Published by Astro Awani, Business Today & Focus Malaysia, image from Astro Awani.
Strengthening and promoting institutional resilience is key to ensuring national resilience especially as the nation continuously adapt to the new normal and prepare ourselves for a post-COVID-19 world.
Institutional resilience here can be simply defined as the capacity and capability of the whole of government to quickly adapt to exigencies and disruptions, and sustain the transformation process across the spectrum: public healthcare, disaster management, federal-state cooperation, fiscal effectiveness, public delivery system, etc.
Institutional resilience relates to the management of the decision-making processes under conditions of stress and shocks as well as to quickly adopt new ways of doing things.
The government – past and present – have demonstrated political will and policy intention to ensure that our institutions continue to improve on their resilience. We see this in two key areas, namely “digitalisation” and “improvisation”.
The government must not be complacent but continue to move forward the institutional and policy reconfigurations, especially during the current 5th and forthcoming 6th national recovery phases of “Rejuvenate” and “Reform”, respectively.
Firstly, the government needs to continue the drive towards digital transformation.
The Unit for the Implementation and Coordination of National Agencies on the Economic Stimulus Package (Laksana) formed by the Ministry of Finance (MOF) is, of course, one of the recent pre-eminent examples of this. As it is, Laksana monitors the implementation of the initiatives rolled out under all the economic stimulus packages so far, namely the Economic Stimulus Package (ESP), Prihatin 1.0, Prihatin SME Plus, Penjana and Kita Prihatin as well as Budget 2021 via a digital dashboard that connects 53 ministries and agencies in a centralised and real-time database. Hence, Laksana allows and enables the government to have an instant bird’s eye view of the picture that will mitigate against the time-lag effect in implementation, as a common problem.
Other examples can be readily seen in the initiatives under the purview of the Malaysian Administrative Modernisation and Management Planning Unit (Mampu). It is the leading government agency tasked with monitoring the implementation of the exercise to digitalise the delivery of services in the public sector.
According to Mampu, by the end of 2020, the government plans to make 40 percent of its public services “end-to-end” as well as to create four service clusters. “End-to-end” means the entire process in the delivery of government services – from start to finish, without physical intermediaries.
This is best embodied by the MyGovernment Portal (Government Online Services Gateway) launched in 2017 to function as a “single gateway to all government online services” revolving around the life-cycle needs of citizens. Other policy initiatives include the Digital Government Transformation Action Plan (2017-2018).As such, a digital government not only drives a more inclusive and integrated delivery service. In the event of a crisis such as the on-going Covid-19 outbreak or even worse, this low-touch and physically fragmented delivery of government services will ensure their effective seamless continuity – thus mitigating against any possible or potential breakdown and the need for a temporary interruption or suspension.
In this regard also, our Critical National Information Infrastructure (CNII) – created under the National Cyber Security Policy (NCSP) and managed by the National Cyber Security Agency (Nacsa) – plays a vital role in managing the portal by which cyber security issues can be exchanged.At the same time, a digital government also needs to be more data-driven.
Under the Public Sector ICT Strategic Plan (2016-2020), the Public Sector Open Data initiative was introduced through the development and implementation of the government online platform – data.gov.my. This strengthens and promotes government-citizen ties that in turn feeds into the “whole of society” loop or processes on the back of digitalisation.
Popularly, the democratisation and de-centralisation of data is best captured in blockchain or distributed ledger technology (DLT).Blockchain is now catching up in government circles and processes with the introduction of the TradeLens platform by the Royal Malaysian Customs Department (RMCD) recently that will in turn boost the use of the e-country of origin (COO) system of traceability, among others.
This use of blockchain will not only improve the overall role and function of the RMCD but also ease and facilitate import-export transactions of the private sector stakeholders (shipping/logistics, traders). Specifically, the TradeLens platform – as jointly developed by AP Moller-Maersk with IBM and based on the Collaboration Application Programming Interface (API) concept – ensures that all logistic activities such as haulage, warehousing, shipping and freight forwarding at both domestic and international levels can now be wholly integrated.
In short, digitalisation ensures that government and society as a whole is much better prepared and positioned to adapt to the challenges and disruptions brought about by externalities as well as internally-induced factors.
Secondly, we need to continue improvising because it means adaptability, agility and flexibility – to meet the exigences of the time, including unexpected or “black swan” situations. To be able to improvise, therefore, is to break out of groupthink and rigid adherence to pre-existing policy goals and trajectories, and not least old ways of doing things.
This means government institutions must be always ready for a “joined-up” approach operating under a multi-ministerial task force, for example.
In fact, we have some semblance already with senior ministers in charge of the respective clusters set against the backdrop of the COVID-19 crisis. Of course, we are emulating Singapore’s example in this regard – with its senior ministers also acting simultaneously as coordinating ministers.
Our ministries, departments and agencies alongside statutory bodies as well as even leading government-linked investment companies (GLICs) and government-linked companies (GLCs) should be able to coordinate and integrate their efforts towards a single policy goal which to be sure will still comprise of several sub-policy objectives.
