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1 MALAYSIAN GOVERNMENT Prime Minister’s Directive No.1 of 2009 AN INITIATIVE TO CONSOLIDATE THE INTEGRITY MANAGEMENT SYSTEM OF MALAYSIAN GOVERNMENT ADMINISTRATION: ESTABLISHMENT OF COMMITTEE ON INTEGRITY GOVERNANCE (CIG). PRIME MINISTER’S DEPARTMENT OF MALAYSIA 20 November 2009 This text is in English version translated from Bahasa Malaysia.The authoritative text shall be in the national language, Bahasa Malaysia.

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MALAYSIAN GOVERNMENT

Prime Minister’s Directive No.1 of 2009

AN INITIATIVE TO CONSOLIDATE THE INTEGRITY MANAGEMENT SYSTEM OF

MALAYSIAN GOVERNMENT ADMINISTRATION:

ESTABLISHMENT OF COMMITTEE ON INTEGRITY GOVERNANCE (CIG).

PRIME MINISTER’S DEPARTMENT OF MALAYSIA

20 November 2009

This text is in English version translated from Bahasa Malaysia.The authoritative text shall be in the national language, Bahasa Malaysia.

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Prime Minister’s Directive No.1 of 2009

An Initiative to Consolidate the Integrity Management System of Malaysian Government Administration:

Establishment of Committee on Integrity Governance (CIG).

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Table of Content

1. Objective

2. Background

3. Current Development

4. Establishment Of Committee On Integrity Governance

5. Objectives Of Initiative In Consolidating Integrity

6. Terms Of Reference Of Committee on Integrity Governance (CIG)

7. Roles And Responsibilities

8. Members Of Committees

9. Regularity Of Meetings And Action Reports

10. Implementation Mechanism

11. The Role Of Leaders, Heads And Staff Of Department

12. Implementation Of Directive

13. Closing

Appendix A : Committee on Integrity Governance Structure (CIG) At Federal and State Level

Appendix B : Quarterly Feedback Report Committee on Integrity Governance (CIG)

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Prime Minister’s Directive No.1 of 2009

An Initiative to Consolidate the Integrity Management System of Malaysian

Government Administration:

Establishment of Committee on Integrity Governance (CIG). 1. OBJECTIVE

The objective of this Directive is to enhance the management of the Malaysian Government Administration under the Special Cabinet Committee on Government Management Integrity (SCCGMI) chaired by the Right Honorable Prime Minister. The mechanism for implementation is through the establishment of Committee Integrity Governance (CIG) at the Federal and State levels to further strengthen the Management Integrity Committee that was initiated since 1998. This initiative focuses on strengthening quality delivery system of Public Administration based on aspects of integrity encompassed in the 7 terms of references. This effort is regarded as strategic extension and a comprehensive approach towards efforts to inculcate noble values, strengthen integrity, and combat the scourge of corruption, malpractices and abuse of power by public officials.

This Directive also aims at translating the aspiration and commitment of national leaders that underpins the concept of “1 Malaysia: People First, Performance Now” in the implementation of public service delivery system for the general public. For this reason, satisfaction of customers and stakeholders should be a priority and performance continuously improved.

2. BACKGROUND

2.1 The threat of corruption and malpractices are socio-political symptoms that have become increasingly complex, inter-linked and dangerous to the integrity, stability and security of the nation. Research conducted in 1995-1996 by the Anti-Corruption Agency (ACA) Malaysia (which is known as the Malaysian Anti-Corruption Commission as of 1 January 2009) indicated that the level of corruption threat in a 20-year period (1976-1995) has been continuously on the increase and transgressed various sectors of society, more so within the Public Administration.

2.2 Based on a Survey of Public Perception of Corruption in Malaysia 2002 by

Universiti Kebangsaan Malaysia and Corruption Perception Indices from Integrity Perception Index surveys carried out by Malaysian Institute of Integrity (MII) in 2006, 2007 and 2008 and indicators based on statistics of corruption cases from 1996 to 2008 it reviews that the symptom of corruption is ever worrying. As such this symptom has to be dealt with

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more comprehensively and effectively. It is our general knowledge and awareness that corruption, malpractices and abuse of power will disrupt socio-culture, socio-economy, socio-politics, national security and stability. The menace of corruption burdens society, wrought social injustice and tension. The consequences of all of these would be greed and betrayal of trust by those in position of power and influence.

2.3 As such, this problem should be apprehended in a more comprehensive,

concerted, and organized way encompassing not only aspects of prevention and eradication of corruption but also aspects of efficiency, transparency, integrity and accountability in Government administration.

