Eng GTP2014 AR Full PDF

REAL PEOPLE. REAL STORIES.
43
21
138
Affordable
basic
healthcare
for all
Putting the
brakes on
car theft
62
Building
futures for
our rural
villages
Helping
commuters
get around
town
86
From factory
worker to regional
quail supplier
127
Unlocking the potential
in every single student
UNRESERVED COMMITMENT TO DELIVER
PRIORITISATION REMAINS OUR FOCUS
THE FUTURE DEPENDS ON

WHAT WE DO IN THE PRESENT
10
GTP MILESTONES
12
NATIONAL KEY RESULTS AREAS (NKRAS)

14
Addressing the Rising Cost of Living
28
Improving Rural Development
50
Improving Urban Public Transport
74
Raising Living Standards

of Low-Income Households
168
Ensuring
our children
take the
straight and
narrow path
100
Assuring Quality Education
132
Reducing Crime
154
Fighting Corruption
172
Public Service Delivery Transformation
188
MINISTERS SCORECARD
194
AGREED-UPON PROCEDURES BY PWC
195
2014 NKRA PERFORMANCE

AND EXPENDITURE BUDGET
206
GLOSSARY
209
ACKNOWLEDGEMENTS
GTP ANNUAL REPORT 2014
UNRESERVED
COMMITMENT
TO DELIVER
F
rom its launch in 2010, the Government

Transformation Programme (GTP) has set a series of
ambitious targets to move Malaysia on to a stronger
socio-economic footing.
This year marks the fth year of implementation and I am

pleased to report that we have achieved positive outcomes
in the ght against poverty and corruption. In addition, we
have achieved improvements in the levels of education,
public safety, public transport, and rural development.
Building resilience and delivering sustainable results

with accountability have been the key drivers underlying
the GTP these past ve years.
The GTP has eliminated extreme poverty through one
of its main assistance programmes, the Akhiri Zaman
Miskin (1AZAM) Programme, via the Raising the Living
Standards of Low-income Households (LIH) NKRA. In the
last four years, a total of 168,483 Malaysians registered
under the eKasih database have moved out of poverty
due to these efforts.
The GTP Annual Report serves as a measure of

achievements against the targets set and promises
made to the rakyat. Each year, we report on what has
been accomplished, along with a transparent account
about the challenges faced in meeting these targets.
1AZAM emphasises the development of nancial skills

and capacity building of those in need, and we are proud
to report that to date, 64,689 Malaysians have participated
in nancial literacy programmes.
Our fundamental commitment is to ensure that each and

every Malaysian is accorded a good quality of life. And the
seven National Key Results Areas (NKRAs) under the GTP
have been focused to do just that.
Our development philosophy has always been based

on the tenet of inclusiveness, and no NKRA better
exemplies this than the Addressing the Rising Cost of
Living (COL) NKRA. In 2014, seven million households
UNRESERVED COMMITMENT TO DELIVER
and individuals beneted from Bantuan Rakyat 1Malaysia

(BR1M) distributions, ensuring that basic goods and
services will always be kept affordable for everyone.
Inclusivity is also the reason that we have made no
reduction in our development funding when revising
the 2015 budget. We are bringing new growth to rural
Malaysia, enhancing the delivery of basic infrastructure,
particularly in Sabah and Sarawak, and we will continue
to work to narrow disparities between the different parts
of our country.
The GTP is strongly committed to raising education
standards and to creating a robust learning platform
for our students. Our children represent an invaluable
resource for Malaysias future; indeed, we will need
several generations of highly skilled and knowledgeable
workers to sustain our level of development.
We are also making strides in transforming our public service
delivery systems, focusing on areas such as healthcare.
For the rst time in Malaysia, a programme to revamp the
delivery of services and care in hospitals has been rolled
out nationwide based on the success of the pilot scheme in
Sultan Ismail Specialist Hospital in Johor Bahru.
We are proud to say that over 15.8 million medical cases
have now been treated at the 1Malaysia clinics nationwide,
and there are now 161 Kedai Rakyat 1Malaysia, providing
basic necessities at low prices.
None of these achievements would have been possible
without the sustained effort and diligence of the civil
service in implementing the GTPs initiatives, and I applaud
them for their continued dedication to the national cause.
International recognition of our delivery efforts PEMANDU
was ranked last year as one of the Top 20 Leading
Government Innovation Teams is further testament of the
role our devoted civil servants have played in driving the
countrys progress.
Despite a challenging last year, I am genuinely heartened
by the way the country has responded. Our ability to
unite in the face of adversity provides me with optimism
that we will continue to move forward as one to build an
ever safer, more prosperous and equal Malaysia. I can
personally assure you that the Government and the GTP
remain rmly committed to those goals and to further
success in meeting the targets we have set for the benet
of all Malaysians.
This year marks

the fth year of
implementation and I
am pleased to report
that we have achieved
positive outcomes
in the ght against
poverty and corruption.
In addition, we have
achieved improvements
in the levels of
education, public
safety, public transport,
and rural development.
YAB DATO SRI MOHD NAJIB TUN HJ. ABDUL RAZAK

Prime Minister of Malaysia
PRIORITISATION
REMAINS
OUR FOCUS
I
have personally been at the helm of the Government

Transformation Programme (GTP) over the course
of the last four years, tasked with implementing
impossible targets set by our Prime Minister and faced
with the challenges that traditionally comes with change.
I am pleased to note that we have persevered through
these challenges and delivered outcomes with signicant
impact on the rakyat over these past ve years. As the
chairman of the Delivery Task Force (DTF), I would
like to assure the rakyat that the Ministries as well as
their respective delivery management teams have been
putting in one strong shift after another to deliver on
their KPIs.
Some of the highlights of the GTPs achievements in 2014
include:
Expanding the reach of the Kedai Rakyat 1Malaysia
programme through the setup of new outlets
throughout the country, thus ensuring greater access
to more affordable goods.
Helping 24,646 low-income individuals raise their

monthly incomes by RM300 in any three months during
the year.
Continuing to improve our Corruption Perceptions
Index ranking for the fth consecutive year, moving up
to 50th position in 2014 from 53rd in 2013.
Reducing the incidence of crime in the country by
12.6%, making the country a safer place for our rakyat
and our foreign guests.
Improving the quality of education received by our
children studying in previously marginalised schools,
seen through the increase of 3,105 Band 1 and Band 2
schools in 2014 alone.
Delivered 485km of rural roads, connected 8,195
households to clean and treated water, and 14,299
households to reliable electricity.
Raising the number of commuters travelling into
Kuala Lumpur using public transport to a record high
of 455,728 individuals daily during the morning peak
hours, and putting in place a strong foundation for an
effective MRT system.
PRIORITISATION REMAINS OUR FOCUS
These achievements and many others are bringing us

closer than ever before to achieving our goal of becoming
a developed nation, while at the same time laying the
foundation for sustainability. I applaud my colleagues in
the civil service for their hard work in executing these
initiatives truly and responsibly, and hope that they will
continue to put in the same amount of effort over the next
ve years.
Challenges will always be present. In that respect, it is
necessary to take stock of what we have implemented,
making sure that we learn from the processes and rening
the outcomes to better cater for the rakyat. I can say with
condence that self-reection and renewal is required to
sustain the appetite and strategies to deliver. Indeed, this
has been one of the hallmark traits of the GTP since its
inception, and we remain committed to the transformation
philosophy set in 2010.
2015 is shaping up to be an important year for us. We
remain steadfast and focused in establishing a strong
foundation to further enhance our delivery of public
services. To this end, a strategic reform initiative,
previously under the ETP Public Service Delivery is
now assigned to the GTP to allow for greater focus and
integration to effect faster delivery. Results have been
evident thus far and positive impact has been felt all of
which are detailed in this report. Prioritisation to deliver
remains our focus and public feedback is necessary for
us to improve.
I would also like to express my appreciation to our private
sector and community partners who have persevered
alongside us over these last ve years. I urge them to
continue to work together with us as the transformation
of Malaysia is a shared experience requiring all of us to
participate. With less than ve years to reach our goal of
becoming a high-income, developed nation by 2020, we
must step up our efforts to address missed goals and
further accelerate the pace of transformation over the
next half decade.
I would like to
assure the rakyat
that the Ministries
as well as their
respective delivery
management
teams have been
putting in one
strong shift after
another to deliver
on their KPIs.
YAB TAN SRI DATO HJ. MUHYIDDIN MOHD YASSIN

Deputy Prime Minister of Malaysia
Finally, I wish to express my sympathies to our rakyat

who have been affected by the calamities of 2014. The
Government remains committed to delivering assistance
and support to our aficted rakyat to the best of our ability,
and we hope that it will bring some comfort in their time
of tragedy.
THE FUTURE
DEPENDS ON
WHAT WE DO
IN THE PRESENT
As we present the 2014 Annual
Report on the Government
Transformation Programme
(GTP), let me begin by saying that
the GTP efforts are focused and
targeted. The main objectives
of the GTP are to ensure that
social economic disparities are
addressed, and accessibility to
social amenities are improved.
For that reason, I would like to
take this opportunity to take all of
you on a reective journey of what
the GTP has achieved holistically.
very day my colleagues and I receive emails

from Malaysians and friends across the country.
They will share their hopes, their worries, their
challenges, and successes, and recommend
solutions for better governance. Some are visibly critical.
Many are constructive and hopeful for the future of Malaysia
and the opportunities that exists. Some ambitious ones see
their challenge beyond the Malaysian shores competing in
the global arena. And these emails generally tell me one
thing Malaysians do care about Malaysia!
This year we have deliberately undertaken the task to
primarily share the narrative of the GTP from the perspective
of some of those Malaysians who have been tirelessly
doing the transformational work since 2010 and those
who are in receipt of the positive impact. Five years into
our transformational journey, we have names of all these
millions of people that have been impacted positively, where
they are from and who they are. This is the reason why we
are able to share their heartwarming and life-changing
stories with every one today.
The GTP has been conceived to provide all Malaysians
access to improved public services irrespective of race,
religion and region. The aim has always been to deliver in
areas that mattered most to Malaysians, such as improving
the living standards for all, elevating lives in the rural
areas through the provision of basic infrastructure and
THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT
economic opportunities, assuring quality education for

our children, improving the accessibility and connectivity
of our urban public transport infrastructure for better
commuting, creating a safe environment for all, and
promoting accountability and ethical practice, as well
as openness to greater accountability and transparency
in Government institutions.
To that end, we have in the course of the last five years
made significant progress, and in some areas, delivered
tremendous transformational change.
Let me start with a story from the pages of our Assuring
Quality Education National Key Results Area (NKRA).
Nor Izzati Sabrina from Ipoh, like most young children,
harbors hopes and dreams. She aspires to become a
lawyer someday but her confidence is often challenged
by her proficiency in language and communication. To
that end, being enrolled in a High Performance School
(HPS)-designated school such as SK Marian Convent in
Ipoh has helped her immensely in building self-confidence
and developing communication and social skills. Nor Izzati
recently represented the school in a choral speaking
competition. The HPS initiative is but one of the many
education initiatives under the GTP to cultivate a spirit
of pride in the school, which further motivates teachers,
students and parents to take a greater role in their
childrens education.
Five years into our

transformational journey,
we have names of all these
millions of people that have
been impacted positively,
where they are from and
who they are. This is the
reason why we are able to
share their heartwarming
and life-changing stories
with every one today.
SENATOR DATO SRI IDRIS JALA
Minister, Prime Ministers Department,
CEO, Performance Management & Delivery
Unit (PEMANDU)
The GTP has been conceived to

provide all Malaysians access
to improved public services
irrespective of race, religion and
region. The aim has always been
to deliver in areas that mattered
most to Malaysians, such as
improving the living standards
for all, elevating lives in the rural
areas through the provision of
basic infrastructure and economic
opportunities, assuring quality
education for our children,
improving the accessibility and
connectivity of our urban public
transport infrastructure for better
commuting, creating a safe
environment for all, and promoting
accountability and ethical practice,
as well as openness to greater
accountability and transparency
in Government institutions.
The Ministry of Education recognises that there are many

Nor Izzatis in Malaysia, and this is the main reason why
students just like her are given the support they need during
their formative years, through an initiative which started in
2010, called the Literacy and Numeracy Screening (LINUS)
programme. This programme aims to screen all Primary
1 to 3 students in order to assess their BM, English, and
numeracy levels. The results have been promising, as the
latest index shows an average of 88% of our year 3 students
being procient in language, and 98.9% in numeracy.
Asbdullah Ali from Nibong Tebal is another individual who
has benetted greatly from the Azam Tani Programme, an
initiative under the Raising Living Standards of Low-Income
Households NKRA. As a factory worker earning a minimum
of RM 900 a month, he desired to establish a quail eggs
business in Seberang Perai. He was provided with only RM
9,000 of cash in kind from the Federal Agriculture Marketing
Authority (FAMA) in 2013. Today he is the main supplier
of quail eggs and meat in Seberang Prai, Kedah & Perak,
earning a minimum gross prot of RM6,000 monthly.
Asbdullah is just one of the 168,483 Malaysians who have
benetted from the 1AZAM Programme that has been
running since 2011.
The GTP is a national agenda. Where it is being
implemented beyond the Peninsular, the impact and
benets will only be realised and felt by the folks living
in those designated areas.
So let me share with you a story of a 60km road that was
built in Sabah. When we spoke to the Senior Engineer of
the Road Department in Sabah, Mohd Shamsul Nizam
Haji Abdul Wahid, he revealed to us that this 60km of
road that connects Pekan Sook to Kampung Sinua has
changed the lives of at least 10,000 residents of the Murut
and Dusun tribes.
Today, there are 18 schools in the surrounding community.
He tells us that one of the major benets is that the children
of these tribes can now travel to and from school more
comfortably and most importantly, much more safely than
when there used to be only gravel or forestry roads.
The Pekan Sook-Kg Sinua road is only 60km out of
the 4,553km of roads built and provided for the rural
communities today since the initiative under the Improving
THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT
The last ve years have demanded resilience from all Malaysians

and a commitment from the Government to deliver. 2015 is about
how we sustain and build on our momentum. 2015 is about us
turning over another page in the GTP roadmap. The next ve years
towards 2020 is a future for us to write. Let us continue this
journey together to make things better for all.
Rural Development NKRA began in 2010. The Murut and
Dusun tribes that benetted are only 10,000 of the 2.5 million
Malaysians who have access to these roads today. Also,
under the delivery of rural development are the 336,266
households that have been provided access to clean water,
and another 129,595 households connected to uninterrupted
electricity supply.
Since 2010, the GTP has unequivocally been addressing
rural development to achieve a basic standard of living for
those outside city centres, which means they now have
access to the most basic human needs, such as proper road
connectivity, clean water and electricity supply. Having said
that, the GTP is not just about better quality of education,
developing avenues for increase in incomes, or rural
development, it is also about improving public amenities.
Living in the heart of Malaysias capital today, and having
grown up in the forested reaches of Bario in Sarawak, I can
relate to the impact of infrastructure transformation in both
the rural and urban areas. Like many Malaysians braving
the trafc jams in their daily commute to and from work,
I am equally frustrated and nd myself wishing that the
MRT project is completed sooner rather than later.
With these improvements in the urban public transportation

system, pensioners like Tang Wek Eng are able to have
greater mobility today within the city through the GO-KL free
city bus service. This bus service has enabled individuals
like Tang, city workers and many foreign tourists, to travel
seamlessly in the city centre, in place of a taxi ride which
would otherwise cost them between RM6 RM10 a trip.
Individuals like Tang are just a few of the 35,000 commuters
benetting from this service daily.
Stories like these give us the reason to start the year ahead
with renewed vigor and the belief that the GTP is on the
right track. Along with the ETP, as part of the National
Transformation Programme agenda, our job now is to make
sure that every Malaysian feels that they are a part of our
countrys growth.
The last ve years have demanded resilience from all
Malaysians and a commitment from the Government to
deliver. 2015 is about how we sustain and build on our
momentum. 2015 is about us turning over another page
in the GTP roadmap. The next ve years towards 2020 is a
future for us to write. Let us continue this journey together
to make things better for all.
However, the MRT can only be sustainable if the foundation

of the urban public transportation system is developed. This
is the primary reason for the GTP to be focused on improving
the other modes of connectivity holistically such as the KL
Monorail, LRT and KTM Komuter services, and the RapidKL
and GO-KL buses, to complement the MRT infrastructure.
GTP MILESTONES
2014
DEC
NOV
NOV
MOTORCAR THEFT REDUCED BY 20% IN 2014
DELIVERED 485KM OF RURAL ROADS

UNDER PROJECT JALAN LUAR BANDAR
CHIEF SECRETARY AND SECRETARY

GENERALS MEDIA ENGAGEMENT SESSION
in relation to the Auditor Generals (AuG) Report
to provide a more objective and transparent
understanding of the AuGs ndings
26 DEC
395,838 TEACHERS AND SCHOOL LEADERS

DEC
33,368 NEW 1AZAM PARTICIPANTS
successfully completed the Unied Instrument

baseline assessment
30 OCT
ADDITIONAL 13 SCHOOLS
DEC
DELIVERY OF THE FIRST TWO OF THE 12

FOUR-CAR SETS FOR THE KL MONORAIL
are awarded with the High Performing

School status, bringing the total number
to 128 schools by end of 2014
DEC
DELIVERED UNINTERRUPTED ELECTRICITY
NOV - DEC
2 SEPT
to 14,296 rural households under

Project Bekalan Elektrick Luar Bandar
PARK N RIDES WERE CONSTRUCTED AT THE

AMPANG LRT STATION (1,140 BAYS), THE SHAH
ALAM KTM STATION (558 BAYS) AND THE ASIA
JAYA LRT STATION (607 BAYS)
LAUNCH OF PRIme (RESIDENCY

AND IMMERSION PROGRAMME)
10
with 163 new principals

participating in the programme
GTP MILESTONES
2013 2012 2011 2010

JUNE
THE DEPARTMENT OF CRIME

PREVENTION AND COMMUNITY SAFETY
PERSONNEL DEPLOYED NATIONWIDE
DEC
COMPLETED THE
WHITENING OF BLACK SPOTS
The Black Spot initiative
improved city infrastructure
in 20 locations in line with
Crime Prevention Through
Environmental Design
principles
DEC
31 DEC
15 DEC
WOMENS
ENTREPRENEURSHIP
eKASIH VERIFICATION
ANTI-CORRUPTION
100% eKasih verication

is completed
Whistleblower Protection
Act is introduced
Over 4,000 women

entrepreneurs developed
since 2010
1AZAM Programme
Over 63,000 poor
households participate in
the 1AZAM Programme
28 NOV
RBI
OCT
SAFE CAM INITIATIVE

18 SEPT
MAR
LAUNCH OF BUKIT BINTANG KLCC OPS
HIGH PERFORMING
SCHOOLS
Awarded 24 schools with
the High Performance
School (HPS) status
19,336 CCTVs are active

under the rst phase of the
Safe Cam Initiative, rst
launced in South Johor
14 NOV
BRIGHTENING
HOUSHOLDS
5,000 Pulau Sebatik
villagers homes are
electried
The Kuching-Serian
highway is launched,
a 13.73km stretch
connecting nine villages
and two schools in a
remote district in Sarawak
led by the Royal Malaysia Police to

implement enforcement activities
in Kuala Lumpurs Golden Triangle
JUNE
31 AUG
JULY
BUILDING ROADS
JALB achieved 100% of
its road delivery target
(441km)
GoKL BUS
The GoKL bus, a free bus
service connecting various
landmarks within the
Kuala Lumpur city centre,
commences operations
31 MAR
URBAN PUBLIC
TRANSPORT
LAUNCH OF
CORPORATE
INTEGRITY PLEDGE
10 four-car train sets of

the Kelana Jaya LRT line
are in operation
4 MAR
4 MAR
HIGH PERFORMING
SCHOOLS
ANTI-CORRUPTION
JAN
THE NEW MINIMUM REQUIREMENTS

FOR PRINCIPALS TAKES EFFECT
10-14 AUG
18 JAN
FIRST KEDAI RAKYAT 1MALAYSIA

OPENED IN BETONG, SARAWAK
KEDAI RAKYAT
1MALAYSIA
10-14 AUG
The years rst Kedai

Rakyat 1Malaysia opened
in Mambong, Sarawak
Held in East Malaysia
GTP 2.0 OPEN DAY
Announcement of 23 new
High Performing Schools
Name and Shame

database is launched
11
NATIONAL
KEY RESULTS
AREAS
FOCUSED APPROACH
TOWARDS A TRANSPARENT
AND EFFICIENT PUBLIC
SERVICE DELIVERY
ADDRESSING THE RISING COST OF LIVING
IMPROVING RURAL DEVELOPMENT

IMPROVING URBAN PUBLIC TRANSPORT
RAISING LIVING STANDARDS OF LOW-INCOME HOUSEHOLDS
ASSURING QUALITY EDUCATION
REDUCING CRIME
FIGHTING CORRUPTION
PUBLIC SERVICE DELIVERY TRANSFORMATION
ADDRESSING
THE RISING
COST OF LIVING
T
Building
Economic
Resilience
14
he rocky global economy in the last quarter of 2014 is strong evidence

showing that nancial volatility has become the new norm. While not all
the sudden changes in the global economy are necessarily bad for the
Malaysian economy, one of their consequences is that our rakyat, without
intervention, will no longer be able to plan their nances with any substantial
degree of certainty. While some of our rakyat may have the leeway to buffer
themselves against such uncertainty, there is a signicant portion of our rakyat
who do not enjoy such protection, namely the lower-middle income groups.
It is for this group of rakyat that we have initiated and continued with the Cost
of Living (COL) NKRA. Through our assistance programmes such as Bantuan
Rakyat 1Malaysia (BR1M) and the more affordable goods in the Kedai Rakyat
1Malaysia (KR1M), we are helping this group of Malaysians to build a buffer
against uncertainty by helping them build greater economic resilience.
NATIONAL KEY RESULTS AREAS

Since the implementation of the COL NKRA in 2011, we have taken incremental
efforts and enforced monitoring to ensure universal accessibility to the benets
accorded by its various programmes such as the access to cheaper goods through
Kedai Rakyat 1Malaysia (KR1M); access to affordable healthcare through Klinik
1Malaysia (K1M); and access to affordable and nutritious food through Menu
Rakyat 1Malaysia (MR1M). These initiatives are important to that segment of
the rakyat for whom every Ringgit saved is a Ringgit that goes towards equally
important necessities such as education expenses or household maintenance.
Meanwhile, the assistance we have been distributing via Bantuan Rakyat
1Malaysia (BR1M), the Back to School Assistance Programme and the Baucar
Buku 1Malaysia (BB1M) programme work together to ensure that targeted
groups of people receive a benet package which makes a benecial impact
on their day-to-day expenses. We have gradually increased the amounts given
out and expanded the reach of these programmes over the years in line with
our vision of providing universal coverage to all Malaysians who are eligible and
are in need of help.
It is worth repeating
that the COL NKRA is
designed to respond
to changing on-theground circumstances,
which are themselves
determined by
external and internal
market movements.
YAB Tan Sri Muhyiddin Yassin
It is worth repeating that the COL NKRA which is designed to respond to

changing on-the-ground circumstances, which are themselves determined by
external and internal market movements. The focus of the NKRA is on the target
segment of Malaysians who require additional support in addition to Government
assistance programmes that are available universally to all Malaysians.
Even while the Government revisits and revises its subsidy and tax policies, the
Government remains committed to ensuring that Malaysians remain economically
resilient at all times. For this reason alone, the COL NKRA will continue to remain
a key component of the Government Transformation Programme.
15
RELIEVING
THE PINCH OF
RISING COST
T
he initiatives of COL NKRA are

designed to build economic
resilience in targeted segments
of the Malaysian community in
two ways: by providing direct cash
assistance to targeted groups while
ensuring the availability of affordable
basic goods and services. Various
Government agencies, including
the Ministry of Domestic Trade,
Cooperatives and Consumerism
(MDTCC), the Ministry of Health (MoH)
and the Ministry of Finance (MoF) work
together with the private sector to
deliver these initiatives to the rakyat.
These initiatives include:
Over the course of the past four

years, the COL NKRA has managed
to make a greater impact on a larger
audience. Through the establishment
of new KR1M branches, K1M clinics
and the expansion of the BR1M cash
assistance programme, a larger
number of middle- and lower-income
Malaysians have become more
resilient to the rising cost of living.
The COL NKRA is reactive by design in
that its initiatives can be adapted to suit
changing on-the-ground conditions.
The following pages will detail the
achievements gained and challenges
faced within these initiatives in 2014.
Initiatives of the COL NKRA
16
Klinik 1Malaysia (K1M) (1Malaysia Clinic)
Kedai Rakyat 1Malaysia (KR1M) (1Malaysia Peoples Stores)
Bantuan Rakyat 1Malaysia (BR1M) (1Malaysia Peoples Aid)
Baucar Buku 1Malaysia (BB1M) (1Malaysia Book Voucher Programme)
Back to School Assistance Programme
Local SMEs
beneting from
KR1M initiative
KR1M shops are helping to

boost the local SMEs, which are
responsible for producing many
of the products sold at the shops.
The products are re-badged under
the Produk Rakyat 1Malaysia
brand, which are then sold at
cheaper prices to consumers.
Quality products at cheap prices
is the key reason that goods sold
at KR1Ms are quickly becoming
the consumers choice.
As an owner of a food shop,
I have to restock my inventory
every day with basic goods such
as sugar, milk, flour and rice,
says Norhayati Mohd Ariffin, 38,
a regular patron of the KR1M at
Pekan Sungai Besar since it opened
two years ago. With the cheaper
prices here, I can buy in greater
quantity, which also translates into
fair prices for my customers.
According to Norhaizat Mustaffa,
KR1Ms regional manager for
Selangor and Perak, local customer
demand has been very encouraging.
The KR1M store here [in Sungai
Besar] has become a one-stop
shopping centre for families and
young people regardless of their
earnings, he says. From the
feedback that we have received, our
customers have no issues about the
quality of the products available.

KEEPING BASIC
GOODS AFFORDABLE
AND HEALTHCARE ACCESSIBLE
he aim of the COL NKRA is to

reduce the burden on the rakyat
of paying for basic goods and also
of making healthcare more accessible.
There are three initiatives under the
COL NKRA designed to offset the rising
cost of goods and services:
KR1M, which provides more affordable

basic household goods
K1M, which provides accessible
healthcare
MR1M, which ensures affordable meals
for the rakyat
Under these initiatives, all rakyat are
eligible to access the outlets; however,
most of the consumers are from the
low- and middle-income group.
Providing better access

to affordable goods for
the rakyat
A total of 161 KR1M stores are now
located throughout Peninsular and East
Malaysia providing household goods at
a price more affordable than in other
grocery shops. KR1Ms effectively help
households save on basic necessities
without having to compromise on the
quality of goods.
KR1M stores essentially sell goods
at cheaper prices by stocking inhouse brands, i.e. the Produk Rakyat
1Malaysia brand, which are 15% to
30% cheaper than in regular stores.
Produk Rakyat 1Malaysia goods are
Sungai Buloh
generic goods purchased in bulk,

or sourced from small- to mediumsized enterprises (SMEs) from across
Malaysia in line with the GTPs overall
emphasis on holistic transformation.
In this way, the KR1M initiative
also helps boost business for local
suppliers. KR1Ms presently stock
over 272 Produk Rakyat 1Malaysia
grocery items.
In addition to Produk Rakyat 1Malaysia
goods, KR1M stores also offer
other household brands to create a
comprehensive selection of goods for
customers. Prices of Produk Rakyat
1Malaysia goods in KR1M stores in East
Malaysia, which has been a focal point
for expansion over the last two years, are
priced the same as in the Peninsula.
Kedai Rakyat 1 Malaysia
Kepong
KR1M
Locations
taman
setiawangsa
dataran
sunway
kota
damansara
Desa Sri
Hartamas
dataran
sunway
bukit
damansara
Kedai Rakyat 1
Malaysia UTC Pudu
Ampang
pandan indah
Subang
aysia
Ara Jaya,Petaling Jaya
aya
y
pandah
perdana
MID VALLEY
seksyen 14

Taman Pagar Ruyong
Subang jaya
Seksyen 15
SS19
Taman
connaught

TDataran Mentari
Puchong jaya
BANDAR BARU
SRI PETALING
Batu 9 Cheras
Cheras
Expansion of Kedai Rakyat1Malaysia shops to reach households in the Kuala Lumpur and Klang Valley
17
Coverage has become a priority for the

expansion of this initiative. Since the
launch of the rst store in 2011, the
reach of KR1M has expanded annually
as outlets continue to be added in
various locations. Local authorities are
consulted in helping identify locations
for the new outlets.
In 2014, an additional 36 KR1M stores
opened for business: 16 in Peninsular
Malaysia and 20 in East Malaysia,
with 6 in Sabah and 14 in Sarawak.
COL NKRA has also continued to
increase the distribution of Produk
Rakyat 1Malaysia goods to non-KR1M
distribution points such as to sundry
stores as well as other private grocery
outlets. As of end 2014, a total of 569
shops nationwide are selling selected
Produk Rakyat 1Malaysia goods.
Adding the total number of KR1Ms, the
number of shops which sell Produk
Rakyat 1Malaysia totals 730 shops.
Kedai Rakyat 1Malaysia
Making a difference with Kedai Rakyat 1Malaysia

For Abd Rahman Hassan and Wan
Noraziah Wan Ghazali, a married
couple with children, the KR1M
in Putrajaya has become a one-stop
shop for most of their household
needs. The wide range of products
and the cheaper price of goods are
the main selling points of the KR1M,
according to Wan Noraziah.
Its easy to find daily household
goods here, she says. From soap to
kitchen supplies, I am very supportive
of the KR1M here. I hope that more
branches will be opened in other
states and regions. And because Im
so used to shopping at KR1M, I keep
looking out for it everywhere I go. I
am very satisfied with the products
available here.
18
Abd Rahman Hassan says that

shopping at the KR1M has cut his
monthly expenses by a significant
amountfrom RM600 to about
RM400 monthlyrepresenting
savings of a third of his disposable
income. The savings, the couple says,
are helpful.
Muhammad Raduan Ismail, who
works for Indah Water Konsortium,
agrees. He is a frequent patron of the
Putrajaya KR1M which is located
conveniently near his workplace as
he finds the quality of the products
comparable with other stores.
I spend about RM200 to RM300 per
month on household expenses, but here
I can save about RM100, he says.
Most lower- and middle-income

earners can still afford to shop at
regular stores, but they are also highly
price sensitive and appreciate savings
wherever they can find them. KR1M
shops are extremely important to this
segment of Malaysians who have to
maintain strict monthly budgets.

Affordable
basic
healthcare
for all
Habibah Sharif is a nurse at the
Pandamaran K1M in Kampung
Delek, Klang. The clinic sees
between 80 and 100 patients on
weekdays, and even more on
weekends. The response, Habibah
says, has been overwhelming.
Since we opened, the response
has been very encouraging. We are
providing area residents with faster
treatment because the Government
health clinic is quite far with limited
operating hours, she says.
Most of our patients come for
follow-up visits after receiving
treatment from health clinics and
there are also those who need daily
care such as changing their wound
dressing, so we offer those services.
The one-ringgit treatment has
become the defining trait of
the K1M. Offering fast and
cheap treatments in areas where
Government hospitals have become
overcrowded, K1Ms are playing an
important role in relieving pressure
on existing infrastructure. The
focus of K1M is thus to provide
accessibility to treatment.
Quick and cheap

admittance to basic
healthcare services
K1Ms offer fast, convenient and
affordable treatments in locations
where Government hospitals and
clinics have become overcrowded.
K1M plays a vital role in providing basic
healthcare to Malaysians through better
accessibility to its services. For 2014,
a total of 51 K1Ms have commenced
operation throughout the country in both
Peninsular and East Malaysia.
The first K1M opened in 2010 at
Kampung Kerinchi in Kuala Lumpur.
Today, there are over 307 and 161 of each
throughout the nation, including Sabah
and Sarawak. The two services represent
the Governments commitment to deliver
affordable basic goods and services to
all rakyat, particularly in high-trafc
areas with high concentrations of lower
income groups.
The K1M initiative is based on a

philosophy similar to that of KR1M in
that its objective is to provide quality
treatment for minor ailments at an
affordable price. K1M clinics are not
meant to replace public hospitals or
Government clinics. Instead, they
provide supporting services in strategic
locations near residential communities
to make clinic visits more convenient.
K1Ms also function as an informal
triage service for serious ailments
that would otherwise go unnoticed or
untreated because patients cannot
afford to see a private practitioner or
live too far away from other healthcare
facilities. In these communities, K1Ms
are making a real difference in the lives
of their residents.
Since inception, K1Ms have carried
out more than 15,777,194 basic
treatments such as for cuts, fever and
colds. With the current gure of 307
K1Ms throughout the country, the MOH
continues to deliver on its goal of further
expanding the service throughout the
nation to further increase its reach.
Habibah says that the quality of

service delivered at K1M is the
same as in health clinics with the
only difference being that they can
only treat minor medical issues
such as fevers, flus and removal
of stitches. However, there have
been cases where patients show up
with serious ailments and receive
immediate care before being
referred to hospitals.
15,777,194 medical cases (cumulative as of 31 Dec 2014) have now been treated at the 307
(as of 31 Dec 2014) 1Malaysia clinics nationwide
19
Rakyat
approves of
KR1M products
In my opinion, the KR1M store
has really helped the residents here
in terms of the price of products,
says Hussain Karim Ally, a KR1M
officer. For example, a 5kg bag of
rice here costs RM11.90, which is
lower than most places. It is from
that perspective that we are helping
the people in this community.
Hussain says that KR1M products
are similar in quality to other
branded goods, and this similarity
is being endorsed by the number of
customers who choose the cheaper
Produk 1Malaysia brand.
Find the nearest Menu Rakyat 1Malaysia eateries using the myKPDNKK smartphone application
Great taste at
lower prices
The MR1M initiative is a programme
designed to ensure the provision
of affordable and quality meals at
selected eateries throughout the
country. MR1M keeps the price of
breakfast and lunch to RM2.00 (RM2.50
in East Malaysia) and RM4.00 (RM5.00
in East Malaysia) respectively, thus
ensuring that Malaysians of all income
groups can afford a hot meal.
20
In 2014, the MR1M initiative had an

additional 578 participating eateries
throughout the country. The MR1M
initiative also implemented a mobile
app allowing users to locate the
nearest participating outlet and the
food items on offer.
In addition to cost savings for the
consumer, the MR1M initiative has also
proven to be an effective marketing
tool for participating restaurants as
they receive free advertising from their
listing on the MR1M website and app.
A list of all participating outlets and
menu items is available on the MR1Ms
website at http://www.1pengguna.com.
Our KR1M products are quality

products as wellthey are of the
same quality as others but only
with a different brand, he adds.
We see a lot of consumers and
shop owners make their purchases
here. Many of them who work in
canteens come to purchase our
1Malaysia sardines and bread for
resale. In fact, youll notice that
weve run out of bread because
a customer came last night who
bought 20 loaves of bread.
The KR1Ms made it a point to
not compromise on quality as the
COL NKRA wanted to send the
message that the rakyat did not
have to make sacrifices based on
pricing. In this regard, the KR1Ms
are helping ordinary Malaysians
further stretch their household
expenses on a daily basis.

