Public Service Commission Sarawak I a PUBLIC SERVICE COMMISSION SARAWAK STRATEGIC PLAN & SCORECARD 2023 - 2025 PUBLIC SERVICE COMMISSION SARAWAK 2023 EDITION
PUBLISHED BY : PUBLIC SERVICE COMMISSION SARAWAK Level 9th & 10th, Wisma Satok, 93400 Kuching, Sarawak Tel : 082 - 236 325/ 544 Fax : 082 - 237 258/ 010 Website : http://psc.sarawak.gov.my 14th April 2023
PUBLIC SERVICE COMMISSION SARAWAK PUBLIC SERVICE COMMISSION SARAWAK STRATEGIC PLAN & SCORECARD 2023 - 2025
TABLE OF CONTENT Chairman’s Message Secretary’s Preface Public Service Commission Sarawak’s Members 2023 Public Service Commission Sarawak’s Philosophy and Motto The History of the Public Service Commission of Sarawak Delegation of Powers Vision of Public Service Commission Sarawak Mission of Public Service Commission Sarawak Roles and Functions of the Public Service Commission Sarawak for State Civil Service Roles and Functions of the Public Service Commission Sarawak for Local Authorities Customer Value Proposition Public Service Commission Sarawak’s Deliverables S.W.O.T Analysis Strategic Issues Strategic Focus Areas Strategic Themes & Results Public Service Commission Sarawak’s Strategy Map 2023 - 2025 Public Service Commission Sarawak’s Scorecard Strategic Planning and Scorecard Workshop Photo Gallery 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 1 2 3 4 5 7 10 11 12 13 15 17 19 21 23 26 28 29 32
1 | Public Service Commission Sarawak Chairman Message Assalamualaikum and Greetings to all. We envisioned to become an exemplary Public Service Commission with the mission, to ensure State Civil Service and Local Authorities with quality human capital to support Post Covid Development Strategy (PCDS) 2030. We need to “revisit, rethink and recharge” to move forward by leaps and bounds. I strongly believe it is high time for us to thoroughly review and improve the existing work processes and archaic regulations that might be unnecessary, time-consuming and ineffective. Aspects of meritocracy, integrity and transparency must be upheld to always improve work processes related to our core functions. Digitalisation is the way forward and hence we aspire to fully digitalise work processes (end-to-end system). This initiative is in line with the Sarawak Government’s direction towards Strategic Digital Government Transformation and as strategic efforts to enhance the level of effectiveness and efficiency in providing world class service delivery. We must be agile and ready to adapt to new ways of working approaches; paperless and conducive digital working environment. This is in sync with The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari bin Tun Datuk Abang Haji Openg, Premier of Sarawak calling during the closing of High Performing Team (HPT) Retreat 2022 in Langkawi i.e: …“I also want to respond on regards to Talent Development especially on recruitment. The Public Service Commission (PSC) need to revamp its recruitment and assessment processes.”… PSC Strategic Plan and Scorecard 2023-2025 is our commitment to reposition and transform PSC roles and functions to be more efficient and effective to facilitate our customers and stakeholders particularly our public service capacity in realising PCDS 2030. It is my fervent hope that with greater commitment and synergy with our counterparts, together we will realise our aspiration to move forward to be a developed nation state through PCDS 2030. Thank you. Yang Berbahagia Datu Dr. Sabariah Putit Chairman Public Service Commission Sarawak
Public Service Commission Sarawak I 2 Secretary Preface Assalamualaikum and Greetings. Defining an organisation’s future vision and determining its goals and objectives are both done through the process of strategic planning. In order for PSC Sarawak to achieve its stated vision, the process also include determining the order in which those goals should be accomplished. Effective strategic planning involves a systematic approach to organisational growth, development and success towards realising Sarawak Government agenda i.e. Post Covid Development Strategy 2030. The 3 day’s retreat we have undergo the step-by-step process of developing a strategic plan, including setting organisational goals, conducting a SWOT analysis, identifying strengths, weaknesses, opportunities and threats, and developing action plans to address them. We also delve into the scorecard system, which is an essential tool for monitoring performance and evaluating progress towards strategic objectives. The scorecard provides a snapshot of PSC performance, enabling our Secretariat to take corrective actions where necessary and optimize performance. For