2.4 Realising the situation and the needs mentioned above, and after studying

Policy Paper on Vision and Mission of Anti-Corruption Agency towards Achieving Vision 2020 – Challenges and Action Strategies, the Cabinet at a meeting on 2nd April 1997 agreed:

2.4.1 “that the Government sets in motion a mechanism on

prevention of corruption measures and the inculcation of noble values within government administration through the Special Cabinet Committee on Government Management Integrity whose scope of duties has been widened and given a new name as the Special Cabinet Committee On Government Management Integrity (SCCGMI) and the setting up of the Special Committee of Ethics, Quality and Productivity at government departmental and agency levels concerned;

2.4.2 that heads of departments, beginning with those departments

identified by the ACA, take proactive steps in planning internal measures for the internalization of noble values and prevention of corruption among their staffs through the Special Committee of Ethics, Quality and Productivity at the government departmental and agency levels;

2.4.3 that the programmed on prevention of corruption be

launched more comprehensively and involving various levels of society, especially the political and private sectors;

2.4.4 that the Government give additional financial grants needed

from time to time for the implementation of all the programmed and activities that are planned for; and

2.4.5 that the Special Cabinet Committee on Government

Management Integrity (SCCGMI) chaired by The Honorary Deputy Prime Minister is strengthens with more additional members and consolidated in their duties.”

2.5 The SCCGMI meeting on 21st August 1997 decided that all government

agencies setup Integrity Management Committee (IMC) and apply the 8

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IMC terms of reference. This is to reflect uniformity in the terms of reference for all the committees concerned which are incorporated under one structured implementation machinery in the movement to consolidate the integrity system of the administrative management of the Government of Malaysia. Subsequently, the Cabinet Committee meeting on 22nd October 1997 agreed to the setting up of similar Committees at the state and district levels. This is to ensure that the agencies operating at grass-root levels are also involved in the movement for enhancing traits of integrity in the administration of the country.

3. CURRENT DEVELOPMENTS

3.1 Towards the continuous enhancement of Public Service Delivery System,

various efforts to improve the quality of Public Service Delivery System have been carried out by the Government, especially within the past 10-year period (1998-2008). Hence to ensure that priority is given to the citizenry and performance is accorded importance, the Public Service Delivery System in Malaysia not only requires fulfilling the customer expectation but conversely has to be inspired and being driven towards a service beyond the ordinary and to achieve a level of Public Service which is excellent and of world standard. These efforts and initiatives are in line with the National Vision in the 9th Malaysia Plan. Changes and improvements need to be carried out continuously especially in simplifying complex and lengthy procedures, overcoming bureaucratic hassles as well as giving a friendly customer service. In this context, emphasis must be given on the service delivery system that is with integrity coupled with transparent, prompt, efficient, effective and accurate practices.

3.2 In line with the vision and requirement mentioned, various initiatives have

been introduced and implemented within the Public Service. Among the primary mechanisms that have been initiated are:

3.2.1 The establishment of Integrity Management Committee

(IMC) at Federal, State and District Level. This Directive concerns the Movement to Consolidate the Management Integrity System of the Government of Malaysia with the establishment of Integrity Management Committee (IMC) at Federal, State and District Levels. The formation of IMC is for the purpose of strengthening the integrity of government administration system in order that efforts in eradicating corruption, malpractices and abuse of power among public servants are continuously improved. This mechanism is enforced by virtue of the Right Honorable Prime Minister’s Directive No.1 Year 1998 which was launched by the Prime Minister himself on the 8th January 1998.

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3.2.2 The establishment of Task Force for Reducing

Bureaucratic Red-tape.

The establishment of Task Force for Reducing Bureaucratic Red-tape is to ensure the implementation of efforts in enhancing the work systems and procedures that are applicable to all ministries and the agencies under them and to ensure an efficient and effective service to their customers. At the same time, measures have been taken to study and identify obsolete laws and regulations, review the Clients Charter and make recommendations for improvements through customer feedbacks, as well as studying and determining ICT systems and applications that can enhance the level of service. This mechanism is enforced through the Secretary General Letter PMS(S) No.1 18114 dated 17th December 2003.

3.2.3 Improving Good Governance in the Public Sector The Public Sector resembles the administrative machinery, services and movers towards development and growth of the nation. Hence, enhancement of good governance in the Public Sector has to be of utmost priority. This effort should be given emphasis with the purpose to institutionalize principles and practices of good governance in the public sector in order to improve and strengthen capacity towards achieving the objectives of National Mission and Vision 2020. The concept of governance generally enshrined in the Constitution of Malaysia and the Principle of Islam Hadhari places a strong demand for good governance. Among the principles elucidated include Fair and Trustworthy Government; Balanced and Comprehensive Economic Development; Quality Livelihood for all citizen; Moral and Cultural Integrity; and Environmental Conservation. Through these efforts all public servants are required to play an important role in practicing principles of good governance in order to improve service delivery with added excellence. Public servants are also required to make a stand on whatever decisions and actions that have or have not been taken in the eyes of the public. The implementation of this governance mechanism is being carried out through the establishment of Public Service Governance Committee based on the Secretary General Letter PM(S) No. 1 17479/13 Vol. 4 dated 9th March 2007.

