013 oleh YBhg. Tan Sri KSN

Majlis Makan Malam Beradat KPPA bersama peserta Kadet

Majlis Penyerahan Surat PemangkuanPTD Gred M48

Majlis Penyerahan Surat Arahan Pemangkuan Secara Khas Untuk Penyandang bagi Pegawai Penguatkuasa

Perasmian Kadet PTD Bil. 1-2014

“Leaders don’t create followers,

they createmore leaders”-Tom Peters


Transformation Agenda in Media


CHANGE MANAGEMENT

10AKTIVITI

PEMBUDAYAAN

20Pegawai Psikologi

DIALOGTRANSFORMASI

102Pegawai Psikologi

DIALOGTRANSFORMASI

250warga JPA

EKSPRESITRANSFORMASI

PROGRAM CHIT CHAT TRANSFORMASI

666 15 orang warga JPA siri

DIALOG TRANFORMASIPSIKOLOGI INSTITUT

LATIHAN PERINDUSTRIAN(ILP) & POLITEKNIK20 orang pegawaiPsikologi


Rock, Change & Care


Gunasama


dan Penolong Pegawai Psikologi

30Timbalan Pengarah

60Gred 41-44

ROCK, CHANGE & CARE

GEGAR TRANSFORMASI

PROGRAM TRANSHAREBERSAMA WARGA JPA

PROGRAM OUTREACH

50 Pegawai Psikologi

PROGRAM APPRENTICE

50 Peserta Duta

KEMBARATRANSFORMASI

53 duta transformasi


Rock, Change & Care

TRANSFORMATIONAL CHANGE

HARI TERBUKA PSIKOLOGIZON SELATAN

OUTREACH TRANSFORMASI - SUK KEDAH

PROGRAM OUTREACH

TRANSFORMASI

137 Penjawat Awam

PROGRAM TRANSFORMASI PERKHIDMATAN

365 AKRAB

PROGRAM OUTREACH

TRANSFORMASI

1,330 Penjawat Awam


Advanced Leadership Management Programme (ALMP) Series 44 2/2014

Tarikh1 hingga 27 Jun 2014

Amanat KSN19 Jun 2014

Peserta37 orang pegawai JUSA daripada pelbagai skim perkhidmatan

Outcome :1) Penglibatan dalam komuniti pembelajaran yang aktif;2) Kebolehan kepimpinan;3) Pengetahuan dan kemahiran dalam menggunakan pelbagai kaedah pengurusan dan perancangan strategik;4) Kesedaran dan kefahaman berkaitan bidang-bidang dalam atau luar persekitaran perkhidmatan awam; dan5) Sifat diteladani dan nilai-nilai positif.


YB. Dato’ Seri Wahid Omar meninjau barangan yangterdapat dalam Pasar Bergerak 1Malaysia

YBhg. Tan Sri KSN melawat Pasar Bergerak 1Malaysia

Antara barangan yang dijual di Pasar Bergerak 1Malaysia

Pelbagai barang keperluan dijual diKaravan Tani JPA4U


JPA4UJPA4U

Penanaman pokok sebagai simbolik kehadiran YBhg. Tan Sri KSN sempena Program Majlis Kebajikan dan Sukan Anggota-Anggota Kerajaan Malaysia

(MAKSAK) Turun Padang di IKWAS, Kluang, Johor

Aktiviti Pelepasan Anak Penyu di Pantai Cherating, Kuantan

Keprihatinan YBhg. Tan Sri KPPA menziarahi penjawat awam yang mendapat rawatan di Hospital Putrajaya


SELAMAT HARI GAWAI GAYU GURU GERAI NYAMAIProgram Semarakkan Transformasi Perkhidmatan Awam di Miri, Sarawak14 Jun 2014Program Semarakkan Transformasi Perkhidmatan Awam di Miri, Sarawak merupakan program kerjasama anjuran JPA, Pejabat Setiausaha Persekutuan Sarawak, INTAN Wilayah Sarawak, MAMPU Cawangan Sarawak dan Pejabat Pembangunan Persekutuan Negeri Sarawak.

1 Seminar Cabaran dan Hala Tuju Transformasi Perkhidmatan Awam bagi Ketua-Ketua Jabatan dan Badan Berkanun Persekutuan dan Negeri Sarawak 435 orang peserta 201 buah jabatan dan agensi yang mewakili Jabatan dan Badan Berkanun Persekutuan dan Negeri Sarawak


2 Ceramah Motivasi kepada Pelajar Sekolah Menengah dan Para Belia di Dewan Serbaguna Lubuk Kuini 250 orang peserta Penglibatan ibu bapa dan pelajar

3Pameran dan Khidmat Nasihat Jabatan-Jabatan Persekutuan di Rumah Ayai, Lubuk Kuini 400 orang pengunjung Penglibatan 12 buah Jabatan-jabatan Persekutuan

4 Majlis Penutup Program JPA4U di Rumah Ayai, Lubuk Kuini 1,000 orang hadirin Persilangan budaya 1 Malaysia


25 JUN 2014(RABU)

300 ORANGWARGA JPA

9.30 PAGIHINGGA

4.30 PETANG4 SEGMEN•Shout Out

•Hall of Fame•The Beautiful Game

•Big Screen

LOBI BLOKC1, JPA

Membolehkan wargaJPA mengetahui tentang status pelaksanaan Program Transformasi JPA (TI-100)

Meningkatkan kefahamanwarga JPA mengenai Program Transformasi Perkhidmatan Awam

OBJEKTIF


Shout OutPembentangan Teras Strategik oleh Wakil Teras

Hall of FamePameran mengenai pencapaian Inisiatif Transformasi JPA

The Beautiful GamePermainan Interaktif melibatkan Pengurusan Perubahan

Big ScreenPaparan video dan gambar berkaitan program di bawah Inisiatif Transformasi JPA


FOUNDATIONPRINCIPLES &

GO

OD

GO

VERN

ANCE

SCIE

NTI

FIC

& T

ECH

NO

LOG

ICAL

A

DV

ANCE

MENT

S

CAPA

BLE

ECO

-SYS

TEM

HA

RMO

NIO

US

& S

UST

AIN

ABL

E

PUBLIC SERVICE EN

VIRON

MENT

CORPORATE ETHICS & IN

TEGRITY

MANNERISM

HIGH PATRIOTISM

RE

VITALISE

CITIZEN CENTRIC

IN

CLUS

IVENESS

RE-E

NGINEERING

SHARED VALUES

GOAL

AGILE

COMPETITIVELEAN

OPEN

DIVERSIFIED PERSPECTIVES

HIGHLY CAPABLE

OWNERSHIPCO-CREATE

CITIZEN-CENTRIC

HIGH PERFORMING

DYNAMIC

ENERGETICINNOVATIVE

KNOWLEDGE-ABLE

CREDIBLE

EFFICIENT

RESPONSIVE

PROACTIVE

PATRIOTIC

RESILIENT

ETHOS

ETHICALGOOD

VALUES

INTEGRITY

TRANSFO

RMATIO

N

PAPOHON TRANSFORMASI JPA

Documents

PUBLIC SERVICE TRANSFORMATION LAB...oleh keluarga penumpang dan krew pesawat MH370 milik Malaysia Airlines (MAS), yang telah hilang dalam perjalanan dari Kuala Lumpur International