PSC Sarawak, we focus on individual KPI meaning that each officer is accountable to achieve PSC Sarawak’s vision and mission by performing well in their respective core tasks and of what are expected from them. The digitalisation of manual work processes needs to be prioritised and the existing PSC systems namely e-Recruitment and e-Scholarship need to be fully-optimised and enhanced to ensure efficiency and effectiveness in our service delivery. Lastly, I hope this document can be used as a guide for all of us towards strengthening of public service human capital and a culture of excellence to achieve our aspirations. Thank you. Madam Dayang Hajah Joanita Azizah binti Abang Haji Morshidi Secretary Public Service Commission Sarawak
3 | Public Service Commission Sarawak Sitting From Left to Right in Front From left front Datu Haji Chaiti bin Bolhassan, Mr. Alexander Unya anak Ambon (Deputy Chairman), Datu Dr Sabariah Putit (Chairman), Madam Dayang Hajah Joanita Azizah binti Abang Haji Morshidi (Secretary), Datu Nicholas Sia Standing From Left to Right at the Back Dr. Robert Menua anak Saleh, Dato Hajah Simoi binti Haji Peri, Mr. Liew Jiu Ming, Mr. Abdul Rahman Sebli bin Logo @ Senusi, Mr. Yussibnosh bin Balo, Mr. Alexander anak Vincent Public Service Commission Sarawak’s Management Team 2023 Strategic Planning and Scorecard Workshop at Raia Hotel & Convention Centre Kuching 14th -16th March 2023 Public Service Commission Sarawak’s Members 2023
Public Service Commission Sarawak I 4 PSC Philosophy Motto PSC at your Service, Efficiency & Effectiveness is Our Priority • Speed • Productivity • Accountability • Neutrality • Strategy Oriented
5 | Public Service Commission Sarawak The Public Service Commission of Sarawak (PSC) was officially established on 1st November 1961 in accordance with the Sarawak (Public Service Commission) Order in Council,1961. Based on the PSC Annual Report 1962, the main objectives of the PSC during the first year of its establishment were to focus on the formation of rules, principles and procedures in order for the PSC to execute their executive powers and duties towards the members of the public service. The proceedings or functions of the PSC in year 1961 was governed by the Public Service Commission Regulations 1961 (G.N No. S:187/1961) enacted under the said Order in Council, 1961. In conjunction with the formation of Malaysia, on 16 September 1963, the Public Service Commission Regulations 1961 has been revoked and replaced with the Public Service Commission Rules, 1963 which officially transformed the PSC into an Executive Body. Consequently, the said Public Service Commission Rules 1963 has also been revoked and replaced with the Public Service Commission Rules 1996, which is currently in force. By virtue of Article 35(1) of The Constitution of The State of Sarawak (Sarawak Constitution), there shall be a Public Service Commission for Sarawak which shall consist of a Chairman, a Deputy Chairman, and not less than four (4) and not more than nine (9) other members, each of whom shall be appointed by the Yang di-Pertua Negeri on the advice of the Premier of Sarawak. The functions of the Commission are provided under Article 36 (1) of the Sarawak Constitution, where it shall be the duty of the Commission to appoint, confirm, emplace on the permanent or pensionable establishment, promote, transfer and exercise disciplinary control over members of the Public Service. Beside executing and performing its core functions, the Commission is also under general directions of the Yang di-Pertua Negeri in order to ensure Article 39 (2) of the Sarawak Constitution are adhered to; to safeguard the special position of the Natives and to ensure the reservation for Natives of such proportion as deemed reasonable of offices in the public service and the grant of Scholarship to the Natives by the Yang di-Pertua Negeri of Sarawak. The Commission shall duly comply with the directions. The History of the Public Service Commission of Sarawak
Public Service Commission Sarawak I 6 Additionally, by virtue of Article 36 (4) of the Sarawak Constitution, the recommendation of the Commission is one of the requirements provided in the Constitution for a special post designated by Yang di-Pertua Negeri of any post in the public service held by head or deputy head of a department or by an officer who in the opinion of Yang di-Pertua Negeri is of similar status, and an appointment to any post not made in accordance to the said Article 36 (1). On 1st July 2000, in addition to the functions of the Commission conferred by the Sarawak Constitution, the Commission has been vested with powers and functions to appoint, confirm, promote and exercise disciplinary control over officers and employees of the Local Authorities as provided by the Public Service Commission (Additional Functions) Ordinance, 2001. Finally, in terms of the administration of the Commission to perform its core and additional functions, the Commission is assisted by the Secretariats headed by the Secretary of the PSC. The Secretary and the Secretariats of the Commission are comprised of the public officers of the State Civil Service. The History of the Public Service Commission of Sarawak