4. ESTABLISHMENT OF COMMITTEE ON INTEGRITY GOVERNANCE

4.1 The meeting of the Special Cabinet Committee on Government

Management Integrity has on 3rd February 2009 noted the existence of

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three mechanisms with overlapping terms of reference. Consequently, the SCCGMI Meeting resolved to merge the three mechanisms mentioned above with establishment of GIC. This is carried out to strengthen the mechanism and terms of reference of Integrity Management Committee towards strengthening the administrative and management system, enhancing governance and reducing bureaucratic red-tape. A directive to this effect was issued under the Directive of the Prime Minister (No. 1 Year 2009).

4.2 This Directive requires that all Ministers, Menteris Besar, Chief Ministers,

Secretaries General of Ministries, State Government Secretaries, Heads of Services, Heads of Government Departments and Agencies at Federal and State levels set up Committees Integrity Governance at ministerial, departmental and agency levels in their respective states. The setting up of CIG includes implementing the terms of reference, best practices and previous measures taken via Integrity Management Committees, Governance Committees, and Task Force for Reducing Bureaucratic Red-Tape.

5. OBJECTIVES OF INITIATIVE IN CONSOLIDATING INTEGRITY The initiative to consolidate the administrative and management integrity system provides the means towards achieving the objective and realization of the 4th Challenge of Vision 2020 that is, “establishing a fully moral and ethical society, whose citizens are strong in religious and spiritual values and imbued with the highest of ethical standards”. In order to implement the integrity strengthening initiative, two main committees have acted as movers, namely:

i. the Special Cabinet Committee on Government Management Integrity

(SCCGMI); and ii. Committee on Integrity Governance (CIG).

5.1 Objectives of the Special Cabinet Committee on Government

Management Integrity (SCCGMI)

The aim of the initiative to strengthen administrative integrity at the highest level i.e. SCCGMI is to achieve the following objectives:

5.1.1 To establish a Government administration and Public Service

that is efficient, disciplined and imbued with the highest integrity enhanced with noble values; and

5.1.2 Making effort to overcome problems and weaknesses

particularly in Government financial management, public administration, handling of disciplinary cases, corruption, abuse of power and malpractices prohibited by regulations, laws, and religious tenets.

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5.2 Objectives of the Committee on Integrity Governance (CIG)

Based on the objectives of the SCCGMI, the establishment of CIG is to support and carry out strengthening initiatives pioneered by the SCCGMI. Based on this goal, the objectives of CIG are:

5.2.1 To ensure that the quality of Government service delivery

system is based upon an administration with integrity, good governance and devoid of bureaucratic hassle. At the same time evading managerial weakness as well as the threat of corruption, malpractices and abuse of power.

5.2.2 To put in place a service delivery system that is customer

friendly, with integrity and capable of meeting customer satisfaction;

5.2.3 To create an atmosphere of Public Administration that has the

competitive resilience to match the demands of stakeholders

6. TERMS OF REFERENCE OF CIG

6.1 Policy and Legislative

To identify study and recommend amendments to any policy and laws as well as regulations of ministries, departments and agencies so as to overcome weaknesses in management, improve controls against corruption, malpractices, abuse of powers and administrative weaknesses. Subsequently to create and document strategic plans for enhancing the best governance practices. Such practices provide the capacity to overcome bureaucratic hassles towards achieving Public Service delivery system that is infused with integrity, accountability, trust, fairness, monitoring and stewardship, transparent and responsive to clients.

Explanation: i. Review, annul, amend as well as draft policies, laws and

current regulations to simplify certain tasks. ii. Identify laws that are ambiguous, ineffective or even deficient

that can be exploited by those who are dishonest. Such laws must be studied and amended to block avenues and opportunities that give rise to corruption, malpractices and abuse of powers.

iii. Ministries, departments, and agencies should set up and

document long, mid and short-terms strategic plans. Such plans

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should be communicated to all staffs in their respective ministries, departments and agencies. Strategic plans and organizational direction that are adequate and comprehensive could only ensure that the vision, mission and objective predetermined be achieved.

iv. Ministries, departments, and agencies must carry out

monitoring and performance- audit of their strategic plans using strategic key performance indicators on a partial and yearly term basis to ensure that long-range objectives of the organization are achieved.

6.2 Systems and Work Procedures

To identify and review weaknesses in systems and work procedures of ministries, departments and agencies that are obsolete and complicated so much as giving rise to various bureaucratic red-tapes. This could possibly weaken administration, reduce efficiency, non- accountability at the same time giving rise to avenues for bureaucratic hassles, delays, injustices and indiscriminate (usage of) discretion as well as providing opportunities for corruption, malpractices and abuse of powers. Ministries, departments and agencies ought to identify study and make recommendations to the relevant authorities regarding any changes in the systems and work procedures in order to overcome such weaknesses.

