Public Service Commission Sarawak I a PUBLIC SERVICE COMMISSION SARAWAK STRATEGIC PLANNING & 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 PLANNING & SCORECARD 2023 - 2025
TABLE OF CONTENT Our Chairman’s Message Our Secretary’s Preface Public Service Commission (PSC) Sarawak’s Members 2023 Public Service Commission (PSC) Sarawak’s Philosophy and Motto The Public Service Commission (PSC) Sarawak’s Background The Public Service Commission (PSC) Sarawak’s Delegation of Powers Vision Public Service Commission (PSC) Sarawak Mission Public Service Commission (PSC) Sarawak Roles and Functions of the Public Service Commission (PSC) Sarawak Customer Value Proposition Public Service Commission (PSC) Sarawak’s Deliverables S.W.O.T Analysis Strategic Issues Strategic Focus Areas Strategic Themes & Results Public Service Commission (PSC) Sarawak’s Strategy Map 2023 - 2025 Public Service Commission (PSC) 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. 1 2 3 4 5 7 10 11 12 14 16 18 20 22 25 27 28 31
1 | Public Service Commission Sarawak Our Chairman Message Assalamualaikum and Greetings to all. We envisioned to become an exemplary Public Service Commission with the mission, to ensure Sarawak Public Service with quality human capital to support Post Covid-19 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. Digitalization is the way forward and hence we aspire to fully digitalize 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 a 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 to the matter of Talent Development in the matter regarding talent development especially on recruitment. The Public Service Commission (PSC) need to revamp its recruitment and assessment processes.”… PSC Strategic Plan 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 realizing PCDS 2030. It is my fervent hope that with greater commitment and synergy with our counterparts, together we will realize 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 Our Secretary Preface Assalamualaikum and Greetings. Defining an organization’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 organizational growth, development and success towards realizing Sarawak Government agenda i.e. Post Covid-19 Development Strategy 2030. The 3 day’s retreat we have discussed the step-by-step process of developing a strategic plan, including setting organizational 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 digitalization of manual work processes needs to be prioritized and the existing PSC systems namely e-Recruitment and e-Scholarship need to be fully-utilized 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 (PSC) Sarawak’s Management Team 2023 Strategic Planning and Scorecard Workshop at Raia Hotel & Convention Centre Kuching 14th -16th March 2023 Public Service Commission (PSC) 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 (PSC) Sarawak 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 16th 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 the 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 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. The Commission is at all times upholding the provision under Article 38 of the Sarawak Constitution with regards to the impartial treatment of State employees, in which all persons of whatever race in the same grade shall, subject to the terms and conditions of their employment, be treated impartially. The Public Service Commission (PSC) Sarawak’s Background
Public Service Commission Sarawak I 6 Furthermore, by virtue of Article 38A, the Public Service must be competent, efficient, and responsive to the aspirations of the people taking into account the overall educational attainment of the various communities in Sarawak and Human Resource requirements of the State. However, this Article must be subjected to Article 39 of the Constitution regarding the reservation of quotas in respect of Public Service and educational facilities for natives. Hence, for the Yang di-Pertua Negeri to exercise his function under Article 39 of the Constitution, the Commission is under the general direction of the Yang di-Pertua Negeri to ensure Article 39 (2) of the Sarawak Constitution are adhered to i.e., to safeguard the special position of the Natives and to ensure the reservation for Natives of such proportion as deem reasonable of offices in the public service and grant of Scholarship by the Yang di-Pertua Negeri Sarawak. The Commission shall duly comply with the directions. Furthermore, 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 the 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 the 1st July 2000, in addition to the functions of the Commission conferred by the Sarawak Constitution, the Commission has also 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, for the administration of the Commission to carry out 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 Sarawak Civil Servants. The Public Service Commission (PSC) Sarawak’s Background
7 | Public Service Commission Sarawak 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 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 Constitution is The State Public Service Commission (Delegation of Powers) Direction, 2004. This Direction involved the delegation of powers by the Commission to the State Secretary and also the Head of Department. The Direction can be seen beneath: The Public Service Commission (PSC) Sarawak’s Delegation of Powers
Public Service Commission Sarawak I 8 The Public Service Commission (PSC) Sarawak’s Delegation of Powers
9 | Public Service Commission Sarawak The Public Service Commission (PSC) Sarawak’s Delegation of Powers
Public Service Commission Sarawak I 10 Human Capital Excellence VISION An Exemplary Public Service Commission Digitalization of System and Process Excellence Transparency & Impartiality Stakeholders Acceptance Excellence Exemplary
11 | Public Service Commission Sarawak MISSION To Ensure the State Civil Service with Quality Human Capital to support PCDS 2030 To identify and select the best talent (right skills, attitude, capabilities) to provide leadership for the SCS to realise PCDS 2030
Public Service Commission Sarawak I 12 02 03 05 04 01 06 Exercise Disciplinary Control Appointment Promotion PSC Sarawak functions in accordance with Article 36 (1), Sarawak State Constitution Confirmation in service Emplace on the permanent or pensionable establishment Transfer Roles and Functions of the Public Service Commission (PSC) Sarawak “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 scholarships, exhibitions and other educational or training privileges or special facilities, give such general directions as may be required for that purpose to the Commission, or to any authority charged with responsibility for the grant of such scholarships, exhibitions or other educational or training privileges or special facilities; and the Commission or authority shall duly comply with the directions.” ARTICLE 39(3) SARAWAK STATE CONSTITUTION