7 | Public Service Commission Sarawak Delegation of Powers Article 36 (6) of the Sarawak Constitution provides the power of the Commission to delegate any of its core functions under Article 36 (1) of the Sarawak Constitution to any public officer, or to any board consisting of at least one member of the Commission and such number of public officers appointed by it. Hence, that officer or board shall exercise those functions under the direction and control of the Commission. In addition, one of the main delegation of powers delegated by the Commission made under Article 36 (6) of the Sarawak Constitution is the State Public Service Commission (Delegation of Powers) Direction, 2004. This Direction involves the delegation of powers by the Commission to the State Secretary and also the Head of Department. The Direction can be seen beneath:
Public Service Commission Sarawak I 8 Delegation of Powers
9 | Public Service Commission Sarawak Delegation of Powers
Public Service Commission Sarawak I 10 Human Capital Excellence VISION An Exemplary Public Service Commission Digitalisation of System and Process Excellence Transparency & Impartiality Stakeholders Acceptance Excellence Exemplary
11 | Public Service Commission Sarawak MISSION To Ensure the State Civil Service and Local Authorities with Quality Human Capital to support PCDS 2030 To identify and select the best talent and capable human capital for the SCS to realise PCDS 2030
Public Service Commission Sarawak I 12 Roles and Functions of the Public Service Commission Sarawak for State Civil Service ARTICLE 39(3) SARAWAK STATE CONSTITUTION “ The Yang di-Pertua Negeri may, in order to ensure in accordance with clause (2) the reservation to Natives of offices in the public service and of scholarship, exhibitions and educational or special facilities, give such general directions as maybe required for that purpose to the Commission, or to any authority charged with responsibility for the grant of such scholarship, exhibitions or other educational or training privileges or special facilities; and the Commission or authority shall dully comply with the directions.”
13 | Public Service Commission Sarawak Roles and Functions of the Public Service Commission Sarawak for Local Authorities
Public Service Commission Sarawak I 14 PSC has continued its transformation agenda and innovation initiatives to achieve its aspirations towards a world-class public service in service delivery “ “
15 | Public Service Commission Sarawak Customer Value Proposition Stakeholders Customer Value Proposition Stakeholders PSC Commission Members Sarawak State Secretary Primary – State Leadership PSC Secretariats Primary – The Commission Primary – Students, employees and job applicants Public Consultation with Sarawak State Secretary [Article 36 (3)(b)] Sarawak Constitution Quality talents to enable SCS agencies to achieve their business goals in line with the state development agenda Quality (Confidentiality, Reliability, Speed and Accuracy) secretarial service for six core functions: • Provide information with regards to talent development and career progression • Job opportunities • Scholarship Yang di-Pertua Negeri, Premier of Sarawak and Sarawak State Legislative Assembly Sarawak • Appointment • Confirmation in service • Emplace on the permanent or pensionable establishment • Promotion • Exercise Disciplinary Control • Scholarship Others – State Civil Service, Local Authorities and other departments
Public Service Commission Sarawak I 16 Sarawak is going towards a future that no longer depends on gender or race but the ability of a person “ “ By The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak Excerpt from Opening remarks during ceremony of the National Conference on Dayak Women 2022
17 | Public Service Commission Sarawak Public Service Commission Sarawak’s Deliverables To ensure Quality Human Capital for State Civil Service and Local Authorities to support PCDS 2030 To ensure efficient and effective recruitment and promotion mechanism for State Civil Service and Local Authorities To provide scholarships for students to pursue diploma and degree programs 1 2 3