Explanation:

i. The systems and work procedures of ministries, departments

and agencies must be comprehensive, documented and communicated to all the staff of ministries, departments and agencies. It is necessary to encourage improvement efforts and introduce innovation so that existing systems and work procedures do not become obsolete and consequently hamper nor cause bureaucratic hassles. Systems and work procedures need to be constantly capable of improving the quality of service delivery system.

ii. Study the appropriateness to reduce or eliminate or merge the

usage of too many types of forms or requisition of information that are redundant.

iii. Constantly using efforts to find alternatives and avoid the

requirement for original or supplementary documents which invariably burdens clients.

iv. Encourage the use of ICT to improve efficiency and up-dating

systems and work procedures of ministries, departments and agencies.

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v. To draft Client’s Charter and Key Performance Indicators for all core activities and determine performance to be achieved.

6.3 Noble Values and Code of Ethics

To carry out activities that encourages the internalization of noble values and ethics to enhance integrity of staffs at the ministries, departments, and agencies. Efforts must be made to integrate noble values and code of ethics with consolidation and implementation of policies, laws, regulations as well as systems and work procedures in bringing abeyance to temptation of staff to commit all forms of negative conduct inclusive of corruption, malpractices, and abuse of powers. To draft and constantly validating departmental Code of Work Ethics as guide for staff in ministries, departments, and agencies.

Explanation:

i. Noble values that needed emphasis in the Malaysian Public

Administration comprise of two sets of values, namely, the core values and normative values. The core values include trust, truthfulness, judiciousness, fairness, transparency and gratitude. The normative values could be defined in accordance to the functions and roles of ministries, departments, and agencies. All these values should be implemented through the 4 P program (Penerapan, Penghayatan, Pengalaman and Penilaian) or in English, 4 A programs which is Assimilation, Appreciation, Application and Appraisal.

ii. Ministries, departments, and agencies should make effort to promote noble values among the staff as an encouragement for the effectiveness of enculturation. For example, through campaigns, motto and work philosophy and arranging programs/activities towards internalization of noble values and work ethics.

iii. To provide guide-lines regarding attitude and conduct required

of ministries, departments, and agencies to ensure consistency in the standard of conduct by all staffs of ministries, departments, and agencies.

iv. To identify and carry out duties and responsibilities to show

that ministries, departments and agencies have a reputation of being fair, transparent and responsive in all its actions, first and foremost towards its clients.

v. Code of Ethics for good work must contain descriptions on the

following matters:

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a. Restraining workers from getting any advantage and avoiding situation which could give rise to suspicion;

b. Regulations pertaining to entertainment; c. Conduct that could give rise to conflict of interest; d. Conduct pertaining to abuse of position; e. Conduct with clients; f. The commitment to give fair and quality services; g. Communication channels which are based on the

principles of honesty and respect and the spirit of cooperation among co-workers and also between ministries, departments, and agencies;

h. Impartiality.

6.4 Customer Management

Ministries, departments, and agencies must set up a system of customer management to portray themselves as being efficient, sensitive, friendly and responsive towards the needs of customers. Failure to handle the needs of clients be they stakeholders, internal or external customers would result in ministries, departments, and agencies being seen as slip-ups in the fulfillment of entrusted duties and responsibilities. A strategic and quality customer management would be perceived as value-added and continuous improvements in the delivery service system.

Explanation:

i. Ministries, departments, and agencies must identify the principal needs of stakeholders, assess those aspects that are important to stakeholders and establish strategies to meet their aspirations;

ii. Create customer-friendly system and place priority on customer

interest; iii. Formulate an effective Compliant Management System and

regard complaints as gifts from clients to be inputs for efforts to enhance service delivery system continuously.

iv. Create an Internal Complain Management System that is

efficient and effective to ensure secrecy of complainant as well as encouraging ethic initiatives and role of whistle blowers. The problems of internal customers need to be handled with wisdom in order for them to concentrate on duties and responsibilities.

v. Client’s Charters and Key Performance Indicators need to be

reviewed and updated periodically in order that services are delivered as pledged.

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vi. Display Key Performance Indicators in order that customers

and stakeholders can evaluate and appreciate those that are excellent and give suggestions/ comments to those that fail to meet the performance envisaged.

6.5 Internal Controls

Create organizational structure and delegation of power that is comprehensive, work flows that are transparent and with accountability, optimization of resources and information management system that is efficient and effective to assist ministries, departments, and agencies in achieving their missions and visions or objectives that have been determined. Internal controls would enable resources to be directed, monitored, and measured to reduce bureaucratic hassles as well as curbing incidences akin to corruption, abuse of powers and malpractices.

Explanation:

i. Establish or validate monitoring system periodically on

occurrences within ministries, departments, and agencies particularly those involving customer interest, financial matters, procurement, development and enforcement.

ii. To improve and validate accountability of supervision as

control efforts to prevent negative behaviors (that are) unproductive as well as corruption, abuse of power and malpractices.

iii. To detect weaknesses that may lead to bureaucratic hassles and

negative behaviors and subsequently make rectification and preventive measures.

iv. To implement empowerment with the view to overcome delays

and reduce power concentration. Implement job rotation to avoid negative behaviors and symptoms so as to generate speediness and productivity of staff.

v. To give wide publicity and information to customers

particularly through web sites regarding service delivery systems of ministries, departments, and agencies in order that it is not exploited by any quarters.

vi. To impose control procedures regarding usage of resources.

vii. To ensure a record management system with integrity for easy

and quick retrieval of record as well preserving and protecting classified information from leakages and abuse.