13 | Public Service Commission Sarawak PSC has continued its transformation agenda and innovation initiatives to achieve its aspirations towards a world-class public service in service delivery “ “
Public Service Commission Sarawak I 14 Customer Value Proposition Stakeholders Primary – State Leadership (TYT Yang Dipertua Negeri Sarawak, Sarawak Premier & Sarawak State Legislative Assembly Sarawak) State Secretary Effective consultation with State Secretary(Articles 36(3)(b) State Constitution Others – State Civil Service and other departments Quality talents to enable SCS agencies to achieve their business goals in line with the state developmental agenda. i. The talent quality requirements • High level of integrity • Six shared values (Culture) e.g Kind and Caring • Knowledge of needs by the Government e.g Leadership quality / knowledge quality Primary – The Commission a. Quality of the talent to be recruited and promoted e.g. Ensure the Human Resource Development and Management Unit (HRDM), Premier Department of Sarawak compliance with High Performing Leaders (HPL), assessment centre, discipline etc. b. Quality (Confidentiality, Reliability, Accuracy and Errorless) secretarial service • Briefing to the Chairman and panel members • Communication to the panel members • Logistics • Assessment schedules • Coordinate interviews • Compilation of marks • Final compilation Other Stakeholders – The Honourable Sarawak State Secretary and other departments a. Submission (convey) of the final decision (5 functions) of the Commission to the State Secretary’s Office and other departments (speed, accuracy, reliability and confidentiality) b. Briefing: • Accurate information required by the Commissions. • Provide expert information with regards to talent development and career progression. Students, employees & job applicants • Job opportunities and financial assistance PSC Commission Members PSC Secretariats Public
15 | Public Service Commission Sarawak 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
Public Service Commission Sarawak I 16 Public Service Commission (PSC) Sarawak’s Deliverables To ensure Quality Human Capital for State Civil Service and Local Authority to support PCDS 2030 To ensure efficient and effective recruitment and promotion mechanism for State Civil Service and Local Authority To provide scholarships for students to pursue diploma and degree programs 1 2 3
17 | Public Service Commission Sarawak 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
Public Service Commission Sarawak I 18 S.W.O.T Analysis • Experienced PSC Members Constitutional Independence of PSC • Effective collaborative partner/strong institutional networking (reputation purposes) • Well established and functioning infrastructure for PSC mandate (PSC Rules etc.) • 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’s policies • Unforeseen circumstances (Pandemic) • Better remuneration package from private sector • Lacking in understanding and interpretation of PSC rules THREATS T OPPORTUNI TIES O STRENGTHS S WEAKNESSES W
19 | Public Service Commission Sarawak That’s why I emphasize 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
Public Service Commission Sarawak I 20 Strategic Issues Issue 4 Lacking in Data Analytic Practice Data Analytic Practice is a necessary part of an effective organization. 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 KPI based) PSC and secretariats needs to be a performancebased organizations with corporate level and individual KPI. PSC KPI is also known as the Commission members KPI. This requires individuals to have a high level of competencies, skills, well-developed work processes and demanding job description (JD) - Performance-Focused Organization. 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 valueadded 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 as well as PSC members, to have a comprehensive knowledge and understanding of the roles and responsibility of PSC. This must be communicated effectively to all stakeholders through enhanced website and other channels of communication.
21 | Public Service Commission Sarawak 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
Public Service Commission Sarawak I 22 04 03 Strategic Focus Areas Strategic Issue • Overreliance on manual work processes Strategic Focus Area • Digitalization of operations 1. Implement work process digitalization (for core function : Appointment, Confirmation in service, Emplace on the permanent or pensionable establishment, Promotion, Transfer and Exercise Disciplinary Control.) 2. Benchmark PSC Malaysia 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. Implement strategic skills for 02 core 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 • Communicate effectively to all stakeholders through enhanced website and other channels of communication the core functions of PSC. Strategic Issue • Lacking in effective 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. 03 04 Initiatives Initiatives Initiatives Initiatives
23 | Public Service Commission Sarawak Strategic Focus Areas Strategic Issue • Lacking in Data Analytic Practice 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. Re-establish / review organizational chart. 05 06 Initiatives 0307 Initiatives Strategic Issue • The need to reposition PSC secretariats Strategic Focus Area • PSC restructuring and reorganizing Strategic Issue • The need for performance-based culture (Individual KPI based) Strategic Focus Area • PSC organizational performance management 1. Establish Quality, ICT and Informatics section. 2. Develop in-house database. Initiatives
Public Service Commission Sarawak I 24 1. Establish Quality, ICT and Informatics section. 2. Develop in-house database. 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 “ “
25 | Public Service Commission Sarawak 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 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 Authority Strategic Theme Regulatory Compliance Excellence Strategic Result Increase in compliance and financial integrity Strategic Themes & Results
Public Service Commission Sarawak I 26 “ “ 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.