Public Service Commission Sarawak I 18 What I am saying here is that there are always ways for us to improve ourselves, provided we endeavour to study all our weaknesses. These days we commonly use the SWOT analysis method. Where are our strengths, and how do we capitalize on these strengths in order to achieve our goals and aspirations? We know that revisiting, rethinking then recharging is an imperative effort. There is a terminology in management called ‘turn around’, which refers to our desire to turn around the things that we usually do. Each time you rethink, it means there is something erroneous somewhere, and you take the time and effort to think about it, discover what it is and find the options to resolve the matter. This is the reason why you must do a lot of reading. “ “ By The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak Excerpt from Keynote and Concluding remarks during High Performance Team (HPT) Retreat in Langkawi, 2022
19 | Public Service Commission Sarawak S.W.O.T Analysis • Experienced PSC Members • Constitutional Independence of PSC • Effective collaborative partner/strong institutional networking (reputation purposes) • Well established framework for PSC mandate (PSC Rules 1996, The Constitution of the State of Sarawak (G.N.S 163/63) and The State Public Service General Order, 1996 (Swk. L.N. 1/96) • Adequate funding from the state government • Acceptance from stakeholders • Overreliance on manual work processes • Lacking in expertise in domain areas related to PSC mandate • Lacking in Data Analytic Practice • Lacking in performance based culture • Lacking in effective inter-agency collaboration (operational purposes) and synergy • Availability of knowledge and best-practices about public service locally and globally • Availability of latest technology to support operational efficiency – uses of Artificial Intelligence • Availability of ample talents • Change in Government policies • Unforeseen circumstances (Pandemic) • Better remuneration package from private sector • Lacking in understanding and interpretation of PSC rules, 1996 and Local Authorities Service Regulations, 2000 THREATS T OPPORTUNI TIES O STRENGTHS S WEAKNESSES W
Public Service Commission Sarawak I 20 That’s why I emphasized the digital economy. First and foremost, from the State planning point of view, everything has changed because of the evolution of digital technology. Secondly, it is a new economy based on the way this economy works. The third is of course, the new economy is a problem faced by the world. We have to streamline the matter of our communications, most importantly so that we would be able to deliver all that we wish to deliver for the rakyat. “ “ By The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak Excerpt from Keynote and Concluding remarks during High Performance Team (HPT) Retreat in Langkawi, 2022
21 | Public Service Commission Sarawak Strategic Issues Issue 4 Lacking in Data Analytic Practice Data Analytic Practice is a necessary part of an effective organisation. Data supported information are important for good decision making. Issue 5 Issue 6 The need for p e r f o r m a n c e - b a s e d culture (Individual based KPI) PSC need to embark on individual based KPI which require high level of competencies, well-developed work processes and demanding job responsibilities - A p e r f o r m a n c e - b a s e d organisation and culture. Lacking in effective inter-agency collaboration This is important in getting information that are reliable for PSC members to make a better decisions. This is also important to enable the secretariats to give value-added information before any recommendations submitted to the PSC members. Issue 1 Overreliance on manual work processes 90% of our work processes are still manually done (inefficiency in terms of speed and quality of work). Lacking in expertise in domain areas related to PSC mandate Largely, our workforce is very much administrative in their functions. We have the expertise but not yet certified in the 5 areas of our functions. If we have these expertise, we will be able to provide effective support for our commission (decision making). Issue 2 Issue 3 Lacking in understanding and interpretation of PSC Rules It is important for our civil servants and all related agencies to have a comprehensive knowledge and understanding of the roles and responsibilities of PSC. This must be communicated effectively to all stakeholders through enhanced website and other channels of communication.