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viii. Ministries, departments, and agencies should practice risk management techniques before embarking on certain projects or programs in particular those that are high- risk, in order to minimize the risk while being implemented. Among the approach available is the Accountability and Integrity Management System (AIMS).

6.6 Detection, Punitive and Rehabilitative Action

To detect any contravention of laws, regulations, systems and work procedures or code of work ethics. To promptly take remedial and prevention measures based on laws or disciplinary orders against those involved. To cooperate and report to the relevant enforcement agencies regarding any form of offences or crime committed by staff.

Explanation:

i. The management must be fair and firm in taking action against

any misconduct committed by staff of all levels;

ii. To make available channels of complaints that is efficient, transparent and effective and display willingness to accept complaints from all quarters regarding misconduct of staff

iii. To identify and be sensitive to symptoms of possible negative conduct, inclusive of corruption, malpractices, abuse of powers or any criminal acts. Among the symptoms easily detectable includes:

a. A lavish lifestyle including possessing excessive

jewelry and ornaments, luxury cars and making frequent visits abroad;

b. Often working alone in seclusion or secretive areas during office breaks or after hours;

c. Not consistent in work output; d. Over indulgence in other activities of ministries,

departments, and agencies that are unrelated to his core business or directed upon him by top management;

e. Making lengthy and secretive phone calls; f. Encountering serious pecuniary indebtedness; g. Involves in gambling, amorality, and patronizing

entertainment centers;

iv. To make available counseling services and close supervision of staff who have violated disciplinary orders as well as problematic staff.

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6.7 Recognition and Appreciation

Giving recognition and appreciation to staff who have shown exemplary services and exhibiting noble values through voluntary activities by giving religious advice and guidance and those who have reported cases of corruption, malpractices and misconduct within ministries, departments, and agencies.

Explanation:

i. To give strong emphasis on aspects of ethics and values that are

exhibited by the staffs when appraising work performance and recommendations for excellent service award, conferring of titles and other awards bestowed by ministries, departments, and agencies concerned.

ii. To give recognition by awarding staffs who had reported

corruption, malpractices and abuse of powers as well as criminal activities committed within ministries, departments, and agencies. This approach will give incentive in heightening awareness to all staff to shun corruption, malpractices and abuse of power as well as any criminal activities.

iii. To make a culture of giving praises and respect like saying

“thank you”, giving appreciation or recognition to staffs who exhibited noble values including those who meet job date-lines or succeeded in completing difficult task in a short time.

7. ROLES AND RESPONSIBILITIES

To ensure that everyone carries out job responsibilities in connection with the Initiative of Enhancing Integrity, in particular through the establishment of Committee on Integrity Governance. The roles and responsibilities of each party include as follows:

7.1 Special Cabinet Committee on Government Management Integrity

(SCCGMI)

7.1.1 To issue policies regarding management system of the Malaysia Government Administration.

7.1.2 To consider and approve recommendations presented through

discussion papers / research papers by members of SCCGMI, Committee on Integrity Governance (CIG), Special Consultant Teams of Committee on Integrity Governance (SCT CIG) I, II, III and IV, Ministries and State Governments to improve the management system of Malaysian Government.

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7.1.3 To instruct that research be carried out in regards to issues of management integrity systems, enhancement of governance and reducing bureaucratic hassles for the management system of Malaysian Government.

7.2 Working Committee for Special Cabinet Committee on Government Management Integrity (WCSCCGMI)

7.2.1 To discuss and fine-tuned presentation papers/research papers

presented by members of Working Committee for SCCGMI, Committee on Integrity Governance(CIG), Special Consultative Panel Special Consultant Teams of Committee on Integrity Governance (SCTCIG) I, II, III and IV, Ministries and State Governments to improve the management system of Malaysian Government.

7.2.2 To recommend presentation papers / research papers presented

for discussion at the SCCGMI.

7.2.3 To monitor and channel decisions or notice of Meetings of SCCGMI to ministries, departments and agencies.

7.3 Joint-Secretariat for SCCGMI (MAMPU and MACC)

7.3.1 To identify issues under terms of reference of Committee on Integrity Governance to be tabled for SCCGMI

7.3.2 To be Joint-Secretariat to obtain and coordinate feed-back from

CIG at Federal Level

7.3.3 To coordinate and prepare discussion papers/research papers to be tabled at SCCGMI

7.3.4 To receive discussion papers/research papers prepared by

Special Consultant Teams of Committee on Integrity Governance (SCTCIG) I, II, III and IV, Ministries and State Governments as well as coordinating the preparation of documents for presentation at the Meeting of Working Committee for SCCGMI

7.3.5 To act as secretariat for CIG convention and related seminars.

7.4 CIG Coordinator

The CIG coordinator is the Chief Commissioner of Malaysian Anti-Corruption Commission. The roles and responsibilities of the CIG Coordinator includes as follows:

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7.4.1 To chair the Secretariat Meeting of CIG Federal Level i.e. to

coordinate all efforts of CIG of Ministries and States.