A good example would be in the context of a macro-economic strategy that is mission-oriented towards job creation as the “point of concentration and convergence”.
Thus, defeating Covid-19 and recovering entails a multi-ministerial effort whereby each institution plays its role accordingly with the view of achieving a bigger objective such as the above.
At another level, it takes more than institutional reorganising to ensure sustainability of the improvisation, however. We need to not only go further by perhaps merging ministries or creating relevant portfolios to be added to existing ministries.
But also ensure closer and greater coordination and integration of policy mandates and functions such as between fiscal and monetary policies under MOF (Treasury) and Bank Negara, respectively, particularly given the unprecedented times we are in. Critically, coordination between fiscal and monetary policies will help to ensure and promote the sustainability of our national debt.
Lastly but not least, the concept of Total Defence (Pertahanan Menyeluruh or Hanruh) as conceptualised and outline under the Defence White Paper (DWP 2019) should be enhanced further – to harness and deploy all the resources of the nation in a more systematic and cohesive fashion.
Other existing strategic frameworks on the one hand and institutions on the other are also the building-blocks by which institutional resilience can be improved upon. Examples of the former are the National Biotechnology Policy (2005-2020), National Water Resources Policy, National Digital Network Initiative (Jendela), etc. The latter would be the National Security Council (NSC), the National Disaster Management Agency (Nadma), and the Crisis Preparedness and Response Centre (CPRC) under the Ministry of Health (MOH).In conclusion, we have done well so far in terms of institutional resilience.
Perhaps the most current and relatable example would be exemplified in our response to the Covid-19 crisis, notwithstanding the emergence of a later third wave that has seen spikes in infections, mainly due to cluster cases involving foreign workers and prisoners, and the “infiltration” of undocumented migrants as in the case of Sabah.
But we need to do more and also to prepare the groundwork so that when another crisis strikes, it will propel us to rise above the occasion.
Jason Loh Seong Wei is Head of Social, Law & Human Rights at EMIR Research, an independent think tank focused on strategic policy recommendations based on rigorous research.
Diterbitkan oleh Berita Harian.
MEMPERKUKUH dan mempromosikan kedayatahanan institusi ialah kunci untuk memastikan kedayatahanan negara terutama ketika menyesuaikan norma baharu dan mempersiapsiaga diri berdepan dunia pasca COVID-19.
Kedayatahanan institusi didefinisikan kemampuan dan kebolehan seluruh kerajaan menyesuaikan diri dengan keperluan semasa dan gangguan tidak terjangka serta mempertahankan proses transformasi serata spektrum.
Ini membabitkan penjagaan kesihatan awam, pengurusan bencana, kerjasama Persekutuan-negeri, keberkesanan fiskal dan sistem penyampaian awam.
Kedayatahanan institusi berkait rapat proses pengurusan membuat keputusan cepat dalam keadaan tertekan dan kejutan serta mengguna pakai kaedah baharu pelaksanaan polisi.
Kerajaan menonjolkan iltizam politik dan hala tuju dasar untuk memastikan institusi kita terus memperkasa kedayatahanan. Kita melihat ini dalam dua bidang utama, iaitu digitalisasi dan improvisasi.
Kerajaan tidak sepatutnya sentiasa berpuas hati, tetapi terus menggerakkan konfigurasi institusi dan polisi, terutama ketika fasa pemulihan nasional ke-5 dan ke-6, iaitu Merangsang dan Membaharui.
Pertama, kerajaan perlu meneruskan usaha memacu transformasi digital.
Unit Pelaksanaan Dan Koordinasi Stimulus Ekonomi Antara Agensi Nasional (LAKSANA) dibentuk Kementerian Kewangan (MOF) antara contoh terkemuka.
LAKSANA memantau pelaksanaan semua pakej rangsangan ekonomi melalui digital papan pemuka menghubungkan 53 kementerian dan agensi dalam pangkalan data berpusat dan masa nyata.
Contoh lain, inisiatif di bawah bidang Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (MAMPU). Ia agensi kerajaan terunggul ditugaskan memantau usaha pelaksanaan mendigitalisasikan penyampaian perkhidmatan di sektor awam.
Menurut MAMPU, akhir 2020, kerajaan merancang menjadikan 40 peratus perkhidmatan awamnya sebagai end-to-end serta menyediakan empat kelompok layanan.
Ini bermaksud keseluruhan proses penyampaian perkhidmatan kerajaan dari awal hingga akhir, tanpa perantara fizikal.
Situasi ini dijelmakan Portal MyGovernment, iaitu Gerbang Perkhidmatan Dalam Talian Kerajaan dilancarkan pada 2017 untuk berfungsi sebagai ‘pintu masuk tunggal ke semua perkhidmatan dalam talian kerajaan’ berkisar keperluan kitaran hidup warga negara.
Inisiatif dasar lain termasuk Pelan Tindakan Transformasi Kerajaan Digital (2017-2018).