PROVIDING CASH ASSISTANCE

TO TARGETED GROUPS
o further build economic

resilience in our rakyat, the COL
NKRA implements initiatives
that intercede on behalf of the rakyat
through the distribution of targeted
cash assistance. The three agship
initiatives are:
BR1M cash assistance for targeted groups

RM100 Back to School Assistance
Programme for primary and secondary
school students
RM250 1Malaysia Book Voucher
Programme for students enrolled in
tertiary education institutions
Take for example an average Malaysian
household of ve comprising two
parents, a child enrolled in college
and two children in either primary
or secondary school. Assuming that
the household qualies as a BR1M
recipient by earning RM3,000 a month
and below, the total cash assistance
they receive from the COL NKRA is:
BR1M
assistance
650
RM
Helping offset the

cost of living through
targeted handouts
The BR1M initiatives reach and
amount has expanded annually over
the past two years. In 2014, the amount
was increased from RM500 to RM650
to households earning RM3,000 per
month and below. A new BR1M of
RM450 was introduced for households
earning between RM3,001 and RM4,000
per month. BR1M for individuals above
the age of 21 who earned not more
than RM2,000 monthly was increased
from RM250 to RM300.
The BR1M programme was even
diversied to include the Group Takaful
1Malaysia (i-BR1M) programme which
provides insurance coverage up to
RM30,000 to all BR1M recipients
in the event of death or permanent
disability. Under this programme the
Government contributed RM50 to each
i-BR1M participant.
Back to school
assistance
200
RM
To further build
economic resilience
in our rakyat, the COL
NKRA implements
initiatives that
intercede on behalf of
the rakyat through the
distribution of targeted
cash assistance.
Baucar Buku
1Malaysia (1 child)
250
RM
1,100
Total: RM
21
BR1M: Helping low income groups

better manage their expenses
G. Munisamy from Muar, Johor has
been a recipient of the BR1M cash
assistance programme since 2010, reports
the Star, a local newspaper. As far as he
is concerned, the introduction of the
programme could not have come at a
better time because it was then that he
had to undergo a heart bypass operation.
His description of the BR1M assistance
as his emergency cash is fitting as the
retiree was living on a fixed income.
Munisamy, now 75, was a former oil
palm plantation worker who receives
a monthly pension since his retirement.
With limited alternative sources of
income, the required heart bypass
surgery came as an unexpected and
heavy expense.
I used my previous BR1M payments
for my medical bills. I will also use the
coming payments for my treatments,
Munisamy says.
Relieving our students

cost of education
COL NKRA also distributes cash
assistance to students who are
seen as an important target group.
In 2012, Malaysia took a signicant
step forward in reducing the cost of

education by abolishing public school
fees, thus making public education
free for the rst time in Malaysia.
This has been further supported by
other initiatives designed to mitigate
the cost of education including:
Back to School Assistance Programme:

All students enrolled in primary and secondary schools have been receiving RM100
annually to help offset back-to-school costs and other expenses.
1Malaysia Book Voucher Programme:
Students enrolled in public or private tertiary education institutions received a RM250
book voucher in 2014 to offset the cost of books. The amount of the voucher was
increased from RM200 previously.
22
Munisamy is one of thousands of

Malaysians living on fixed incomes
post-retirement with limited recourse
to additional funds. The BR1Ms
contribution is making a real
difference in the lives of these people
and will continue to be a cornerstone
of the Governments efforts to reduce
the cost of living
A BR1M recipient, retiree Che Buang
Mat, 77, said the money would help
his family with daily expenses as well
as pay for his knee treatment. M. Andy
Marr, 75, expressed gratitude to the
Federal Government and said he had
never received such cash assistance
before. I will use it wisely as I am
without income, he said.

VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Dato Sri Alias Haji Ahmad
Chief Secretary for the Ministry of
Domestic Trade, Co-operatives and
Consumerism
KR1M AND MR1M

REMAIN IMPORTANT
PROGRAMMES FOR RAKYAT
D
ato Sri Alias Haji Ahmad, Chief Secretary for the

Ministry of Domestic Trade, Co-operatives and
Consumerism, says that the KR1M and MR1M
programmes continue to play important roles in terms of
offering cheaper and affordable substitute products for low- and
middle-class income Malaysians, and will continue to do so into
the future.
Although both programmes have come under some criticism for
unfairly subsidising goods and food items to the disadvantage of
regular businesses, the Chief Secretary says that the Government
intervention is necessary given the present economic climate.
The purpose of these programmes is to alleviate the peoples
burden in the face of spiralling cost of living, he says. These
are the areas where the Governments economic intervention is
deemed necessary. Other outlets are free to trade as usual and
have an option to provide affordable goods and meals. Until a
better solution to the issue is provided, these programmes will
continue for the general welfare of the rakyat.
Meanwhile, COL NKRAs focus on these programmes has shifted
since their initial implementation. While securing the provision
of cheaper goods and menus was the priority at the start of the
respective programmes, Alias Haji Ahmad says that attention is
now being paid to enhancing accessibility.
From merely providing affordable goods and meals, the

programmes have evolved in the sense that emphasis has been
given to ensuring that the rakyat have, at all times, physical and
economic access to sufficient, safe and nutritious food necessary to
meet their daily dietary needs and food preferences for an active
and healthy life, he says.
Merely providing affordable goods and meals is no longer
acceptable and the programme has moved on to ensuring that a
continuous supply of quality goods and meals is accessible to the
public while ensuring that the standards set by the Ministry of
Health are met.
To facilitate greater accessibility, the number of KR1M
outlets and participating MR1M eateries have continued to
grow in 2014. The objective for KR1M outlets, in particular,
is to ensure the presence of at least one KR1M shop in each
Parliamentary Constituency.
I would say that we are, for the moment, on track and have almost
completed setting up KR1M in all designated Parliamentary
Constituencies, Alias Haji Ahmad says. However, I would only
say that the Ministry is successful once all 56 KR1M outlets are
up and running in East Malaysia and 222 KR1Ms nationwide.
23
ENHANCING OUR
PROGRAMMES
TO REACH THOSE WHO

NEED THEM MOST
he COL NKRA is continuously

looking to enhance its initiatives
by expanding their scope of
reach or the way that they have been
structured. This expanded reach has
been a key priority of the COL NKRA
and will continue to be so in 2015. The
KPIs for 2015 include:
The Government will replace the

Group Takaful 1Malaysia or i-BR1M
with the Family Bereavement Scheme.
The new scheme will entitle the next
of kin of BR1M recipients to receive
RM1,000 and is effective for a year.
Expanding the number of KR1M outlets by 25 shops

Expanding the number of K1M points by 40 clinics
Expanding the handouts of the Back to School incentive

Direct handout of BR1M (see gure on next page).
24

Prime Minister Datuk Seri Najib Razak announced in his Budget

2015 speech that the amount distributed will be further increased
to RM950, RM750 and RM350 for each of the respective groups.
The table below shows the growth in reach and approved numbers
under BR1M since its inception.
BRIM
Date
Eligibility
1.0
2.0
3.0
April 2012
Feb 2013
Feb 2014
RM3,000
RM3,000
(households)
RM2,000 (singles)
RM3,001-RM4,000
(households)
RM3,000 (households)
RM2,000 (singles)
RM650 (households earning
RM3,000)
Handouts
RM500
(households)
RM500 (households)
RM200 (individuals)
4.0
RM450 (households earning

> RM3,000-RM4,000)
RM300 (individuals earning
RM2,000)
RM50 contribution to the
Group Takaful 1Malaysia
(i-BR1M)
RM950 for eligible household recipients

with total earnings of RM3,000 per month
and below + Family Bereavement Scheme
RM750 for eligible household recipients
with total earnings more than RM3,000 to
RM4,000 per month + Family Bereavement
Scheme
RM350 for eligible single individual
recipients aged below 21 years old with
income of RM2,000 per month and below
25
GLOSSARY OF ACHIEVEMENTS
No
KPI
Number of New Kedai Rakyat 1 Malaysia (KR1M)
Number of active outlets participating in Menu Rakyat 1 Malaysia (MR1M)

Direct handout to the Rakyat (BR1M):
(i) RM650 for eligible household recipients with total earnings of RM3,000
per month and below + iBR1M RM50
(ii) RM450 for eligible household recipients with total earnings between
RM3,001 and RM4,000 per month + iBR1M RM50
(iii) RM300 for eligible single Individual recipients aged below 21 years old
with income of RM2,000 per month and below + iBR1M RM50
Target
Actual
% Achieved
At least 35
(Sabah: 6)
(Sarawak: 12)
(Labuan: 1)
(Semenanjung: 16)
36
100
At least 1,000
1,000
100
98.7%
99
50
51
102
100%
(i) 100%
(ii) 100%
(iii) 100%
Number of new Klinik 1Malaysia providing services
Back To School Incentive - Implementation of RM100 cash

handout to students Year 1 to Form 5 (number of students)
100%
100%
100
Implementation of RM250 book voucher to IPTA & IPTS

students (RM claimed by book stores)
100%
90%
Actual payments for claims
as of Nov 2014
90
TOTAL
99%
2015 KPI TABLE

No
KPI
Target
25
i) 20 - Peninsular Malaysia
ii) 3 - Sarawak
iii) 2 - Sabah
Set up of new KR1M
Handout of Back to School Incentive
100%
Handout of BB1M
100%
Direct handout to the Rakyat (BR1M)

i) RM950 for eligible houshold recipients with total earnings no more
than RM3,000 per month + Family Bereavement Scheme
ii) RM750 for eligible household recipients with total earnings between
RM3,001 and RM4,000 per month + Family Bereavement Scheme
iii) RM350 for eligible single individual recipients aged below 21 years old
with income of RM2,000 per month and below
100%
26
Number of new 1Malaysia Clinics providing services
TBC
i) 26 - Peninsular Malaysia
ii) 2 - Sarawak
iii) 2 - Sabah
+ 2014 Backlog

BR1M
K1M
Bantuan Rakyat
1Malaysia
RM3.6 bil
The Back To School

Assistance Programme
307
distributed to 6.8 million

households and individuals
Klinik 1Malaysia
were established
to provide virtually
cost-free
treatment
for the rakyat
assisted 0.5 million

primary and secondary
students, providing
RM100
each
KR1M
Kedai Rakyat 1Malaysia, 161 Stores Nationwide
15% - 30% cheaper

A private-run convenience store that offers
basic necessities at a cheaper price compared
to a local grocery store
MR1M
Menu Rakyat 1Malaysia
RM2.00
breakfast
RM4.00
lunch
PENINSULA
EAST MALAYSIA
Offers more affordable

meals in collaboration
with private restaurants
RM2.50
breakfast
RM5.00
lunch
RM250
each
book vouchers (under

BB1M) were distributed to
1.2 million students
enrolled in tertiary
education institutions
The book vouchers assisted
students of both public and
private local institutions
27
IMPROVING
RURAL
DEVELOPMENT
O
ur development and journey from an agrarian society to an industrialised

nation has been nothing short of remarkable. We must be thankful for
how far we have come.
The
Forgotten
Path
28
Today, for most, amenities that were once exclusive are now commonplace
across all income groups. But what about the three out of every ten Malaysians
who currently live in our grandparents reality?
We then realise that the forgotten path is the development of these rural
areas, which were once the sole economic drivers and home to the majority
of Malaysians.
We have to make sure that no one is left behind. Hence we embarked on the GTP
in 2009 to focus on the breadth, scale and pace of basic infrastructure delivery and
provision of amenities to our rural rakyat. Over the past five years, the initiatives
under the Improving Rural Development NKRA (RD NKRA) have changed the
lives of over 5 million Malaysians living in rural areas in many ways, through the
delivery of basic amenities and infrastructure to improve standards of living.

An additional 336,266 households with access to clean and treated water

today means that more families can enjoy what was once considered a luxury.
More rakyat, just beyond those living in urban areas, are enjoying an improved
standard of living. In 2014, we delivered clean water to over 8,195 households
in Peninsular Malaysia, Sabah and Sarawak.
An additional 129,595 households with access to 24-hour electricity translates
to greater productivity after sunset, and now, more so than before, children
living in rural areas can choose when to study. Beyond that, hospitals and
schools can function and service the communities better, and life has improved.
In 2014, a total of 14,299 households have access to 24-hour electricity.
For most of our brothers and sisters living deep within the rural areas, 73,392
houses have been restored and built for families that could not otherwise afford
them. With proper shelter and space, they are now enjoying much needed rest
in anticipation of the next day. In 2014, 8,995 houses were built and restored
for rural communities.
We can say with pride that we have built 4,553km of roads and restored 2,056km
of roads at seven times the pace of construction compared to previous years.
These roads serve to connect townships and are built as foundations for the
future growth of rural economies. In 2014, we built a total of 485km of roads
and extended our reach to Sabah and Sarawak.
We then
realise that the
forgotten path
is notably the
development
of these rural
areas, which
was once the
sole economic
driver and home
to the majority
of Malaysians.
Dato Seri Haji Mohd Shafie
bin Haji Apdal
Minister of Rural and Regional Development
Since 2013, we have started a programme focusing on the sustainability of this

development of rural areas through the 21st Century Village Program. Through
this programme, we are reviving what used to be our most valuable asset,
agricultural farms, but now armed with greater potential to create lasting jobs
and to become important components of our production supply chain.
We aim to transform existing villages into thriving economic centres that can
provide the means and opportunities for our rural brethren, and we recognise
that there is much to be done. We are proud of the participants and winners
of the Rural Business Challenge, all of whom share this same vision. Their
stories are compelling, and more so, their impact will be substantial.
As we continue on this journey towards developed nation status, we must not
forget the path that has brought us here.
29
NOBODY IS
LEFT BEHIND
ON OUR JOURNEY TOWARDS

DEVELOPED NATION STATUS
he principal objective of the

RD NKRA is to expedite the
development of rural areas in
Malaysia through the delivery of basic
infrastructure and the implementation
of targeted programmes to catalyse
economic growth. In doing so, rural
Malaysians will be better equipped
to contribute to national wealth and
contribute to the attainment of the goals
set out in Vision 2020.
The RD NKRAs focus is to address the
lack of investment in basic economic
enablers in the countrys rural areas.
Access to basic amenities such as 24hour electricity, clean water and paved
roads is still limited in pockets of the
country. Malaysians who live deep
within the forested regions in East

Malaysia do not have access to clean
water or electricity, and are forced to
travel via dangerous and unreliable
logging roads.
Over the past ve years, the RD NKRA
has made a strong push to deliver
infrastructure to these areas in both
Peninsular and East Malaysia. Signicant
progress has been made in this endeavour
and rural rakyat are enjoying an improved
standard of living. To further leverage on
these improvements, additional initiatives
designed to stimulate economic activity
were introduced in 2014.
These initiatives continued in 2014
to achieve the following outcomes:
Achievements of the RD NKRA initiatives in 2014
30
Delivered 485km of paved or equivalent roads against a target of 437.65km
Provided 8,195 households access to clean or treated water against a target

of 8,000 households
Connected 14,299 households to a reliable electricity source against a target

of 14,295 households
Identied an additional 23 Rural Business Challenge winners who will start

or enhance their rural business enterprises to further catalyse rural economic
development
Empowering rural
ral
communities too
nd their spacee
and pace as
Malaysia
moves forward
towards 2020
When you visit Bario, you
d
automatically feel the calm and
serenity of the place, says Renai, a
proud member of the Kelabit tribe in
Bario. We pride ourselves on being
a supportive community full of spirit
that emanates a love for life, despite
the challenging times of the past.
Bario, once a secluded village on the
easternmost border of Sarawak, is
today experiencing a developmental
revival.
The delivery of basic amenities
such as treated water, electricity and
internet access has been accelerated
for the village thanks to the RD
NKRA. In turn, this is playing
a crucial role in improving the
livelihoods of the Bario people.
Before the transformation work,
people from the outskirts of Bario
had to walk for an hour to get into
town. With the infrastructure in
place now, people have started to use
cars. A lot of the youngsters have
four-wheel drives and have started
doing a bit of business on the side,
says John Terawe, one of the districtlevel village councillors.
Through the infrastructure made
available via the RD NKRA, local
enterprises have been blossoming,
creating opportunities for residents
in the areas of cottage industries
and tourism.

Malaysians who live deep within the

forested regions in East Malaysia do not
have access to clean water or electricity,
and are forced to travel via dangerous
and unreliable logging roads.
Eco tourism is one of the big
thi
th try
t to
t be
b
thingsmany off them
guides. Now that there are three flights
coming in every day, it is proof that
there is demand, otherwise there will
be nothing to justify this increase,
Terawe says.
Now that more tourists are coming to
Bario, we are hopeful that this will drive
more change for us. For example, there
are now more homestay businesses to
cater for these tourists because we do
not have hotels here. But who knows
in a few years we might have one of
those big hotels setting up business,
I wont be surprised.
Acknowledging the work that has been
done to date, it is agreed that more
work needs to be done. As Bario is the
capital of the Kelabit tribe, Terawe says
the dream is to develop Bario to be on
par with other towns in the country.
Well, because Bario is the biggest
city and the capital of the Kelabit
tribe, we want to develop the place
At least it would be fair for us to be
on par with other developed small
towns, not necessarily KL because
that is not comparing apple to apple,
he says. The Government has to
continue guiding the development
programmes and monitoring
them closely. We must also think
sustainabilitykeeping in mind not
only our future generations here in
Bario, but also throughout Malaysia.
These achievements, together with

accomplishments in previous years,
have benefited over 5.07 million
rural rakyat.
While basic infrastructure will continue
to be delivered under the RD NKRA, the
delivery team will also place greater
emphasis on creating economic value
in rural areas through the 21st Century
Village programme. In 2014, the
following initiatives were implemented
under the RD NKRA:
RD NKRA Initiatives
1
Delivering roads to enhance connectivity into rural areas
Providing access to clean or treated water to rural households
Connecting households to reliable sources of electricity
Constructing or repairing homes for low-income groups in rural areas
Maintaining rural roads
Creating economic opportunities via EPP 7: Premium Fruits and Vegetables
Creating economic opportunities via the Desa Lestari village co-op programme
Identifying rural business champions via the Rural Business Challenge
The following section provides

a detailed overview of the initiatives
and their accomplishments in the
previous year.
31
BUILDING ROADS
TO ENHANCE RURAL CONNECTIVITY
Year
Roads
Delivery (KM)
2010
2011
2012
2013
2014
783
1,013
1,553
718
485
Total
he focus on building roads in

rural areas of Malaysia plays an
important part in integrating rural
communities with the rest of the nation.
More importantly, connectivity is a key
enabler for economic empowerment
and facilitates the transport of people
and goods essential to a high quality of
life. Residents in rural areas of Malaysia
should not feel trapped within their own
communities, but must be free to travel
in and out of their communities.
Greater connectivity directly encourages
other commercial activities such
as tourism, and facilitates greater
access to markets for rural producers.
Jalan Kampung Tas
32
4,553 KM
Goods are priced cheaper because

e
of the lower cost of transportation,,
which in turn helps rural rakyat betterr
manage their nances and focuss
spending on other areas of their lives
such as their childrens education and
building savings for the future.
Delivery efforts have been focused
in East Malaysia as the rough and
inaccessible terrain in the remote
areas of Sabah and Sarawak have
hampered delivery efforts in the past.
However, the RD NKRA has managed
to make up for lost time in 2014 and
has accounted for the undelivered
roads carried over from 2013.
Before and after the roads

upgrading project at
Jalan Sugud Timpangoh,
Penampang, Sabah

Building inroads to a better life

A 60km road connecting Sook to
Kampung Sinua in Keningau, Sabah
is changing the lives of over 10,000
residents. Whereas schoolchildren
from two secondary schools and 16
primary schools used to have to make
their way to and from their schools via
a bumpy gravel road, the sealed road,
completed towards the end of 2014,
has made their journeys safer and
more reliable.
The road is a major achievement for
us, says Mohd Shamsul Nizam Haji
Abdul Wahid, Senior Engineer of the
Road Department for Sabahs Public
Works Department.
Its a very good quality road that Im
very proud of. The construction quality
is high and was completed nearly three
months ahead of schedule. It serves the
surrounding community, which mainly
comprises the Murut and Dusun tribes,
connecting them to Pekan Sook, which
is experiencing an economic boom
at present.
Mohd Shamsul adds that the road
is helping the surrounding residents
transport their goodsfresh fruit and
vegetablesto market thus raising
their quality of lives.
Before the NKRA started, our statistics

show that only 45% of the roads in Sabah
were sealed roads, he says. Today, the
percentage has gone up to 55%. While
it may seem like a small increment, it
is actually a massive change as we have
about 10,000km of road in the state.
It has not always been smooth going,
Mohd Shamsul admits. Material
shortage and the lack of skilled
consultants and contractors have proved
to be obstacles, but they have managed
to find workarounds.
We experienced some shortage of
construction material such as gravel and
cement, but fortunately, we managed to
secure the cooperation of suppliers to
manage the problem, he says. As for
our consultants, we have identified six
anchor contractors who can work based
on our specifications and we have used
them throughout the state.
While the availability of good quality
roads in Sabah cannot as yet be
compared to Peninsular Malaysia,
Mohd Shamsul is confident that the
RD NKRA is helping bring the Eastern
Malaysian state closer to parity with its
Western counterparts.
Before the NKRA

started, our
statistics show that
only 45% of the
roads in Sabah were
sealed roads. Today,
the percentage has
gone up to 55%.
While it may
seem like a small
increment, it is
actually a massive
change as we have
about 10,000km of
road in the state.
Our beneficiaries, in general and

not just for the Sook road, are
mostly kampung folks, he says. The
roads have had a good impact on
them especially in terms of greater
connectivity and ease of travel. Our
hope is that this will bring positive
benefits to both the financial and
social economies of these rural areas.
The SookKg Sinua road is but
one example of the RD NKRAs
accelerated thrust into Sabah.
Mohd Samsul says that most of the
24 districts in Sabah have seen the
delivery of new roads since the start
of the GTP, averaging about 10 roads
per district.
Jalan Kampung Tas
33
ACCESSIBLE CLEAN WATER

IS A BASIC HUMAN NEED
Year
Water
Delivery (HH)
2010
2011
2012
2013
2014
36,273
73,227
187,567
31,004
8,195
Total
336,266 HH
he lack of reliable access to

clean water is both hazardous to
health and disruptive to the daily
routine of residents in rural areas. In
times of shortage, rural rakyat are
forced to forage for water, which puts
their health in jeopardy as untreated
water may be tainted with pathogens.
The regularity of ill health means that
community residents are often forced
to miss work to recuperate or to care
for sick family members. The lack of
access to clean water also jeopardises
small-scale manufacturing businesses,
which need access to clean water for
their outputs.
Delivery efforts have been focused in
East Malaysia because, as with roads
delivery, access to rural communities
is challenging even at the best of
times. This difculty means that it is
sometimes altogether impossible to
connect remote communities to the
main water pipeline. To work around
this problem, the delivery team has
Tuaran, Sabah
34
Kuala Lipis
had to make adjustments and deploy

innovative solutions. One such example
is the deployment of the Lifesaver M1,
which is a water ltration system that
is designed to operate independently
by harvesting and ltering rainwater.
The overall commitment of the
RD NKRA is to ensure that 95%
of rural areas in Peninsular
Malaysia and 90% of rural areas
in East Malaysia will have reliable
access to clean water by the
end of the GTP.

Acceleration of water projects beneting

over 100,000 rural Sabahans
r tank
aip wate
Batas P
Batas Paip water tank
Lim Lam Beng, the Deputy Director

of the Sabah Water Department, has
noticed a significant change in the way
water projects are being delivered in the
rural areas of Sabah over the past five
years. Since the start of the GTP, the
RD NKRA has added 25 new water
treatment plants processing over 115
million litres of water per day, which
is subsequently distributed through an
extensive piping network.
Before the NKRA, we had about 48
treatment plants operating in the state,
so the addition of the 25 new plants is
a significant addition, Lim says. That
we have been able to complete the water
projects in such a short span of time to
benefit over 100,000 rural households in
Sabah is a significant accomplishment by
any measure.
The water treatment plants together

with other water projects bring the total
number of water infrastructure initiatives
earmarked for Sabah to approximately
200 under the GTP. Of that total, some
171 projects have been implemented,
which has brought about massive change
to rural Sabah, Lim adds.
The projects are definitely improving
the wellbeing of rural folk as they are
spending less time on foraging for
water, he says. Urban Malaysians may
not appreciate this but some of these
rural folks had to walk between 2km and
3km every day to fetch water in the past.
Moreover, the water drawn from some
of these sources isnt always safe.
Delivering basic infrastructure in East
Malaysia has been a focus of the RD
NKRA since 2012. Due to the relative

inaccessibility of the Sabah terrain
coupled with a lack of manpower,
construction has not always been the
easiest of tasks.
There are many challenges whenever
you try to go undergo such a massive
delivery of projects in a short time,
he says. We initially faced problems
with inexperienced consultants,
working with stakeholders to obtain
land approval and electrifying the
infrastructure in remote areas. We
faced issues with material shortage as
well, but I am pleased to say that we
have managed to resolve most of these
problems over the past five years.
Lim, who has a rural background
himself, will be retiring after more
than 30 years in the service of
the Department. He says that the
achievements of the GTP have been
one of the highlights of his career.
35
Electricity delivery to
hit all targets by 2015
BRIGHTENING
HOUSEHOLDS
BY CONNECTING THEM
TO ELECTRICITY
Year
Electricity
Delivery (HH)
2010
2011
2012
2013
2014
27,266
27,004
41,030
19,996
14,299
Total
lectricity is a key requirement

of a decent standard of living
and for economic activity. It
has become such a staple need of
modern living that its importance is
almost on par with that of clean water.
From meeting basic needs such as
helping a child to study at night to
more complex needs such as enabling
internet access, rural electrication is
necessary to narrow the gap between
urban and rural areas in Malaysia.
129,595 HH
As with roads and water supply

delivery, rural electrification is
accompanied by access challenges
and at times also requires innovative,
localised solutions. From the
provision of diesel generators to the
construction of mini-hydro dams,
the RD NKRA team has adjusted its
delivery of infrastructure based on
specic and localised circumstances.
According to the Ministry of Rural

and Regional Developments
(Kementerian Kemajuan Luar Bandar dan
Wilayah or KKLW) Project Manager
of the RD NKRAs electricity
initiatives, delivery of infrastructure
has been on schedule and will meet
the target of 95% coverage by 2015
in East Malaysia. Ramdan Baba
says that by the end of 2014, there
was 97.6% electricity coverage
in Peninsular Malaysia, 94.1% in
Sabah and 91.1% in Sarawak.
We should achieve our target
by the end of this year, Ramdan
says. While we havent done any
social impact assessments yet, this
achievementto reach at least 95%
coverage throughout the nationis
a big accomplishment.
Delivery of electricity has not
always been a straightforward
process, he adds. Although 97%
of the projects are basically about
connecting communities and villages
to the main grid, the remaining
3%because of access and terrain
issuesrequire alternate solutions,
i.e. the development of microhydro systems. The latter essentially
places small-scale hydro generation
infrastructure near water sources
to generate power for nearby
communities.
The biggest challenge is accessibility
because the majority of the rural
communities are located more than
50km away from the nearest town,
Ramdan says. Thus transportation
and the access are problems, which
makes the jobs time consuming and
labour intensive.
Under the RD NKRA programme,
the infrastructure is handed over to
the utility company responsible for
overseeing the area, who will then
be responsible for operating and
maintaining the infrastructure. The
ultimate goal is to hit 99% coverage
in all areas in Malaysia before 2020.
Kampung Pa Dalih, Sarawak
36

BUILDING HOMES
FOR RURAL COMMUNITIES
Year
Housing
Delivery (HH)
2010
2011
2012
2013
2014
16,926
14,365
22,085
11,021
8,995
Total
e are also focused on

building quality homes for
the rural poor because the
challenges in obtaining homes can be
highly expensive, especially in the more
remote regions. The lack of access to
homes means that the rural poor will
have very few opportunities to improve
their lot in life to sustain their families.
73,392 HH
One of the key challenges at the start of

the programme was to ensure that only
truly deserving rakyat were eligible for
homes. Hence, since the beginning
of the GTP, potential beneciaries of
the housing programme are identied
from District and State level agencies
and Civil Servants as well as from the
eKasih portal.
Menggatal, Sabah
Providing shelter and

encouragement to rural Sabahans
The RD NKRAs delivery of houses
to needy rural Malaysian residents has
made a considerable contribution to
the lives of rural Sabahans, uplifting
their lives and providing a basis for
them to pursue economic activity.
The Program Bantuan Rumah is
very important for us because if you
go to Sabah, you can see low-income
folks almost everywhere, especially
in the remote areas, says Abu
Bakar Haji Abdul Latip, the Deputy
Permanent Secretary of the states
Ministry of Rural Development
(Kementerian Pemabangunan Luar Bandar
or KPLB).
Of course, were not only giving
them free houses. We follow up
with them to ensure that they have
settled in well and that they are
doing something useful to better

the quality of their lives. We
typically also provide them
with opportunities to pursue
economic activity.
Shelter and houses play a key
role as economic enablers in
that they provide permanent
shelter for families, thus
freeing up the breadwinner to
find work without the worry of having
to relocate every now and them. KPLBs
district offices are responsible for
identifying recipients and also the delivery
of the housing.
The target audience is heads of
households who have registered under
eKasih [the national poverty database], he
says. This is compulsory as it ensures that
only eligible individuals receive the help.
Since the start of the GTP, Abu Bakar

says, about 9,250 houses have been
delivered under the programme in
Sabah alone. However, he says that
with about 50,000 poor households
registered in Sabah, there is still much
work that needs to be done in the area
of housing delivery.
37
BRINGING OUR VILLAGES

INTO THE 21ST CENTURY
The investments made into rural basic
infrastructure have changed the lives of rural
rakyat, but more needs to be done to further
improve their quality of life. The RD NKRA team
believes that the delivery of basic infrastructure
alone is not sufcient in transforming rural
areas into thriving and sustainable centres of
commerce, and hence has also focused its efforts
on delivering programmes designed to catalyse
economic development.
The 21st Century Village (21CV)

programme was introduced to achieve
this transformation, and a key part of
this programme is to ensure sufcient
economic opportunities for rural
rakyat. As part of the 21CV programme,
the RD NKRA has leveraged on
other components of the National
Transformation Programme (NTP) and
championed the development of local
rural icons to act as role models and
catalysts to spur rural development.
Although the 21CV programme is only
two years old, it has already begun
to yield signicant achievements in
the area of economic development,
particularly with respect to the impact
of the Rural Business Challenge (RBC)
and the Desa Lestari programmes. The
level of interest shown by rural rakyat
in participating in these programmes
has been very encouraging and
signifies that the initiatives are
proceeding along the right track.
However, this is not to say that there
have not been challenges. One
that stands out in particular is the
challenge of identifying land suitable
for agricultural activity, which is a key
requirement of the EPP 7: Premium
Fruits and Vegetables initiative.
Insufcient or inappropriate land for
agricultural activity has introduced
setbacks to the delivery of the initiative,
although potential solutions have
been identied such as expanding the
search for land in East Malaysia.
EPP 7: Sdili Kecil, Bandar Penawar, Johor
38

Notwithstanding the challenges, the

21CV programme will continue to be
implemented to create value for rural
areas. The programme comprises four
distinct pillars of transformation:
i. Investing in youth through the Rural
Business Challenge
ii. Investing in the agricultural
potential of rural areas by
leveraging on EPP 7: Premium
Fruits and Vegetables
iii. Investing in kampungs through the

Desa Lestari programme
iv. Creating integrated villages through
the Rimbunan Kaseh programme.
The RD NKRA manages three of the
four pillars identied above. The fourth,
the Rimbunan Kaseh programme,
is coordinated and managed by the
Implementation Coordination Unit (ICU)
within the Prime Ministers Ofce.
INVESTING IN
ROLE MODELS
FOR RURAL YOUTH
he rst cohort of participants

of the RBC are forging the way
forward in terms of exhibiting the
full potential of rural areas in Malaysia.
The challenge, which encourages
young entrepreneurs to establish their
businesses in rural areas of Malaysia,
is the RD NKRAs way of demonstrating
to the rest of Malaysia that the rural
countryside can produce thriving
economic centres.
The level of
interest shown
by rural rakyat in
participating in
these programmes
has been very
encouraging and
signies that the
initiatives are
proceeding along
the right track.
The RBC was turned into a reality

TV show for the 2014 edition of the
competition. Under this format,
competitors met with a panel of judges
on a weekly basis to share with them
and update them on their business
development plans.
Winners of the RBC are given support

in terms of funding and advice to start
or expand their businesses, and are
expected to show returns in terms
of increased income over the next 12
months. There has been tremendous
success so far in a diverse number of
rural economic activities.
Majlis Perasmian RBC
39
RBC helps mushroom entrepreneur realise dreams

the door, especially in areas such
as export. However, the agencies
have been helping me in various
aspects, including marketing. So for
example, when I attend expositions
such as the Malaysian Agricultural,
Horticultural and Agrotourism
showcase, I get a lot more attention
from relevant parties.
From her two previous mushroom
businesses, Rusila knew she had a
business model that could work. But
the lack of control over capital in
her previous two attempts meant
that she could not fully execute her
business plan. The grant from the
RBC addressed this crucial need for
capital and gave her full control over
the business. As a result, her income
doubled from RM20,000 monthly in
the previous enterprise to RM70,000
at present.
Rusila Yusof, 33, is a serial

entrepreneur. Since 2007, she
has thrown her efforts behind her
mushroom cultivation enterprise,
which has experienced ups and
downs due to the vagaries of small
businesses in general. With limited
funding and unstable partnerships,
Rusila found herself having to close
down and restart her enterprise on
two separate occasions.
However, this has all changed, ever
since she was selected as a winner
of the Rural Business Challenge in
2012. The RM500,000 grant she
received from the RBC gave her
the capital she needed to restart her
own enterprise, which is today an
integrated mushroom business that
includes not only a mushroom farm,
but also a factory manufacturing
mushroom-based products such as
her award-winning mushroom sauce
as well as a mushroom-themed eatery.
40
The impact of winning the competition

has been huge, Rusila says. The RBC
gave me everything I needed, from A
to Z, to restart my enterprise. Aside
from the land which was given to me,
everything else was purchased with the
grant moneythe machinery, mushroom
house, our office and raw materials.
If I had to take a loan from the bank
instead, the bank would have been
only willing to cover infrastructure
and construction, but with the RBC, it
covered the working capital I needed,
such as for office equipment, wages and
raw materials.
Aside from the financial help for the
purchase of machinery and materials,
winning the RBC has also helped raise
the profile of her company.
When I won the RBC, more agencies
started noticing my company, she
says. Its hard to get ones foot in
Rusila is also giving back to the

Terengganu community in which her
business is based and has hired 22
workers to help work on her various
businesses. While she acknowledges
that product promotion and access
to markets is not as convenient as it
could be if she were based in a city
centre, Rusila says that being based
in a rural setting has other advantages
such as competitive wages and
cheaper costs of production.
At the same time, Rusila also teaches
at the local college and polytechnic on
mushroom cultivation, and has written
a book on succeeding in the mushroom
business. For Rusila, the foundation of
her success is winning the RBC.
Thanks to the RBC, my business
is better established and better
organised, she says. Ive been
recommending the RBC to other
entrepreneurs and friends I meet at
expos and so far, three of them have
participated and received grants as
well. Its a great way to help small
rural businesses get started.