7.4.2 To be Joint-Secretary with Director General of MAMPU for the Meeting of SCCGMI.

7.4.3 To present feed-back reports of Secretariat Meeting of CIG

Federal level at the Meeting of SCCGMI. 7.4.4 To present discussion papers/research papers/proposal papers

from CIG and Special Consultant Teams of CIG (SCTCIG) at the Meeting of SCCGMI.

7.4.5 To chair Meeting with the Chairs of Special Consultative Panel

Special Consultant Teams of CIG (SCTCIG) as follow-up action on deliberations arising from the Meeting of Secretariat for GIC Federal level.

7.5 Special Consultant Teams of CIG (SCTCIG)

7.5.1 To assist the CIG in making explanation, analysis and present proposed solutions to tackle issues and problems arising from CIG Feedback Reports at Federal and State levels in accordance to the terms of reference of CIG.

7.5.2 To take follow-up actions on resolutions of CIG Conventions

and related seminars, carry out decisions of Meetings of SCCIMG and Meetings of CIG at Federal level.

7.5.3 To identify issues and problems as well as weaknesses under

the seven terms of reference of CIG and propose solutions.

7.5.4 To carry out studies and prepare concept or proposal papers for innovation and improvement in accordance to the CIG terms of reference.

7.6 Chief Coordinating CIG Secretariat, Federal Level (Director of Integrity Management Division MACC)

7.6.1 To study feed-back reports presented by CIGs of Ministries and

State Government. 7.6.2 To act as secretariat at CIG Secretariat Meetings at Federal

level. 7.6.3 To act as secretariat at meetings between CIG Coordinator with

Chairs of SCF CIG.

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7.6.4 To prepare draft feed-back reports for discussion by Federal

CIG Coordinator at SCCGMI Meeting

7.7 Secretariat CIG Ministry and State

7.7.1 Ensure that Meetings of CIG Ministries and States are managed based on the CIG terms of reference and in accordance to schedule.

7.7.2 Identify issues, problems and improvement measures based on

CIG terms of reference which are presented at Meetings of CIG Ministries and States.

7.7.3 Take follow-up action on the decisions of CIG National

Meetings to be implemented at agencies and departments concerned under the Ministries and States.

7.7.4 To coordinate and implement monitoring activities on the

decisions of CIG Meetings and report the said monitoring results to the SCCMIG.

7.7.5 To generate ideas for improvements or innovation based issues

in connection with Ministry and State Government administration that are raised in the CIG National Meetings for them to be channeled to ministries and state departments.

7.7.6 To develop, handle and update Information Management

System CIG Ministries or CIG States.

7.8 Chair of CIG Ministry or State Level

7.8.1 To chair CIG Secretariat Meetings according to ministry and state levels.

7.8.2 To determine issues, problems and improvement measures or

solutions on problems in connection with CIG terms of reference at Ministry or State Levels.

7.8.3 To approve issues or improvement proposals to be tabled at

CIG Meetings at National Level.

7.9 Chair of CIG Department or Agency Level

7.9.1 To chair CIG Secretariat Meetings according to department or

agency levels.

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7.9.2 To determine issues, problems and improvement measures or solutions on problems in connection with CIG terms of reference at department or agency levels.

7.9.3 To determine issues or improvements proposals at CIG

Meetings at Ministry or State Levels. 8. MEMBERS OF COMMITTEES

8.1. SCCGMI Membership:

8.1.1 SCCGMI will be chair by the Right Honorable Prime Minister 8.1.2 SCCGMI members consist of ministers and senior government

officers that were chosen base on the core field according to the CIG terms of reference.

8.1.3 Joint Secretary of SCCGMI is the Director General of

MAMPU and Chief Commissioner of MACC. 8.1.4 The SCCGMI Secretariat is from Public Sector Transformation

Division of MAMPU and Management Planning Unit, MAMPU and from Integrity Management Division of MACC.

