public service transformation lab...oleh keluarga penumpang dan krew pesawat mh370 milik malaysia...
TRANSCRIPT
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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
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KandunganJanuari —Jun 2014
04
13
34
031006
30
20
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
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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”.
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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
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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.
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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
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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
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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.
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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)
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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
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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
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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
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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
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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)
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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
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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
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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
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PENYAMPAIANPERKHIDMATAN
AWAM YANGCEPAT, TEPAT,BERKUALITI
PROAKTIF DANRESPONSIF
MERAKYATKANPENYAMPAIAN
PERKHIDMATAN:MENINGKATKAN
KECEKAPANDAN
KEBERKESANANPENYAMPAIAN
PERKHIDMATANAWAM
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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
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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
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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
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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
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Transformation Agenda in Media
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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
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Rock, Change & Care
187Pegawai Psikologi
Gunasama
330Pegawai Psikologi
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
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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
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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.
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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
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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
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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
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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
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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
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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
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FOUNDATIONPRINCIPLES &
GO
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GO
VERN
ANCE
SCIE
NTI
FIC
& T
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NO
LOG
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DV
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MENT
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CAPA
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ECO
-SYS
TEM
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RMO
NIO
US
& S
UST
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ABL
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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
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PAPOHON TRANSFORMASI JPA