CREATING SUSTAINABILITY
THROUGH EMPLOYMENT IN AGRICULTURE
nder the EPP 7: Fresh Fruits

and Vegetables programme,
villagers are provided training
and employment by the anchor company
and the land by KKLW in collaboration
with state agencies such as KEJORA.
The anchor company is also responsible
for developing and operating the farm,
as well as marketing the produce. As
the programme is expected to deliver
a signicant transformation to the
community, proposed farms must meet
minimum scale requirements (i.e. a
minimum size of 200 acres).
The experience of the villagers at Kg
Sedili Kecil is an indication of the vast
potential contained within rural areas
of Malaysia. With the right project and
the right partners, the potential can

be quickly and lucratively actualised
to the benet of all parties involved.
This programme operates on the basis
that rural rakyat need to be given the
right economic opportunities and
these farms, established by reliable
operators, will be able to provide them.
The scarcity of available land for

farming in the Peninsula is also
driving greater efforts to nd land
suitable for the programme in East
Malaysia as well as the right private
sector anchor partners.
While two farms were initially mooted

to be signed on in 2014, only one was
completed as state agencies decided
to pull out of the other project in
favour of developing palm plantations
instead. Moving forward, KKLW has
identied 3,500 acres in Rompin,
Pahang and 200 acres in Desaru,
Johor to make up for the missed
targets in 2014.
Building futures for our rural villages

Villagers of Kampung Sedili Kecil,
Johor have undergone a substantial
change ever since the KKLW
together with the South East Johor
Development Authority (Lembaga
Kemajuan Johor Tenggara or KEJORA)
chose the village to be the site of
the Tuan Seh Pineapple Plantation
Project, an initiative implemented
under the EPP 7: Premium Fruits and
Vegetables programme. In a village
where jobs were previously scarce and
hard to come by, the construction of
the pineapple plantation has come as
a welcome boon to almost all residents.
on other days I didntthis is a good

change. Ever since I became a part of
this project, I no longer have to worry
about my expenses.
Muhammad Adam is one of the
beneficiaries of the project, which
is being operated by private sector
anchor partner ERGOBUMI Sdn
Bhd. In addition to a stable income,
project employees are given valuable
skills training in the mass production
of pineapples that are sold in
hypermarkets such as Giant and
Tesco around the country.
Who doesnt want a stable income?

asks Muhammad Adam Ramesh
Abdullah, 36. Of course its a good
thing that I am getting paid every
month. Before this, my income was
uncertain; on some days I had a job,
As the anchor partner, ERGOBUMI

is responsible for the overall
management of the farm including
the use of technology to facilitate
the planting and grading process.
According to Patrick Teoh Gim Hooi,
Sedili K
ecil, Jo
hor
ERGOBUMIs director, the farm

yielded 30 tonnes of pineapples from
one acre of land at the first harvest.
KEJORA has assigned 300 acres
of land for the farm, of which one
acre was planted as part of Phase
1. Subsequent phases will see the
expansion of planting operations.
Six local workers have been hired since
the opening of the farm but more will be
added once all the infrastructure for the
farm is completed in 2016, Teoh says.
This will translate directly into
even greater job opportunities for
Kg Sedili Kecil villagers, who were
formerly fishermen facing uncertain
futures. But now, with the pineapple
farm, their futures have been secured
for the long term.
41
Finding career opportunities in the rural areas

Hazleen Syafiza Mansur is an
example of how the RD NKRA aims
to reverse trends, especially amongst
the youth. After she acquired her
degree in Mass Communications
from Universiti Teknologi MARA in
Shah Alam in 2006, Hazleen decided
to return home to Sungai Petani,
Kedah after graduation.
When Hazleen entered the

competition, she was already running
a small but thriving chocolate-making
business. Working together with her
family and seven employeespersons
with disabilities whom she met while
working as a government officer
Hazleen had ambitions to grow her
brand nationwide.
Even after being offered a few

jobs in KL, I wanted to go home to
Kedah to be with my family. The
availability of job opportunities in
Kedah helped my decision, and I
was confident that my livelihood
back home would be just as assured
she says.
I wanted to fulfil my business mission

to be a local chocolate maker and
transform the Hazleen brand of
chocolates into a famous household
name, she says.
Hazleen is one of the winners of the

inaugural Rural Business Challenge
held by the Ministry of Rural
and Regional Development. The
competition is designed to help youths
develop their businesses located in
rural areas by allocating cash grants
and other forms of assistance.
With her grant of RM1.5 million

from winning the RBC, Hazleen
has already expanded her chocolate
production from between 500kg to
1,000kg per month to 2,500kg over the
past two years. Her target is to increase
production to 7,000kg per month.
That is my challenge, she says.
My obstacle now is in marketing and
promotion but this should improve
now that I have an office in Klang

to manage the central part of the
country and another office in Kuantan
to manage the east coast. And we
manage the north through our head
office here in Sungai Petani.
She plans to increase her number of
retail distribution points from 500 to
1,000 in 2015, and is presently seeking
GMP (Good Manufacturing Practice)
certification for her chocolates in
addition to the halal certification she
has already received.
This is my dream, Hazleen says.
I want to expand my business and
hire more workers, in particular
persons with disabilities to help them
be productive members of society.
HELPING VILLAGE COOPERATIVES

ENHANCE THEIR OPERATIONS
g Lonek serves as a good

example of the aims of the Desa
Lestari programme, which forms
the third pillar of the 21CV programme.
Through Desa Lestari, the RD NKRA aims
to bolster the capacity of existing rural
cooperative programmes by increasing
their income and streamlining their
operations. As rural economies tend
to be isolated from the main market,
they must align their activities within
each economy to create value for one
another, thus creating a self-subsisting
entity. A total of 36 villages have been
identied to date.
42
Desa Lestari is being funded

and monitored by the Economic
Empowerment Division, which will also
collaborate with other implementing
agencies to identify suitable candidate
villages. For example, it has worked
with the Rubber Industry Smallholders
Development Authority (RISDA) and
KEJORA to implement the programme.
The agencies are responsible for
managing the purchase and construction
of new assets, maintenance of the
cooperatives and monitoring of the
implementation of projects.
Kampung Lonek

BUILDING MODERN FARMS

FOR ECONOMIC EMPOWERMENT
he Rimbunan Kaseh programme,

coordinated and managed by the
ICU, plays the role of building
modern, integrated farms together
with state governments and their
agencies. These farms are designed to
be completely integrated to maximise
efciency and minimise waste in
all their operations. These farms
subsequently hire rural villagers and
provide housing for them to create a
community centred on the farm.
Rimbunan Kaseh farms, a collaboration
with IRIS Corp Bhd, represent
model communities emphasising

environmental sustainability to provide
food and income to rural rakyat. For
example, the farms rear sh through
an aquaponics system and wastewater
from that project is used to irrigate
plants to grow fresh produce. Worms
that are cultivated in plant compost
are then fed to free-range chickens to
complete the cycle.
The Rimbunan Kaseh programme is
funded by the Federal Government
and directed primarily at the rural poor
who lack employment and homes.
Putting our villages on a

more sustainable footing
One of the
most endearing
features of
Kampung
Lonek, a village
located about
7km away from
Bahau, Negeri
Sembilan, is the
way it has preserved
the look and feel
of a traditional
kampung. The villages charm made
it a natural tourist destination, which
in turn spurred the development of
a homestay programme in 2004.
The popularity of the programme
developed so much so that it would
eventually become the main product
of the kampung.
The homestay industry in Kg Lonek
made a quantum leap forward
in 2013 when it was selected as a
Desa Lestari participant, an initiative
under the RD NKRA designed to
accelerate the development of rural

economic activities. The homestay
programme was subsequently placed
under a village cooperative, Koperasi
Homestay Lonek Jempol Bhd,
which coordinates and manages the
programme as a whole.
As a Desa Lestari participant, the co-op
has received a grant from KKLW
to develop the village, specifically to
improve the homestay programme
for tourists.
Among our projects is the
construction of a chalet to increase
the number of houses available and
to hold camping activities, says
Badariah Ahmad, the chairman of
the co-op. Aside from that, we have
also constructed a broadband centre to
help develop our villagers computer
skills and we have also used the grant
to purchase vehicles such as vans and
a tourist tram and heavy machinery.
Badariah says that the co-op has also

developed other commercial activities
such as crafts from rubber trees, bee
keeping and equipment rental for
tourists. He adds that one of the top
priorities for the co-op is to train and
provide exposure to village youth,
particularly with respect to business
management skills. In so doing, the
co-op is transforming Kg Lonek into
a sustainable economic centre.
The co-op is trying to increase the
standard of living for villagers by
giving them as many opportunities to
participate as possible in every activity,
he says. This is helping increase and
create income, while we also pay a
dividend at the end of the year.
Moving forward, the co-op is
encouraging villagers to improve their
communication skills, particularly in
the English Language, as the majority
of their visitors come from overseas.
43
VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Aida Shazleen Binti
Mohd Sohaimi
Principal Assistant Secretary for the
Ministry of Rural and Regional Development
RURAL DELIVERY: A REWARDING

CHALLENGE FOR THE DMO
F
or Aida Shazleen Binti Mohd Sohaimi (Principal Assistant

Secretary), the delivery of each of the RD NKRA initiatives
comes with its own particular challenges requiring unique
solutions. While the RD NKRA has generally done very well in
terms of meeting all KPIs for its projects, there are sticking points
with some projects, particularly those that involve third parties.
One such initiative facing issues is the EPP 7: Premium Fruits and
Vegetables initiative.
We are facing challenges obtaining land for the project, Aida
says. First we have to secure land with potential for farming. We
have to look at the geography and conditions of the land, whether
it is prone to issues such as flooding, what is the gradient of the
piece of landthese are all considerations that come into play.
Once we have identified the land, we also have to work with
local authorities and other agencies to obtain approval for the
land. Hence we need to sit together to establish a rapport and
agree on the vision for the land. This comes with challenges of its
own, but we are getting better at it now that we have a few years
experience under our belt.
The delivery of basic infrastructure also suffers from similar
problems, she says: Unfortunately, not all our project delivery
partners meet our expectations in their executions, and this
has delayed the delivery of some water projects in Sabah and
Sarawak. We have since blacklisted those problematic contractors
and consultants.
From these experiences, the delivery team at the KKLW has
realised that there needs to be closer monitoring of project
delivery and of their delivery partners, Aida adds. To facilitate
closer scrutiny of execution, the Ministry is setting up a war
room where key stakeholders can meet and discuss issues, both
real and potential, with each other.
From the war room, we can identify from an early stage projects
that are failing which will allow us to give them more immediate
help, she says. In our experience, we have noticed that there
are projects that seem to be problem-free but when we sit
together to discuss them, we realise that there are improvements
that can be made.
44
These discussions may also spark innovations or creative solutions

to problems which crop up unexpectedly. Aida says that the
severe flooding experienced in 2014 is one such example of an
unforeseen obstacle suddenly cropping up. However, she says that
through that experience, the delivery team is now better prepared
to take contingency action should it happen again.
As Ive said, the challenges are constantly changing and we learn
something new every day, she says. But the second time we
encounter the challenge, we will know how to respond.
Moving forward, Aida says that the delivery team will be looking
at prioritising projects based on a needs basis. She says that the
introduction of the GTP has helped introduce a more purposedriven approach to the implementation of deliverables, and
helped facilitate greater cooperation among the civil service and
other partners.
This is particularly important in the next stage of delivery,
namely in the creation of 21st Century Villages, which requires
the delivery of comprehensive solutions not limited to basic
infrastructure. With respect to the 21CV programme, Aida
acknowledges that there have been challenges in getting the buyin from rural rakyat, but she says that this is improving now that
the impact and outcomes of the first two years of the initiative
can be seen and felt.
For example, Aida says that there are kampungs who are clamouring
to participate in the Desa Lestari programme after they have seen
the impact of the programme on early participants.
When we go down on the ground to inspect the kampungs, we
find that not only has the participating kampung flourished, but
that the surrounding kampungs are also inspired to do the same for
themselves, she says. In fact, this has become a bit of a challenge
for us because when we select kampungs to participate, we often find
that there are more eligible kampungs than we had budgeted for.
While challenging, Aida says the delivery of the RD NKRA
initiatives is a rewarding experience. Formerly from the Ministry
of Science, Technology and Innovation, she says her new role with
the KKLW has brought her in closer touch with the beneficiaries
of the initiatives and the change that is introduced into their lives.

CONTINUING
ON THE ROAD
LESS TRAVELLED
E
very year, the developmental

expenditure allocated for rural
development projects is set in
order to ensure that all Malaysians,
in both rural and urban areas, can
enjoy the benets of moving towards
developed nation status. The vision
of the RD NKRA is to deliver basic
amenities at a much faster rate than
before so as to empower families and
uplift their living standards, so that they
can also gain the same opportunities
as the urban communities.
Through sharing and complementing

the nations socio-economic growth,
rural communities will not be left behind.
However, impactful transformation
requires time and commitment from
various Ministries and agencies, as
well as from the rakyat themselves.
Although the road may be rocky,
achieving the targets set by the GTP 2.0
Lab by the stipulated 2015 deadline is
the RD NKRA teams utmost focus in
delivering change along the no longer
forgotten path.
45
No
KPI
Target
Actual
% Achieved
Road Delivery (KM)
437.65
485.49
111
Semenanjung
226.64
244.29
108
Sabah
104.55
108.95
105
Sarawak
106.46
132.25
124
Water Delivery (HH)
8,000
8,195
102
Semenanjung
2,000
2,195
110
Sabah
3,000
3,000
100
Sarawak
3,000
3,000
100
14,295
14,299
100
Semenanjung
1,644
1,540
94
Sabah
4,151
4,227
102
Sarawak
8,500
8,532
100
8,175
(Ratio 80:20)
8,995
110
Semenanjung
2,908
3,560
112
Sabah
2,732
2,637
97
Sarawak
2,535
2,798
110
Road Maintenance (KM)
730
815
112
AGRI EPP#7: Upgrading Capabilities to Produce Premium Fruits

and Vegetables - Large Fruit Farms
50
Desa Lestari
13
13
100
Rural Business Challenge (i) RBC Winners
13-20
115%
115
Percentage of 2012 winners achieving 25% of increase of income
80%
90.9%
114
Electricity Delivery (HH)
Program Bantuan Rumah (PBR)

Ratio - Houses Repaired : New Houses Built
TOTAL
46
102%

2015 KPI TABLE

No
KPI
Road Delivery (km length)
697
Water Delivery: Number of Households
7,500
Electricity Delivery: Number of Households
13,319
Housing: Number of Houses
9,500
Road Maintenance (km length)
313
21CV: Desa Lestari
21CV: EPP 7
2 Site
21CV: RBC
80%
of the 2013 Winners
achieving 30% Increase
of Income
Target
13 Village
47
A total of
5 million
Malaysians
in rural areas
have beneted
during
2010-2014
3 Sites privatedriven fresh fruit and
vegetable farms (2013-2014)
encourage youth
participation (2013-2014)
10 out of 11
Rural Business
Challenge 2012
Winners increased their
income by 25%
21st Century
Village Programme
is a new introduction to the RD NKRA,
which aims to transform existing villages
into thriving economic centres that can
provide economic opportunities for
the rural communities
48
34 Winners
Rural Business
Challenge to
42 Villages to
enhance economic
activities of village
co-operatives
(2013-2014)

Rural basic infrastructure delivery and number of people

impacted since 2010:
4,553 kilometers
rural roads completed
2.5
million
people
336,266
rural houses
have access
to clean water
1,681,330 people
129,595 rural
houses have
access to reliable
electricity
73,392
rural
houses built
647,975 people
366,960 people
and restored
State-driven
Modern Farms
to develop and maintain
modern farms with state
governments and their
agencies
49
IMPROVING
URBAN
PUBLIC
TRANSPORT
Improving
Connectivity
and
Accessibility
50
ne of the hallmarks of any world-class city is the presence of an

effective public transport system to provide efcient transport into
and out from the city. Our ambition, with the Improving Urban Public
Transport (UPT) NKRA, is to implement one such public transport
network within Greater Kuala Lumpur/Klang Valley to bring the city on par
with other developed cities.
While we have made signicant progress in enhancing our rail, bus and taxi
services over the past ve years, it is apparent to us that more work needs
to be done. Data continue to show positive growth, which suggests that our
initiatives are on the right track. For example, ridership numbers for the peak
period in the morning grew 4% in 2014 to 455,728 public transport riders
compared to 437,525 in 2013. Increasing customer satisfaction of public
transport services to 86% from 71% is further evidence that our network
is slowly, but surely, improving.

F
First
and foremost, we are trying to reduce congestion in the city. Surely we can
all relate to the frustration and wasted time spent caught in trafc jams, the
a
amount of fuel wasted by our idling vehicles, the hopeless search for a vacant
a
parking bay. The point is, a well-integrated public transport network is simply
p
a more efcient way for daily travel into and out from the city.
Secondly, an efcient public transport network raises productivity for businesses
S
located within the city centre. Trafc jams stie the movement of workers
lo
and goods, which in turn makes Kuala Lumpur a less attractive place to do
a
business in for both locals and potential foreign corporates. The greater access
b
engendered by public transport also makes the city a more convenient location
e
for recreation and social activity, thus raising the overall liveability of the city.
fo
As I reect back on how things have progressed, I can say that our achievements
A
ssince the start of the GTP have been signicant. The frequency of trains has
improved tremendously and is comparable to global-city standards, in terms
im
of accommodating both disabled and elderly passengers as well as the
o
general public. Some of our public transport services, such as our RapidKL
g
buses, have even been outtted with free Wi-Fi service to make travel a more
b
enriching experience.
e
The frequency
of trains has
improved
tremendously and
is comparable
to global-city
standards, in terms
of accommodating
both disabled and
elderly passengers
as well as the
general public.
Dato Sri Liow Tiong Lai
We recognise that the general view of our public transport system indicates
W
that more needs to be done to further improve its delivery. We at the Ministry
of Transport (MoT), together with Suruhanjaya Pengangkutan Awam Darat
(SPAD) and other stakeholders, are committed to changing this, and are
dedicated to improving the network to better serve the rakyat. For example,
we recognise that the lack of adequate rst- and last-mile connectivity and
the lack of integration between the various modes of public transport continue
to be factors deterring greater public take-up of public transport.
Minister of Transport
The rakyat can be rest assured that we are already working on solutions
to these problems, alongside others that are standing in the way of further
development. We remain open to criticisms of our public transportation
system, and encourage constructive feedback on how to better improve our
services. Going forward, I invite all rakyat to join us in this national agenda
to create a better-connected and more accessible city.
* AM Peak window is approximately between 6am - 10am weekday.
51
MAKING PUBLIC
TRANSPORT THE
BETTER OPTION
M
alaysias cities have become

signicant centres of growth
in the country and will become
even more so as the country nears
its goal of becoming a high-income,
developed nation. As cities grow, so
do their economic activities, which in
turn require a constant ow of people
to play their roles as workers or as
consumers. Once this ow stops or
is obstructed, the city fails to work or
works at sub-optimal levels.
The population of Greater Kuala
Lumpur and the Klang Valley (GKL/
KV) is expected to reach the 10 million
mark in 2020, adding additional
pressure on its roads which are already
near capacity. While roads in GKL/KV
are generally still serviceable, they are
sensitive to any disruptions that may
have a blowback effect through the
entire system, causing congestion.
Prolonged traffic congestion has
numerous impacts that are both social
and economic. Fuel is wasted by idling
vehicles, productivity lost as workers
are caught in trafc, air quality is
degraded by needless emissions and
drivers are frustrated by the long
commute into and out of the city.
52
There are two conventional solutions to

congestion: either build more roads or
nd alternate ways to transport people
in and out of the city, e.g. through
public transport. In the UPT NKRAs
view, an efcient and effective public
transport system is the key solution in
improving people mobility.
GKL/KV already had in place an
established public transport system
using both road and rail prior to the GTP.
However, rapid rate of urbanisation in
the city had quickly consume available
capacity, and the public transport
system is today operating close to its
limits. Further limiting public transport
effectiveness and efciency is the lack
of integration between the various
modes of public transport.
Commuters are therefore forced to make
inconvenient transfers or experience
long waiting times at stations. Frequent
breakdowns in service further fuelled
public dissatisfaction with public
transport services and encouraged
many to commute with private vehicles
instead. In other cases, the lack of
rst- and last-mile connectivity means
that there is no convenient way for
commuters to make the rst and last
Bus Rapid Transit (BRT) Sunway Line is under

construction and to be launched in June 2015
legs of their journeyfrom their homes

to the stations and from the stations to
their destinationsfurther discouraging
the use of public transport.
To win people back over to the usage
of public transport, the UPT NKRA is
implementing the initiatives outlined in
the GTP Roadmap to transform public
transport into a viable alternative to
private vehicle use. Over the past ve
years, RM 3.5 billion has been spent to
implement the initiatives under the UPT
NKRA (excluding LRT extension and
Monorail expansion projects). While
progress has certainly been made,
a lot of work remains to be done.

The UPT NKRA continued to work on these initiatives in 2014, and achieved the following:
On-time performance of the KTM Komuter service during the AM Peak period
1
The UPT NKRA managed to ensure a 97.5% on-time service of its KTM Komuter service
during the AM Peak period.
Increased customer satisfaction with public transport services
A survey held in November 2014 showed that customer satisfaction with public transport
services had increased to 86% from 71% in 2014, indicating that our initiatives to
enhance the public transport system is yielding results.
Increased last-mile connectivity
The NKRAs initiatives to increase last-mile connectivity saw 2,407 parking bays added to
four stations1 in the Klang Valley rail network, making it more convenient for commuters
to access the rail service.
Project implementation
challenges impact
ridership numbers
There have been delays to the
implementation of projects such as the
construction of the Gombak Integrated
Transport Terminal (ITT), the delivery of
the new four-car monorail sets (which
will be completed by the end of 2015)
and construction of the Kuala LumpurKlang Bus Rapid Transit (BRT) route.
This has impacted the projected public
transportation ridership growth.
At the same time, the pace of
construction of key infrastructure
projects such as the construction
of the LRT extension project faced
delays due to project implementation
issues. In addition, extra prudence is
being exercised in construction due to
various accidents associated with the
projects in 2014.
mode of transportation, i.e. through

private vehicles. The shortage of
stage bus drivers can be attributed to
several factors including weaknesses
in the existing business model such as
low compensation, high costs of living
in GKL/KV and high costs of entry as
well as prevailing perceptions such
as low job stature and harsh working
conditions. Several initiatives have
been implemented over the past two
years to resolve the shortage such
as recruitment of former military
personnel and women drivers, and
an aggressive recruitment plan by
Prasaranathose initiatives have met
with limited success.
As a result of these challenges to

project implementation, the UPT
NKRA has revised its targeted Peak
AM ridership numbers to 550,000 in
2015 from 750,000 previously.
Changing commuters mind-sets also
continues to be a key challenge in the
development of the public transportation
sector. The UPT NKRA acknowledges
that convincing private vehicle users
to trade the usage of cars for public
transportation may be the biggest
hurdle it has to overcome. Restoring
public condence in public transport
will require the UPT NKRA to show that
the public transportation network is
well-integrated, reliable and efcient.
Moreover, there is also a need for better
rst- and last-mile connectivity beyond
what has been accomplished thus far.
Changing perceptions cannot be
accomplished overnight. Nevertheless,
the UPT NKRA remains convinced that
the work being done today will lay the
foundation necessary to create a viable
and attractive alternative to private
vehicle usage for the future once the
initiatives have been completed.
Shah Alam, Padang Jawa, Ampang and Asia Jaya
Another challenge is the pervasive

shortage of stage bus drivers. The
insufciency in stage bus drivers has
affected operators ability to effectively
service all bus routes hence resulting
in commuters seeking alternative
53
View from Prasarana: UPT challenge is to provide

a range for commuters during peak periods
Although daily rail ridership numbers
grew significantly in 2014rising 18%
to 527,659 for LRT and Monorail
riders from 447,777 in 2011Group
Managing Director of Prasarana
Malaysia Berhad, Azmi Abdul Aziz, says
that more needs to be done to further
boost ridership numbers, particularly
during the AM Peak period, also known
as Super Peak.
Rail services, anywhere in the world,
are always designed to cater for the
Super Peak in the morning when you
have that spike in demand, Azmi says.
You need to provide the capacity to
cater for that demand.
The UPT NKRA
has been actively
monitoring public
transport ridership
numbers for the AM
Peak, which has shown
a steady increase over
the years with the total
coming in at 455,728
riders in 2014. Although
rail growth is heartening,
Azmi says that what
has been done is not enough to

significantly boost rail use.
To increase public transport use,
we have to find ways to increase
the number of riders even during
the morning peak, he says. For
the morning peak, we can increase
ridership but we need to find ways to
taper the spike during the Super Peak.
One solution is if we could get people
to travel at different hours [rather
than all at once] during that morning
peak period.
Azmi cites the example of
Singapores Land Transport
Authority (LTA), which launched a
programme to offer free MRT travel
at designated stations if commuters
completed their journeys before
7.45am, i.e. the pre-peak hour. To
encourage greater travel during these
hours, the LTA has also engaged with
employers to convince them to offer
flexi-hours for their workers.
We should take stock of what
Singapore has done to entice the
people to travel pre-peak, Azmi says.
But to do that, we have to improve
our automatic fare collection system.
To ensure smooth integration between
rail lines, currently both the LRT and
Monorail Lines in GKL/KV have been
outfitted with automated fare collection
(AFC) system. However, for complete
urban rail network integration, we
have to integrate with KTM Komuter
Service, which the installation of the
facility for the KTM Komuter will not
be completed until 2016.
Meanwhile, Prasarana is continuing
to work on improving first-mile and
last-mile connectivity, and is planning
the deployment of better feeder
services for housing areas. However,
the service is not likely to be deployed
until 2016 at the very earliest.
54

GETTING PEOPLE THERE

BY PUBLIC TRANSPORT
he UPT NKRAs initiatives

to improve modes of public
transportation in the GKL/KV
region are focused on developing
public transport networks, including
the KTM Komuter and LRT services,
buses and taxis. The following section
details the UPT NKRAs achievements
in enhancing these services for
the rakyat.
Boosting the standard

of rail services
Rail public transport usage is the
fastest growing among all modes of
public transportation according to
ridership data from rail operators.
Based on the ridership data, daily
ridership for all rail services rose 23%
to 685,706 commuters in 2014 from
557,921 in 2011*. The reliability, speed
and carrying capacity of trains make
it one of the most efcient modes of
public transportation, and will be an
even more signicant driver of public
transport use when the Mass Rapid
Transit (MRT) being developed by the
Economic Transformation Programme
(ETP) commences operations in 2017.
Nevertheless, the UPT NKRA believes
that the existing rail networksthe
KTM Komuter, KL Monorail and LRT
servicescan be further improved
to reach their full potential. The UPT
NKRA has in place three key initiatives
designed to improve the existing
operations of these services and
to expand their reach:
* includes LRT, Monorail, KTM Komuter

Service and ERL
KTM Komuter and LRT

Enhancement
KL Monorail capacity expansion
Kelana Jaya and Ampang LRT Line
Extension Projects.
ENHANCING RAIL SERVICES

These initiatives designed to improve
train services have borne fruit. A 2014
poll of public transport riders showed
that 86% of the respondents were
satised with public transport services,
up from 48% in 2010. Reasons cited
for greater satisfaction include:
Increased comfort level by providing
more capacity (increased headway
to every 15 minutes for KTM
Komuter), and upgraded stations
with better facilities.
Increased reliability of rail
services (Komuter on-time service
performance of 97.5% during AM
Peak; LRT Kelana Jaya Line service
every 2.5 minutes from 5-7 minutes.)
Improved first and last-mile
connectivity with Park n Ride
complexes, integrated stations and
pedestrian walkways/linkages.
Monorail service operating from 6am to 12am daily
One of the benchmarks used to measure

the success of the improvements is
the performance of the rail system
during the busiest time of the day, i.e.
the morning rush hour or AM Peak.
To increase the carrying capacity of
the rail services, new, bigger car-sets
were introduced into the system as per
the table below.
Capacity enhancement
Effect
Introduction of 38 new six-car sets for

the KTM Komuter service
Reduced headway, i.e. the time in between

trains, at peak hours from 30 to 45
minutes to every 15 minutes
Introduction of 35 new four-car sets

for the LRT Kelana Jaya Line
Reduced headway to 2.5 minutes during

AM Peak and increased the comfort level
for passengers
Introduction of the rst four-car sets

(out of 12) for the KL Monorail (Full
deployment to be completed in 2015)
Doubled the current two-car set capacity,

which allowed more passengers to use the
Monorail
55
The direct impact of the new car-sets

was the reduction of headway time at
peak hours, which increased ridership
and improved on-time performance.
Thanks to the additional capacity of
the new train cars, AM Peak ridership
numbers increased 4.1% in 2014 to
total 455,728 commuters from 437,525
commuters in 2013. This number is
expected to further increase when
all new monorail cat-sets have been
introduced into the system.
In addition to increasing the capacity,

the UPT NKRA has implemented an
initiative to upgrade the ancillary
systems of the rail service. One example
is the installation of the Automated
Fare Collection (AFC) system in the
LRT lines. A similar system was
planned for the KTM Komuter but
delivery was delayed as the previous
vendor was underperforming. A new
vendor will be appointed in 2015 to
undertake this project, with a targeted
completion date of 2016.
Meanwhile, work to increase the
capacity of the KL Monorail service
took a step forward after the rst of
the 12 four-car sets was delivered
in December 2014. Delivery of the
remaining cars will occur in phases
throughout 2015.
Making trains a viable alternative

for suburban commuters
Chua Geak Lan who commutes daily
to her workplace from her home in
Gombak is one such person who has
made the switch. She parks her car at
the Park n Ride multi-storey car park
attached to the Gombak LRT station.
As she is an LRT commuter, she only
has to pay RM4 per entry.
Ive been using this service for the
past six months and I find the facility
very nice, she says. Im staying
at Taman Gombak so this is very
convenient for me. I take the LRT
down to KLCC and walk through the
convention centre to get to my office at
Wisma UOA 2.
For Chua, using the LRT expedites
her travel time into the city, and she
doesnt have to deal with limited and
56
costly city parking. Not having to

battle with other drivers on the road
also makes the journey more relaxing
and she no longer has to worry about
the effect bad weather might have on
travel time.
Chua is one of thousands of
Malaysians who have made the
decision to use public rail
transport as their daily mode of
commute. Although convincing
private vehicle users to make the
switch to public transport still
remains the biggest challenge for thee
NKRA, greater network integration
n
and better first- and last-mile services
es
will make compelling arguments in
n
support of public transport.
Taking the LRT is a

smooth trip and its
very convenient. The
ticketing system is
quite nice and has
improved a lot. I studied
in the UK and you can
say that the system
here is equal to the one
over there, so its good.
Alif Ikhman Ahmad Lela

EXTENDING THE LRT LINES

The LRT service transformed the public
transport system in the GKL/KV region
when it was rst introduced in 1998.
Since then, both LRT lines have grown
signicantly, particularly the Kelana
Jaya Line which has experienced
problems with overcrowding in recent
years. The issue has since been
resolved with the addition of new fourcar sets for the line, which reduced
the headway time of the service to 2.5
minutes during the AM Peak period.
LRT Extension Project construction schedule

Ampang Line
Stations
Completion Date
Phase 1
Awan Besar to Kinrara BK 5
October 2015
Phase 2
Station 5 to Putra Heights
March 2016
Lembah Subang to Putra Heights
June 2016
Kelana Jaya Line
Stations of LRT Line Extension

Kelana Jaya Line
SS 18
Su
ng
ara
ba
ns
Taipan
ah
ma
ya
mb
Le
Da
ari
Ja
USJ 7
Ara
nm
ng
15
ba
Gle
Su
SS
To further enhance the connectivity of

the LRT service, the two lines will be
extended to other locations under the
Line Extension Programme (LEP). The
Kelana Jaya Line will be extended to
cover an additional 12 stations before
nally stopping at the Putra Heights
Integrated Station. The Putra Heights
station will also be the terminus of the
The extension projects have been

approved and construction has since
commenced. The extension of both
lines is expected to add another
300,000 daily riders to the system.
Ampang Line extension, which will see

an additional 12 stations constructed
along the way. Both line extensions have
been designed to provide LRT service
to major residential areas, including
Puchong, Subang Jaya and USJ.
Pu
Bandar Puteri
an
erd
gP
on
a
ion
tat
rim
gP
on
eS
tur
Ala
ga
me
(Fu
ch
10
ch
11
ng
12
Pu
Su
13
Putra
Heights
KIV
12
ba
11
J2
10
Ala
US
Wawasan
Taman Perindustrian
Puchong (TPP)
7
Pusat Bandar
Puchong
Ampang Line
1
6 IOI Puchong Jaya
KIV
)
ion
tat
eS
tur
(Fu
ra
te
Su
K5
aB
rar
Kin
m
Ala
ar
es
ba
hib
Mu
B
an
Aw
57
Making buses a more

attractive option
Buses remain important to the
public transport system because
they provide access and connectivity
to areas not covered by any of the
three rail services. They also play an
important role in providing local travel,
particularly for urban and suburban
communities outside of the Kuala
Lumpur city centre.
The bus network within the GKL/
KV region has seen significant
improvement since the start of the
GTP. Initiatives have emphasised
improvements in terms of accessibility
and capacity to make the stage bus
service a more comfortable and
efcient mode of transport for daily
commuters. Some key achievements
of the UPT NKRA since the start of the
GTP include:
Upgrading 1,177 bus stops in key

locations, including Sepang, Subang Jaya,
Ampang Jaya, Selayang, and Shah Alam
Designing and constructing 372 new bus
stops in 12 local authorities in GKL/KV
Introducing 470 new RapidKL buses to
increase bus frequency in the Klang Valley
Refurbishing the iconic Puduraya Terminal
into the modern, inter-urban Pudu Sentral
bus terminal
Construction of the Integrated Transport
Terminal at Bandar Tasik Selatan
(Terminal Bersepadu Selatan ), which
serves as a key hub for all public
transport modes.
Since 2013, efforts to enhance the GKL/
KL stage bus network have focused on
improving the feeder bus network and
on introducing intra-city buses to ease
the problem of congestion.
58
The UPT NKRA continued to work on

the following initiatives in 2014:
Enhancement of GKL/KV Stage
Bus Network:
- GoKL City bus service within the
Central Business District (CBD)
- Stage bus network reorganisation and feeder bus
network improvement
Bus Rapid Transit
Bus Stop Information Panels
Overcoming stage bus driver
shortage
ENHANCING THE GKL/KV