8.2. Members of CIG at Ministry, Federal Government and State Agency:

8.2.1. CIG at Ministry Level

Chair : Hon. Minister Alternate Chair : Hon. Deputy Minister Secretariat : Division responsible for CIG management

Members :

a. Deputy Minister b. Secretary General Ministry c. Senior Deputy Secretary General Ministry d. Legal Advisor or Legal Officer of Ministry (If any) e. Division Secretary f. Public Relation Officer g. Customer Relation Officer h. Other members deemed necessary

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8.2.2. Working Committee for Ministry CIG

Chair : Secretary General Ministry Alternate Chair : Senior Deputy Secretary General Secretariat : Division responsible for CIG management

Members :

a. Senior Deputy Secretary General b. Head Of Department / Agency of Ministry c. Legal Advisor or Legal Officer of Ministry (If any) d. Division Secretary e. Religious Officer / Counselor / Integrity Officer (If any) f. Public Relation Officer g. Customer Relation Officer h. Other members deemed necessary

8.2.3. CIG at Federal Government Department / Federal Government Agency at State Level

Chair : Head of Department or Government Agency Alternate Chair : Senior Deputy Head of Department or Government Agency Secretariat : Division responsible for CIG management

Members :

a. Senior Deputy Head of Department or Government Agency b. Principal Assistant Director c. Department Legal Officer (If any) d. Religious Officer / Counselor / Integrity Officer (If any) e. Public Relation Officer f. Customer Relation Officer g. Other members deemed necessary

8.2.4. Members of CIG at State Level:

i. The Committee of Integrity Governance of State Government

Chair : Honorable Menteri Besar /

Chief Minister

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Alternate Chair : Deputy Menteri Besar / Deputy Chief Minister / Senior Member of State Government Executive Councilor Secretariat : Officers of State Secretary Office

and MACC

Members :

a. Member of State Government Executive Councilor

b. Senior Deputy State Secretary c. Director of State MACC d. Director of MAMPU (for Sabah and Sarawak) e. Director of Public Complain Bureau (If any) f. Other members deemed necessary

ii. Members of Working Committee for CIG State Government

Chair : State Secretary Alternate Chair : Senior Deputy State Secretary Secretariat : Officers of State Secretary Office

and MACC

Members :

a. Senior Deputy State Secretary b. Head of Department / State Agency c. Director of State MACC d. Legal Officer e. State Auditor f. Public Relation Officer g. Customer Relation Officer h. Other members deemed necessary

iii. Members of CIG State Department

Chair : Related Head of Department at state level Members : Head of Division /Unit Secretariat : Officer in charge of CIG duties (or any suitable officer)

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8.3. The establishment of Special Consultant Teams (SCT)

8.3.1. The Special Consultant Teams for Committee of Integrity Governance (SCTCIG) is establishing to take action on any decisions whether arising from Federal CIG or CIG Convention or SCCGMI Directives.

8.3.2. The SCTCIG actions are to be coordinated by four SCPs. Each

SCTCIG is headed by a department consisting of several other departments. The membership structure of SCTCIG is as follows:

i. Special Consultant Team CIG I

a. Panel Head :National Institute of Public Administration (INTAN)

b. Panel Members :Malaysian Administrative Modernization and Management Planning Unit (MAMPU), Malaysian Anti-Corruption Commission (MACC), Attorney General (AGC), Ministry Of Finance (MoF), Malaysian Institute of Integrity (IIM), Public Service Department (PSD), Public Complaint Bureau (PCB) and National Audit Department

c. Terms of Reference:

• Policies and legislative • System and procedures

ii. Special Consultant Team CIG II

a. Panel Head : Institute of Islamic

Understanding Malaysia (IKIM)

b. Panel Members : Malaysian Administrative Modernization and Management Planning Unit (MAMPU), Malaysian Anti-Corruption Commission (MACC), Public Service Department (PSD), Department of Islamic Development Malaysia (JAKIM)

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Malaysian Institute of Integrity (IIM),

Social Institute of Malaysia (ISN),

Ministry of Women, Family and Community Development,

Ministry of Youth and Sports.

c. Terms of Reference: • Noble Values and Code of Ethics • Recognition and Appreciation

iii. Special Consultant Team CIG III

a. Panel Head :Public Service Department (PSD)

b. Panel Members :Malaysian Anti-Corruption

Commission (MACC), Attorney General Chambers (AGC), Royal Malaysia Police (PDRM), Malaysian Armed Force (ATM), Malaysian Institute of Integrity (MII), Public Complaint Bureau (PCB), National Audit Department and Prisons Department.

c. Terms of Reference:

• Internal Control • Detection, Punitive and Rehabilitative Action

iv. Special Consultant Team CIG IV

a. Panel Head : Senior Deputy Secretary General at Prime Minister Department

b. Panel Members : Malaysian Administrative Modernization and Management Planning Unit (MAMPU),

Public Complaint Bureau (PCB), Malaysian Anti-Corruption Commission (MACC), Ministry of Housing and Local Government, Humans Rights Commission of Malaysia (SUHAKAM),

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and Director General of Lands and Mines (KPTG)

c. Terms of Reference: • Customer Management

8.3.3. The duties of these Special Consultant Teams (SCTs) are as stated in paragraph 7.5.

9. REGULARITY OF MEETINGS AND ACTION REPORTS

9.1. SCCGMI Meeting Schedule

SCCGMI will hold its meeting at least once in four (4) months. The meeting will be held in March, July and November each year.