Public Service Commission Sarawak I 22 We do not have any other option but to move faster because we live in a world that is evolving quickly. We cannot be slower than others. If we are slow, others will take up that opportunity, and you surely know that great opportunities only come once. Thirdly, you must always be one step ahead. I often quote this book ‘Today Is the Future’. It sounds like a fallacy because how could today be the future? The fact is that the future really depends on what happens today. Nowadays, the economy and the way we live have all changed. “ “ By The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak Excerpt from Keynote and Concluding remarks during High Performance Team (HPT) Retreat in Langkawi, 2022
23 | Public Service Commission Sarawak 04 03 Strategic Focus Areas Strategic Issue • Overreliance on manual work processes Strategic Focus Area • Digitalisation of operations 1. Digitalised work process for core function : Appointment, Confirmation in service, Emplace on the permanent or pensionable establishment, Promotion and Exercise Disciplinary Control. 2. Benchmark end-to-end recruitment system. 3. Adopt Best Practices (A.I Driven on Recruitment, Assessment, marking system etc). 01 Strategic Issue • Lacking in expertise in domain areas related to PSC roles and responsibilities Strategic Focus Area • Capacity building of PSC secretariat/ employees 1. Develop strategic skills for core 02 functions. 2. Upskill and reskill employees. 3. Hire expertise. Strategic Issue • Lacking in understanding and interpretation of PSC Rules,1996 Strategic Focus Area • Understanding of PSC roles and responsibility as provided in the Constitution • Communicate effectively to all stakeholders through enhanced website and other channels of communication the core functions of PSC. Strategic Issue • Ineffective inter-agency collaboration Strategic Focus Area • Inter-agency strategic collaboration 1. Review channels of communication with stakeholders and agencies for data sharing. 2. Co-create engagement program with HRDM and other agencies in term of talent development, recruitment and leadership development inalign with Post Covid Development Strategy (PCDS) 2030. 3. Ownership on shared KPI. 03 04 Initiatives Initiatives Initiative Initiatives
Public Service Commission Sarawak I 24 Strategic Focus Areas Strategic Issue • Lacking in Data Analytic Practices Strategic Focus Area • Data Analytic Practice 1. Implement corporate level scorecard. 2. Implement individual KPI. 3. Implement work performance coaching. 4. Review Job Description (JD) and re-align JD for employees. 5. Implement Training Need Analysis (TNA). 6. Implement skills enhancement training. 05 06 Initiatives Strategic Issue • The need for performance-based culture (Individual based KPI) Strategic Focus Area • PSC organisational performance management 1. Establish Quality, ICT and Informatics section. 2. Develop in-house database. Initiatives
25 | Public Service Commission Sarawak Talent Development and Management. I have spoken to State Secretary about elevating the quality of training for the State Civil Service, as well as sending you to study in foreign universities that include universities such as Harvard, FIT, Oxford, Stanford and Silicon Valley from bachelor’s degrees to master up to PhD level, we must give them the exposure. We will make the allocation, especially for the State Civil Service to further their studies, particularly for the mid-management officers, those in their 30s because the way businesses and organizations are managed have very much changed. By The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak Excerpt from Keynote and Concluding remarks during High Performance Team (HPT) Retreat in Langkawi, 2022 “ “
Public Service Commission Sarawak I 26 Strategic Theme Operational Excellence Strategic Result Increase in speed, quality of system and process to deliver quality product and services Strategic Theme Stakeholder Engagement Excellence Strategic Result Greater rapport and acceptance of Stakeholders with PSC roles and functions to deliver quality talent for the Civil Service, Local Authorities and the State as a whole Strategic Theme High Impact Work Culture Strategic Result Highly committed PSC workforce to deliver the mandate of PSC members to ensure the State Civil Service with quality talent to lead the transformation of State Civil Service and Local Authorities Strategic Theme Regulatory Compliance Excellence Strategic Result Increase in compliance and financial integrity Strategic Themes & Results
27 | Public Service Commission Sarawak “ “ Quote from Lee Kuan Yew Prime Minister of Singapore Excerpt from Dynamic Governance Establishing a culture of Meritocracy: At the heart of the question is what makes a good government? That is the core of the question. Can you have a good government without good people in charge of government? American liberals believe you can... My experience in Asia has led me to a different conclusion. To get good government, you must have good people in charge of government. I have observed in the last 40 years that even with a poor system of government, but with good strong people in charge, citizen get passable government with decent progress. The starting point for good government was to ensure a constant supply of good people with ability, integrity and commitment into the public sector. Singapore must get some of its best in each year’s crop of graduates into government. When I say best, I don’t mean just academic results. His ‘O’ levels, his ‘A’ levels, university degree will only tell you his power of analysis. This only one third of the helicopter quality. You’ve then got to assess him for his sense of reality, his imagination, his character and his motivations, because the smarter a man is, the more harm he will do to society.