STAGE BUS NETWORK
A key problem in the existing bus
network is the lack of proper
coordination in the assignment of bus
routes. Competing bus operators have
gravitated towards more protable
routes, focusing their services there,
thus leaving unprotable routes underserved. As a result, bus coverage
within the region is not uniform,
thereby affecting the accessibility and
connectivity of the bus service.
The UPT NKRA has been working with
the operators to streamline the bus
network as the rst phase of a more
comprehensive revamp of the overall
bus network. An agreement was struck
with all bus operators last year, and the
operators have committed to servicing
their assigned routes in 2015.
To ensure that operators adhere to

their assigned routes, all buses will be
tted with Global Positioning System
(GPS) units, which will allow realtime monitoring of their locations
by a Command and Control (C&C)
Centre at SPAD.
Construction of the C&C Centre is
complete and presently work is being
done to operationalise the centre.
The UPT NKRA will be exploring
available options to determine the
best approach to the running of the
C&C Centre. Once online, the C&C
Centre will monitor the performance
of all 1,500 stage buses within the
Klang Valley and provide commuterrelated information through 24
Passenger Information Display (PID)
panels already installed at selected
bus terminals within the region.
OVERCOMING THE STAGE BUS

DRIVER SHORTAGE
Another factor contributing to poor
bus coverage is a continuing shortage
of the number of available stage
bus drivers. There is an estimated
shortage of about 500 drivers* in
the system. Fewer drivers means
fewer buses on the road, and hence
insufcient coverage.
*Source: Prasarana

VIEW FROM SPAD

Mohd Nur Ismal bin Mohamed Kamal
Chief Executive Ofcer, Suruhanjaya Pengangkutan Awam Darat
INCREASING RIDERSHIP
CHALLENGING UNTIL
BIG PROJECTS COME ONLINE
S
PADs CEO Mohd Nur Ismal bin Mohamed Kamal says
that the public transport ridership is unlikely to increase
significantly until the comfort and convenience of using
public transport makes it an attractive alternative to private vehicle
use. While introducing push factors such as parking control in
the CDB may help in this regard, he says that this move will be
unlikely until the public transport network is fully developed.
We wont see major improvements in public transport mode
share until both the pull and push initiatives are substantially
implemented to properly put into the equation the enhanced
comfort and convenience of taking public transport vs. the true
cost of using private vehicles, Mohd Nur Ismal says.
As we continue to expand the capacity and the reach of our
public transport network, we will attract higher ridership
from new population catchment areas. Even then, many will
opt to take private vehicles if they have to transfer more than
twice or walk more than 400 meters to take public transport.
The truth is for most people, public transport will never be as
comfortable and convenient as driving your own car. For as long
as the cost of driving is not adjusted to reflect the true cost to
society in terms of environmental impact, productivity losses,
road accidents, and consumption of public funds in building
and maintaining the road networks, most people will continue
to make the wrong transport mode choices. This will be a big
problem for Malaysia as we add around 500,000 new vehicle
registrations every year. Push measures are needed to fully effect
mass migration from private to public transport as experienced
in London and Singapore.
However, it is unlikely that we will take this measure anytime
soon as we are still in the midst of working on our pull factors
such as trunk services and improving the railway. The value of the
public transport network itself must increase to the point where it
becomes a viable alternative.
Furthermore, he adds that 2015 will be a challenging year for the
UPT NKRA as initiatives with immediate impact have already
been implemented in the first five years of the GTP.
The next few initiatives that will drive ridership such as the LRT
extension and the completion of the MRT wont be completed
until 2016-2017, he says. We dont think that we will see a
significant increase in supply capacity in 2015.
SPADs focus for 2015 will be placed squarely on enhancing
existing services. The introduction of the new four-car sets into
the KL Monorail service is one such example. Although the
new cars will add capacity, Mohd Nur Ismal says, what is more
important is that the new cars will solve the overcrowding issue to
improve the level of comfort of the service.
On the theme of service enhancement, the operationalisation

of the Centralised Taxi Service System (CTSS) in 2015 will also
improve taxi services significantly, he adds, because it will ensure a
more appropriate distribution and availability of taxis within the
GKL/KV region. Taxi drivers essentially function as individual
operators presently as there is no one overarching network to
supply them with accurate information. Without CTSS, there is
no way for us as a regulator to know at any point in time how
many taxis are available, supply and demand patterns, and
whether they are using meters or not.
One of the major issues identified from a survey of taxi services
last year is that even though we have plenty of taxis in terms of
sheer numbers, i.e. number of taxis per thousand population,
they are scattered throughout the region because of the vast area
of the Klang Valley and the lack of a communication backbone,
Mohd Nur Ismal says.
As a result, the matching of supply and demand is not that great.
We have a huge supply of taxis in one area while taxi demand is
unmet in other areas. These taxis are essentially not connected
to any kind of network so they dont know where the demand is.
Hence, it is critical for us to get them on the CTSS.
Meanwhile, SPAD is also looking at ways to make the public
transport system viable during off-peak periods. Ridership
numbers outside of the AM Peak is limited and do not contribute
to financial sustainability of the operators. This will be an area to
be looked at in 2015, he says.
59
Efforts to resolve the issue in 2013 met

with limited success, thus leading to
the drafting of a more comprehensive
solution in 2014. Over the past two
years, the UPT NKRA has tried to
recruit bus drivers from an alternate
pool of candidates including former
military personnel and women drivers,
but response was lukewarm.
A Prasarana-led recruitment drive also
met with limited success, suggesting
that the root of the problem pertained
to structural issues within the job itself.
The plan, which addresses some
of these structural issues such as
remuneration and other incentives,
has been fully drafted but will require
nal endorsement before it can be put

into action in 2015. As it is not a shortterm solution, the impact will not be
immediately felt. In the meantime,
the UPT NKRA will also explore other
possibilities to enlarge the existing
pool of candidates.
IMPROVING BUS
CONNECTIVITY WITHIN
THE CBD WITH GoKL
In 2014, two new lines, the Blue and

Red Lines, were introduced to expand
the service to serve the Medan MaraBukit Bintang and KL Sentral-Jalan
Tuanku Abdul Rahman routes. There
are presently no plans to further
expand the service and the focus
moving forward will be on ensuring
the quality of the service.
The GoKL bus service was introduced

in 2012 in line with the UPT NKRAs
overall ambition to improve public
transport within the GKL/KV region.
GoKL is a free bus service which is
designed to function as a feeder bus
service providing last-mile connectivity
integrating other modes of public
transport. When it was launched, GoKL
comprised two lines serving the KLCCBukit Bintang and Pasar Seni-Bukit
Bintang routes.
GoKLHelping commuters get around town

Go
If they could manage it, Id like to see a
GoKL service everywhere, says retiree
Tang Wek Eng. When I go to Kuala
Lumpur, I take it everywhere and when
its time to go home, I take it again. I dont
have to pay a single sen for the service.
The introduction of the free GoKL bus
service is creating a viable and more
economical alternative for commuters.
Initially comprising two lines, the service
was further expanded by an additional
two linesthe Blue and Red Linelast
year to complement the existing Green
and Purple Lines.
The new lines have significantly expanded
the reach of the service, especially with
respect to first- and last-mile connectivity
as the buses service 65 stops along their
routes. They also cover many of the
LRT and KTM Komuter train stations
in the city, which contributes to a more
integrated public transport system. An
estimated 35,000 commuters use the
service daily.
60
For Tang, who lives on a fixed income, the

GoKL service has significantly increased
her mobility and enabled her to visit her
favourite spots in town. She adds that she
now takes the GoKL in place of a taxi
ride which would cost her between RM5
and RM6.
and RM350 per month. However,

with the GoKL bus service, I am
saving 80% of my transport costs.
Meanwhile, GoKL bus driver Mohd
Aidhuzairi Zawawi, a veteran of
the industry with nine years driving
experience, says that working for the
GoKL service has been a pleasure.
For Mohd Hanafiah, 30, the free GoKL

bus service has been a financial blessing.
He works in Bukit Bintang within the
city centre and commutes from home
on a daily basis.
Ive had lots of different

experiences, Mohd Aidhuzairi says.
Ive met foreign tourists and locals,
young and oldGoKL is definitely
the best public transport option in
town for everyone. I get a lot of
regular passengers who work in the
offices and they are always grateful
and have a smile on their face. It gives
us great satisfaction.
I travel to Bukit Bintang every day, and

if I were to take regular public transport,
it would cost me more than RM200 per
month, he says. If I were to use my own
car, it would cost me between RM300
The GoKL service is also creating

greater exposure for drivers such
as Mohd Aidhuzairi as they receive
training to better converse in English
and to better interact with passengers.

EXPEDITING BUS TRAVEL

WITH THE BUS RAPID TRANSIT
To further boost the connectivity of
the bus service, a new Bus Rapid
Transit (BRT) initiative was mooted
for the GKL/KV region in 2012. BRT
is a specialised form of bus priority
designed to meet passenger demand
by incorporating aspects of mass
transit. It features segregated lanes
on the road designed expressly for
buses, and is serviced by designated
or staggered stations.
A number of BRT routes have been
identied for the bus system in the
region and the UPT NKRA team is
presently responsible for managing
and monitoring the planning progress
of the KL-Klang BRT. The 34km
route will pass through three main
roads, namely, the Federal Highway,

Jalan Syed Putra and Jalan Tun
Sambanthan, and is expected to
serve 1.58 million rakyat living in key
residential nodes along the corridor.
When completed, the KL-Klang BRT
is expected to initially channel up to
400,000 passengers daily.
Although construction was initially
scheduled to start in the fourth quarter
of 2014, the implementation schedule
has been pushed back as discussions
regarding the funding plan and business
model are still ongoing.
The 34km route will pass

through three main roads,
i.e. the Federal Highway,
Jalan Syed Putra and
Jalan Tun Sambanthan,
and is expected to serve
1.58 million rakyat living
in key residential nodes
along the corridor. When
completed, the KL-Klang
BRT is expected to
initially channel up to
400,000 passengers daily.
Future BRT KL-Klang Project
61
Improving
taxi service a
priority to boost
public transport
Raising the standard

of taxi services in
Malaysia
Taxis play an important role in
facilitating public transport in a
number of ways as they service all
legs of a journey, be it the rst-, midor last-mile. However, the taxi service
in Malaysia has shown a number
of shortcomings, ranging from the
inadequacies of the existing business
model to insufcient oversight of taxi
operators. To address these issues, the
UPT NKRA has implemented a number
of initiatives designed to help bring the
taxi service in Malaysia to a new level
of performance. The initiatives are:
Introducing a new taxi business
model
Implementing a Centralised Taxi
Service System (CTSS).
ENHANCING TAXI SERVICES

THROUGH A NEW BUSINESS
MODEL
The new taxi business model is
designed to help taxi drivers reduce
their operating costs and raise their
incomes. To achieve this, the UPT
62
NKRA has introduced a new standard

and business model for taxi operators
and will implement a Centralised Taxi
Service System to streamline the entire
industry. The objective is to create a
more effective and efcient industry
that will abide by stipulated standards
while increasing performance levels.
The benchmark measure for this
initiative is the number of budget
taxis in Kuala Lumpur being on par
with ASEAN best-in-class standards.
Performance quality of the taxis
will be benchmarked against those
of Singapore, Jakarta and Bangkok
in terms of customer satisfaction,
enforcement, driver training, vehicle
standards, and regulation of fares.
In 2014 alone, 3,788 taxis attained
those standards, bringing the number
up to a total of 6,960 taxis to date. The
long-term goal is to ensure that at
least a quarter of all Kuala Lumpur
budget taxis achieve those standards.
To achieve this, issues with the current
operating environment and lack of
enforcement must be resolved.
To support the development of the new
business model, a new class of taxis
Debra Low finds it easier to

take public transport into town
from her home in Petaling Jaya
than to catch a taxi to get to
her destination within Petaling
Jaya itself. Despite efforts from
the authorities to clamp down
on unsavoury practices such as
cherry picking and price-fixing,
she says that she still encounters
operators who continue with
these illegal practices.
Especially when its raining
or I dont have too far to travel,
she complains. One driver
even told me that it was not
worth his time to take me
there because it was only two
kilometres away unless I paid
him three times what I know
it would cost by meter.
Debra refuses to give in to
these demands and sometimes
ends up waiting for hours to
catch a scrupulous taxi. I
have no choice but to take taxis
because I cant afford a car and
very few buses stop near my
house, she says. So I have
to wait and hope.

operating under the Teksi 1Malaysia

(TEKS1M) badge was launched.
TEKS1M was rst introduced by the
Prime Minister Datuk Seri Najib Razak
in 2013 under a Program Pelancaran
Perd a n a , w h i c h i ss u ed 1 , 0 0 0
individual licenses for the TEKS1M
service class. In 2014, SPAD made
a decision to reform the taxi service
under its Taxi Industry Migration plan
by using TEKS1M as the platform to
standardise the service classes within
the industry.
Under the TEKS1M programme, taxi
operators need to adhere to certain
standards, including the make of
car, i.e. the Proton Exora, as well as
operational standards. TEKS1M is part
of a wider Taxi Transformation Plan
by SPAD, which will look at the entire
framework holistically, including
reviewing fares, regulatory structure
and reducing costs.
To date, there are 875 TEKS1Ms on
the road licensed under the Program
Pelancaran Perdana. The remaining
125 TEKS1Ms under this programme
will be placed into service by the end
of the rst quarter of 2015.
At the same time, SPAD also started

licensing TEKS1M operators in 2014
under its Taxi Industry Migration Plan.
Under this plan, SPAD is approaching
both individual taxi operators and
taxi companies to upgrade to meet
TEKS1M requirements and to operate
under the TEKS1M badge.
CENTRALISED TAXI SERVICE

SYSTEM TO ENHANCE
OVERSIGHT
Similar to the C&C Centre for
bus operators, SPAD will create a
Centralised Taxi Service System to
monitor the performance and location of
taxi operators. The CTSS, when online,
will be able to monitor offences such
as non-meter compliance, reckless
driving and operating a taxi without
a valid license. It will also function
as a booking and dispatch centre to
coordinate drivers within the network,
thereby increasing the success rate of
meeting passenger bookings.
Rollout of the CTSS has been delayed
to 2016 as there has been change in
the business model. The system will
complete construction by the end of
2015. Some 1,500 taxis will be tted
with the on-board unit in the rst

phase of installation.
S PAD wi ll a lso ta ke strong er
enforcement action against errant
taxi drivers who continue to insist on
ignoring the use of meters or cherrypicking passengers. In addition to
providing a vital transport service for
city commuters, taxi drivers also play a
crucial role as Malaysias ambassadors
to tourists. However, Malaysian taxi
drivers were listed as among the
worlds worst on news agency CNNs
travel website, which highlighted the
poor-performing service in its article,
Malaysia Travel: 10 things to know
before you go2.
The UPT NKRA initiatives are making
a strong effort to remedy this problem
through the introduction of CTSS
and the implementation of TEKS1M
standards. These initiatives, which will
help improve enforcement and raise
the taxi operators service levels, will
address some of the aforementioned
concerns moving forward.
2
Retrieved on 4 March from:

http://travel.cnn.com/malaysia-travel-10things-know-you-go-281306
TEKS1M gaining traction with drivers

For TEKS1M driver Nasrul Normatis,
plying the new taxi service class has
been a positive experience so far.
Customers are enjoying the more
spacious and more comfortable ride
and this has in turned translated to
better driver-passenger relationships.
The advantage is that these
TEKS1M cars are bigger and hence
more comfortable, Nasrul says.
While other taxis can also seat four
passengers just like mine, passengers
have to squeeze to fit whereas my car
seats four comfortably.
Nasrul is an individually licensed

TEKS1M driver and has been
driving the new service class for nine
months. While there were some
initial hurdles when he first started
customers were not aware of the new
taxis at the beginning or they were
concerned that TEKS1Ms might be
a more expensive premium class of
taxithings have changed since there
has been greater awareness.
that the situation has improved

considerably. Aguman adds that the
Governments assistance in paying
the down payment for the new
car was very welcome, and that he
would recommend the TEKS1M
programme to other drivers.
My income is okay now but it was
difficult at the start because people
didnt recognise the colour of our
TEKS1M cars, he says.
Aguman Aliya, a TEKS1M

driver for the past seven months,
reports the same although he says
63
MANAGING PUBLIC
TRANSPORT DEMAND
hile the majority of the UPT

NKRA initiatives are focused
on the supply side of public
transport, the UPT NKRA has started
implementing initiatives designed to
manage user demand as well. The
aim of the initiatives is to make it more
attractive for commuters to make their
journeys via public transport rather
than to use their own private vehicles.
Two initiatives are being implemented
to achieve these ends:
Parking control management

This initiative will review parking rates
within the CBD to better reect market
conditions
Journey Planner app
Urban commuters at Hang Tuah Monorail Station
The implementation of the app makes

public transport travel more convenient
by giving users the ability to plan out
the entire leg of their journey
Transforming parking
control in the central
business district
In collaboration with Dewan Bandaraya
Kuala Lumpur (DBKL), parking rates
in the central business district are
being reviewed to ensure that they are
better aligned with market demand.
Presently, parking rates within the
CBD are deemed to be too low as
there is insufcient parking available
on most days.
This has led to illegally parked cars,
which contribute to congestion in
the city. Violations such as double-
64
parking, waiting in no-wait areas

and in spots reserved for emergency
services contribute to congestion
as vehicles are forced to manoeuvre
around these obstacles.
The UPT NKRAs initiative to better
manage parking thus comprises two
sub-initiatives: reviewing parking
rates, making it more costly for
commuters to park in the CBD and
taking sterner action against parking

violators. The review of parking rates
is expected to be a push factor
encouraging greater use of public
transport and DBKL has been tasked
with implementing this initiative.
However, the introduction of push
factors will be put on hold until the
entire public transport structure is
up and running to provide a viable
alternative to private vehicle use.

Making journey planning

more convenient for
commuters
The implementation of a Journey
Planner app is expected to help
commuters better plan their trips
using public transport. The aim in doing
so is to make commuting via public
transport an even more convenient and
predictable process for commuters,
thus serving as further encouragement
for them to make the switch.
SPAD will focus on building the

backend that will supply real-time
data to app developers. The app
developers can subsequently make
use of this data to create a journey
planning solution for commuters.
SPAD is working closely with several
companies to develop a transit app
that will provide information on how
public transport commuters can
most efciently get from one point to
the next. The Journey Planner app is
expected to be completed by the end
of 2015.
The implementation
of a Journey Planner
app is expected to help
commuters better plan
their trips using public
transport.
Urban commuters in KL Sentral station
Artists impression of a BRT station
65
MAKING PUBLIC TRANSPORT

AN INTEGRATED AND
SEAMLESS EXPERIENCE
ne of the hallmarks of a good

public transport system is that
its various modes of transport
are interconnected, thus ensuring
that commuters have a seamless
public transport experience. Ideally,
this means that commuters will be
able to make the entire journey, from
the rst mile to the last mile, using
public transport. The journey can thus
be divided into three legs:
First-mile: The rst leg of the
journey from the commuters point
of origin to the public transport
facility.
Mid-mile: The accessibility and
integration of the public transport
facility itself with other modes of
public transport.
Last-mile: The nal leg of the
journey from the public transport
facility to the commuters final
destination.
One of the challenges affecting public

transport is the lack of rst- and lastmile connectivity, resulting in a missing
link between the commuters origin
and the station, and between the
station and the nal destination. As
travel arrangements for these legs
of the journey are not always readily
available, public transport becomes
a less attractive option.
The UPT NKRAs integration initiatives
have been designed to address all
three legs of the journey. These
initiatives are:
New Park N Ride at Ampang LRT Station

to enhance rst-mile connectivity
The UPT NKRAs integration initiatives

Constructing Park n Ride facilities at public transport stations
1
Park n Rides are facilities designed to encourage greater use of public

transport by providing a secure parking area. Commuters can drive from their
homes or points of origin to the station and park their vehicles there and
make the rest of their trip via public transport.
Constructing integrated stations at selected locations
These stations are situated at strategic locations to integrate bus and rail
services so that commuters have access to any location connected via road
or rail.
Providing an integrated ticketing system
This initiative aims to streamline ticketing systems such that commuters can
make seamless transfers between different modes of transport or between
different routes.
Constructing pedestrian linkages
66
Pedestrian linkages facilitate greater rst- and last-mile connectivity as

commuters can safely travel by foot to their destination.

A feeder bus service has been planned

for selected KTM Komuter stations
following the successful pilot of the
programme at the Serdang and Kajang
KTM stations. However, a shortage of
bus drivers and the lack of appropriate
infrastructure in the identied stations
have delayed the delivery of this service.
The feeder service will commence
once the bus driver shortage problem
has been resolved.
Stations earmarked for the feeder
service include stations in Padang
Jawa, Shah Alam, Klang, Sungai
Buloh, UKM Bangi and Rawang.
Enhancing rst-mile
connectivity with Park
n Ride facilities
Park n Rides are car park facilities
meant for the use of public transport
commuters to safely park their
vehicles while continuing on the
main leg of their journeys via public
transport. This initiative will reduce
the number of vehicles entering the
CBD to minimise congestion.
In 2014, Park n Rides were constructed
at the Ampang LRT station (1,140
tion (558
bays), the Shah Alam KTM station
T station
bays) and the Asia Jaya LRT
(607 bays).
Making LRT travel convenient

for Ampang Residents
With over 1,000 parking bays and
replete with security features including
CCTV cameras and 24-hour patrols
by security guards, the Park n Ride
facility at the Ampang LRT station
has been universally applauded by its
users. One of the biggest concerns of
LRT users, namely the safety of their
vehicles parked at stations, is effectively
addressed by the presence of these
security features at the facility.
I feel safe with the new Park n Ride,
says Norahana Othman, a housewife
who commutes into town regularly.
The new multi-storey design with its
security features and reserved parking
for women and people with disabilities
is very different from what we had
before. Whether its day or night, I am
not afraid of parking my car here.
Aisyah Fauzi, a 28 year-old executive
at Etiqa Takaful Bhd, agrees, saying
that the Park n Ride was the initiative
that women commuters had been
waiting for all this time. She also
lauded the use of the MyRapid

d
card, which can be used to pay
for her LRT trip as well as for
or
parking. But for Aisyah, one of the
key benefits is how much less she
is paying for her daily travel expense.
pense.
The price of parking at RM4 a day
is cheap and worthwhile for regular
gular
commuters such as myself, shee says.
From here to Kuala Lumpur costs
me RM9 a day, which represents
sents
great savings for me. If I were to drive
straight to my workplace in Kuala
Lumpur, the cost of petrol alone
would have set me back between
RM10 and RM15. I am saving 50%
of my round-trip cost using the LRT.
The Ampang LRT Park n Ride facility
was launched last July and is operated
by Syarikat Prasarana Negara Bhd as
part of the UPT NKRAs initiatives
to encourage greater use of public
transport. In addition to security
components, the Park n Ride facility
also boasts other features such as the
use of a Parking Guidance System

to display occupancy information and
to direct users to vacant spaces.
Besides that, the facility is outfitted
with lifts, emergency staircases,
panic buttons and disabled access,
says Mohd Rahimi Ahmad, Head
of Operations for Rapid Rails
Ampang LRT route. We hope that
this facility will encourage more city
dwellers, especially those living around
Ampang, to support the use of the
LRT to make their journeys.
67
VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Datuk Ruhaizah Mohamed Rashid
Deputy Secretary General in Policy
for the Ministry of Transport
GAINING PUBLIC CONFIDENCE

KEY TO UPT NKRA SUCCESS
D
atuk Ruhaizah Mohamed Rashid, the Deputy Secretary

General (in Policy) for the MoT says that although the
UPT NKRA has not hit its target in terms of absolute
numbers, the fact that there has been a growing trend in public
transport ridership is still a good sign that the initiatives are
moving in the right direction. The main challenge, she says, is still
restoring public faith in the quality and reliability of the public
transport network.
The basic challenge is to gain the confidence of the public, to

prove to them that our public transport is better now compared
to the past, she says. Only when we accomplish this can we
create a [significant] model shift; as long as we cannot get buy-in
from the public, public transport wont develop far. But of course,
we must also continue to improve services.
While it is unlikely that the UPT NKRA will hit all its targets
in 2015, Ruhaizah remains optimistic about the future of public
transport beyond the next year.
This is not the end yet, Ruhaizah says. We still have a long way
to go. If you put it within a larger context, five years is not a very
long time in terms of infrastructure development. Public transport
involves a lot of infrastructure changesnot only in terms of
increasing buses and trains, but also developing ancillary services.
The GTPs key achievements, says Ruhaizah, have been the
enhancement of first-mile connectivity through the construction
of Park N Ride facilities at selected train stations as well as the
reduction of headway during the Peak AM period. Moving
forward, she believes that the train service will be further improved
when the initiative to improve the KTM Komuter tracks and core
services commences in 2015.
68
There is still a lot more to do, e.g. construction of more Park

N Rides, operationalisation of the Centralised Taxi Service
System (CTSS), construction of Hentian Akhir Bandar (HAB)
where stage buses can rest before continuing their journey,
and a number of ongoing projects, she says. Our hope
is that the Automated Fare Collection system on the KTM
Komuter service will commence in 2015. We are aiming
to start by April or May so everything will be ready by the
middle of 2016. Once that is done, the public will have
greater convenience in terms of travel between various public
transport modes.
The same is also true for the bus driver shortage issue, Ruhaizah
says. The UPT NKRA, together with the bus operators, is
presently looking for long-term solutions to the shortage issue
and is considering stepping up the recruitment of women
drivers to fill some of the vacancies. As the drivers are key
enablers of other initiatives, the ability of the UPT NKRA to
deploy initiatives is being limited by this problem.
But as public transport initiatives tend to cut across different
authorities and jurisdictions, Ruhaizah says it is important to
establish a strong governance model that is able to secure the
buy-in and cooperation of all involved. Lack of stakeholder buyin has delayed the construction of ITT Gombak, for example.
Although implementers are confident that an agreement will
be reached in 2015, the setback has already affected projected
public transport ridership forecasts.
We are not going to lay off and will work harder to ensure
projects are implemented and push our stakeholders to make
sure the projects are completed according to timelines,
Ruhaizah says.

CREATING INTEGRATED STATIONS

IN STRATEGIC LOCATIONS
ntegrated facilities, such as the

Integrated Transport Terminal
Bandar Tasik Selatan (ITT BTS) or
Terminal Bersepadu Selatan launched
in 2011, have played important roles
in making public transport travel
a more convenient and effective
experience for commuters. The ITT
BTS, comprising 55 bus platforms,
150 taxi bays, 1,000 parking bays
and 1,800 seats for the public, has
ensured a seamless public transport
experience for users by bringing
together all the different modes of
public transport under one roof.
The UPT NKRA has continued to
enhance the connectivity of the public
transport network by building more
Hentian Akhir Bandar (HAB), which
loosely translates as End Terminals
throughout the GKL/KV. The HABs are
designed to integrate the various forms
of public transport, i.e. bus services,
taxis, LRT and KTM Komuter.
Two more HABs in Shah Alam and

Petaling Jaya respectively are being
constructed. The HABs will signicantly
extend the connectivity of the bus
network by providing interconnectivity
with other bus routes and other modes
of public transport in some stations.
Building pedestrian
linkages for commuters
First- and last-mile connectivity
has also been enhanced by the
construction of pedestrian walkways
and linkages from train stations to
major destinations. These linkages
create safer pedestrian corridors
making it easier for commuters to
go back and forth from the stations.
In 2014, two pedestrian walkways
one in Wangsa Maju and another at
the Sri Rampai LRT stationwere
completed. Both linkages have
signicantly improved access to the
public transport stations.
First- and last-mile

connectivity has also
been enhanced by
the construction of
pedestrian walkways
and linkages from
train stations to major
destinations. These
linkages create safer
pedestrian corridors
making it easier for
commuters to go
back and forth from
the stations.
There are presently four HABs in the

region:
HAB Pasar Seni - 23 Routes

HAB Munshi Abdullah 7 Routes
HAB Jalan Silang 19 routes
HAB Wira Damai (completed in
November 2014) 4 Routes.
The Pasar Seni City Bus Hub to service 23 routes
69
PRIORITISING
OUR INITIATIVES
T
he setbacks experienced by
the UPT NKRA in 2014 have
mandated the UPT NKRA to
relook at its priorities for 2015. One
of the key challenges that will receive
greater attention is the problem of
the stage bus driver shortage. The
lack of drivers (who are key enablers)
is preventing the delivery of other
initiatives such as feeder services and
better coverage of bus service routes.
While several solutions were already
mooted in 2014, the results of those
exercises have not proven substantial
enough for long-term implementation.
All stakeholders are presently in
discussion to address some of the
structural and remuneration issues
facing the profession, and are looking
to arrive at a solution in 2015 which
may include an incentive scheme.
Similarly, the UPT NKRA is also
prioritising the approval of ITT Gombak
catering to the express buses servicing
70
the Eastern Corridor, and is optimistic

that an agreement can be reached
with the Selangor State Government.
The delay has been caused by the
inability to reach a mutually agreeable
land swap agreement for the site of
the terminal.
in 2015, which will link Shah Alam,

Bandar Utama and Klang together with
the main LRT network. The project is
presently undergoing nalisation plans
in terms of the projects cost, route
alignment, the project management
structure, etc.
The improving customer satisfaction

in rail services suggests strongly
that there is a desire in Malaysians to
make the switch to public transport
if it were viable to do so. What tends
to be impeding greater take up are
issues that are already being worked
on, such as missing links within the
journey, insufcient coverage and
poor service.
The BRT Sunway, the rst ever in

Malaysia, developed by Prasarana is
expected to be launched in June 2015.
The BRT will link the KTMB station
in Setia Jaya to the Kelana Jaya LRT
Line (after it completes its extension
programme) at Bandar Sunway. The
BRT will serve Bandar Sunway and
Subang Jayas population of over half
a million when completed. Seven
stations have been located along the
BRT route, and rst-mile connectivity
enhanced by the presence of a Park
N Ride facility. The BRT will be
serviced by 15 units of electric buses,
which have a carrying capacity of 60
passengers each.
In addition to the initiatives being

implemented under the UPT NKRA to
plug these missing links, other transit
projects are presently underway
through other stakeholders. For
example, a third LRT line (LRT3) was
announced by the Prime Minister

No
KPI
Target
Actual
% Achieved
AM Peak public transport ridership
470,000
455,728
97
Population residing within 400m of public transport nodes
71%
72%
101
Customer satisfaction level
75%
86%
115
KTM Komuter load factor
75% - 80%
92%
87
KTM Komuter on-time performance during AM Peak (within 10 minutes)
95%
97.5%
(Average Jan - Dec)
103
Stage bus AM Peak load factor
80%
69%
81
Number of additional parking bays at Klang Valley Rail Network
2,100
2,407
115
Number of KL Budget Taxi Fleet - at par with ASEAN Best-in-Class
4,100
3,788
92
TOTAL
99%
2015 KPI TABLE

No
KPI
Target
AM Peak public transport ridership (GKL/KV)
550,000
Urban Public Transport customer satisfaction level
75%
Number of KL Budget Taxi Fleet - at par with ASEAN Best-in-Class
4,100
KL Monorail Expansion Project: Number of 4-car train sets delivered and

commissioned
Bus Rapid Transit Corridor 1 (KL - Klang) project: LOA issued
100%
Percentage of completion on the streamlining of Klang Valley Stage Bus

Network according to Corridors
100%
Percentage completion of design for the KTMB Ticketing System (AFC)
100%
ITT Gombak Project: Finalisation of the Supplementary Agreement
100%
12
71
Longest BRT route in Klang
Valley linking Kuala Lumpur to Klang is in

the planning stage and has been proposed.
However, implementation of the project is
subject to the Governments approval on its
funding structure
Park and Ride completed in

2014: Shah Alam (558 bays),
Padang Jawa (102 bays), Ampang
(1,140 bays) and Asia Jaya (607
bays), which total up to
2,407 bays
With an additional two lines introduced (Blue and Red lines)
beginning May 2014, the daily ridership for GoKL city bus increased to
35,000
passengers
Public transport
AM Peak ridership
increased to 455,728 (target 2014: 470,000).

There are improvements in the public
transport system such as better integrated
terminals, increased capacity of the rail
service and reduced headway of public
transport services
72

Implementation of
the Passenger
Information Display
(PID) at 58 major bus stops
in the Klang Valley to provide

estimated arrival times for buses
servicing specic routesthis was
completed in 2013
New Pasar Seni and

Munshi Abdullah city
bus terminals
KTM Komuter
service improved:
Waiting time reduced

by 15 minutes from
30 min to 15 min
Based on 2014 trafc

survey, the load factor for
KTM Komuter increased to
92%
that help to decongest Kuala

Lumpur central business
districts by regulating bus
travel into the city and
redirecting bus trafc to the
terminals to ensure the most
efcient ow
On time-performance during
AM Peak for KTM Komuter
increased to 97.5%
AM
73
RAISING LIVING
STANDARDS OF
LOW-INCOME
HOUSEHOLDS
74

Lives and
Livelihood
ur aim in the implementation of the Raising Living Standards of LowIncome Households NKRA (LIH NKRA) initiatives is straightforward
improving lives by improving livelihoods. Over the years, our country has
seen signicant changes in both economic and nancial development, as
well as in the composition of our low-income groups. However, there were pockets
of low-income rakyat that remained regardless of Government efforts, and hence
the founding of the LIH NKRA to reach out to them.
The LIH NKRA supports low-income groups through the delivery of direct
assistance and nancial empowerment training and support. As sustainability is
a key priority for us, we place greater priority on skills and vocational training and
nancial empowerment. However, we have also identied vulnerable groups that
require immediate and targeted assistance, and for them we have implemented
community feeding and healthcare programmes to place them on a stronger
footing before delivering skills training.
Our assistance is mainly delivered through our agship 1AZAM (Akhiri Zaman
Miskin) Programme, which offers support and training in four key work streams
as well as to the urban poor. We recognise that the low-income groups in Malaysia
come from diverse backgrounds and have unique needs that cannot all be met by
a single delivery framework. While we maintain a universal and general philosophy
in the LIH NKRA, we are dependent on the expertise and support of our partners to
identify the best ways to deliver assistance to targeted groups.
Moving forward, we will be doing even more for our programme participants through
the introduction of the Beyond 1AZAM Programme. We started the pilot project in
September 2014 with the aim of helping our successful 1AZAM participants further
develop their capacities to similarly further increase their incomes. The Beyond
1AZAM programme aspires to arm our participants with advance entrepreneurial
and business skills, e.g. marketing, promotion and distribution, to help them further
enhance their earning potential.
Our hope is that

the Beyond 1AZAM
programme will
create a generation
of successful
entrepreneurs
and service
people comprising
participants who
were once deemed
as low-income.
Dato Sri Rohani Abdul Karim
Minister of Women, Family and Community Development
We are excited by some of the prospects who have already come through the
basic 1AZAM programme, and we believe that they have what it takes to become
even greater contributors to national wealth. Our hope is that the Beyond 1AZAM
programme will create a generation of successful entrepreneurs and service
people comprising participants who were once deemed as low-income.
75
PROVIDING
OPPORTUNITIES
TO MOVE ABOVE THE POVERTY LINE INDEX (PLI)
alaysias commitment to
poverty eradication has a
historical link to the past.
When the country rst became an
independent nation, it emerged as
a country still largely dependent on
the agricultural produce of its rural
communities. In 1970, almost fully
half of all Malaysians were deemed
to be living in poverty. This would
be improved over the years through
the intervention of Government
development programmes, and by
2012, less than 1.8% of Malaysians
were living in poverty. 1
Nonetheless, the commitment of

the Government to a high-income,
developed nation required that more be
done for those remaining living under
the poverty threshold, and this became
the rationale for the LIH NKRA.
The LIH NKRA is committed to the
betterment of the lives and livelihood
of low-income Malaysians in line with
the countrys development philosophy
of inclusivity. Even as both the ETP and
GTP programmes continue to drive
Malaysia up the value chain, the LIH
NKRA is committed to the equitable
distribution of prosperity and wealth to
ensure that all Malaysians will be able
to enjoy the fruits of progress.
76
The initiatives of the LIH NKRA

promote equity between the economic
classes by providing assistance to
the low-income group. These efforts
are divided into two categories: to
provide direct assistance to hardcore
poor, poor and vulnerable group and
secondly, to empower them to nd
sustainable and meaningful incomes.
Participants are drawn from the
national eKasih database and receive
skills and vocational training under the
1AZAM (Akhiri Zaman Miskin or Ending
the Era of Poverty) Programme.
Since the start of the GTP, more than
50% of low-income households, or
188,000 rakyat, have been moved out
from that category thanks to the efforts

of the Government, including those
under the LIH NKRA and other poverty
eradication programmes. In addition to
these initiatives that deliver economic
empowerment, economic enablers are
provided through initiatives such as:
direct assistance such as food baskets,
healthcare, KEDAP (Kelas Dewasa
Untuk Orang Asli dan Penan or Adult
Classes for Orang Asli and Penan),
senior care, housing facilities and most
importantly, to give opportunity for the
low income groups to generate income
via 1AZAM Programme.
1
In 2009, prior to the start of the GTP, the

Household Income Survey showed that the
incidence of poverty in Malaysia was 3.8 %.
The NKRA continued to see achievements in 2014, including:

Ensured that 24,646 1AZAM participants (target: 28,900 participants)
raised their income by RM300 for any three months
1
To measure the effectiveness of the 1AZAM programme, the LIH NKRA monitors
participants post-programme to ensure that they put the skills acquired to use.
Changes in their income levels are measured and the participant is deemed to be
successful if he or she raises their monthly take home income by at least RM300
for any three months.
Increased collaboration with NGOs and corporate sector partners
The Government recognises that winning the ght against poverty cannot be an
individual effort and has enlisted the help of partners including non-governmental
organisations (NGOs) and private corporates to fund and support programmes. In
2014, 46 programmes (target: 36 programmes) were implemented together with
these partners.

