Transparency in public sector administration is often linked to competitiveness.

Question

Transparency in public sector administration is often linked to competitiveness. Generally, competitiveness is a set of factors, policies and institution that determine the level of productivity. Raising productivity is one of the important elements that attract foreign investments to a country, which then determine a country's economic growth rates. In Malaysia, the concept of transparency has been the cornerstone in the current administration strategy to improve Malaysia's global competitiveness. Identify and explain the steps that can be implemented by Malaysian government in order to improve transparency in public delivery system.

Explanation / Answer

the Malaysian Government brought about the following steps in order to improve transperancy in public delivery system:

Major milestones in the Malaysian public service reform

1968 : It brought about the Programme and Performance Budgeting System (PPBS)

1987, 1992 : Micro-Accounting System (MAS) : Micro accounting is essentially any sort of accounting that happens on a small, often individual level. Accounting at a personal, corporate or government level. Micro accounting can also refer to accounting at the individual or subunit component level of an enterprise or entity. It is diametrically opposed to macro accounting, which is concerned with accounting at the aggregate or national level.

1990 : Modified Budgeting System (MBS) : MBS is a management system thatfocuses on the relationship between input, output and its impact. The effectiveness between the input (ex: supplies and service) and output(ex: product or service produce by government) are measured in terms of quantity, timeliness and costs

1991: Productivity Improvement Initiative (PMI) : Productivity Improvement Initiativeassists producers and processors to remain competitive, despite increased competition, rising prices, and a shortage of qualified employees, through increased efficiencies and technological capabilities

1992: Total Quality Management (TQM) : Total quality management consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers.

1993 : Clients’ Charter : The purpose of a Client Service Charter is to provide a statement of what ourclients can expect by way of services provided.

1996: ISO : Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.

1999 : Benchmarking : Benchmarking is comparing one's business processes and performance metrics to industry bests and best practices from other companies. In project management benchmarking can also support the selection, planning and delivery of projects. Dimensions typically measured are quality, time and cost.

2004: Key Performance Indicators (KPIs) for government-linked companies : A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets.

2005: Key Performance Indicators (KPIs) for all other government agencies

2007: Treasury Strategic results area and strategic KPIs

2007: Auditor-General’s Star Rating on Financial Management

2008: MAMPU’s Star Rating System on Public Management

2009 : Key Performance Indicators (KPIs) for Minister and Ministries

2009: Key Performance Indicators (KPIs) for jobholders in the senior echelons of public service

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