Public Service Commission Sarawak I 28 Public Service Commission Sarawak’s Strategy Map 2023 - 2025 STRATEGIC THEME: OPERATIONAL EXCELLENCE 1 ORGANIZATIONAL RESTRUCTURING/ MANPOWER PLANNING 2024 2023 2025 IMPLEMENT INDIVIDUAL KPI THROUGH MYPORTFOLIO ESTABLISH EFFECTIVE CROSS FUNCTIONAL TEAM & MULTI TASKING OFFICERS 2024 2023 2025 ORGANIZATIONAL DEVELOPMENT 6 ENABLERS EFFECTIVE COMMUNICATION STRATEGIC THEME: STAKEHOLDER ENGAGEMENT EXCELLENCE ENHANCE INTER-AGENCY STRATEGIC COLLABORATION, & PUBLIC ENGAGEMENT BENCHMARKING VISIT/ STUDY VISIT ALIGNMENT OF POLICY/BLUEPRINT/ FRAMEWORK WITH HRDM, SCSDU & LISCS IMPACT ASSESSMENT ON STAKEHOLDER ENGAGEMENT INITIATIVES 2024 2023 2025 ACCREDITATION OF PSC OFFICERS (CERTIFIED) COMPETENCY DEVELOPMENT OF OFFICERS BASED ON HIGH PERFORMING LEADERS (HPL) FRAMEWORK INCREASE SUBJECT MATTER EXPERT (SME) OFFICERS CAPABILITY BUILDING STRATEGIC THEME: HIGH IMPACT WORK CULTURE DATA & KNOWLEDGE MANAGEMENT 2024 2023 2025 EFFECTIVE DATA REPOSITORY & DATA ANALYTIC PRACTICE REAL TIME DATA MANAGEMENT UTILIZING INTERNAL SYSTEM ARTIFICIAL INTELLIGENCE (AI) DRIVEN ANALYTICS 2024 2023 2025 REVIEW & REVISE PSC RULES 1996 & LOCAL AUTHORITIES SERVICE REGULATIONS, 2000 2024 2023 2025 REGULATORY REVISION REVIEW & STREAMLINE WORK PROCESSES SYSTEM ENHANCEMENT & ALIGNMENT FULLY DIGITALIZE (END-TO-END SYSTEM) STRATEGIC THEME: REGULATORY COMPLIANCE EXCELLENCE DIGITALIZATION VISION AN EXEMPLARY PUBLIC SERVICE COMMISSION 4 3 2 REVIEW & REVISE PSC RULES 1996, LOCAL AUTHORITIES SERVICE REGULATIONS, 2000 (APPROVAL) & IMPLEMENTATION OF THE NEW PSC RULES & LOCAL AUTHORITIES SERVICE REGULATIONS ENHANCE THE NEW PSC RULES & LOCAL AUTHORITIES SERVICE REGULATIONS MISSION TO ENSURE THE STATE CIVIL SERVICE AND LOCAL AUTHORITIES WITH QUALITY HUMAN CAPITAL TO SUPPORT PCDS 2030
29 | Public Service Commission Sarawak Public Service Commission Sarawak’s Scorecard
Public Service Commission Sarawak I 30 Public Service Commission Sarawak’s Scorecard Vision An Exemplary Public Service Commission Mission To ensure the State Civil Service and Local Authorities with Quality Human Capital to support PCDS 2030 Strategic Theme(s): OPERATIONAL EXCELLENCE STAKEHOLDER ENGAGEMENT EXCELLENCE HIGH-IMPACT WORK CULTURE REGULATORY COMPLIANCE EXCELLENCE Strategic Result(s): Increase in speed, quality of system and process to deliver quality products and services Greater Rapport and acceptance of Stakeholders with PSC roles and to deliver high talent for the civil service in particular and the State in general Highly committed workforce to ensure the State Civil Service with a quality talent to lead the transformation of State Civil Service and Local Authorities Increase in compliance and financial integrity Strategic Objective(s) KPI(s) IV/T/ST Initiative(s) (2023) CUSTOMER (30%) CS1M1: Customer Satisfaction Rating 80/85/90 Implement Customer / Stakeholder satisfaction survey FINANCIAL (15%) F1M1: % Utilisation of Budget F2M1: Electronic Compliance Self Assessment (eCSA) Score F2M2: Financial Management Compliance Index 90/95/100 85/90/95 70/80/90 Educate staff on PSC business plan and the financial procedures related to budget usage. - Educate staff on financial regulatory requirement. PROCESS/PROGRAM/PROJECT/SERVICE DELIVERY (40%) IP1M1: No. of new policy/s recommendations adopted IP1M2: % completions of