Low-Income Households as at end of 2014
In the last 4 years,a total of 275,644 people have been upgraded to Terkeluar
status from the list mostly due to increase in income levels
589 Others
6,072
168,483
Individuals participate
in the 1AZAM programme
275,644
Deaths
Terkeluar
6,952
55,944
Focus Group
Verication
1AZAM participants
Increase their income
40,455
14,699
Vulnerable Poor
Cannot be
traced
64,689
Individuals participate in
nancial literacy programme
127,328
Poor
5,300
59,623
Women entrepreneurs trained
Extreme Poor
90%
247,332
Total
503,040
Increased
in income
Total
275,644
Cumulative Figure increase in income by RM200 in 2012 and RM300 in 2013 & 2014. Programme started from 2012 onwards
These achievements, and others, are

the result of initiatives undertaken
in 2014 designed to enhance and
improve the delivery of programmes
to the targeted groups.
At the same time, the LIH NKRA

is also taking signicant steps to
evolve in 2015 and beyond. Over the
last ve years, the focus of initiatives
implemented was to provide basic
Initiatives undertaken are as follows:

Improving monitoring and evaluation of 1AZAM participants
The LIH NKRA team continued to enhance their monitoring of 1AZAM participants
post-programme to ensure that the skills and support acquired have boosted
their income levels. The benchmark of success is for the participants to raise
their income by RM300 in any three months during the year. The monitoring
and evaluation is conducted at the grassroots level, which can be a resourceconsuming endeavour. To assist in these efforts, the LIH NKRA has solicited the
help of other federal and state agencies such as the Ministry of Women, Family
and Community Development (Kementerian Pembangunan Wanita, Keluarga dan
Masyarakat or KPWKM).
foundational skills necessary to help

participants free themselves from
poverty, but the next few years will see
initiatives implemented to help them
become nancial successes.
Dubbed the Beyond 1AZAM Programme,
the LIH NKRA will tailor upskilling
initiatives targeted at successful 1AZAM
participants in a bid to help them further
enhance their businesses through
advanced courses such as online
marketing and market diversication,
as well as micro credit nancing. Some
2,000 successful 1AZAM participants
were selected for the pilot programme
that began in September 2014, with
the results of the programme to be
published in 2015.
Delivering economic enablers to vulnerable groups
The LIH NKRA has made the delivery of economic enablers to groups in need
of aid such as the Penan community in East Malaysia and Orang Asli groups in
Peninsular Malaysia a key focus these past two years. From improving health
and nutrition to providing home help services, these enablers are changing the
lives of these vulnerable groups and helping them become economically selfsustaining individuals.
77
1AZAM: HELPING LOW-INCOME

GROUPS HELP THEMSELVES
AZAM is a comprehensive
programme cutting across
Ministries and agencies in regards
to implementation. As the figure
below shows, 1AZAM implementation
is the result of collaboration between
federal, state, district and municipal
authorities as well as other agencies
such as Kolej Yayasan Sabah.
The 1AZAM programme is divided
into three distinct phases. In the
rst phase, the 1AZAM programme
focused on increasing participation by
encouraging low-income individuals
to register themselves with the
eKasih database. In the second phase,
1AZAM focused on delivering incomeenhancing initiatives to participants
based on the KPI of a RM300 increase

for any three months within the year.
The aim is to help participants increase
their incomes, and perhaps more
importantly, to sustain that increase.
In the third phase, which will begin in
2015, LIH NKRA will implement the
Beyond 1AZAM Programme, which
is designed to further boost the
income levels of successful 1AZAM
participants. Beyond 1AZAM is selective
and will only enrol participants
who have successfully raised their
income levels, and show promise
for further development. Beyond
1AZAMs benchmark of success is for
participants to raise their incomes by
a further 50%.
1AZAM is a comprehensive
programme cutting across
Ministries and agencies in
regards to implementation.
1AZAM Programme implementing structure
1AZAM Programme
AZAM Tani MOA
1. LKIM
2. DOA
3. FAMA
4. MADA
5. KADA
6. MPIB
7. MARDI
8. TEKUN
9. DVS
10. LPP
11. Jab Perikanan
78
AZAM Bandar
KPKT
NGOs
1. PPMM
2. DUIT
3. WIBA
4. PK1M
5. Marhabah
6. WEST
AZAM Niaga &

Khidmat- KPWKM
1. JKM
2. LPPKN
3. JPW
AZAM Niage &

Khidmat- AIM
AZAM KerjaMOHR
%UDQFKHVDWVWDWH
DQGGLVWULFWOHYHO
%UDQFKHVDWVWDWH
DQGGLVWULFWOHYHO
1AZAM Sabah
-7.6DEDK
.%6
.ROHM<D\DVDQ6DEDK
<D\DVDQ6DEDK
<80
YHQGRUV
0$),
1AZAM Sarawak
3HM'DHUDK
0DM'DHUDK
0DM3HUEDQGDUDQ
4. KKWPK
5. BDA
6. DBKU
7. DOA
8. FAMA FELCRA
*LDW0$5$
,$'$.DODND6DULEDV
11. IADA- Samarahan
12. JKMNS
13. JTK Sarawak
14. LKIM
15. LLM
16. MARA
17. SEDC
18. STIDC
19. UPUB

In 2014, the LIH NKRA continued to

focus its initiatives on the second
phase, namely to raise income levels
and monitor participants to ensure
they sustained the income increase.
Income enhancement was conducted
via the core 1AZAM programme, which
is divided into ve streams:
The journey of the 1AZAM Programme
Participation
$=$03URJUDPPH
6WDUWHGLQDQGRQJRLQJ
AZAM Kerja
5HJLVWHUHGLQeKasih
Income
Generating
Graduate
$=$03URJUDPPH
LQFUHDVHLQLQFRPHE\
50LQDQ\PRQWKV
%H\RQG$=$03URJUDPPH
6WDUWHGLQDQGRQJRLQJ
6HOHFWLYH
1HZSURJUDPPHDQGZLOO
FRPPHQFHLQ
AZAM Niaga
AZAM Khidmat
AZAM Tani
Indicator
3DUWLFLSDWLRQLQ
HFRQRPLFSURJUDPPH
Indicator
Indicator
,QFUHDVHLQLQFRPH
6XVWDLQDELOLW\
LQFUHDVHIURP
H[LVWLQJLQFRPH
([LWIURPWKHSURJUDPPH
AZAM Bandar
In 2014, 24,646 1AZAM participants

raised their income by RM300 for any
three months, which represents 85%
of the LIH NKRAs KPI for 2014. The
requirement that participants sustain
income growth over a period of time is
important because the aim is to create
sustained, long-term change rather
than one-off benets. Sustained income
growth over a period of time is evidence
that the recipient has sufciently
changed to be self-subsistent.
streams. Vendors have since been

required to conduct more thorough
needs analysis in screening potential
participants to obtain a more stringent
selection of participants interested in
joining the AZAM programmes. This has
yielded some improvements in 2014.
Participants in the programme are

drawn from the eKasih database which
tracks and monitors the impact of service
delivery on programme participants.
The eKasih database creates data that
can be used for the NKRA analytics to
determine how to better serve the lowincome group. The Ministry is committed
to selecting 1AZAM participants from
the eKasih database and will continue
to work across all agencies to prioritise
eKasih registrants.
the large number of programme

participants;
the de-centralised location of
participants; and
the amount of effort required
to provide regular and timely
monitoring of their progress.
In 2013, problems were encountered

where participants were not being
directed to the right AZAM channels
or were channelled into unrealistic
However, monitoring the progress and

development of programme participants
at the grassroots level remains a
challenge due to several reasons:
The LIH NKRA continues to work with

its programme delivery partners and
NGOs to identify a better framework to
conduct the monitoring and evaluation
part of the programme.
Feedback from delivery partners
and from empirical observations
also suggest that some of the AZAM
recipients tend to be resistant to longterm change, which sets back efforts

to help develop long-term change
in their financial habits. Mitigation
efforts such as motivational workshops
are constantly held to help change
their mindsets, and the monitoring
and evaluating (M&E) framework is
regularly tweaked to better reect the
reality on the ground. The LIH NKRAs
collaboration with NGOs to help with
M&E has shown some success and
there are plans to further leverage this
relationship in the future.
Finally, attention has been drawn to
cases of discrepancies by LIH NKRA
vendors in the Auditor Generals Report.
Stern action will be taken against
underperforming partners, such as
show cause letters and warnings issued.
Continued underperformance will lead
to the cancellation of contracts and
further action where appropriate.
The following section details the
unique training and support provided
by each AZAM work stream and its
targeted audience.
79
AZAM Kerja
AZAM Kerja aims to place lowincome workers in jobs that will help
them increase their income through
more steady and meaningful work in
the service sector. The programme
focuses on various careers that are
suited for individuals with little to no
qualications. The programme also
helps provide training and instruction to
help them meet the job requirements.
To further expand its offering, in 2014,
the AZAM Kerja programme piloted
a Work Voucher Programme in ve
states: Kuala Lumpur, Selangor, Perak,
Negeri Sembilan and Johor. Each state
was assigned 20 places for participants,
who were assigned part-time work
in jobs such as in convenience stores
and petrol stations near their homes.
Workers received daily pay in the form
of work vouchers for their days work.
One of the key challenges faced in the

deployment of the programme was the
lack of participation from the targeted
groups. For example, in Johor, Negeri
Sembilan and Selangor, only 12 of the
20 places were lled by workers. The
delivery team also encountered some
setbacks in terms of nding companies
willing to cooperate.
Standard Operating Procedures (SOP)
for the programme will continue to be
improved moving forward to increase the
participation rate. The LIH NKRA team
is also working with agencies under
the Ministry of Human Resources
(Kementerian Sumber Manusia or
KSM) to streamline the processes
and procedures of the Work Voucher
Programme to make it more attractive
to target groups.
Boosting employment
prospects through
AZAM Kerja
AZAM Kerja is helping to bring
employers and employees in Malaysia
together as part of its overall objective
to raise income levels by providing wellpaying jobs to targeted recipients.
Under its job placement initiative,
AZAM Kerja pairs qualified employees
with participating employers, such as
LaJoise beauty salon, which has hired
two AZAM Kerja participants.
We are hoping to help create a
generation of skilled youth with good
career futures to help raise the financial
status of the individuals, their families
and the country, Wan Adilah Syahirah
Wan Jaafar, the General Manager of
LaJoise says.
However, she adds that not everyone
who participates in the AZAM Kerja
programme is automatically selected
for employment as LaJoise needs to
pick the candidates that best meet its
criteria. Wan Adilah says that LaJoise
has been a participant of the AZAM
Kerja Programme since 2013, and has
since trained 26 participants.
Under the AZAM Kerja Programme,
participants are provided a place to stay
and training in their chosen profession
to give them the skills necessary to
seek further gainful employment and
become financially independent.
Nurul Hazra Roslang, 18, is an AZAM
Kerja participant presently working at
the LaJoise outlet in Klang, Selangor.
A fresh secondary school graduate, she
says getting a job right out of school
was a dream come true.
In addition, she says that she is receiving
proper skills training during her time at
LJoise, which she hopes will help her
towards her aim of setting up her own
beauty salon some day.
AZAM Kerja participants are given job placements as beauticians at LaJoise
80

Building capacity to help reach goals

Clarisa Balicao, a resident of Kota
Marudu in Sabah, is one of the
beneficiaries of the AZAM Kerja
programme. Formerly a worker
at the Magical salon, Balicao has
now taken over the salon and pays
the former owner in instalments.
As an AZAM Kerja programme
participant, she received training
in areas related to her businesss
activitiesfacials, hair styling and
beauty therapyand she now
earns between RM6,000 and
RM8,000 per month.
Through the AZAM Kerja programme Clarisa Balicao now owns her own hair salon.
She can now earn up to RM8,000 in a single month.
While not every AZAM Kerja

participant ends up owning
their own store like Clarisa,
every participant will receive an
opportunity to develop valuable
employment skills in various
sectors. Through job placements,
the AZAM Kerja programme
provides workers with on-the-job
and business experience.
Im happy. The courses I took organised by AZAM

Kerjas Train and Place programme have really helped.
I now see about a hundred customers every
month who come for haircuts, hair styling
and treatment. But I would still like to
expand if I could.
Clarisa Balicao
Beauty Salon Owner, Kota Marudu, Sabah
81
AZAM Niaga
AZAM Niaga is a programme
targeted at budding entrepreneurs
who have the skills necessary to
start a small or sundry business
of their own. The AZAM Niaga
programme provides support in
the form of training and microcredit nancing to these individuals
to help fund their initial start-up
costs. AZAM Niaga participants are
expected to have some experience
running small-scale businesses to
qualify for the programme.
Saidah Samadi set up her very own cooking classes with the help of AZAM Niaga
The biggest change

is that I always have
money in my pocket.
I no longer have to worry
about money at the end
of the monthwe have
the courage to change
the things we want and
expand the business.
I started with a small
turnover and now I have
a full-time worker and
two assistants. I never
thought I would have
these things.
Saidah Samadi
Bakery Owner, Ipoh, Perak
82
Funding initial start-ups

to unlock potential
Saidah Samadi, 48, has always had an entrepreneurial
nature. Upon the request of her daughter, she took it
upon herself to learn how to cook and make kuih. When
friends started asking her for the recipes or to teach them,
she decided to hold classes and started selling her culinary
products through agents and online through Facebook.
The Ipoh, Perak, residentt was
a beneficiary of the AZAM
AM
Niaga programme, which
h
helped develop her cooking
ng
classes and also her culinary
ary
offerings. Saidah says herr life
has transformed tremendously
dously
since then.
Saidahs dream now is to
get her Sijil Kemahiran
Malaysia (SKM) Grade
2 qualifications so that
she can teach at the local
community college. She
also has plans to open a
store to further expand
her reach.

AZAM Tani
AZAM Tani supports income
growth of participants by focusing
on agro-related businesses such
as poultry farming, cash crops and
aquaculture farming. Participants
are assigned projects based on
their ability, expertise and the
needs of the participant. AZAM Tani
supports participant development
through nancial aid, capacity
training, providing technical
expertise and other facilities.
Growing incomes by helping

support agri-business
Hassim Mohammad Hussain, 50, says
that one cannot entertain thoughts of
giving up if one is a farmer. Formerly a
menial labourer who planted corn in his
spare time to generate additional income,
Hassim is today a full-time papaya grower
due to the help and training he received
from AZAM Tani.
Hassims story is an indication of how

the programme works by focusing its
efforts on participants with a strong work
ethic and experience in the agricultural
field. The hope is that the provision of
these amenities will help the business
succeed and thus uplift the participants
from poverty.
I initially experienced challenges

marketing my fruit, but after a year
of participation in the AZAM Tani
programme, opportunities began to
present themselves to me and demand
for my papayas grew, Hassim adds.
A father of eight, Hassim is one of the
biggest papaya producers in Alor Setar,
Kedah. He received about RM8,850
worth of equipment from AZAM
Tani in 2011 from Muda Agricultural
Development Authority (MADA
or Lembaga Kemajuan Pertanian Muda)
authorities under the AZAM Tani
programme at the start and now sells
about a tonne of papayas each day
to five buyers.
Demand is still growing and some are
even interested in exporting to Thailand,
he adds. His income has grown more
than five timesfrom between RM800
and RM1,000 per month to between
RM5,000 and RM6,000.
Photo courtesy of Sinar Harian
83
From factory worker to regional quail supplier

Asbdullah Ali, from Nibong Tebal
Penang, has seen his monthly salary
as a factory worker of RM900 grow
exponentially since being selected
as a participant of the AZAM Tani
programme. Today, Asbdullah is a
successful supplier of frozen quail
meat, which has been marinated
with a special homemade recipe.
I used to ferry quail food and my
children to school at the same time,
all cramped and congested, the
poultry farmer says of the days when
he used to drive a Perodua Kancil.
Sometimes, I felt upset thinking
of my childrens fate. Now, I have
a truck to take them to school with
better comfort and safety. I am happy.
I am very grateful.
As a participant of the AZAM Tani
programme, Asbdullah received
RM9,000 worth of assistance from
the Federal Agricultural Marketing

Authority (FAMA) to expand his
existing quail business, which he ran
on the side together with his wife
while he was a factory worker.
At that time, Asbdullah says, they had
insufficient volume to ever see any
real profits. The assistance from
FAMA gave them the capital
apital
to purchase 4,000 baby
quails for breeding as well
as the necessary equipment.
ment.
In 2009, the couple had
d
around 200 quails.
Photo courtesy of
New Straits Times
Today, Asbdullah is onee

of the main suppliers off
quail eggs and meat in
Seberang Prai Selatan,
Kedah and Perak and
rears between 15,000
and 20,000 birds.
AZAM Tani changes the life of a satay seller

Azemi
Majid laboured as a factory
A
worker
for most of his life, earning
w
barely
enough to support his family.
b
At
A age 46, he decided to resign from
his
h position and set up his own satay
stall
st with his gratuity of RM5,000 in
Shah
Alam, Selangor.
S
I paid my debts in full. Then, I rented
the
th lot here, bought a freezer, blender,
grill
gr and meat. I had to work every day
for
fo the first six months, he says.
Photo courtesy of
New Straits Times
84
Bringing
home a monthly income
B
of
o between RM700 and RM800
was
w not a significant improvement
over
ov his previous work as a factory
worker.
However, all that changed
w
after
f he was selected to be a
participant in the AZAM Tani
Programme by the Malaysian
Pineapple Industry Board (MPIB).
Azemi received equipment and

appliances (worth a total of RM9,000)
to upgrade his stall, and was also
provided with business skills training
to enhance his capabilities. His capacity
grew significantly, and he now brings
home a monthly income of between
RM3,500 and RM4,000.
I still work daily to make sure business
runs smoothly but I dont have to worry
where my next meal is coming from,
he says. More importantly, I am doing
something I am passionate about.
His AZAM Tani trainer, Ahmad Miqdad
Mohsin, says that Azemi is one of the
18,000 poor individuals enrolled in the
programme from which there have been
many success stories. Azemi is doing
well, he adds, because he is applying the
skills learnt during training.

AZAM Khidmat
The AZAM Khidmat programme is
directed at low-income individuals
interested in working in the service
industry either as an entrepreneur
or as a worker. Similar to the
AZAM Niaga programme, AZAM
Khidmat provides support in the
form of training and nancing
for participants looking to start
their own small service provider
businesses.
Providing relevant training

to help businesses thrive
Sharifah Junaidi Sayed Idrus owns
and operates her own salon and spa
in Perak. A participant of the AZAM
Khidmat programme organised by the
Perak state government, Sharifah has
been generating a steady income from
her enterprise. She received training
as well as equipment for her salon.
In the past, my income was not stable

compared to now when my monthly
income, even with a few clients, can
come up to RM3,000. On some days,
I earn more than RM400 a day.
Sarifah Junaidi is a small service provider and owns Usahawan Salun & Spa. She diversied
her business and improved prospects through training under the AZAM Khidmat programme
85
AZAM Bandar
AZAM Bandar is directed at helping
the urban poor raise their level of
income by providing appropriate
training, capital and equipment to
help them either nd employment
or start their own businesses. AZAM
Bandar also helps participants
identify how they can grow their
businesses to boost income and
diversify their revenue streams.
Improving livelihoods in cities around the country

The LIH NKRAs AZAM Bandar
initiatives are held in cities throughout
the nation and not just in the Klang
Valley. Implemented together with
local NGOs, the AZAM Bandar
work stream is helping transform the
earning potential of the urban poor
to make them positive contributors
to the economy.
In Kelantan, the Malaysian
Businesswomens Association
(Persatuan Wanita Dalam Bisness
Malaysia or WIBA) has been actively
running vocational training courses
since 2013. According to WIBAs
chairperson Nor Faizah Mohd
Noor, about 92% of the participants
drawn from the eKasih database have
managed to increase their monthly
income by RM300 for three months
in 2014.
We run practical skills workshops
such as sewing and retail workshops,
Nor Faizah says. At times, we
even help them set up their online
marketing distribution points and
set up kiosks for them at farmers
markets.
86
WIBA runs a monthly programme

to help its participants market their
products by organising monthly
trips to farmers markets as well as
other retail locations. According to
Nor Faizah, this has worked very
well and she plans on continuing
the programme next year.
But as with other programme
implementers, Nor Faizah says that
the biggest challenge faced by WIBA
is in changing the mindsets and
attitudes of participants.
When they finish the programme,
they are initially very excited but this
doesnt last, she says. When we did
follow-up monitoring sessions, we
found that a minority of them have
not put the skills acquired to work.
We have to keep calling on them and
visiting their houses to encourage
them to put in the effort.
Nor Faizah adds that although the
92% achievement rate is laudable,
she believes that she can reach out
to the remaining 8%. She says that
post-programme follow up sessions
are critical because the programme

only lasts eight days and participants
then attend a two-day motivation
workshop. Ten days, she says, is
not enough to change mindsets
and attitudes.

VULNERABLE GROUPS:
HELPING THEM BECOME INDEPENDENT
PINEAPPLE FARM
GIVES SECOND CHANCE
TO RECOVERING DRUG
ADDICTS
Under AZAM Tani, the Ministry of
Agriculture (MoA) has been working
with the Malaysian Pineapple Industry
Board (MPIB) and the Cure & Care
Rehabilitation Centre (CCRC) to provide
gainful employment to recovering drug
addicts at a farm in Jelebu, Negeri
Sembilan. This programme is part of a
wider initiative focused on vulnerable
groups including Orang Asli, single
mothers and disabled persons.
The farm in Jelebu commenced
operations in 2013 on 40 acres of land.
In the rst phase of the project, the
farm planted 20 acres of land growing
two types of pineapple varieties, i.e.
N36 and Yankees. The fruit has seen
signicant demand from area residents
as well as from fruit dealers.
In the meantime, the programme is

giving recovering drug addicts a sense
of purpose and income to prevent
them from relapsing into drug abuse.
The example of the Jelebu farm is a
strong endorsement of the success
of the LIH programme in helping lowincome vulnerable rakyat while at the
same time raising the prole of the
regional economy.
HELPING HIV+
WOMEN BECOME
SELF-RELIANT
Women diagnosed with HIV are among
some of the most vulnerable groups
in Malaysia. Usually catching the
infection from their husbands, these
women typically have young children to
care for and thus nd employment and
income opportunities very limited.
To help these women increase their
income to better support their families
and themselves, the LIH NKRA
together with the Ministry of Human
Resources Department of Labour
and AIDS NGO Pertubuhan Masyarakat
Prihatin established a community
sewing project in Bachok, Kelantan.
Under this project, the participants
were given sewing equipment and
training to produce textile goods for
sale to the community. A play area was
also set up for their children so that

they no longer had to keep a constant
eye out on them.
Ten HIV+ women participated in the
project, which aims to create sufcient
income for them to purchase basic
goods such as milk powder and diapers.
On average, participants managed
to earn about RM500 a month. While
project participants experienced
initial problems in breaking into the
market, efforts by the implementation
teams have managed to overcome
this problem by securing orders from
nearby schools.
The project has made the women
more self-reliant and equipped them
to better care for their children by
providing them with employment in a
eld that ts their condition. The aim
is to expand these projects nationwide
such that any rakyat with vulnerabilities
will receive the opportunity to improve
their own livelihoods.
87
DEVELOPING ECONOMIC ENABLERS

FOR LOW-INCOME GROUPS
he focus of the LIH NKRA was

expanded to include delivering
economic enablers as it quickly
became clear that building skills and
providing opportunities alone are
insufcient in helping low-income
individuals if their capacity to work
is affected by obstacles due to their
circumstances in life. There are cases
where the incomes remain stunted
not because of the lack of opportunity
or desire, but simply because the
individual cannot afford to do so.
To resolve this issue, the LIH NKRA
has started delivering economic
enablers to targeted communities
to complement its empowerment
work with 1AZAM. At the same time,
it has also delivered enablers that
are tailored to the specic needs of
vulnerable groups, such as the Orang
Asli and Penan communities.
The LIH NKRA team has sought the
assistance and expertise of external
partners including NGOs and corporate
partners to help execute and support the
delivery of enablers. Furthermore, as
NGOs have long-standing relationships
with some of these communities, they
are better positioned to identify the
needs of the community.
Nonetheless, the LIH NKRA team
believes that its collaborative work
with its external partners can still be
further improved. For example, one
problem that has cropped up is the
misalignment of the Corporate Social
Responsibility (CSR) vision with the LIH
NKRAs poverty reduction objectives.
88
This issue is to be resolved by further

expanding the LIH NKRAs network of
partners and by deepening its working
relationships with partners so that it
can bring delivery of initiatives to the
next level.
The following section details the
economic enablers which formed the
core focus of the LIHN NKRAs delivery
initiatives in 2014. The enablers were
selected as the result of a needs analysis

and in terms of the impact they would
have on the targeted community.

Providing food baskets

for urban poor
One of the key Food Basket Programmes
delivered in 2014 is the Titipan Kasih
Programme, which is administered
by the Ministry of Urban Wellbeing,
Housing and Local Government
(Kementerian Kesejahteraan Bandar,
Perumahan dan Kerajaan Tempatan or
KPKT) together with the NGO MyKasih
Foundation. The programme is targeted
at the hardcore poor identied under the
eKasih database who meet the following
additional criteria:
The head of the household is less
than 60 years old
The household contains at least
ve persons
Per capita earning of the household
is less than RM120 monthly.
Under the programme, the household
receives RM80 per month, which is
directly credited to the recipients
MyKads. The household head is also
required to make use of the funds at
selected outlets such as Mydin, Giant,
Econsave, etc. The funds are only
eligible for the purchase of essential
items including rice, our, cooking oil,
sugar, salt, condensed milk and eggs.
In 2013, 3,200 households from
across Malaysia participated in the
programme.
The distribution of food aid through
Titipan Kasih follows a stringent process
which begins with the registration of
the household on the eKasih database.
The selected recipients are forwarded
to MyKasih, which conducts on-theground checks to verify the eligibility
of the recipients. A second round of
checks is conducted by KPKT before
disbursing the funds to MyKasih

which in turn distributes the funds
to the recipients.
While the Food Basket Programmes
will continue into the future, the longterm sustainability of the programmes
is contingent on the identication of
more sponsors to help offset the cost
of the programmes.
89
Delivering home help to

seniors and homes with
disabled children
Low-income individuals are sometimes
constrained by their obligations to their
elderly parents or disabled children
and thus unable to work regularly. To
help free them from some of these
obligations, the LIH NKRA has worked
together with the Community Welfare
Department (Jabatan Kebajikan
Masyarakat or JKM) to expand its
Home Help Programme.
JKMs Home Help Programme is being
run together with NGOs to provide aid to
senior citizens. Through a collaborative
effort, vulnerable groups are identied
and the NGOs fund the delivery of the
aid required. In 2014, the programme
was running in 222 Parliamentary
locations with the assistance of 124
District Community Welfare Ofces.
One challenge of this initiative is
that some of the NGOs are not
sufciently trained to deliver the care
required. Remedial training is being
implemented for these volunteers to
help improve their quality of service.
90

Improving connectivity
for Orang Asli
Reliable roads and other forms of
public transport is a key economic
enabler allowing remote Orang Asli
residents to access the market or
areas where there are jobs.
For the Orang Asli community in
Temenggor, Perak the trip to the
nearest major city, Gerik, has been cut
from four to ve hours by road to about
40 minutes, says Hj Abdul Wahid, the
Director of the Orang Asli Affairs
Department for Perak State.
The community is using a ferry to
purchase supplies from the city and
tourists are also using it to visit the
community, Abdul Wahid says. The
ferry is denitely making an impact
on the lives of the community, but we
would like to improve this in future.
One concern that may be dissuading
greater use of the ferryit presently
makes only one trip back and forth
every daymay be the fare charged.
For a round trip, the cost is RM30
per person, which is cheaper than
the commercial fare. However, Abdul
Wahid says, it may still be a signicant
amount for the kampung folks.
Theres more than 3,000 people in the
kampung and although the ferry is at
capacity when it makes the trip back
and forth, this is only 20 people, he
adds. We are going to see if we can
lower the cost of operating the ferry
and perhaps reduce the fare charged.
As with the Temenggor-Gerik ferry
service, greater connectivity will
provide Orang Asli living far upstream
greater access to education, health
and economic opportunities to improve
their quality of life.
However, maintenance of roads,

prioritisation of communities and the
quality of the roads supplied are issues
that need to be resolved to ensure better
infrastructure delivery. To improve the
delivery process going forward, the
LIH NKRA will implement a stronger
monitoring and accountability system
post-implementation together with
the delivery partners.
Reliable roads
and other forms
of public transport
is a key economic
enabler allowing
remote Orang Asli
residents to access
the market or areas
where there are jobs.
91
DELIVERING
CLEAN WATER
IN ULU MUJOK, SIBU
he LIH NKRA continued to expand

the number of communities
targeted by LIH NKRA activities
and in 2014 widened its scope to
deliver clean water and sanitation to
the Iban people in Ulu Mujok, Sibu.
Clean water is a key enabler of health
and economic development, and must
be a priority in remote areas.
The aim of the RM1 million project is
to provide clean and treated water, and
proper sanitation for area residents.
92
When completed, the project is

expected to benet approximately 254
households consisting of 1,692 people.
The project includes the construction
of a dam as well as piping to deliver
water from treatment sources to the
homes themselves, which are sparsely
located within the region.
The provision of clean water is
expected to increase the quality of
health and thus provide the residents
with a better quality of life.

ENCOURAGING THE PRIVATE SECTOR

TO PLAY AN IMPORTANT ROLE
GOs and corporate partners

play an invaluable role in
the LIH NKRAs delivery of
programmes as their contributions
help sustain and further enhance
poverty eradication efforts. To facilitate
greater participation by NGOs and
corporate partners, the LIH NKRA is
implementing the following initiatives:
Matching NGOs with corporate

partners or individuals: To ensure
that NGOs receive sufficient
support in terms of corporate
donors and/or volunteers and
staff, the LIH NKRA will help NGOs
better publicise themselves to
potential partners, thus expediting
the matching process.
Presently, the LIH NKRA is using

mainstream media channels to
publicise the list of NGOs requiring
support but the team will eventually
set up a permanent online microsite to
promote the NGOs and their projects.
Expediting tax exemptions for NGOs

fighting poverty: NGOs actively
focused on ghting poverty and
providing support services such as
healthcare, shelter and education will
see their tax exemption applications
expedited under the LIH NKRA.
Encouraging NGO partners

to contribute their efforts
Siti Nur Mokhtar, the chairperson
of the Association of Malay
Professionals, Malaysia (Persatuan
Profesional Melayu Malaysia or PPMM),
has seen a significant change in the
delivery of programmes to lowincome groups since the establishment
of the LIH NKRA. What may be
the greatest benefit of the NKRA is
the level of awareness that the LIH
NKRA is generating, especially for
potential programme recipients.
Particularly for the LIH NKRA
where we are very much involved, we
find that the rakyat, in general, are
more willing to participate in initiatives
that have the potential to change their
lives and lifestyles, she says.
At the same time, PPMMs
engagement with LIH NKRA
activities has also raised the NGOs
delivery capabilities
and awareness of
the complexities
involved in the task
of poverty eradication.
n.
Our engagements viaa various
ect of poverty
Ministries on the subject
eradication is getting more and more
complex and fluid as we dive deep into
the process of programme delivery.
PPMM was founded in 2002,
and is focused on human capital
development in line with the nations
human capital plan outlined in Vision
2020. The aim of PPMM is to engage
the grassroots to build the capacity
of the target groups to contribute
to society through the delivery of
customised poverty eradication
programmes that are tailored
according to the initial project brief.
Siti Nur says that PPMMs

participation in the LIH
NKRAs activities has helped her
organisations voice be better heard
within the larger dialogue on poverty
eradication, and in their dealings
with the various Ministries when
discussing policy interventions.
We are pleased to say that the
programmes monitored by the LIH
NKRA are much more efficient and
meaningful, as relevant interventions
are introduced based on feedback
from the grassroots, Siti Nur says.
93
Emkay Group uplifts the lives of remote

Orang Asli community in Gerik
E
Emkay
Group has made helping
th
the Orang Asli community in the
Belum Temengor rainforest complex
B
a key part of its CSR efforts since
2008. Located in Gerik, Perak,
20
Belum Temengor is home to about
B
3,
3,800 Orang Asli from the Jahai
and Temiar tribes, says Emkay
an
Foundations General Manager
Fo
Zainon Kasim.
Z
One of the Foundations key activities
O
in this area is the delivery of basic
education to the children who
ed
otherwise receive no instruction.
ot
There is no school and no facility
T
offering any kind of childhood
of
education for the children, Zainon
ed
says. To help these children, we
sa
started setting up toy libraries which
st
are stocked with educational toys.
ar
We encourage children to come to
W
the library to play and they also learn
as they play. This basically gives them
a first taste of education. We now
have five libraries established.
There is no school
and no facility
offering any kind of
childhood education
for the children. To
help these children,
we started setting up
toy libraries which
are stocked with
educational toys.
Zainon Kasim
General Manager, Emkay Foundation
94
With the participation and support

of LIH NKRA, Emkay Group has
managed to expand the services
offered to the communities to the
mothers as well.
When I spoke with the MoHR, what

I was looking for was a body to provide
skills training for the mothers who have
nothing else to do, Zainon says. With
the LIH NKRA, Jabatan Tenaga Kerja
Perak now provides sewing machines
and they bring in employers and
teachers who teach them how to sew.
Since the programme was introduced,
the mothers of the children have been
actively involved in a lot of sewing
and beading arts and crafts, and are
also encouraged to make traditional
cultural products, she adds. These
crafts are then sold and the proceeds
go back to the mothers.
Its making a huge impact. From
earning nothing, the mothers are now
earning RM500-RM600 a month,
which is a lot of money for those living
in the jungle, Zainon says, and adds
that they are also teaching the mothers
how to count so that they can better
manage their money.
These projects are presently being
held in villages with a concentration
of between 100-150 villagers. Zainon
says that the work being done at
Belum Temengor has been extremely
fulfilling, and she hopes that other
corporate partners will replicate the
work that is being done there.

VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Mohammad Faizal Abdul Rahim
Head DMO for LIH NKRA,
Ministry of Women, Family
and Community Development
CHANGING MINDSETS
STILL THE HARDEST TASK
W
hat may arguably be the most important

requirement needed to break free from the clutches
of poverty is the right attitude and mindset, says
Mohammad Faizal Abdul Rahim. Unfortunately, he adds,
changing mindsets is also the hardest and most challenging
part about programme delivery.
The GTP was implemented almost five years ago so these

past two years have been very important for us in terms of
monitoring. On the strength of the Ministry alone (KPWKM),
we dont have the resources to monitor all 36,000 participants,
which is why we have engaged our agencies and partners in
every state to help us with this task.
Its hard to shift them from their present way of thinking

to ensure that they can sustain the assistance given by the
Government, he says. When we carry out follow up
checks with some programme recipients, we find that in
some rare cases, theyve done nothing with the assistance
they have been given.
While the LIH NKRA has met almost all its KPIs for 2014,
Faizal believes that the team can still be doing more. Theres
still room to improve, he says. We dont want our country
to be known as a welfare state, so we are going to do more
for our participants this year. For the participants who have
demonstrated that they are able to sustain their increased
incomes after participating in 1AZAM, we will enrol them in
our Beyond 1AZAM Programme.
The fundamental change introduced by the GTP programme

is the greater emphasis placed on teaching participants to fish,
rather than giving them the fish itself, Faizal adds. But this
requires work and effort on the part of the participants, and
some of them would rather continue to operate under the old
regime of direct assistance.
Nonetheless, these cases are few and far between as the LIH
NKRA initiatives have continued to overachieve on set KPIs.
However, Faizal adds, these achievements must be considered
with a pinch of salt owing to the floods that occurred towards the
end of the year that may have disrupted programme delivery
or the efforts of participants to increase their incomes.
Another challenge faced by the delivery team is the vast
number of participants that need to be monitored regularly,
he says.
The Beyond 1AZAM Programme is designed to further upskill

successful participants to make them greater financial successes
in their chosen fields. However, for the other group of 1AZAM
participants who have not managed to sustain their increased
incomes, the LIH NKRA will continue to work with them to see
how they can be further helped, he says.
Going forward, one of the improvements that Faizal would like
to see is the streamlining of the candidate identification process.
While he agrees that the eKasih database is an important tool
for selecting candidates, he believes that Ministries, through
their other work in the field, can also identify candidates
ready for 1AZAM. He says that this will be discussed with
the Implementation and Coordination Unit (ICU), which
administers the eKasih database, moving forward.
95
CONTINUING
TO MOVE MORE
FAMILIES
ABOVE THE PLI
T
he LIH NKRA will continue to

rene its programme delivery
to recipients, particularly in the
areas of monitoring and evaluation
of its AZAM participants. While some
participants have shown signicant
progress in terms of bettering their
incomethus transforming their lives
and livelihoodmany still fail to break
free from the cycle of poverty.
96
Meanwhile, the delivery of economic

enablers will also continue to be a
priority even as the LIH NKRA team
explores with NGO partners options to
see how the needs of vulnerable groups
can be better met. The expansion of
the Penan mission to include dental
hygiene in 2015 is a good illustration of
how lives can be further transformed,
and the LIH NKRA is committed to
doing more of the same for other
targeted groups.

No
KPI
Target
Actual
% Achieved
Number of new 1AZAM participants monitored at the minimum of 6 months

after implementation
32,300
33,368
103
Number of existing 1AZAM participants who increased their income by

RM300 for any 3 months
28,900
24,646
85
Number of 1AZAM participants in Financial Literacy Programme
32,300
28,518
88
Number of 1AZAM projects in colloboration with NGOs and Corporate Sector
36
46
128
Number of 1AZAM Community/ Group Based Programmes
77
77
100
To ensure 100% updates in eKasih
100%
100%
100
Number of graduated 1AZAM participants who obtained Micro Credit loan
500
555
111
TOTAL
102%
2015 KPI TABLE

No
KPI
Target
Number of new participants participating in 1AZAM programme
23,200
Number of new and existing 1AZAM participants who increased their

income by RM300 for any 3 months
24,669
Number of 1AZAM participants in Financial Literacy Programme
23,200
Number of 1AZAM projects in colloboration with NGOs and Corporate Sector
36
Number of 1AZAM Community/Group Based Programmes
60
Beyond 1AZAM participants who obtained minimum 50% increase

in income from existing 1AZAM projects for a consecutive 3 months
2,100
Percentage of updates recorded in eKasih
100%
97
168,483
individuals
participated
in the LIH NKRAs agship
1AZAM Programme since 2011
64,689
individuals
participated
in nancial literacy
programme since
implementation
in 2013
In the last 4 years, a total of
275,644 people
have been upgraded to Terkeluar
or moved out of poverty status,
which was 90% due to increase
in income levels
98
33,368 new
participants
in the 1AZAM Programme.
The programme is designed to empower
low-income households with the
necessary skills and support to be
nancially independent
5,300 women
entrepreneurs
developed to achieve economic
empowerment and increase income
levels from 2010-2013
Enhanced the role of
NGOs and
Corporate
Partners
in alleviating poverty through the implementation,
monitoring, coordination and acceleration of delivering
aid to the low-income target groups.
Examples of NGOs and Corporate Partners:
Love Cheras, KSKA Penyayang, Malaysian Care, Muslim
Aid, Persatuan Orang Pekak Malaysia, Yayasan EMKAY,
MyKasih Foundation, CIDB, ASTRO, GE, Media Prima,
AirAsia, Breakthrough, TESCO

Improved the lives of low-income households

in Sarawak through economic enablers
Food Basket
Programme
and Community
Feeding for malnourished children
Construction of a community
centre sponsored by CIDB in Long Keluan
implemented for the Penan Community
Built Klinik Desa in Teluk Melano
Provided
water and
sanitation
programme for
1,692
people
in Ulu Mujok
Improved the lives

of low-income
households in
With Yayasan Sejahtera, enabled

self-sustaining livelihood for
With ASTRO, increased

quality of life and access to
128 families
education for students
in Pitas
in Ranau
Sabah
With Sabah Society for
the Blind (Persatuan

Orang Buta Sabah),
through economic
enablers
upgraded existing reexology centre
With Association of Single Mothers,

Kota Kinabalu (Persatuan Ibu
Tunggal Kota Kinabalu),
provided facilities and equipment for
single mothers to upgrade their skills
and generate income
99
ASSURING
QUALITY
EDUCATION
Fueling and
fullling the
ambitions of
our young
o be an astronaut is the ambition of 12-year old Muhammad Izzawanie

Zaidie Hirul Nizam, a student at Sekolah Kebangsaan Tasik Chini in Pekan,
Pahang. If it comes true, Izzawanie will not only be the second Malaysian
to go into space, but very likely the rst Orang Asli to go into space.
While it may have once been but a wistful dream for him, it is today a realistic and
achievable ambition as he is part of the reason that SK Tasik Chini is now one of
the best performing schools in the country. So much so that the headmaster of
SK Tasik Chini is the leader of the only Orang Asli school in the country to have
been awarded a New Deal because of his efforts in improving student outcomes.
The Malaysian Governments initiatives to improve the quality of education through
our improvement of schools, teachers, principals and the education framework
boils down to just one thing: improving the quality of education received by our
100

students to ensure secure futures for them. In so doing, we also secure the future
of our country as we, like most countries around the world, require a well-educated
and skilled work force in our journey to become a high-income developed nation.
The Assuring Quality Education National Key Result Area (EDU NKRA) under the
GTP plays a vital role in fullling this ambition. Armed with thorough initiatives
addressing almost every aspect of a childs education from pre-school to secondary
school, the EDU NKRA has effected a transformative change in the basic elements
of our education system.
For example, there has been an increasing number of high performing schools
and a reduction in the number of low performing schools since the start of the
GTP. At the same time, our focus on promoting greater Early Childhood Care
and Education (ECCE) has similarly seen signicant returns with the number of
children enrolled in pre-school rising annually. And in the case of our principals
and teachers, we are in the process of reforming the profession to transform it into
a merit-based system, which will ensure that our children have the best qualied
individuals at the front of their classrooms.
We have scored quick wins in the areas of Special Education Needs (SEN) and
Technical and Vocational Education and Training (TVET) in 2014 after plugging
some of the gaps that were identied in special lab sessions. The initiatives we have
put in place have already borne fruit with reports of SEN Transition Programme
participants having graduated into skilled employment upon graduation.
But the success we have enjoyed did not come about without signicant work and
self-reection on the part of our delivery partners and planners. Our initiatives
have worked because we have made honest appraisals of the shortcomings in the
previous regime and because we have had the courage to make those changes
required of us. The positive changes that we see today, such as the remarkable
story of SK Tasik Chini, are results of these initiatives over the course of the past
ve years. Work will continue and I am condent that we will see more of such
success stories in the years to come.
Our initiatives
have worked
because we have
made honest
appraisals of
the shortcomings
in the previous
regime and
because we
have had the
courage to make
those changes
required of us.
YAB Tan Sri Muhyiddin Yassin
and Minister of Education
Indeed, I fully expect to see signicant improvements in our students performance

now that the rst cohort of students who started formal schooling at the same
time as we started our NKRA initiatives prepares to take the UPSR examinations in
2015. These efforts, in tandem with the implementation of the Malaysia Education
Blueprint (2013-2025), aim to ensure that every childs potential can be fully
harnessed and henceforth gear up Malaysia to become a leading nation spanning
the economic, social, technological, cultural and ethical spheres.
101
T
Developing
our teachers
for a brighter
tomorrow
eachers play a crucial role in any teaching environment, and hence we

have made supporting their development and profession key elements of
the Education NKRA. We recognised early on that the teaching profession
in Malaysia needed to be rejuvenated to improve education outcomes
and to turn the profession into a career of choice for our high performing school
graduates. I am pleased to note that the initiatives implemented by the GTP so
far have done much to achieve these goals in line with the vision of the Malaysian
Education Blueprint (MEB).
In 2014, the EDU NKRA continued to work on initiatives designed to deliver
positive impact on teachers as a whole. These initiatives, taken individually, work
on improving specic elements of the teaching profession. But when considered
as a whole, it becomes evident that they are designed to complement our other
initiatives, which have been focused on students and schools, to bring about
comprehensive transformation in the education sector.
These initiatives are crystallised under the new Teacher Charter introduced
by the GTP, and has seen the introduction of a more a comprehensive Unied
Instrument (UI) to better assess the performance of our teachers throughout
the country. A new performance-based career advancement pathway as well as
framework for continuous professional development (CPD) has also been rolled
out towards this end.
The new career pathway system will expedite the advancement of our bestperforming teachers to ensure that they are put in positions of authority where
they can inuence and inspire change for the better in our schools. Similarly,
the introduction of a new CPD framework will ensure that our teachers
are always kept up to date on the newest developments with regard to best
international teaching practices and to support them in achieving their own
career aspirations.
To support the attainment of these goals, we are rolling out the UI which assesses
and evaluates teacher performance in an objective and holistic manner.
The implementation of the UI is crucial as it will establish a measurable
baseline for us to identify both strong and weak teachers, and thus allows
us to take all necessary action. The UI has been rolled out to all schools to
help teachers and principals familiarise themselves with the guidelines.
We will commence using the UI as an evaluation tool in 2015.
Through these initiatives, we expect to create a cohort of high-performing teachers
recruited from some of the brightest talent that our country has to offer.
The Teacher Charter addresses the core disciplines of teaching and is tailored
to bring about long-term, sustainable change. However, we are facing other
pressing short-term issues as well. One of the key issues that has been
highlighted in past Annual Reports is the large number of English teachers
in the country needing remedial training.
102

We have since introduced various initiatives to address this. One of which is the
Professional Upskilling for English Language Teachers (ProELT) Programme
which will help to upskill the existing pool of English Language teachers. A
total of 5,010 English teachers took the course in 2013 and the outcome was
highly positive with more than 76.4% improving by one level of prociency
and about 10% increasing by 2 levels of prociency. In 2014, a total of 9,000
teachers took the course and the results of the post-course assessment will
be announced in 2015.
The need to enhance English prociency has become ever more pressing as
the subject will be a mandatory pass subject for the SPM in 2016. We are aware
that some schools need to improve their English outcomes and hence we
are deploying our school improvement partners and specialists to help these
schools better prepare their teachers and students.
The need to
enhance English
prociency has
become ever more
pressing as the
subject will be a
mandatory pass
subject for the
SPM in 2016.
Dato Seri Idris Jusoh
Minister of Education II
These are but some of the initiatives being undertaken by the EDU NKRA to
support our teachers towards achieving the goals outlined in the MEB. I am
condent that we are taking the necessary actions to strengthen the supply and
capacity of our teachers, and that this will bring about benecial outcomes for
our education system as a whole.
I am condent that we will further strengthen the teaching profession as we
embark on the third phase of the GTP. I am thankful for the support shown by all
stakeholders including teachers, parents and students and look forward to their
continued support. Finally, I would like to take this opportunity to invite them to
talk to us and let us know how we can better improve the teaching environment
in the country, for the betterment of our nation.
103
EDUCATION
IS THE KEY
alaysias need for a highly
skilled and educated workforce
will increase as it nears its
developmental goal of becoming a highincome, developed nation, and hence
there is a need to ensure that its students
are adequately prepared to take up the
mantle when that day comes.
Malaysia has made great strides in

education since Independence more
than 57 years ago. Its achievements
in education are reected in its adult
literacy rate of 93.1%, the high demand
for Malaysian talent, near universal
primary school enrolment and its
fast growing rate of secondary school
enrolment. These are significant
achievements by any measure and serve
as evidence that the education system is
progressing down the right track.
At the same time, there are concerns
that the education framework needs
improving. International benchmark
tests such as the Trends in International
Mathematics and Science Study
(TIMSS) conducted by the International
Association for the Evaluation of
Educational Achievement (IEA) and
the Programme for International
Student Assessment (PISA) conducted
by the Organisation for Economic
104
Cooperation and Development (OECD)

show that Malaysian students regularly
underperform their counterparts in
peer countries.
To arrest this decline in student
performance, the Ministry of Education
(MoE) embarked on an ambitious plan of
change, captured within the Malaysian
Education Blueprint (MEB), to steer the
education system onto the right track.
The EDU NKRA, which is a subset of the
MEB, contributes to the overall objective
of the MEB by focusing on improving
student outcomes and assuring quality
education for Malaysian students.
Making a
difference in the
students learningg
environment
When the 2013 UPSR results
were finally posted, SK Tasik
Chini reported a 100% student
pass rate for the third year in a
row. Although a good result for
any school, this achievement by
SK Tasik Chini becomes much
more impressive when one realises
just how far this school has come
in the past five years.
The school comprising 111 Orang
Asli students from the Jakun tribe
was ranked 6,910th nationwide out
of 7,617 schools, putting it squarely
among the worst-performing
schools in the nation. Students at
SK Tasik Chini, who left school
with insufficient training, faced
dubious futures.
Some highlights of the EDU NKRA in 2014 include:
Identifying 13 additional schools that meet the requirements of being High

Performance Schools (HPS) and rewarding them accordingly. HPS are
recognised on the basis of student outcomes and are encouraged to maintain their
performance with incentives such as greater autonomy and nancial support.
Signicant improvements in the learning outcomes of Orang Asli schools (see the
example of SK Tasik Chini above).
Improving by one notch the English prociency of 76.4% of all English Language
teachers in 2013 who underwent the Professional Upskilling of English Language
Teachers (Pro-ELT) programme. The upskilling of English Language teachers was
introduced to ensure the presence of qualied teachers in all classrooms.
Placing in jobs 8% of a group of SEN students who participated in a pilot Transition

Programme held last year. The SEN work stream aims to improve the quality of the
SEN programme by making it more relevant to the students future prospects.

Photos courtesy of
Education Technology
(ET) Division, Ministry
of Education (MoE)
When I first st
started
tarted
teaching here, teachers h
had
d tto
help bathe students and cut their nails
for them, says SK Tasik Chini senior
assistant principal Kamarudin Harun.
Before 2009, it was common for students
to simply absent themselves from school
if they failed their tests. But since the
implementation of the Education NKRA,
things have changed drastically.
Identified as a candidate for
improvement under the EDU NKRAs
School Improvement Programme in
2010now the District Transformation
ProgrammeSK Tasik Chini received
significant assistance in transforming its
overall learning environment. Under
the EDU NKRAs initiative, School
Improvement Specialist Coaches (SISC)
The EDU NKRA is holistic in its approach

to education quality improvement, and
this is seen through the initiatives
designed to ramp up ECCE to initiatives
aimed at transforming the fundamental
school structure. Core work streams
of the EDU NKRA are:
and School
Sch
hool Improvement Partners
(SIPartners)
the school
(SIPartn
(SIP
t
) were sentt tto th
h l tto
coach and
a mentor the schools teachers
and administrators.
SISC and SIPartners are specialists who
have been specially trained to identify
and recommend solutions to obstacles
that obstruct learning. Working closely
with the schools community, changes
were made to the school that would lead
to a remarkable achievement100%
pass rates for the UPSR exams held in
2011, 2012 and 2013.
Malays
Malaysia. Students showed a better
attitude
ttit d towards school, teachers were
inspired to work harder with students
and parents became more involved in
school activities.
Thanks to the new culture of
excellence cultivated in SK Tasik
Chini, the students are now dreaming
of greater educational achievement.
To put the achievement in perspective,

SK Tasik Chini, by the end of 2013, had
improved 6,669 positions to rank 241st
out of 7,695 schools, and was grouped
among the best-performing schools in
Its achievements in education are reected in its adult

literacy rate of 93.1%, the high demand for Malaysian
talent, near universal primary school enrolment and its
fast growing rate of secondary school enrolment.
Core work streams of the EDU NKRA

1
Pre-school and Early Childcare
LINUS 2.0
High Performing Schools
District and School Transformation

Programme
New Principal Charter
New Teacher Charter
Upskilling the Prociency of

English Teachers
In addition, the EDU NKRA also

addresses issues faced by SEN
students and is tasked at improving
the quality of TVET delivered within
the school system.
The following section provides
a detailed overview of the initiatives
implemented and their outcomes
in 2014.
105
BUILDING LEARNING
SKILLS EARLY
FOR FUTURE PERFORMANCE
Childcare Enrolment Rates
Pre-school Enrolment Rates
12.5%
9.7%
10
6.4%
5
4%
2010
2013
2014
2015
(Target)
Enrolment rates in childcare centres from 2010-2014
arly childhood education and

basic literacy and numeracy
have been key components
of the EDU NKRA since the start of
the GTP. The activities are designed
to ensure that students enjoy the
benets of a structured curriculum
at an early age, thus arming them
with the skills necessary for improved
future academic outcomes.
The EDU NKRA implements two
initiatives to achieve these ends:
Pre-School and Early Childcare

LINUS 2.0 initiatives
Pre-School and Early Childcare
focus on boosting enrolment in preschools and childcare centres, while
ensuring that the standard of ECCE is
of quality. The LINUS 2.0 programme,
on the other hand, screens students to
ensure that they possess basic literacy
and numeracy skills after three years
of primary schooling.
106
2020
(Target)
60
97%
92%
84%
88%
Age 5+
77%
91%
82%
73%
81%
73%
67%
72%
77%
85%
83%
67%
70
60%
15
80
Overall
Age 4+
50%
20
90
87%
100
% of population of children aged 4+ and 5 years
% of population of children aged 0-4 years
25
88%
25%
50
40
30
20
10
2010
2009
(Baseline)
2011
2012
2013
2014
2015
(Target)
2020
(Target)
Enrolment rates in pre-schools from 2010-2014
Making ECCE a priority

The MoEs efforts to boost pre-school and
early childcare enrolment have shown
steady returns since implementation in
2009 (see left gure). The initiatives put
in place focus on two broad objectives:
increasing enrolment in ECCE

to ensure quality teaching in ECCE
institutions
While enrolment efforts were first
centred on pre-schools, they have since
been extended to include enrolment in
childcare centres.
To promote ECCE enrolment, fee
assistance has been given to lowincome households to help offset
the cost of private pre-schools and
childcare centres. Households with
SEN children were given additional
funds to help offset the higher cost
incurred by special education centres.
By the end of 2014, the number of

children aged 4+ to 5+ enrolled in
pre-schools rose to 84.26% and the
number of children aged 0-4 enrolled
in childcare centres to 9.71%. As
demonstrated in the gure (top right),
the enrolment of children aged 5+ in
pre-schools has increased steadily to
a promising 92% in 2014. At 77% in
2014, the enrolment rate of children
aged 4+ has shown vast improvement
since 2010, albeit being still low.
In 2015, efforts will be targeted to
increase pre-school enrolment of the
4+ age group.
In 2014, fee assistance was provided
to 41,109 pre-school students
totalling RM36.8 million while RM3.1
million of fee assistance was made
available to 1,103 children to attend
private childcare centres.

Building stronger links with the ECCE industry

In building stronger linkages with
privately run ECCE operations,
the ECCE Council was established
in 2010 to function as the bridging
point. In addition to its role as
an intermediary between the
government and the private ECCE
industry, the ECCE Council is
mandated to professionalise the
industry, raise public awareness
about the importance of ECCE and
provide quality assurance of the
ECCE industry.
Professor Datuk Dr. Chiam Heng
Keng, Chairman of the ECCE
Council, says that each of these roles
play a vital part in contributing to
the overall wellbeing of the ECCE
sector. This is particularly important
because of the impact of ECCE on
the development of the young childs
brain and parents demand for quality
ECCE has increasingly soared.
Currently most preschool teachers
and childcare providers gained their
skills largely from on-the-job training.
We cannot risk having preschool
teachers who are not knowledgeable or
competent because these early years are
very critical for brain development.
The next priority, Chiam says, is

getting unregistered childcare centres
and preschools to register with the
government, because there is no way
to monitor their level of performance
otherwise. However, the operators
reluctance to register is principally due
to the hurdles they have to clear in
obtaining the licence.
Our advocacy work is very important
here, she says. Parents must be
aware that quality ECCE is critical
and they need to be aware of the
importance of sending their children
to registered centres/preschools.
Registered ECCE centres tend to
charge higher fees than unregistered
ones because of the associated
costs of meeting requirements such
as employing qualified teachers
or childcare providers. Advocacy
should target on parents instead of
just focussing on operators because
if parents only enrol their children
in registered centres, then this would
push unregistered operators to register,
she says. It is then a matter of supply
and demand.
Parents should be aware of the

importance of quality ECCE so
that they will not send their children
to just any centres or preschools,
Chiam says. ECCE is more than
knowing ABCs and counting your
123s. Creativity, problem solving,
questioning, exploratory behaviour,
curiosity and imagination/fantasy are
all parts of a young childs makeup
which ECCE should nurture and
develop to bring these important
abilities to fruition.
However, she does not discount
the possibility that more aggressive
action may have to be taken against
unregistered ECCE centres in
the future. But, Chiam adds, the
Government must streamline the
registration process to make the
process less tedious.
Many think that the registration process
is a real hassle and because of this
difficulty, some of the ECCE centres
choose not to register, she says. We
may have to use a stick to encourage
people to register, but we must give them
a reasonable timeframe.
Furthermore, numerous institutions

have mushroomed offering various
kinds of programmes and the range
in quality is quite large because of
the varying qualifications of lecturers
and facilities at each institution,
Chiam says.
To raise the standards of training of
early childhood educators, the Council
initiated the Programme Standards
for Early Childhood Education
and worked with the Malaysian
Qualifications Agency (MQA) to
develop the Programme Standards:
Early Childhood Education (ECE)
for all levels, ranging from Certificate
in ECE to PhD specialising in ECE,
which all institutions have to comply
by May 2015 for their programmes to
be accredited by MQA.
Prof Datuk Dr. Chiam (third from left, standing) with

h
some of the winning participants of the ECCE Walk-cum-Hunt 2014 event
107
Initiatives were also directed to

the supply of quality pre-schools
and childcare centres throughout
the country. To encourage greater
participation by private operators, a
number of nancial incentives including
tax exemptions, launching grants and
building allowances were put in place
for operators who complied with MoE
and/or Ministry of Women, Family and
Community Development (MoWFCD)
requirements. In 2014, 251 pre-school
operators received launching grants
totalling RM4.23 million.
Meanwhile, the number of private
pre-schools and childcare centres
expanded by 411 and 610 respectively
in 2014. Both the MoE and MOWFCD
have also issued circulars to approve
the licensing of ECCE centres providing
both childcare and pre-school services
within the same premise. These centres
have to comply with the requirements
from other authorities including the
local councils, re departments and
the Ministry of Health.
Attention has also been focused on
raising the overall standard of pre-school
education. The National Pre-school
Quality Standard (Standard Kualiti
Prasekolah Kebangsaan or SKPK)
assessment instrument was rolled out
in 2013 to determine the overall quality
of pre-school education in Malaysia.
However, assessments in 2014
determined that the SKPK could be
further enhanced by placing greater
focus on critical items and by evening
out the scoring system for public and
private pre-schools. The SKPK was
subsequently tweaked in 2014 to provide
a fairer and more accurate assessment
of pre-school quality in the country.
The long-term aim of implementing
the SKPK is to identify weak or
underperforming pre-schools so that
108
assistance and remedial solutions can

be deployed to help them strengthen
their operations in line with the quality
agenda. The intention is for every
pre-school in the country to take the
enhanced self-assessment in 2015
and beyond.
One of the key challenges in the way
of better quality ECCE facilities is
the reluctance of ECCE operators to
register themselves with the relevant
Ministries. As such, these facilities are
operating illegally without the oversight
of the relevant authorities, and thus do
not follow the approved curriculum.
To help address the problem of
unregistered operators, the Social
Welfare Department (Jabatan
Kebajikan Masyarakat or JKM)
implemented an exercise in 2014 to
register these operators and to ensure
that they comply with the criteria set
under the Childcare Centre Act 1984.
An additional 515 childcare centres

were registered with JKM as a result
of this exercise, bringing the total
number of childcare centres registered
or set up in 2014 to 610.
The success of the operation has
encouraged the EDU NKRA to conduct
more similar exercises in 2015, while
also looking at ways to increase preschool registration. An awareness
campaign, Program Jom Daftar, is also
being implemented in selected areas to
encourage pre-school registration and
bring together the various agencies
responsible to answer questions from
pre-school operators.
In 2015, the awareness campaigns will be
two-pronged: (1) to encourage parents
to enrol children aged 4+ onwards
in registered pre-schools, and (2) to
continue encouraging and supporting
unregistered operators to register their
centres with the Government.

Making Early Childhood Care & Education quality a priority

For Abd Halim Ismail, Director of
the MoEs Private Education Division
developing ECCE in the country
d
eemulates the best practices set by
developed nations who enjoy greater
d
success in learning outcomes when
ccompared against Malaysia.
Some of the motivations of the
programme included the fact that the
p
most developed nations showed a high
m
percentage of enrolment of children
p
attending pre-school, he says.
gram
Pro
) at the
(middle n
Ismail
ig
m
a
li
p
a
H
s cam
En Abd
arenes
ftar aw
Jom Da
For Malaysia, in 2009, the percentage

oof children aged 4+ and 5+ attending
pre-school was only 67%. Today, this
p
number has reached more than 84%.
n
While the Governments move to provide
W
ffee assistance and launching grants
helped to boost ECCE in Malaysia,
h
tthe initiative has also helped to ease the
burden of the Government in setting up
b
new pre-schools.
n
However, there are still a number of

challenges that need to be overcome,
he says. Examples he provided include
the lack of private pre-school providers
in the interior areas, especially in
Sabah and Sarawak, and the middle
income trap which has ensnared
children from that income group.
There are still cases where children
from middle income homes have
been unable to attend Government
pre-schools due to limited seats, and at
the same time cannot afford to attend
costly private pre-schools in the urban
areas, he says.
At the same time, there is also some
discontent among the existing preschool providers who complain that
they have not been provided with
any form of incentive, unlike the
new players.
While the MoE will continue to
work on these issues going forward,
Abd Halim says that the MoE may
also start taking enforcement action
against unregistered pre-school
operators in the near future. He
says that this is necessary because
enhancing the quality of ECCE
education is a key focus of the
Ministry going forward.
The MoE is looking forward not
merely to increase the supply but is
also looking at the quality aspect of
both pre-school centres as well as
teachers, he says. For instance, we
hope that more pre-school teachers
have at least a diploma in pre-school
education or ECCE.
Photos courtesy of ET Division, MoE
109
Building literacy and

numeracy skills at
foundational levels
The end-goal of LINUS 2.0 is to ensure

that every student will be literate
in both BM and English as well as
numerate by the end of Year 3.
To further ensure that Malaysian

children have all the learning
support they need during their
formative years, the EDU NKRA has
made the LINUS 2.0 programme a
cornerstone of its initiatives. Literacy
and numeracy are skills that need to
be built in the early years of a childs
education as they form the foundation
for all future learning.
Although achievements were high at

98.7% and 98.9% for literacy in BM and
numeracy respectively, the LINUS 2.0
screening results from 2014 did not
meet targets set out (see Table below).
Additional and continuous teacher
training is required to improve the
quality of remedial classes, as well as
continuous assessment of the LINUS
2.0 programme to identify and address
gaps and issues.
Initially focused on literacy in Bahasa

Malaysia (BM) and numeracy under
LINUS 1.0, the programme has been
expanded to measure literacy levels
of English in LINUS 2.0 for students
enrolled in Primary 1 to Primary 3.
LINUS 2.0 also enhanced the existing
LINUS programme on literacy in BM
and numeracy by addressing gaps
and issues identified throughout
its implementation.
Basic literacy in English is still the

biggest challenge for students as
many do not speak it as their rst or
second language.
This has resulted in regular English
teachers being required to play two
roles in one classroom concurrently
to teach regular English syllabus
and remedial English syllabus.
Target
100%
Continuous Screening
+
Remediation Classes
Literate and
Numerate
by Year 3
BM Literacy Rate
Numeracy Literacy Rate
ENG Literacy Rate
110
Year 1
Year 2
Year 3
80.3%
91.6%
98.7%
Year 1
Year 2
Year 3
87.0%
94.2%
98.9%
Year 1
Year 2
First Cohort
in 2015
70.2%
78.3%
Target:
100%
This puts a signicant strain on

teachers as they are challenged to
address multiple competency levels
of literacy in English considering there
are a range of students in a classroom
that may not have met the minimum
requirement for literacy but also those
who have exceeded it.
However, these issues are being
addressed by the MoE and PADU which
has taken immediate and ongoing
measures to upskill existing English
teachers to ensure proper teaching
quality and standards are met.
In 2015, Year 3 students will undergo
the LINUS 2.0 screening for literacy in
English for the rst time (rst cohort)
since starting school in Primary 1
when this initiative was introduced.
The MoE has set an ambitious target
of 100% prociency for this cohort.
With a score of 78.3% literacy rate
achieved for Year 2 students for
literacy in English in 2014, MoE has
to continuously improve its current
initiatives to ensure teachers and
schools are well prepared with the
required pedagogical skills to ensure
that the 100% prociency target is
met in Year 3.
In preparation for this inaugural
screening, the MoE has conducted
briengs and preparations for 327
FasiLINUS teachers and 7,740 Year
3 English teachers nationwide to
improve student literacy rates. 1,387
Year 3 English teachers have also
been trained for remedial English
classes in hotspot schools.

RAISING THE LEVEL

OF SCHOOLS
TO IMPROVE STUDENT PERFORMANCE
s the key institution where

students spend the majority
of their time, the EDU NKRA
recognises that school quality will
always play a key role in determining
student performance. To improve the
quality of schools, the EDU NKRA has
implemented the following initiatives:
District Transformation Programme (DTP)

High Performance Schools (HPS)
Programme
The two initiatives work together to
ultimately improve the conditions in
schools towards a more conducive
learning environment for its students
the rst by empowering local authorities
to identify weak schools and deploy help
to them, and the second by creating
incentives for schools to work towards
cultivating a high-performance culture.
PPDs are best positioned locally to

identify problems with individual schools
and also best positioned administratively
to negotiate with the Ministry since they
represent several schools at once. The
DTP is effectively an upgrade of the
School Improvement Programme (SIP)
which was implemented in the early days
of the EDU NKRA with the difference now
being that the role of District Education
Ofces has been revised to provide more
frontline support to schools, although
the students in schools remain the
primary focus.
Under the DTP, performance dialogues
are held with education ofces at
the district, state and national levels.
District dialogues are held monthly,
while state and national dialogues are
held quarterly. These dialogues help
to identify the shortfalls of schools at

all three levels and to determine the
appropriate solutions to them.
In terms of resources, specially trained
coaches are stationed at PPDs that
can be deployed to schools to improve
performance. School Improvement
Specialist Coaches (SISC+) and School
Improvement Partners (SIPartners+)
are specialist trainers assigned by
the PPD to underperforming schools
to help improve learning outcomes.
While SISC+ focus specically on
training and coaching teachers,
SIPartners+ focus on supporting the
leadership aspects of the school to
transform it into a more effective
learning environment. In 2014, 1,032
SISC+ and 312 SIPartners+ were
appointed nationwide.
Empowering districts
to ensure schools
needs are met
The DTP is the EDU NKRAs key initiative
directly supporting the improvement
of schools. The DTP actively develops
the capacity of District Education
Ofces (Pejabat Pendidikan Daerah
or PPD), enabling them to intervene
in underperforming schools in their
respective districts. Under this initiative,
PPDs are empowered with greater
autonomy to make decisions and to
deal directly with the MoE to negotiate
resources to support development of
schools within their jurisdiction.
Photo courtesy of ET Division, MoE
111
3,461
3,441
School banding 2013-2014

3,500
2,497
2,670
3,000
7% IMPROVEMENT
2,000
31.03% schools in Band 1 and 2 in 2014

compared to 28.99% in 2013
1,389
1,284
2,058
2,038
2,500
1,500
19% REDUCTION
1.39% schools in Band 6 and 7 in 2014
compared to 1.73% in 2013
Band 1
Band 2
Band 3
Band 4
Band 5
Band 6
17
10
155
129
500
394
435
1,000
Band 7
School banding change in 2014
Recognising our highperforming schools

...the rst by empowering local authorities to identify
weak schools and deploy help to them, and the second
by creating incentives for schools to work towards
cultivating a high-performance culture.
The measure of success for the DTP
is determined by the number of
schools that progress into the highperforming Bands and by the number
of schools that move out of the lower
Bands. In 2014, the number of schools
in Bands 1 and 2 increased by 7% to
3,105 (31.03%) schools from 2,891
(28.99%) in the previous year. As for
schools in Bands 6 and 7, there was
a 19% reduction from 2013 to 139
(1.39%) schools from 172 (1.73%) a
year ago (see gure above).
In 2015, PPDs will be assessed to
determine gaps requiring improvement
based on criteria developed from the
various performance dialogues held.
The ndings are expected to encourage
PPDs to directly improve school
performance and student achievement.
112
The High Performing Schools (HPS)

initiative operates on the basis that
schools which turn in strong student
performances are on the right track
and should be recognised for their
achievements.
HPS schools are rewarded with both
nancial and non-nancial incentives
to help them maintain their standards
of performance. In turn, HPS schools
are expected to uphold and further
improve their performance while
supporting other weaker schools in their
neighbourhood. In 2014, 13 additional
schools were identied as HPS, bringing
the total number of HPS to 128.
Evaluations from the MoEs School
Inspectorate (Jemaah Nazir dan
Jaminan Kualiti or JNJK) and academic
results show that some of the HPS are
nding it a challenge to maintain their
standards despite receiving intervention
over the past few years. The MoE will
continue to monitor these schools but
they will be removed from the HPS list
if their performances continue to drop.