27 | Public Service Commission Sarawak 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 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 & LI 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 REVISE PSC RULES 1996 (PHASE 1) & ARCHAIC REGULATIONS 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 MISSION TO ENSURE THE STATE CIVIL SERVICE WITH QUALITY HUMAN CAPITAL TO SUPPORT PCDS 2030 REVISE PSC RULES 1996 (PHASE 2) & ARCHAIC REGULATIONS REVISE PSC RULES 1996 (PHASE 2) & ARCHAIC REGULATIONS
Public Service Commission Sarawak I 28 Public Service Commission Sarawak’s Scorecard
29 | Public Service Commission Sarawak Vision An Exemplary Public Service Commission Mission To ensure the State Civil Service 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 PSC workforce to deliver the mandate of PSC members to ensure the State Civil Service with a quality talent to lead the transformation of State Civil Service and Local Authority 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 i. Customer satisfaction survey ii. Continuous engagement with stakeholders iii. Stakeholder Satisfaction survey FINANCIAL (15%) F1M1: % of Utilization of Budget F2M1: Electronic Compliance Self Assessment (eCSA) Score F2M2: Financial Management Compliance Index 90/95/100 85/90/95 70/80/90 Monthly Reporting on Financial Status of B.203 to Management Team Self-assessment through eCSA i. Compliance Checklist ii. Internal Audit PROCESS/PROGRAM/PROJECT/SERVICE DELIVERY (40%) IP1M1: No. of core functions policies developed IP1M2: % completed amendment of PSC Rules,1996 IP2M1: % scholarship offer based on the six economic sectors of PCDS IP2M2: % effective interagency smart engagement IP3M1: % of posts filled a day after mandatory retirement 1/3/5 70/80/90 70/80/90 70/80/90 70/80/90 i. Review past trend recommendations by line departments or decisions made by PSC (e.g., Promotion, Confirmation, PSC Form 5, Pension) ii. Number of core functions data interpreted, presented and accepted by the Commission. iii. Enhance data analytic practice i. Revise PSC Rules, 1996 and Local Authorities Service Regulations, 2000 ii. Continuous engagement with stakeholders i. Public relations management - To promote e-Scholarship and website based on six economics sectors of PCDS i. Engagement with PSC Malaysia ii. Benchmark Best Practices (A.I Driven on Recruitment, Assessment, marking system etc.) – Digitalization iii. Review channels of communication with stakeholders and agencies for data sharing iv. Co-create engagement program with HRDM and other agencies in term of talent development, recruitment and leadership – align with PCDS 2030 i. Engagement with the line department on the extension to acting covering etc. 6 core functions of PSC ii. Engagement with Human Resource Champions (HRC) agencies to ensure posts are reported according to PSC Rules 6.1B (Grade N11,H11,N19 & W19) 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 Utilization (7.5%) CS1: Enhance Customer Satisfaction (30%) Public Service Commission Sarawak’s Scorecard
Public Service Commission Sarawak I 30 Public Service Commission Sarawak’s Scorecard Strategic Objective(s) KPI(s) IV/T/ST Initiative(s) (2023) IP3M2: % Of Promotional Posts Filled Against Total Promotional Post Reported within two (2) months upon receiving A complete PSC Form 7 IP3M3: % of work operations digitalized IP4M1: Service delivery efficiency index 70/80/90 50/60/70 80/90/100 i. Establish a list of anticipated vacant posts for those retirement officers. ii. Engagement with HRDM and Leadership Institute (LI) on the assessment centre i. Targeted system to be used (Confirmation, PSC Form 5, Offer Letter) ii. Engagement with HRDM i. Review and Monitor Client Charter compliance ii. Produce Report iii. Review and improve communication content – new - scorecard.docx new - scorecard.pdf website, other channels, etc. ORGANIZATIONAL CAPACITY (15%) OC1M1: Internal Culture Rating OC2M1: % of staff (all) Achieved Targeted SCS Training Hours Recorded in GEMS OC2M2: % of attended /completed strategic skills training OC2M3: % of staff completed their MyPortfolio 80/90/100 90/95/100 70/80/90 90/95/100 Inculcate SCS 6 Shared Values & 5 SPANS Values via engagement session i. Implement Training Needs Analysis (TNA) ii. Upskill and reskill employees Implement skills enhancement training 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%)
31 | Public Service Commission Sarawak Strategic Planning and Scorecard Workshop Photo Gallery
Public Service Commission Sarawak I 32 Strategic Planning and Scorecard Workshop Photo Gallery
33 | Public Service Commission Sarawak 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 Planning and Scorecard 2023 - 2025”.
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