amendment to PSC Rules,1996 and Local Authorities Service Regulations, 2000 IP2M1: % scholarship offered in alignment with PCDS IP2M2: % effectiveness of inter-agency collaboration IP3M1: On-time filling up of vacant post (mandatory retirement) 1/3/5 70/80/90 70/80/90 70/80/90 70/80/90 Implement research, policies and develop recommendation Review and Revise PSC Rules, 1996 and Local Authorities Service Regulations, 2000 i. Implement awareness communication program ii. Develop communication module i. Review channels of communication with stakeholders and agencies for data sharing and other PSC related matters ii. Co-create engagement program with HRDM and other agencies in terms of talent development, recruitment, and leadership – align with PCDS 2030 i. Work processes improvement on Recruitment ii. Update statistic workforce retirement (HRDM collaboration) IP2: Enhance Stakeholder Engagement (10%) IP1:Enhance policy governance (10%) IP4: Enhance Service Delivery Efficiency (10%) IP3: Improve Internal Operation Continuously (10%) F2: Enhance Financial Regulatory Compliance (7.5%) F1: Enhance Budget Utilisation (7.5%) CS1: Enhance Customer Satisfaction (30%)
31 | Public Service Commission Sarawak Public Service Commission Sarawak’s Scorecard Strategic Objective(s) KPI(s) IV/T/ST Initiative(s) (2023) IP3M2: On-time filling up of promotional post. IP3M3: % of key operational processes digitalised. IP4M1: Service delivery efficiency index 70/80/90 50/60/70 80/90/100 i. Work processes improvement on promotional post. ii. Update statistic workforce promotional post (HRDM collaboration). Implement key operational processes digitalisation. (Confirmation, PSC Form 5, Offer Letter, and e-recruitment) i. Review and update Internal Operational Service Charter ii. Produce Report iii. Review and improve communication content – website, other channels, etc. ORGANIZATIONAL CAPACITY (15%) OC1M1: Internal Culture Rating OC2M1: % of staff (all) completed Targeted Training Hours OC2M2: % of executive completed strategic skills training OC2M3: % of staff completed their MyPortfolio 80/90/100 90/95/100 70/80/90 90/95/100 Review working culture and develop new program i. Implement Training Needs Analysis (TNA) ii. Upskill and reskill employees Determine strategic skills for executive development. i. Implement individual KPIs through MyPortfolio ii. Review the Job Description (JD) and re-align JD for employees OC1: Internalize Shared Values (5%) OC2: Enhance Training & Development (10%)
Public Service Commission Sarawak I 32 Strategic Planning and Scorecard Workshop Photo Gallery
33 | Public Service Commission Sarawak Strategic Planning and Scorecard Workshop Photo Gallery
Public Service Commission Sarawak I 34 Appreciation We would like to express our sincere gratitude and appreciation to the Chairman of Public Service Commission (PSC) Sarawak, Members of PSC Sarawak, PSC Secretary, PSC workforce, and all parties involved in the successful production of this document, “Public Service Commission Sarawak, Strategic Plan and Scorecard 2023 - 2025”. 33 | Public Service Commission Sarawak Public Service Commission Sarawak 33 |
LEVEL 9th & 10th, WISMA SATOK JALAN SATOK, 93400 KUCHING, SARAWAK TEL: 082-236 325/ 544 FAX: 082-237 258 / 010 WEBSITE: http://psc.sarawak.gov.my PUBLIC SERVICE COMMISSION SARAWAK