SK Taman Megah shows the way

forward towards becoming an HPS
Sekolah Kebangsaan Taman Megah
(SKTM) was identified as a high
performing school in 2013. With
a student population of about 971
students and staffed by 52 teachers,
SKTM is a typical medium-sized urban
public school which has not received
any special interventions to improve
student outcomes.
We are drivers, relief teachers,

cashiers, coaches, cooks, cleaners,
makeup artists. We do anything that
needs to be done.
Yet, SKTM has shown considerable

success in the areas of academic
achievement, participation in cocurricular activities and in fostering
confident and positive students, with
strong participation from the parents.
st
Some of the key achievements of the
So
school include:
sc
A confident and open-minded

principal who is able to turn
adversarial parents into advocates
An excellent and sustained
Penglibatan Ibubapa (Sarana
Ibubapa Toolkit) programme
Dedicated teachers who,
among other things, are able
to meaningfully use ICT tools
(smartboards) and social media
to engage students and parents
Immersion in Malaysian and
international cultural exchange
activities as well as in the English
language
An articulate student body
proficient in both English
and Bahasa Malaysia.
A high majority of students who

score at least a C grade in the
UPSR examinationat 90%
and growing
A significantly higher number of
students who score 5As in the UPSR
examinations compared against the
national average
A pass rate of almost 100% every
year in the English examinations
Active participation of students
in school co-curricular activities
including sports and athletics,
cognitive and intellectual
develop
development activities, arts
and cu
cultural development,
and co
community development
acti participation rate of
An active
30% of parents in school activities.
Indeed, the school is a good example
of a hig
high degree of interactivity
betwee the four key levers of the
between
school the principal, the teachers,
school:
the stu
students and the parents.
We are there for every single
activ the children take part
activity
in, says Dr Kalaivani, the
cha
chairperson
of the ParentTe
Teacher
Association (PTA).
The EDU NKRA conducted an

analysis of the school in 2014 and
concluded that the factors driving the
high performance of the school are:
While SKTM has in place a

framework that has conclusively
shown that it is able to sustain positive
learning outcomes, it continues to face
challenges that it will need to address.
For instance, it still experiences
difficulty in obtaining administrative
support on issues such as replacing
teachers and maintaining facilities,
and in managing the increased
administrative workload to fulfil
the HPS criteria.
However, the clear lesson from
SKTM is the need for all four levers
of the school to be actively engaged
in order to create a high performing
school as SKTM is otherwise
outfitted in the same way as any
other school in the country.
113
Improving Student Performance and Lives

Puan Hajah Saidatul Akma Jamaludin,
whose daughter Nor Izzati Sabrina is a
student at SK Marian, says that she has
seen substantial change in her daughter
since attending the HPS-designated school.
Before she attended the school,
Izzati was very shy. I saw a significant
improvement in her since she attended
this school. She has become very
brave, Puan Hajah says. In fact,
recently she represented the school in a
choral speaking competition. She used
to be too afraid to even ask questions.
This school has certainly helped her
in building self-confidence, developing
communication and social skills and
improvements in other areas.
Two Puteri Marians walking along the school corridor
SK Marian Convent Ipoh, a 2013

HPS inductee, is one such school that
is changing the lives of its students and
parents for the better. At SK Marian,
students are engaged and interested,
and are given various opportunities to
pursue curriculum-related activities.
They attend Scrabble, robotics
competitions, and travel overseas as
far as to Australia to compete in choral
speaking engagements.
By way of widely publicising the list

of HPS, the EDU NKRA aims for the
HPS initiative to cultivate a spirit of
pride in the school, which will further
motivate teachers, students and parents
to take an even greater role in their
childs education. Puan Hajah, for
example, says she takes leave from
work these days just so she can
attend school functions and meet
with her daughters teachers.
In terms of teachers
commitments to the students,
I have seen them go out of
their way, she says. Its easy
for me to discuss with them
problems with my child
and I feel that this is what
differentiates SK Marian
from other schools.
HPS schools are rewarded with both financial and nonfinancial incentives to help them maintain their standards
of performance. In turn, HPS schools are expected to
uphold and further improve their performance while
supporting other weaker schools in their neighbourhood.
114

PUTTING EFFECTIVE
LEADERS
AT THE HEAD OF SCHOOLS
he holistic approach to improving

the education framework under
the MEB calls for the improved
performance of principals and head
teachers in schools. The success
of the New Deals initiative, which
rewarded principals and head teachers
who contributed to their schools
performance with their leadership
skills and excellent track records, has
been expanded into the EDU NKRAs
Principals work stream. Initiatives

under the Principals work stream
include:
New Principal Charter

Induction and immersion programme
for new principals
New Deals for principals and head
teachers meeting quality standards
Puan Hjh. Rogayah (left), headmistress of SK

Marian Convent leading and motivating her
fellow teachers
Good principals make good schools

Khoo Swee Poh, the principal of
Sekolah Kebangsaan Taman Megah
(SKTM) is credited by her school as
the inspirational leader responsible for
SKTMs continued high performance.
She has been instrumental in driving
the factors that have led to SKTM being
deemed an HPS, which includes academic
performance, parent involvement in school
activities and student participation in cocurricular activities.
In the EDU NKRAs analysis of SKTM,
the team found that Khoo, as the leader of
the school, has a clear vision of what and how
the school needed to do, and that the vision
was clearly articulated to all school stakeholders
including teachers, students and their families.
She has been able to solicit the cooperation of
the stakeholders to transform them into partners
working jointly towards the overall betterment
of the school.
While principals at other schools may feel
intimidated by active parents who may be overly
critical, Khoo views them as opportunities and
partners to help her address shortcomings within the

school. Active parent participation, she adds, is a pushfactor for herself and her teachers to remain engaged
and actively work towards solutions.
I see parents as partners, Khoo says. I see teachers
as partners. I appreciate directness and honesty from all.
With active parents, I cannot afford to be complacent.
Another key to Khoos success as a principal is her ability
to strike a balance between being a firm teacher and
remaining approachable to her young students. The
balance is critical in leading a high-achieving and wellrespected primary school as it also serves as an example
for her teachers to emulate.
Im a down-to-earth person, I avoid the limelight, and
Im a disciplinarian, she says. I can be strict yet even
Standard 1 students dont fear me.
Khoo is a good representation of what the EDU NKRA
hopes to see in its principalsa performance driven leader
with a clear vision of what needs to be done and with the
ability to execute based on the vision. Under the EDU
NKRA, the process of identifying principal candidates
has been improved to identify more individuals like her.
115
THE NEW PRINCIPAL CHARTER

Current
New Requirement
Common Criteria:
Common Criteria:
1. Declare assets
2. Pass integrity screening
1. Excellent LNPT scores (85%) for the last

three years in a row*
3. Not a load defaulter / excessive borrower
2. Free from any disciplinary action
4. Approval from Head of Department
3. Declare assets
5. Excellent LNPT scores for three years in a row
4 Pass MACC integrity screening
6. Free from any disciplinary action
5. Not a loan defaulter / excessive borrower

6. Approval from Head of Department
in 2013 to offer more seats for the

National Professional Qualication
for Education Leaders (NPQEL)
course, as NPQEL certification
is a new principal appointment
requirement. The impact of the
policy was to create an expanded
pool of quality principal candidates
in most cases, although there were
challenges faced in identifying head
teachers for primary schools.
Specic Criteria:
1. Eligible for promotion (i.e. in the zone)
Specic Requirements:
1. For Pengetua - Currently a DG48
For Guru Besar - at least ve years as a
DGA29 or a DGA32 or DGA34 for PPPLD***
2. Has undergone and passed NPQEL or NPQH**
3. Has experience in the eld of education
management - senior subect teacher, senior
teacher assistant, administrative positions in
PPD/JPN/MoE
4. Has at least three remaining years before
retirement
5. Has passed satisfactory health status by a
registered medical ofcer
* LNPT (Laporan Penilaian Prestasi Tahunan) will be used until 2014 and will be replaced by Unied Instrument by 2015
** NPQEL - National Professional Qualication for Educational Leaders
NPQH - National Professional Qualication for Headship
*** PPPLD - Pegawai Perkhidmatan Pendidikan Lepasan Diploma
New minimum requirements for principals under the Principal Charter
There are three parts to the new

Principal Charter:
Selection of potential principals

Placement of these principals
Development of principals
2014 was the rst year of implementation
of the new charter whilst 2103 was
spent on developing the groundwork
for the initiative including setting new
requirements (see gure above) for
principal appointments and revising
the MoEs continuous professional
development (CPD) modules.
116
As the gure above shows, the most

significant change introduced by
the Principal Charter is to expand
the specic requirements of the
appointment process from being
merely tenure-based as in the previous
regime. In essence, the new policy
appoints principals based on merit
and qualications. The new policy
came into effect in January 2014, and
fast-tracked qualied candidates into
leadership positions.
To support the initiative, the MoE
pressed on with a policy which began
The difculty was caused primarily

by administrative issues. Under the
previous regime, primary school head
teacher posts were only available to
teachers under the diploma-holder
track based on the Civil Service
Departments (Jabatan Perkhidmatan
Awam or JPA) job-grading system.
However, the majority of candidates
who possess NPQEL certicationa
requirement for all principals
including primary school head
teachers under the new Principal
Charterare degree holders.
As such, the pool of eligible candidates
was limited to diploma holders with
NPQEL certication, which reduced
the number of prospective principals.
As a result, there was a total of 431
vacancies for primary school head
teachers to be lled between July and
December 2014.
To resolve this issue, the JPA introduced
a exible-grading system for the position
of primary school head teachers to
widen the range of eligible candidates
to include degree holders. As the new
system was instituted in September
2014, state education ofces could
ll only 305 of the 431 vacant primary
school head teacher positions.

I
Induction
and
iimmersion programme
ffor new principals
N
New
principals making the transition
ffrom teachers find their scope of
rresponsibilities increase signicantly.
To help new principals transition
T
iinto their new roles, the EDU
NKRA launched the Residency and
N
IImmersion Programme (PRIme) on
2 September 2014.
...the new policy

appoints principals
based on merit and
qualications.
A new real-time monitoring system was
also implemented in 2014 to support
the new appointment process. The new
system replaces the existing principals
database to identify schools with
principals who were near retirement
and which principal candidate would
be best suited to replace him or her.
In 2014, replacement candidates for
85.38% of all outgoing principals were
identied six months in advance of
their retirement to ensure that these
vacancies will be lled seamlessly.
PRIme is a one-month residency

P
programme for newly appointed
principals to be taken before they
assume their duties. PRIme serves
as an induction period for the new
principal who will be mentored and
coached by the outgoing incumbent.
The new principal will be exposed to
local and specic circumstances within
the school such as existing issues,
programmes and staff. Through
this programme, new principals will
experience less of a shock when being
introduced to a new environment.
The principals will also undergo an
immersion programme alongside
principal coaches for seven days
within the rst six months of their new
position to ensure a more seamless
transition into their new role. Under
the immersion programme, an
experienced principal will mentor and
monitor the new principals performance
to ensure that they are adjusting well
in the school.
In 2014, 163 new principals underwent
the PRIme programme.
Photos courtesy of ET Division, MoE
Rewarding Effective
Leaders with New Deals
School leadership remains one of the
key determinants of student outcome
in a school, and hence the EDU NKRA
has continued to incentivise quality
performance with the New Deals
initiative. The New Deals is a nancial
and career incentive package designed to
encourage performance improvements.
Some of the factors used to assess
a principals eligibility include:
Composite score of the principals school

The principals annual appraisal report
An unqualied nancial audit from the
state education department
A history of no disciplinary action
Achievement of school literacy and
numeracy targets (for primary schools)
New Deals were awarded to head
teachers and principals who met
eligibility requirements. 7.3% of
primary school headmasters and
8.1% of secondary school principals
received New Deals in 2014, which was
higher than the targeted 5% for both
categories. The intention is to make the
criteria for New Deals more stringent
in future with plans to reward only the
top 5% in 2015.
117
BUILDING QUALITY
TEACHERS;
ASSURING QUALITY LEARNING
eachers are at the frontlines of

the teaching process and play
a vital role in ensuring quality
learning. Similar to the Principals work
stream, the EDU NKRAs Teachers work
stream puts in place a framework that
will ensure that students are taught by
the best teachers. Initiatives designed
to enhance teaching quality include:
New Teacher Charter

Creating a better qualied pool
of teaching candidates
Upskilling English teachers
New Teacher Charter

The introduction of the new Teacher
Charter will create a transparent
career pathway for all 410,000 teachers
in the country and provide CPD tools
to help them achieve their career
objectives. The new system will focus
on competencies and merit, which will
translate into faster progression for
high-performing teachers.
The vision for creating clear and

transparent career pathways is in line
with the goal of the MEB to create a
cohort of high-performing teachers in
the education framework. A concept
paper for career pathways and
promotion was approved by MoEs top
management in 2014.
Work in 2014 was primarily focused
on assessing all teachers and school
leaders using the new UI to establish
baseline competency, as part of the
pre-implementation phase in view of
the full roll out in 2015. In 2015, the
UI will also be piloted and undergo a
pre-implementation phase for school
management staff and subject
matter experts in preparation for full
implementation in 2016.
As part of the agenda to develop
a comprehensive CPD framework
for teachers, the CPD Master Plan
was developed and distributed to all
teachers in 2014 as a guide to encourage
teachers and education ofcers to take
CPD courses. In 2014, 24,467 teachers

attended Competency Development
courses for Grade 41. The aim is to
improve their teaching standards as
well as management capabilities to
improve classroom delivery.
Professional training for 73 lowperforming teachers was also conducted
in 2014. In 2015, the Competency
Development courses will be expanded
for all grades, and special courses held
for high-performing teachers. However,
focus will continue to remain on training
low-performing teachers and on
monitoring their progress.
One of the challenges faced in 2014
was the poor attendance of teachers
called up for training sessionsonly
73 out of 116 low-performing teachers
(63%) attended the classes. As 2014
was the rst year the MoE conducted
training courses specically for lowperforming teachers and the UI had
not been implemented fully, buy-in
from teachers remained a challenge.
Attendance is expected to improve
after the UI is fully implemented
and teachers are familiarised with
the professional qualifications
requirements of the CPD Master Plan
launched in December 2014.
118

VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Rosnarizah Abdul Halim
Deputy Director of Teacher Training Division
for the Ministry of Education, and Programme
Manager for New Teacher Charter
NEW TEACHER CHARTER TO

IMPROVE TEACHING OUTCOMES
T
he new Teacher Charter has been designed to raise

the overall standard of teaching and improve the
existing support system for teachers in line with a
goal in the Malaysian Education Blueprint to make teaching a
more attractive career choice, says Rosnarizah Abdul Halim,
the MoEs Deputy Director of the Teacher Training Division
(BPG) and also the Programme Manager for the New Teacher
Charter initiative.
learning. Core competencies in the UI also help the MoEs BPG

to strategise continuous professional development for teachers
in Malaysia.
Teacher quality is a key factor with a direct impact on learning

outcomes, she adds, and must be given the support required
to improve their teaching abilities. Under the new Teacher
Charter, improvements are being made in the way teachers
are evaluated and trained, and in the way teachers advance
in their careers.
The initiative is driven by three division namely the BPG,

Competency Development and Assessment Division (BPPK)
and Human Resource Management Division (BPSM),
Rosnarizah says.
One of the key components of the programme is the

development of the Unified Instrument (UI) evaluation tool,
which has been designed to better assess teachers performance
in the classroom and will form the basis upon which other
decisions are made.
The strongest feature of the Teacher Charter is the UI,
Rosnarizah says. Through the UI, teachers yearly performance
will be assessed based on their daily task in their work place. In
other words, their performance will be based on their teaching
in the classroom and how their effort improve their students
This is supported by the implementation of the Continuous

Professional Development Pelan (Plan Pembangunan Profesional
Berterusan or PPPB), which is the framework laying out the
expectations from teachers in terms of professional training.
In 2014, the team successfully completed the nationwide

pre-implementation performance evaluation using the UI for
all teachers and head teachers. We launched the PPPB on 16
December 2014 in Melaka, and completed the dissemination
of PPPB to all head teachers in Malaysia.
As the Teacher Charter is ringing in wholesale changes to the
teaching profession, communicating the goals and specific
implementations of the programme remains a challenge. More
frequent syndication sessions, problem solving meetings have
helped to mitigate the problems as teachers better understand
the new expectations of them and their roles as teachers.
119
Teachers are at
the frontlines
of the teaching
process and play
a vital role in
ensuring quality
learning.
Enhancing the Teacher

Recruitment Process
The EDU NKRA has implemented
an initiative to ensure that teacher
trainees recruited into the profession
are of the highest quality. In 2014, a
directive was put in place that teacher
recruits be selected from the top
30% of Sijil Pelajaran Malaysia (SPM)
school leavers.
In 2014, the Government received an
overwhelming 53,337 applications for
teacher training in Teachers Training
Institutes (Institut Pendidikan Guru
or IPG). Based on the more stringent
acceptance requirements, the IPGs
accepted 2,259, or just over 4% of the
total number of applications.
As new teachers are also trained by
Higher Education Institutions (Institut
Pengajian Tinggi Awam or IPTA), the
policy of recruiting only the top 30%
students will be extended to IPTA. In
2014, the MoE developed a roadmap
detailing strategies on achieving
the goal of recruiting all teacher
trainees from the top 30% of Sijil
Tinggi Persekolahan Malaysia (STPM)/
Matriculation leavers by 2017.
The recruitment of English teachers
was also made more stringent in
2014 after the introduction of an
additional requirement that only

candidates who received an A or A+
in their SPM English subject were
accepted for teacher training. In 2014,
all 380 English option new teacher
trainees complied with this new policy.
Additionally, the teacher trainees must
achieve Band C1 prociency under the
Common European Framework for
Reference (CEFR) before they can be
conrmed as English teachers once
they graduate from teacher training.
A concern raised by the MoE in 2014
was the alignment of this process
with the vision outlined in the MEB.
To ensure that the processes were
aligned, roles of the related divisions
within the MoE were reviewed and
claried, particularly with respect to
the Teachers Training Department
(Bahagian Pendidikan Guru or BPG)
and the role of the IPGs.
It was decided that the BPG would
focus on setting standards, policies and
programme evaluation criteria while
IPGs would focus on implementation,
including research and innovation in
teaching. There are also plans underway
to develop a comprehensive blueprint to
upgrade IPGs to world-class standards
where all levers of change within the
MEB are addressed. These levers are:
Strengthening the pipeline of teacher

recruits
Enhancing the curriculum
Improving leadership quality
Raising lecturer quality
Upgrading infrastructure
Increasing research and innovation activities
Raising the prole of the IPGs
The rst step will be to evaluate all
IPGs with respect to those levers to
establish a baseline assessment of
existing IPG capabilities.
120

UPSKILLING ENGLISH TEACHERS

TO GLOBAL STANDARDS
Location of 1,191 English SPM Hotspot schools
PERLIS
18 (67%)
Note: 53% of secondary schools nationally

are hotspot schools
KELANTAN
115 (78%)
KEDAH
123 (69%)
WP LABUAN
2 (22%)
TERENGGANU
92 (66%)
PENANG
61 (50%)
PAHANG
110 (59%)
PERAK
125 (52%)
SELANGOR
90 (34%)
WP KL
24 (25%)
N. SEMBILAN
47 (43%)
MELAKA
37 (49%)
JOHOR
122 (49%)
SARAWAK
91 (51%)
SABAH
134 (63%)
Location of 1,191 secondary schools with SPM English failure rates exceeding 23%
2012 assessment of the level

of English teachers in the
country found that almost 65%
of English option teachers fell short of
the minimum standard of Band C1 of
the CEFR benchmark. The EDU NKRA
has since embarked on a plan to retrain
and upskill teachers who did not meet
the standard under the Professional
Upskilling for English Language
Teachers (ProELT) programme.
Under ProELT, teachers undergo a
training programme utilising both faceto-face and virtual learning modules.
The materials used are in line with the
prociency level of the teachers. In
2014, the programme was extended to
a second cohort of 9,000 English option
teachers after successfully delivering
the programme to 5,010 teachers in
the rst 2013 cohort.
The teachers were reassessed upon
completion of the ProELT training,
and the results are expected to be
announced in April 2015. The EDU
NKRAs target for the inaugural

training is to have 85% of the teachers
sitting for reassessment improve their
English prociency by at least one
notch. A third cohort of 10,000 teachers
will undergo ProELT in 2015.
The ProELT is designed to be a shortterm solution to quickly upskill the
existing pool of English teachers to
international-level prociency. To
ensure all English teachers have the
right prociency over the long term,
a policy has been set to ensure that
only those with a minimum C1 level
prociency can enter the service.
In 2014, 72.55% or 148 out of 204
nal year teacher trainees achieved
a minimum of Band C1. Those who
have not reached the minimum
prociency level will be reassessed
in February 2015.
As English Language has become a
mandatory passing subject for the SPM
in 2016, a special English Lab led by
the MoEs Education Performance and

Delivery Unit (PADU) and PEMANDU,
held in 2013, concluded that more
must be done to help secondary school
students pass the exam. Since the
lab was conducted, 238 SISC+ were
trained with specialised teaching and
remedial skills to help develop English
teachers in 1,191 hotspot schools.
Hotspot schools were identied based
on their previous SPM pass rates for
the English Language subject. Schools
where fewer than 77% of students
passed English Language in the SPM
were designated as hotspots. The
gure on the left provides an overview
of the location of the 1,191 hotspot
schools identied under this criterion.
On top of the support from the SISC+,
these schools were given Teachers
Toolkits designed to help teachers
deliver differentiated teaching and
learning to students. The schools
were also enrolled in an English
Development Programme, which
is a collaboration between the MoE
and the New Straits Times Press
(NSTP). The goal of the programme
is to encourage English teachers
to conduct out-of-class and
enhancement activities to increase
student immersion in the language.
The MoE is also enhancing its outof-class programme by collaborating
with the private sector. For example,
the Ministry has collaborated with
the US Embassy to conduct a student
Entrepreneurship Camp, and also with
Enniti Academy of Musical Theatre
and Performing Arts to organise a
Drama Camp (see box story on the
next page).
121
Creating opportunities for English development

with private sector partners
The MoEs English Language
Teaching Centre (ELTC) English
Language drama camp, held in
collaboration with the Enfiniti
Academy of Musical Theatre and
Performing Arts, was run at 23 hotspot
schools that were represented by 23
teachers and 115 students.
Through this programme, students
are exposed to various activities such
as building a story board for a staging,
script writing, stage movements,
breathing techniques and dramatic
performance, says Dr Ranjit Singh
Gill, the director of ELTC.
The aim of the camp is to help
students improve and enhance their
English Language communication
skills. It is my hope that the
participants experience will be
shared with their school mates, and
will translate into more similar camps
in the future.
One key reason that Malaysian students

tend to perform poorly in English tests is
due to the lack of opportunity to use the
language. For most students, English is
not spoken as a first or second language
at home. As language development
strongly depends on regular and
constant use, the drama camp creates an
environment where students can practice
the language through theatre, drama
games, performance and creativity
to engage students in a highly active,
fun, non-threatening environment for
conducive language development.
Through this English Language drama
camp, teachers were also given the
exposure to share their experiences as
well as develop new skills on execution
of out-of-class English language drama
activities. One of the aspirations is for
these 23 schools that participated to
set-up an English drama club in school
as an avenue for students to hone the
English language.
Nurul Nadia Norizham, 15, says her

participation in the camp gave her
an opportunity to improve her English
as well as other important skills.
Aside from a chance to use the
language, the programme trained
me to work together with a group
to complete our assigned tasks,
she says. I hope that more similar
programmes will be held in the future
and made available to more schools
and students.
Recognising the importance and
contribution of private sector
partnerships with MoE, a framework
is currently being developed by
MoE to enable the private sector to
engage to co-develop and co-execute
initiatives for schools nationwide to
improve learning experiences. This is
expected to be completed by Q1 2015.
CREATING AN ALL-INCLUSIVE
EDUCATIONAL SYSTEM
he discussion on education
in Malaysia tends to focus
on conventional schools and
overlooks the education needs of
two important segments of society,
namely SEN students and students
who are better suited for vocational
training. The commitment to create a
high-performing education network
extends to these students as well,
which is why SEN and TVET have been
made key components of the EDU
NKRA framework.
122

in 2014. Next year, it aims to purchase

seats for 700 SEN students in various
institutions that are specially selected
for special needs vocational education.
Moreover, due in part to the exposure
that the programme has created,
Sunway International Business and
Management School, from whom seats
were purchased in 2013, has started
offering fee-paying SEN courses and
Berjaya UCH is looking into doing the
same in 2015.
One of the core challenges faced by

SEN programming delivery is the
need to raise greater awareness and
empathy. SEN initiatives are often
viewed as expensive and targeted only
at a small group of people. Identifying
appropriate corporate partners and
accommodating corporate partners
for some programmes, such as the
Employment Transition Programme,
remains a challenge.
SEN students and TVET have the
same potential as regular students
to be key contributors to nationbuilding and it is the EDU NKRAs
intention to give them all the support
they need to full their education
goals. To support engagement, the
i-Sayang portal will be launched
as a one-stop online information
centre for all stakeholders including
students, parents, teachers and
service providers. The aim is to create
a more integrated SEN community by
establishing networks between the
various stakeholder groups. Technical
issues with the website prevented the
i-Sayang portal from being launched

on time in 2014 and this has been
pushed forward to 2015.
Buying seats for SEN

students at tertiary
institutions
The EDU NKRA started buying seats
for SEN students at private technical
and vocational institutions in 2013 to
help SEN students become more
employable. The goal in purchasing
the initial seats under the NKRA
was to act as a catalyst to encourage
MoE to do the same as well as
encourage the training providers
to offer SEN programmes to feepaying students. To that effect, the
MoE has started buying seats on
its own initiative through its SEN
Department (Bahagian Pendidikan
Khas or BPKhas).
BPKhas seat-buying programme
has grown in the past two years: it
purchased 211 seats in 2013 and 400
Also in 2014, the seat-buying

programme was expanded to Penang
and Sabah. In Penang, 18 SEN students
were given the opportunity to obtain
a Diploma in Patisserie with Berjaya
University College of Hospitality, and 53
additional seats were purchased with
Berjaya UCH in KL, offering the Diploma
in Patisserie and Certicate in Food
and Beverage (Specialising in Barista).
Meanwhile in Sabah, a total of 42 seats
were purchased from Asian Tourism
International College, in collaboration
with Sabah Cheshire Home.
Employment Transition
Programme
To complement the seat-buying
programme, the EDU NKRA launched its
Employment Transition Programme.
The Transition Programme is designed
to enhance the skills of SEN students
who are about to leave secondary
school and prepare them for future
careers. In 2014, a pilot programme
was held in four states together with
BPKhas and several civil society and
inter-governmental organisations,
such as Malaysian CARE, United Voice
and Japan International Cooperation
Agency who formed a consortium.
BTC Sdn Bhd, a Sabah-based
conglomerate, has signed on as a
committed corporate partner for the
pilot programme in Sabah.
123
Thirteen schools with 29 teachers

participated in the pilot project last
year. 48 students underwent the
programme, and 45 successfully
placed in practical training positions
with industry partners. From that
pool of students, four students (8%)
were successfully placed in jobs at
their practical training locations.
Several others were employed in
other companies. As not all of the 45
students will graduate from secondary
school in 2014, some will continue to
remain in the programme in 2015.
The programme will be enhanced

in 2015 by integrating teaching
modules into the core curriculum of
Special Education and expanding the
programme to all SEN streams in public
education. Ownership of the Transition
Programme will be transferred to
BPKhas who will manage and operate
the programme in 2015.
Helping SEN students transition into careers

Helpi
If you talk about transition for
SEN students, it actually takes place
throughout their entire schooling
experience, Paizah Zakaria, the
Head for BPKhas Training and
Resource Sector, says. But for the
programme under EDU NKRA,
we are concentrating on developing
careers, which takes place near the
end of their schooling experience.
One of the components of the
Transition Programme involves
placing SEN students in internship
positions with corporate partners.
For example, BTC, with its wide range
of businesses including restaurants,
textiles and bakeries, provides

opportunities for SEN students to
receive training and get a feel for work
life. Furthermore, if the company feels
that the students are qualified, BTC
will recruit them after they graduate.
Paizah says that the programme
presently focuses on soft skills rather
than direct job placements, e.g.
in terms of building confidence
and communication skills to make
them more employable. This is to
complement vocational and technical
training that are already part of the
SEN curriculum.
At the same time, the Transition
Programme also focuses on raising
awareness among teachers and
parents to create a more conducive
learning environment for SEN
students. Training classes and
workshops are held for teachers to
better assess students and coach SEN
students for future careers.
Parents are responding well to
the programme because they are
concerned about the direction of
their children, Paizah says. This
programme is important because if
we invest in them early on, they will
become more independent and can
better integrate into the community.
124

Unlocking the potential

in every single student
g sharin
kansin
aijol Ba
Elson M
get the education and training they

need to become productive members
of society.
e
perienc
g his ex
But its not just the students who are

benefitting from this initiative. Parents
of SEN children are also expressing
relief that their sons or daughters will
be able to stand on their own feet.
Special Education Needs students learning baking skills provided by ATI College at Sabah Cheshire Home
Elson Maijol Bakansing, as a person

with disabilities, had doubtful career
opportunities without better skills training
or support. However, that was before.
Today, he has ambitions to one day work
in a bakery and plays a big role in helping
his schoolmates at Sabah Cheshire Home
(SCH) in a pastry course provided by
ATI College with their schoolwork and
interpreting on their behalf.
As far as I remember, I had no plans for
my future since my school days, Elson
says. Then a teacher [from ATI College]
Buddy Club aims to

build special friendships
between kids
Meanwhile, to foster greater interaction
between SEN and regular students
in 2014, the EDU NKRA continued to
implement the Buddy Club initiative,
which is a football programme designed
to raise the level of awareness and
understanding between the two groups.
It is also designed to foster greater
integration between the two groups of
children and has been expanded to 10
schools in 2014.
got me interested in bakery classes and I

found myself liking making pastries. Im
enjoying my stay here, which is helping
me gain new experiences. I also have a
lot of friends here.
At SCH, Elson is getting the skills he
needs to become more independent
by acquiring skills that will find him
employment and an income. His place in
the ATI College Pastry Course conducted
in SCH was sponsored by the EDU
NKRA under its SEN buying-of-seats
initiative which ensures that SEN students
Schools from all levelsprimary,

secondary and collegeparticipated
in the programme, which saw a total of
11 schools and 5 colleges participate.
Thirty-two teachers were trained
in collaboration with the Football
Association of Selangor in 2014 to
conduct the programme, while 370
special education students and 170
mainstream students participated.
The Buddy Club also hired three
registered coaches to oversee the
training. Two tournaments were held
during the year to further promote the
spirit of camaraderie and competition
between the participants.
Our first priority as parents [of special

needs children] is to ensure that there
are programmes in place to help them
develop in the profession that they can
perform in, says Marjon Kuntau, the
father of a deaf SCH student. I see a
big change in my son. I see a lot more
confidence in him because prior to
attending SCH, he had no skills. But
now he has both skills and confidence.
SEN students typically face uncertain
employment prospects if they are not
placed within an environment that
cultivates and encourages them to
develop skills and training. Over the
past two years, initiatives have been
implemented under the EDU NKRA
to help integrate SEN students into
the workforce and with the regular
student body.
Going forward, the programme will

be looking for more funding options,
with obtaining corporate sponsorships
through the Ministry being considered
to expand the programme to more
schools. The programme also plans to
expand its offerings to include cycling
and general tness.
125
REJUVENATING
VOCATIONAL EDUCATION
TO BUILD A SKILLED WORKFORCE FOR THE FUTURE
aking the lessons of growth

from developed nations such as
Germany and South Korea, there
is a general recognition that academic
training alone is insufcient if Malaysia
is to become a high-income nation by
2020. It will require that Malaysia grow
from a largely lower-skilled workforce
to a nation of highly skilled and trained
technical workforce.
As such, a robust TVET programme is
a key requirement for human capital
development, and was identied as a KPI
under the Human Capital Development
Strategic Reform Initiative (SRIHCD), covering approximately seven
Ministries. The main challenge in 2014
nationwide has been ensuring that the
signicant investment in TVET yields
the right results, i.e. graduates who
meet industry needs and are able to
contribute effectively in a high-income
economy. In this regard, signicant effort
is needed to streamline the delivery
machinery for TVET graduates.
The MoE has traditionally been the
largest producer of TVET graduates
within the country compared to training
institutes funded either privately or
by other Ministries. However, TVET
has generally been regarded as a
fall-back stream for students who
are not academically inclined. In view
of the larger purpose of raising the
prole and aim of TVET to be the main
driving force for upgrading talent in
the country, there is a crucial need to
align and integrate all providers within
the MoE by enhancing the curriculum
and accreditation standards, ensuring
126
efcient use of resources, ensuring

the sufcient availability of quality
teachers and the availability of effective
partnerships with Industry.
Together with PADU, PEMANDU
decided to co-facilitate a lab in
July 2014 to address some of these
challenges as an important initial
step to spearhead the transformation
of TVET across the nation. Four key
objectives were identied:
Clarity to students and industry
on pathways and qualications
Quality programmes to meet
industry demands and enable
job creation
Optimisation of resources
Strong collaboration and
partnership with industry.
Quick wins were identied, including
projects involving public and private
partnerships where companies work
with institutions to produce TVET
graduates who are immediately placed
in jobs in high demand sectors.
One of the labs recommendations is

the formation of an integrated task
force chaired by the Secretary General
of MoE to enable unified strategic
planning for delivery of educational
outcomes in terms of accreditation
standards, efciency and availability of
quality teachers and infrastructure for
TVET programmes.
With a strengthened delivery engine,
the focus in 2015 onwards is to
institutionalise a demand-driven
approach to begin the journey of
raising the prole of TVET. This will be
done through targeted and systematic
action plans to increase participation of
industry in TVET delivery mechanisms
such as curriculum and programme
development, shared equipment
and teaching resources, structured
internships, and collaborative research
and development. These efforts will
be done in collaboration with other
Ministries and agencies in ensuring
a uni
ied approach to TVET.
Technical and Vocational Education and Training students

learning basic skills e.g air-conditioning servicing

PAVING THE WAY

FOR OUR STUDENTS
T
he EDU NKRA is committed to

developing the best education
framework for all Malaysian
students so that they are able to
achieve their full potential in their
future education and career ambitions.
This is also in line with the countrys
ambition to develop a highly skilled and
trained workforce to ll the necessary
roles in a high-income economy.
The focus of the EDU NKRA will remain
on the core work streams, and will be
focused on the challenges identied
for each of the individual initiatives.
The EDU NKRA has always approached

education from the ground up,
prioritising early learning modules
such as ECCE and basic literacy and
numeracy. Further work will be required
before students meet international
standards, but the improvements over
the years have been encouraging.
Meanwhile, the initiatives to enhance
the basic school framework will also
contribute to future successes.
approached in the future. SEN and