Kerajaan digital tidak hanya mendorong perkhidmatan penyampaian lebih inklusif dan bersepadu. Sekiranya berlaku krisis seperti COVID-19 atau lebih buruk lagi, penyampaian perkhidmatan kerajaan berkontak rendah dan penjarakan fizikal ini akan memastikan kesinambungan berkesan – hingga dapat mengurangkan potensi kerosakan, gangguan atau penangguhan sementara.
Dalam hal ini, Infrastruktur Maklumat Kritikal Negara (CNII) diwujudkan di bawah Dasar Keselamatan Siber Nasional (NCSP) dan dikendalikan Agensi Keselamatan Siber Nasional (NACSA) – memainkan peranan penting dalam menguruskan portal maklumat mengenai masalah keselamatan siber dapat dikongsikan.
Kerajaan digital juga perlu lebih berpacukan data. Di bawah Pelan Strategik ICT Sektor Awam (2016-2020), inisiatif Data Terbuka Sektor Awam diperkenalkan melalui pengembangan dan pelaksanaan platform dalam talian kerajaan – data.gov.my.
Ini menguatkan dan meningkatkan hubungan kerajaan-rakyat yang seterusnya memberi maklum balas ke dalam lingkaran ‘seluruh masyarakat’ dan proses berlandaskan digitalisasi.
Secara amnya, pendemokrasian dan pengagihan data paling sesuai digambarkan dalam teknologi lejar diedarkan (DLT).
Dalam hal ehwal dan proses pentadbiran, kesedaran blok rantai kini kian meningkat dengan pengenalan platform TradeLens oleh Jabatan Kastam Diraja Malaysia (JKDM) baru-baru ini yang seterusnya akan meningkatkan penggunaan sistem pengesanan e-sijil tempasal.
Penggunaan blok rantai ini bukan hanya akan meningkatkan peranan dan fungsi keseluruhan JKDM, tetapi juga memudahkan transaksi import-eksport pihak berkepentingan swasta (perkapalan/logistik, pedagang).
Secara khusus, platform TradeLens direkabentuk bersama AP Moller-Maersk dengan IBM dan berdasarkan konsep Collaboration Application Programming Interface.
Ia memastikan semua aktiviti logistik seperti pengangkutan, pergudangan, penghantaran dan penghantaran barang pada peringkat domestik dan antarabangsa kini boleh disatukan sepenuhnya.
Kedua, kita perlu terus berimprovisasi kerana itu bererti kemampuan menyesuaikan diri, kelincahan dan fleksibiliti – untuk memenuhi keperluan semasa, termasuk situasi tidak dijangka.
Oleh itu, berimprovisasi bermaksud melepaskan diri daripada pemikiran kelompok dan kepatuhan jumud terhadap matlamat dan lintasan dasar yang sudah ada dan cara lama untuk melakukan sesuatu.
Ini bermaksud institusi kerajaan harus selalu bersiap siaga untuk pendekatan ‘gabungan’ yang beroperasi di bawah naungan pasukan khas (task force) pelbagai kementerian, misalnya.
Sebenarnya, kita sudah mempunyai ciri berkenaan dengan kewujudan menteri kanan bertanggungjawab bagi kelompok masing-masing berlatarbelakangkan krisis COVID-19.
Sudah tentu, kita mengikuti contoh Singapura dalam perkara ini – dengan menteri kanannya juga bertindak serentak sebagai menteri penyelaras.
Kementerian, jabatan dan agensi kita di samping badan berkanun serta syarikat pelaburan berkaitan kerajaan (GLIC) dan syarikat berkaitan kerajaan (GLC) terkemuka harus dapat menyelaraskan dan menyatukan usaha mereka ke arah satu matlamat dasar yang juga merangkumi beberapa objektif sub-polisi.
Contoh baik adalah dalam konteks strategi makroekonomi berorientasikan misi terhadap penciptaan pekerjaan sebagai ‘titik tumpuan dan pertindihan.’
Oleh itu, mengalahkan COVID-19 dan pemulihan memerlukan usaha pelbagai kementerian yang setiap institusi memainkan peranannya, sesuai dengan pencapaian objektif lebih besar.
Bagaimanapun, kita memerlukan lebih daripada sekadar penyusunan semula institusi untuk memastikan kelangsungan improvisasi.
Kita perlu memastikan penyelarasan dan integrasi mandat dan fungsi dasar lebih erat serta lebih baik seperti antara dasar fiskal dan monetari di bawah Perbendaharaan dan Bank Negara.
Secara kritikalnya, koordinasi antara dasar fiskal dan monetari akan membantu memastikan serta mempromosikan kelestarian hutang negara kita.
Akhir sekali, konsep Pertahanan Menyeluruh (HANRUH) seperti digariskan di bawah Kertas Putih Pertahanan (DWP 2019) harus dipertingkatkan lagi – untuk mengerahkan dan menggunakan semua sumber daya negara secara lebih sistematik dan bersepadu.
Jason Loh Seong Wei merupakan Ketua Bahagian Sosial, Perundangan dan Hak Asasi di EMIR Research, sebuah badan pemikir bebas yang berfokuskan kepada pencernaan saranan-saranan dasar strategik berteraskan penyelidikan yang terperinci, konsisten dan menyeluruh.