9.2. CIG Meeting Schedule

All CIG Chair and heads of department are obligated to carry out their meetings at least once in four (4) months and must be held in January, May and September each year and report their performance status to CIG at a higher level using the reporting and monitoring mechanism as follows:-

9.2.1. Federal Ministries, Departments and Agencies Level

a. Federal Department or Federal Agency CIGs at state

level must present their respective reports to the CIG at Federal Department level.

b. Federal Department CIGs must present their respective

reports to the CIGs at Ministerial level.

c. Ministerial CIGs must channel their respective committee reports every four (4) months on or before the second week of January, May and September to the CIG Coordinator / Joint Secretariat to the SCCGMI at the address as paragraph 9.4.2.

9.2.2. State Government Level

a. State Department Committee on Integrity Governance

(SDCIG) must present their respective feedbacks and reports to the Working Committee to State Government CIG at least two (2) weeks before the State Government CIG Meeting.

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b. State Government CIG must channel their respective committee’s reports every four (4) months before or on the second week in January, May and September to the CIG Coordinator / Joint Secretariat to the SCCGMI at the address as paragraph 9.4.2.

9.2.3. CIG Implementation Flow Structure is as Appendix ‘A’ 9.3. SCTCIG Meeting Schedule

SCTCIG must hold their meeting at least once in four (4) months. Meeting must be held in February, June and October every year.

9.4. Feedback Reports

9.4.1. The content of the CIG activity feedback reports must consist

of matters stated in the reporting format in Appendix ‘B’.

9.4.2. All CIG Secretariats at ministerial and state levels have to make analysis of the issues reported by the department / agencies CIG before handing over the Feedback reports to the National CIG at the address below:

Chief Commissioner Malaysian Anti-Corruption Commission D6 Block, D Complex Federal Government Administration Centre P.O. Box 6000 62007 PUTRAJAYA.

(Att : Director of Integrity Management Division)

10. IMPLEMENTATION MECHANISM

10.1. Establishment and Enforced Mechanism Circular

In order to determine the application and implementation of this directive is suitable with the conditions and needs at federal and state levels, the CIG Chair, that is the Minister, Heads of Services, Secretary General of Ministries and/or Directors General, the Honorable Menteris Besar/ Chief Ministers or State Secretaries must disseminate this directive to the respective agencies under their jurisdiction and control. Likewise to ensure that this movement covers the government administration at local authority level, the SGCIG Chair must extend the application and implementation of this directive to the local authorities.

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11. THE ROLE OF LEADERS, HEADS AND STAFF OF DEPARTMENT

In determining the success and the effectiveness of this initiative in strengthening the Management structure system of Malaysian government administration under the SCCGMI, the Government contends that political leaders, head of services, departments and government agencies, and also officers of public body must be committed in implementing this initiative at their respective levels.

The firmness and commitment of the leaders can bring a wave of changes in the overall movement in strengthening integrity of the administration management system, simultaneously making a success in the fight and elimination of corruption, malpractices and abuse of power, preventing injustice, inefficiency and customer discontentment.

12. IMPLEMENTATION OF DIRECTIVE

12.1. With effect from the date of this directive coming into force, all action previously implemented under the following Directives and Circulars are null and void in consequence of the consolidation of Integrity Management Committee, Task Force for Reducing Bureaucratic Red-tape (TFRBR) and Governance Committee (GC):

12.1.1. The Right Honorable Prime Minister’s Directive No. 1 Year

1998

12.1.2. Chief Secretary Letter PMS(S) No. 18114 dated 17th December 2003

12.1.3. Chief Secretary Letter PM(S) No. 17479/13 Vol. 4 dates 9th

March 2007

12.2 However, the following series of directives that were circulated under the

Right Honorable Prime Minister’s Directive No 1 of 1998 would still be valid:

12.2.1. Series 2. No.1 Year 2000 Dated 20th April 2000 12.2.2. Series 3. No.2 Year 2000 Dated 15th August 2000 12.2.3. Series 4. No.3 Year 2000 Dated 15th August 2000 12.2.4. Series 5. No.4 Year 2000 Dated 15th December 2000 12.2.5. Series 6. No.1 Year 2001 Dated 10th August 2001 12.2.6. Series 7. No.1 Year 2007 Dated 6th February 2007

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13. CLOSING

In line with the expansion of borderless world, many measures and approacheshad been implemented by all quarters in efforts to combat corruption,malpractices, abuse of power and administrative weakness. It is imperative thatefforts in strengthening the administration, enhancing governance and reducingbureaucratic hassle in the public sector have to be implemented in a concertedand comprehensive way. Such actions must not be carried and initiated inisolation as they involve complicity of task which would invariably be a waste oftime, energy and cost. Thus there is a need to have a singular approach that canbe accepted by everyone to ensure that the Public Administration deliverysystem is at the highest level. The measures elaborated in this Directive need tobe implemented with the full and continuous commitment to realize theobjectives of Vision 2020 and concept of 1 Malaysia: People First,Performance Now.

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