TVET students have the potential to
become important contributors in
fullling the nations developmental
ambitions, and hence must receive
the same level of support given to
regular students. The groundwork
has been laid to create a more robust
and inclusive education framework as
envisioned by the MEB, and it is the
EDU NKRAs aim to play its role in the
attainment of that objective.
The renewed focus on inclusiveness

in the last few years is also a strong
statement on how education will be
127
No
KPI
Target
Actual
% Achieved
Pre-school enrolment
90%
84.2%
94
Childcare enrolment (0-4)
10%
9.71%
97
Percentage of Band 6 & 7 schools out of total schools
1.4%
1.39%
101
Percentage of Band 1 & 2 schools out of total schools
31%
31.03%
100
English literacy rate for Year 2
83%
78.30%
94
Percentage of teacher intake at IPGM from the top 30%

of high school leavers
100%
98.9%
99
To develop roadmap to achieve 100% of teacher intake at HEIs

from the top 30% of STPM / Matriculation / equivalent leavers
as stated in the Education Blueprint
100%
100%
100
Percentage of teachers trained that have increased at least one English

language prociency band (CPT or CPT equivalent)
85%
Percentage of principal candidates identied using the new

requirement, at least 6 months before retirement of predecessor
to ll in the principal vacancies
100%
85.38%
85
10
Maintaining existing High Performance Schools (HPS)
115
115
100
11
New High Performance Schools
10
13
130
12
BM literacy rate for Year 3
100%
98.65%
99
13
Numeracy rate for Year 3
100%
98.92%
99
14
Percentage of head teachers receiving New Deals

(i) Primary school
(ii) Secondary school
100%
(i) 5%
(ii) 5%
153.8%
(i) 7.3%
(ii) 8.08%
154
15
Identify baseline of teachers achieving the minimum competency required
100%
95%
95
16
New English teachers to achieve C1 based on CEFR before posting
100%
72.5
73
17
New English teacher trainees achieved a minimum of A or A+ in SPM in

English before entering teacher training institute (IPG & IPT)
100%
100%
100
18
Roll out of Differentiated Teaching and Learning approach to all

Form 3 hotspot schools
100%
100%
100
19
Percentage of 138 PPD (District Education Ofces) having

baseline ranking/rating
100%
70%
70
TOTAL
128
94%

2015 KPI TABLE

No
KPI
Target
Nationwide pre-school enrolment, including NGO (4+ and 5+ years only)
88%
English literacy rate among Year 3 students
100%
Percentage of Band 1 & 2 schools
35%
Percentage of Band 6 & 7 schools
1.2%
Percentage of teachers improved to at least minimum competency level

through CPD
25%
Percentage of principals improved to at least minimum competency level

through CPD
25%
Number of High Performing Schools
130
Numeracy rate
100%
Bahasa Melayu literacy rate
100%
10
Percentage of primary school head masters receiving New Deals
5%
11
Percentage of secondary school principals receiving New Deals
5%
12
New English teacher trainees achieved A or A+ in SPM in English before

entering IPG
100%
13
Percentage of 138 District Education Ofces (PPD) with baseline rating
100%
14
IPG Strategic Plan is developed by December 2015
100%
15
Percentage of teachers trained in the Pro-ELT programme that have

increased by at least one prociency band in CEFR
85%
16
Percentage progress of development of database of 13-17 year old

enrolment in Technical Vocational Education and Traning (TVET) across all
agencies
100%
17
New English teachers from IPG, IPTA and IPTS achieved C1 based on CEFR
before posting
100%
18
National childcare enrolment rate (0-4)
12.50%
129
PRE-SCHOOL AND EARLY CHILDCARE
84.26%
Pre-school enrolment nationwide
from 67% enrolment rate in 2009
129,171
private pre-school students from
low-income households received fee
assistance from the Government since
the start of GTP 1.0 in 2010, totalling
RM100.13 million, while RM 7.47
million of fee assistance was made
available to 3,012 children to attend
private childcare centres since 2013
1,709
pre-school operators received a

total of RM20.46 million worth
of grants to launch operations
from 2010 to 2014
EXPANDED REACH TO
SPECIAL NEEDS STUDENTS
400
seats purchased for SEN

students at private technical
and vocational institutions in
2014 by MoE
This is to encourage participation from other
agencies and encourage training providers to
offer SEN programmes to fee-paying students
128
PRIMARY AND
SECONDARY SCHOOLS
awarded with the High Performing
School (HPS) status since 2010.
13 new HPS identied in 2014
130
Competency baseline
for all teachers
and school leaders
established using the
new Unied Instrument
as part of the pre-implementation
phase completed in 2014 in view of the
full roll out in 2015

8%
NEW RESIDENCY AND IMMERSION

PROGRAMME (PRIME)
Introduced for newly
appointed principals
in 2014 to help new
principals transition
into their new roles
and environment
LINUS 2.0
is enhanced to screen for prociency

in English Language in addition to
prociency in BM and Numeracy
98.7%
SEN Employment
Transition Programme
students
were successfully placed
in jobs at their practical
training locations
School Improvement Programme
challenges, motivates and supports
all schools
of Year 3 cohort have basic mastery

of Bahasa Malaysia in 2014
98.9%
of Year 3 cohort have basic

mastery of Numeracy in 2014
78.3%
of Year 2 cohort have basic mastery

of English Language in 2014
75%
78%
3,105
(31.03%)
139
(1.39%)
Band 1 and 2 schools

in 2014
Band 6 and 7 schools

in 2014
increase of Band 1 and

2 schools from 2009
reduction of Band 6 and

7 schools from 2009
131
REDUCING
CRIME
T
Its About
Making Sure
Malaysians
Feel Safe
he ght against crime has always emphas

emphasised the Reducing Crime
NKRAs (CRI NKRA) need to tackle the issue from a holistic perspective.
While we have always acknowledged that the reduction of crime
statistics is certainly a key goal for us, this is insufcient insofar as
crime is a symptom that points to other systemic and structural issues within
Malaysian society. Additionally, crime has consequences that extend beyond the
victim of crime itself; crime causes fear and sows distrust among the rakyat,
which actively works against our ambitions of national unity.
From this perspective, it should be evident that the ght against crime must go
beyond the numbers to address other issues such as improving relationships
with resident and community groups, addressing issues of social disorder that
foment and encourage crime, and working with former offenders to reduce the
chances of recidivism. The impact these initiatives have on crime prevention
are difcult to quantify as we are trying to measure how much of something
did not happen, e.g. how many former drug addicts did we stop from turning to
petty theft because we helped them nd jobs after their prison sentence?
Difcult as they may be to measure, we believe that these activities continue to
be worthwhile as they contribute to a more holistic programme that generates
positive feelings of security. This brings me to the next point that has become
somewhat controversial over the last few years, namely the public perception
of safety in the country.
132

REDUCING CRIME
It is a fact not just in Malaysia, but in countries elsewhere in the world, that the public
perception of safety does not correlate with the actual incidence of crime. While
criminologists continue to study the reasons underlying this disjoint, what is clear is that
the fear of crime must be addressed and managed alongside activities by the authorities
to address crime itself. Let me be clear: we are neither saying that public fear of crime
is unjustied or that crime is simply a problem in the rakyats imagination.
Fear of crime is real, just as the incidences of crime are real as well. What we are
saying is that bringing down crime numbers alone is insufcient to restore public
faith and condence in security. It is also from this perspective that our activities such
as community outreach and community clean-up programmes, i.e. the Blackspot
Initiative, play an important role. These activities send a clear message that we are
proactive about crime prevention, and will expand every effort necessary to prevent
crime from occurring within our communities.
I am pleased that the Department of Crime Prevention and Community Safety
(Jabatan Pencegahan Jenayah dan Keselamatan Komuniti or JPJKK) has completed its
rst year of operations in 2014. In the rst year, it has taken over the coordination of
residential patrols via our Motorcycle Patrol Unit (Unit Rondaan Bermotosikal or URB)
and is working together with the relevant Ministries to address social disorder within
Blackspot areas. I remain convinced that the JPJKK has an important role to play in
ensuring both the short-term and long-term security of our nation, and I urge the
rakyat to cooperate with and support the Department in their activities.
Fear of crime is
real, just as the
incidences of crime
are real as well.
What we are saying
is that bringing
down crime
numbers alone
is insufcient to
restore public faith
and condence in
security.
Dato Seri Dr. Ahmad Zahid Hamidi
Minister of Home Affairs
Finally, I would like to point to the fact that our initiatives are indeed having an impact
on actual crime numbers as well. The steady decline of Index Crime should be
encouraging to everyone, and our success in 2014 to bring down the number of car
theftsa problem that has remained stubbornly high over the last ve yearsis an
indication of the effectiveness of our programmes. Regardless of how one feels about
the accuracy of Index Crime as a measure of criminal activity in the country, the fact
remains that incidences of crime have moderated.
The decline of Index Crime by 12.6% in 2014 is a signicant improvement by any
measure, but we acknowledge that the ght against crime must continue. We
acknowledge, for example, that snatch thefts have risen in the states of Penang and
Kuala Lumpur in 2014, and we will focus our 2015 activities in this area.
It is also worth mentioning that crime in Malaysia is not a static problem, and will
respond to the actions that law enforcers take. In that regard, the emphasis of crime
prevention activities will lay a strong foundation to support and expedite crime ghting
by law enforcement ofcials.
133
A LONG-TERM
BATTLE
There are many institutions involved in the process
1.
2.
3.
4.
Victims
Society
Law & order groups (NGOs)

Womens movements (NGOs)
Other social movements (NGOs)
Ministry of Women, Family
1. Ministry of Education
2. Ministry of Women, Family
3. Ministry of Youth and Sports
1. Ministry of Housing and

Local Government
2. Local Municipal Councils
3. Property Developers
1.
2.
3.
4.
Royal Malaysia Police

Resident Associations
General Public
NGOs
Criminal
Justice System
1.
2.
3.
4.
Royal Malaysia Police Force

Attorney Generals Chambers
National Anti-Drugs Agency
Prisons Department
Anchor Crime &

its amplication
= Fear of Crime
These are more of signals of crime
Trust in
Royal Malaysia
Police Force
Effectiveness
Belief
What you see
What you feel
What you feel
he ght against crime in Malaysia

goes beyond the number of arrests
and reduction in the number of
criminal incidences in the country. While
the numbers are important measures
of success, crime prevention initiatives
also focus on other objectives such as
building strong relationships between
law enforcers and the community,
educating the public about personal
safety and addressing issues of social
disorder that lead to crime.
From this perspective the Reducing
Crime NKRA (CRI NKRA) approaches
the problem holistically to create
a sustainable crime prevention
134
Crime
Prevention
Environment
framework that will ensure both

present and future security. At the
same time, the CRI NKRA will focus
on its core enforcement initiatives that
are actively bringing down the crime
rate in the country.
The statistics show that crime has
declined steadily in Malaysia since the
introduction of the CRI NKRAs initiatives
at the start of the GTP. The Government
is collaborating with the Royal Malaysia
Police (Polis DiRaja Malaysia or PDRM)
as well as other agencies to deliver
crime enforcement and prevention
initiatives, while building stronger
bridges with the general public.
The impact of the jointly implemented

initiatives can be clearly seen in 2014
from the following achievements:
Reducing car theft cases by 20%:
The number of car thefts dropped
for the rst time in ve years due
to initiatives focused on preventing
vehicle theft. The CRI NKRA
deployed strategies that targeted
both the supply and demand side
of car theft with increased interagency Operations (Ops) and
cooperation with other stakeholders
such as parking operators to get a
better handle on the problem.

REDUCING CRIME
While the numbers are important measures of success, crime prevention

initiatives also focus on other objectives such as building strong relationships
between law enforcers and the community, educating the public about personal
safety and addressing issues of social disorder that are the root causes of crime.
Work Stream
Reducing Index
Crime
Preventing House
Break-Ins
Increasing the
Safety Perception
Index
Increasing
Investigation
Papers Brought
to Trial
Improving Public
Satisfaction with
Police Services
Focus Area
Initiatives
Prevention of
Vehicle Theft
Target hardening of public car parks

Multi- agency collaborative enforcement on illegal workshops
Strengthening border and all entry points
Inmate
Rehabilitation
and Upskilling
Industrial Prisons Programme

Development of after-release programme
Improvement of Prison Rehabilitation Programme
Rehabilitating Drug
Addicts and Users
Prevention of
House Break-Ins
Open-access drug treatment and rehabilitation

Outsourcing drug rehabilitation to NGOs
Opening job opportunities for recovering addicts
Expanding the Integrated Substance Control Management
System (Sistem Pengurusan Integrasi Kawalan Efektif Substen
or SPIKES)
Residential police patrols (under Omnipresence)
Dedicated house break-in teams
Coordinating volunteers through community policing
Crime Prevention Through Environmental Design (CPTED) to
improve home security
Increasing PDRM
Presence
Omnipresence Programme (High Prole Policing, Stop and Talk,

Feet on Street)
Police Volunteer Reserve (PVR)
Rakan Cop SMS service
Whitening Blackspots
Regular
Communication
with the Public
Smart partnership between PDRM and the business community

and Resident Associations
Enhancing PDRMs Corporate Communications unit
Womens Awareness Campaign
United Against Crime Campaign
Safety Perception Survey
International Liaison Unit (ILU)
Increasing
Investigation
Papers Brought
to Trial
Reducing the ratio of Investigation Ofcers to Investigation

Papers to 1:5 per month
Increasing the efciency of Investigating Ofcers through
investments in equipment
Increasing collaboration between the PDRM, Attorney Generals
Chambers (AGC) and other related departments
Improving Public
Satisfaction with
Police Services
Online Checking System (PDRM Report Tracking System)

Improved response time
Independent public satisfaction survey
Installing one-way mirrors at Police District Headquarters
Expansion of triage counselling in police stations
Balai League Table for police stations
Collaborating with private mall

owners to ght crime: The Bukit
Bintang KLCC (BBKLCC) Street
Cleanup Operations (Ops) was
a multi-agency joint operation
designed to clean up the Golden
Triangle area in 2014. Two Ops
were held in March and October
respectively which resulted in
street crime falling by 5% in the two
weeks following each Ops.
Enhancing the capacity of the
International Liaison Unit (ILU):
The ILU was introduced to liaise
with and manage crime issues
raised by the tourist and expatriate
community. In 2014, new personnel
were injected into the unit and a new
headquarters established in Kuala
Lumpur. The ILU has held active
engagements with embassies and
high commissions to better address
their concerns with crime.
Inaugural year for the Department
of Crime Prevention and Community
Safety (JPJKK): The newly established
JPJKK is designed to coordinate
outreach and engagement sessions
with the community to build better
relationships to help in the ght
against crime. A new Director was
appointed in 2014, supported by
key ofcers throughout the country
and this Department is expected
to play a key role in future crime
prevention initiatives through
community engagement.
Overview of the CRI NKRAs initiatives
135
REDUCING INDEX CRIME

BUILDING A SAFER MALAYSIA FOR ALL
he effectiveness of crime
reduction efforts is gauged by
the changes in Index Crime. The
CRI NKRAs target is to reduce Index
Crime by 5% annually, which was
overachieved considerably in 2014
after the indicator fell by 12.6% due
to the cumulative crime prevention
efforts that have been put in place
since the beginning of the CRI NKRA.
There are three focus areas within this
work stream to reduce Index Crime:
But even as there has been success in

reducing car theft and with the overall
crime level having declined, a shift in
the criminal pattern is causing other
specic instances of crime to rise. For
example, street crime, as a component
of Index Crime, continued to decline in
2014, but snatch thefts rose in both
Kuala Lumpur and Penang last year.
In response to this change, the CRI
NKRA will focus efforts to address the
rise in snatch thefts and investigate to
determine its underlying causes in 2015.
Prevention of vehicle theft

Inmate rehabilitation and upskilling
Reducing incidences
of motorcar theft
Rehabilitating drug addicts and users

To maximise the impact of its initiatives,
the CRI NKRA analyses crime trends
annually and makes a decision as
to the best use of its resources. For
example, in 2014, initiatives were
focused on incidences of car theft,
which had previously remained high
despite overall reductions in other
categories of crime.
The CRI NKRAs prevention strategy

has always been executed to maintain
overall security in the country, but
it focuses on specic instances of
crime that occur with frequency and
regularity. In 2014, the focus was
turned to the prevention of car theft,
which contributes to property theft,
itself a component of Index Crime.
Car theft was reduced by 20% in 2014

18
16111
Number of cases (000)
16
14
16196
16733
15333
14206
13407
12
10
According to Mohd Yusof

Idris, the coordinator for the
he
Vehicle Theft Reduction
Council (VTREC) of
Malaysia, a non-profit
organisation set up by the
insurance industry, the
reason for the success was
due to greater all-round
stakeholder collaboration to
o
identify and address issues within
the motor trade.
This year, with the collaboration
of PEMANDU, we have seen an
increased and a more structured effort
taken by all our stakeholders (including
PDRM, Road Transport Department
(Jabatan Pengangkutan Jalan or JPJ),
Customs and the insurance industry)
in our approach to tackling vehicle
theft, Mohd Yusof says.
From March to June this year,
VTREC together with PEMANDU
organised three workshops to identify
the administrative weaknesses
within the eco-system of the motor
industry that may affect car theft.
Having identified the weaknesses, we
recommended a 24-point initiative for
both the long term and the short term
that we think will drastically reduce
the opportunity for car theft.
While the success in 2014 is
encouraging, Mohd Yusof says that
more will continue to be done in 2015
and beyond. The workshop held last
year identified two main areas that
require additional attention, namely
the cannibalisation of vehicle parts
and the smuggling of stolen vehicles
through ports and borders.
8
6
4
2
2009
136
Putting the
brakes on
car theft
2010
2011
2012
2013
2014
With regard to the cannibalisation of

parts, we will be working closely with
the insurance industry in promoting
systems that enhance the traceability
of spare parts, he says. We have

REDUCING CRIME
O
Over
the past few years, property crime
as a whole has declined but the number
a
of car thefts remained stubbornly high.
o
IIn 2013, car thefts accounted for 12%
of Index Crime. This changed in 2014
o
when the number of car thefts fell 20%,
w
accounting for 10% of Index Crime.
a
suggested the setting up a portal for

the trading of used or off-market
parts. Using such portals will help
identify parts cannibalised from
stolen vehicles.
Mohd Yusof added that plans
were also underway to implement
an integrated system to track the
movements of vehicles across the
northern borders. The Customs
Department is also planning to
improve its container screening
processes as containers are
commonly used by car thieves
to transport cars overseas.
One of the root causes
contributing to the high
occurrence of car theft in the
country also has to do with the
publics attitude; they tend not
to take car theft prevention very
seriously. As insurance premiums
are presently tied to a tariff
system, car owners pay more or
less standard premium regardless
of whether their vehicle is theft
prone or not.
However, in 2016 when
liberalisation of the insurance
industry takes place, there may
be additional premiums imposed
on theft prone vehicles and that is
when, I think, the publics attitude
towards car theft will change.
As part of the initiatives undertaken

A
tto combat car theft, 4,669 vehicle
workshops were inspected while
w
dedicated specialised teams were set
d
up to address vehicle theft. Some 1,696
u
police operations were also conducted
p
iin the effort to eradicate vehicle theft
and over 80 car parks inspected under
a
tthe Car Park Safety Audit programme
tto ensure that they have the right
ssecurity measures in place.
These activities were undertaken as
part of the following initiatives under
this focus group:
Target hardening of public car parks
Multi agency collaborative
enforcement on illegal workshops
Strengthening border and all entry
points.
Reducing recidivism
through inmate
rehabilitation and
upskilling
Initiatives under this focus area are
focused on providing prison convicts
with employment skills and support
needed to reintegrate into society.
Research has shown that proper
reintegration into society is a key
factor in the prevention of criminal
recidivism, a claim further supported
by the US Department of Health and
Human Services study which concluded
that the incidence of recidivism is
dramatically reduced if an ex-convict
is able to secure employment within
the rst year of release.
Recent comparisons have shown that

the recidivism rate of former prison
inmates in Malaysia (8.6%) is lower
than in most other countries in the
region. Initiatives implemented under
this focus area include:
Industrial Prisons Programme
Development of after-release
programme
Improvement of Prison
Rehabilitation Programme.
To better prepare our convicts for work
after prison, the Industrial Bakery
Programme was introduced to educate
and equip inmates with vocational skills
during their prison term. Participants
of the programme receive certication
upon completion of the course, and
receive income for work done. The
bread produced from the programme is
supplied to ve penal institutions in the
central zone: the Kajang Prison, Sungai
Buloh Prison, Kajang Womens Prison,
Seremban Prison and the Jelebu Prison.
This initiative was expanded in 2014 to
supply bread to ve prisons in the north
zone: Tapah Prison, Batu Gajah Moral
Rehabilitation Centre, Kamunting
Correctional Centre, Taiping Prison and
Seberang Perai Prison, Penang.
The Prisons Department also supports
convicts after they have completed
their jail terms with after-release
programmes in the form of halfway
houses. Halfway houses have been
set up in every state to house former
convicts who have no place to go
upon release. These halfway houses
provide counselling and job advice
for residents for a period of up to
three months upon admission into the
house. As of 31 December 2014, 1,233
residents have used these facilities
and 90% of them have secured gainful
employment. More signicantly, no
cases of recidivism have been reported
amongst these residents.
137
Finally, the Compulsory Attendance

Order (CAO) is an initiative in which
minor offenders are not incarcerated
but carry out community service.
The purpose of the CAO is to reduce
overcrowding in prison as well
as reduce the costs of offender
management. In addition to this,
the offenders are able to continue
their original jobs and support
their families. This initiative gives
offenders a second chance to carry
on their lives without the stigma
of a jail term. 2,067 offenders have
carried out the CAO and it has saved

aved
the Government about RM6.5 million
illion
since its implementation in 2010..
Incarceration typically has a longongterm negative impact on prisoners,
ners,
which prevents them from fully
participating in society, thus putting
tting
them more at risk of resorting
g to
criminal behaviour. At the same time,
keeping minor offenders out of prison
rison
also reduces the risk of their falling
lling
under the negative inuence of other
ther
criminals within a prison setting.
Giving convicts a second chance at lifee

A universal problem faced by almost
every country is the question of
reintegrating former offenders back
into society upon their release from
incarceration. Former convicted felons
often find it hard to re-enter society
upon release as they bear the stigma
of having been a former inmate or
because they simply lack employability,
which is why they turned to crime in
the first place. In the latter case, the
lack of skills is typically a key reason
for their turning to a life of crime.
In Malaysia, the Prisons Department
has a comprehensive rehabilitation
programme in place addressing both
the physical and mental wellbeing of
the inmate. Since 2003, the Prisons
Department has been emphasising
the upskilling of convictsfrom
helping them acquire basic literacy
skills to helping them attain their
Masters degrees whilst serving their
time in prison.
In the past, our training programmes
did not certify our participants so when
prisoners were released, they had little
chance of finding work and were forced
to turn back to crime, says Dato
Mohd Sakeri Haji Dollah, Deputy
Director of Inmate Management
(Vocational and Industry). It is from
this basis that we came up with the idea
of the Industrial Bakery Programme.
138
The Industrial Bakery Programme is

an initiative under the CRI NKRA
designed to provide inmates with
invaluable training and at the
same time saving money spent on
purchasing bread.
We are helping them learn to be
bakery operators and giving the more
entrepreneurial ones skills to start their
own business at the same time, Sakeri
says. Presently we are training them to
make bread and buns, but we would like
to expand the training to cakes, pizzas
and other forms of baking.
He adds that Prisons Department studies
have shown that there is only a 0.5%
chance of criminal recidivism by all
former inmates who successfully find jobs
after their release. This is based on its
monitoring and evaluation of parolees.
training hours than apprentice

drivers outside, he says. On
average, our drivers get about 600
hours of training, which is much
higher than the industry average.
However, perception remains a
challenge, he adds. Despite certification,
former convicts still have to deal with
the stigma of having been an offender.
While greater education and awareness
is the answer to that problem, there are
also issues with aligning the training
available within prison walls with the
expectations of industry.
Aside from the Industrial Bakery

Programme, Sakeri says that the
Malaysian prisons system offers a wide
variety of workshops which he would like
to see accelerated as part of the GTP. One
potential programme is a driver training
programme, which trains convicts to
become professional chauffeurs, heavy
vehicle drivers and hauliers.
With the constant advancement

of technology, it is costly to keep
upgrading our training equipment
so sometimes our participants find
themselves at a disadvantage because
they are not familiar with industrystandard equipment when they leave
prison, he says.
Because our focus here in the prison

is on instilling discipline and building
skills, our inmates typically get more
With limited resources, Sakeri says that

the GTP programme has been helpful
in directing focus.

REDUCING CRIME
Helping former drug

addicts reintegrate
into society
The inability of drug addicts to
reintegrate into society after
completing their rehabilitation could
lead to a relapse where they might
turn back to crime. As part of the
CRI NKRAs initiatives, the National
Anti-Drug Agency (Agensi Antidadah
Kebangsaan or AADK) has been
actively working on improving the
effectiveness of the rehabilitation
programmes and also to ensure that
former addicts can return to a life free
from drugs once they have completed
their respective programmes.
AADK also implements initiatives
designed to address the proliferation
of drugs and works together with nongovernmental organisations (NGOs) to
better deliver aid to addicts. Initiatives
contained under this focus area are:
Open-access drug treatment
and rehabilitation
Outsourcing drug rehabilitation
to NGOs
Opening job opportunities
for recovering addicts
Expanding the Integrated

Substance Control Management
System (Sistem Pengurusan
Integrasi Kawalan Efektif Substen
or SPIKES)
AADK has focused some of its core
initiatives on the provision of effective
rehabilitation centres. AADK runs 663
programmes in prevention, Cure and
Care, and enforcement presently.
In 2014, the AADK upgraded 22 Cure
and Care Service Centres (CCSC) in
Blackspot areas. CCSCs are centres
where drug users and addicts can
admit themselves without fear as these
clinics focus on drug treatment and
care rather than on making arrests.
It has also started implementing
vocational training programmes and
career fairs in their Cure and Care
Vocational Centres (CCVC) to help
rehabilitating patients nd gainful
employment once they complete their
rehabilitation. A total of 214 AADK
clients have taken short courses at the
CCVC, while 111 clients have attended
long courses. The job fairs are held
twice annually in every state.
CCSCs are centres

where drug users
and addicts can
admit themselves
without fear as
these clinics focus
on drug treatment
and care rather
than on making
arrests.
Participants undergoing the Industrial Bakery Programme are provided training.
139
CLAMPING DOWN ON
HOUSE BREAK-INS
he CRI NKRA continues to work

on reducing the number of house
break-ins, which is particularly
distressing as the criminals are
targeting places in which the rakyat
should feel the safest. Due to the
CRI NKRAs activities, the number of
house break-ins fell by 11.7% in 2014.
However, the police still face challenges
in obtaining full community cooperation
in helping further combat break-ins.
Initiatives under this focus area

take a holistic approach to ght the
problem, including working together
with local authorities to implement
security features in housing areas.
Initiatives implemented under this
work stream are:
Residential police patrols

(under Omnipresence)
Dedicated house break-in teams
within PDRM
Coordinating volunteers through
community policing
Crime Prevention Through Environmental
Design (CPTED) to improve area security
One of the challenges encountered
in the delivery of initiatives is the
dislocation of crime and the difculty in
getting the involvement of all residents
to work together with the police. The CRI
NKRA has long maintained that the ght
against crime requires the cooperation
of the public at large, and this is
particularly true in preventing house
break-ins as break-ins typically occur
within a populated neighbourhood.
140
The newly formed JPJKK will take

over as the lead in conducting public
outreach, which is aimed at securing
greater buy-in from the rakyat
in terms of cooperating with and
assisting law enforcement ofcers.
As a tool for mining and analysing

data, the SCMS does not directly affect
crime numbers but plays a crucial
supporting role in helping police and
other authorities better understand
criminal patterns and causes.
Since the start of the GTP, a number

of supporting programmes designed
to increase security and reduce
opportunities for house break-ins
have been put in place, including the
award-winning Safe City Monitoring
System (SCMS).
To further enhance the security of

housing areas, the Safe City Programme
based on the principles of the CPTED
has installed the following security
features in 151 municipalities:
SCMS integrates crime data with a

geographical information system
platform to create a holistic picture of
criminal activity, which helps facilitate
the cooperation of the various agencies
to enhance community safety. The
analysis of data fed through the
SCMS has assisted the authorities in
identifying potential crime hotspots
and deploying resources in response.
The SCMS was set up in 121 local
authorities and 549 police stations at
the end of 2014.
18,102 units of lighting installed

34,813 motorcycle parking lots
with locks installed
1,165 notice boards with PDRM
hotline number
280.7km of railings and mirrors
2,460 units of safety mirrors.
These features are designed to deter
criminals as well as to provide area
residents with tools necessary to protect
themselves. The Safe City Programme
represents a cooperative effort between
the police, local municipal councils and
other Government agencies to improve
safety and security in targeted areas.

REDUCING CRIME
HELPING OUR RAKYAT FEEL SAFER

IMPROVING THE SAFETY PERCEPTION INDEX
Police engaging with pedestrians and tourists in the centre of Kuala Lumpur
he CRI NKRA actively seeks

to build relationships with
communities because it makes
crime prevention initiatives more
effective while helping curb the fear
of crime, which has remained high in
the public mind despite successes in
actual crime reduction.
The CRI NKRA has always maintained
that the public fear of crime must
be considered an issue separate
from actual incidences of crime as
research has shown that there is no
direct relationship between the reality
of criminal statistics and public fear.
However, this is not to say that the
public concern is not legitimate. On
the contrary, they are real fears and
must be addressed as such.
To rebuild public trust and condence

in the capabilities of law enforcement
ofcers, the CRI NKRA is committed to
the following:
Increasing police
presence in our
communities
Providing good service at all

touch points between the police
and the rakyat
Addressing the signals of crime
Conducting frequent and strategic
communications
Building relationships with
community outreach
To further boost community safety,

the CRI NKRA has raised the visibility
and prole of the police force in key
locations. Police presence serves to
reassure the public while at the same
time deter would-be criminals. Four
initiatives have been implemented
to increase police presence:
There are two focus areas within this

work stream:
Omnipresence Programme (High

Prole Policing, Stop and Talk,
Feet on Street)
Police Volunteer Reserve (PVR)
Whitening Blackspots.
Increasing PDRM presence

Regular communications with the public
141
The Omnipresence Programme, led

by PDRM, encourages the building of
stronger relationships between the
police and the community by making
police more visible and available to
the community, while at the same time
discouraging criminals through the
stronger police presence. A total of
5,200 police personnel and 17,272 from
the PVR, the Peoples Volunteer Corps

(Pasukan Sukarelawan Malaysia or
RELA) and the Malaysian Civil Defence
Department (Jabatan Pertahanan Awam
Malaysia or JPAM) are participating in
the Omnipresence programme.
The creation of the Motorcycle Patrol
Unit (Unit Rondaan Bermotosikal or
URB), assigned to select residential

areas, has also helped boost police
presence in residential areas,
and increased security in these
neighbourhoods. Presently, 1,800
URBs have been deployed nationwide
and are playing a key role in helping
reduce crimes in residential areas, as
per the gure below.
URB Duty Reports (19/12/2012 to 31/12/2014)
Total Arrests
2,408
Total Conscations
1,620
Total Houses Visited
303,406
Total Cars Inspected
315,227
Total Motorcycles Inspected
520,917
URB assignments until 31 December 2014
142

REDUCING CRIME
This has supported the delivery of

initiatives such as the Blackspot
Initiative, which maximises the
impact of crime prevention activities
by focusing deployment in high crime
areas also known as Blackspots.
The Blackspot Initiative is based on
the Broken Window Theory which
states that evidence of minor crimes
such as vandalism emits signals
of social disorder, which in turn
translates into fear of crime in the
minds of the public.
These signals also encourage the

perpetration of more serious crimes,
according to the theory, which can lead
to the rise in crime. The Whitening of
Blackspots Initiative aims to tackle this
issue by addressing issues such as:
Social issues:
Concentrations of undesirable
persons such as drug addicts, Mat
Rempits, illegal immigrants and
gangsters also contribute to an
overall feeling of fear.
The environment:
Unkempt surroundings, vacant units
or buildings, lack of maintenance,
etc. contribute to an overall sense
of fear. Addressing environmental
issues removes some of the fear
associated with a place.
Security issues:
The lack of policing and a high
incidence of crime naturally
contribute to heightened feelings of
fear. The effort to whiten Blackspots
must thus naturally restore law and
order to a location.
Bukit Bintang KLCC (BBKLCC) Street Cleanup

The CRI NKRA coordinated two
special operations in the city centre
focused on preventing street crime
in line with the principles of the
Blackspot Initiative. Enforcement
agencies led by PDRM, collaborated
with mall owners to implement
enforcement activities in Kuala
Lumpurs Golden Triangle. The
surrounding business and mall owners
had expressed concerns on illegal
activities and petty theft prevalent in
the area as well as errant taxi drivers
who haggle for prices and obstruct
traffic flow. The two operations
(Ops)one in March and another in
Octoberhad significant impact on
Index Crime, which fell by 5% in the
two weeks following each operation.
The operations, named Bukit Bintang
KLCC (BBKLCC) Street Cleanup,
sought the collaboration of mall
owners in the area to coordinate
and identify problems. A series of
syndication sessions were arranged
between enforcement agencies and
the mall owners to determine the
most appropriate solutions to address
these problems.
Officers from up to 13 agencies,
including PDRM, Department
of Immigration (Jabatan Imigresen
Reduction of Index Crime following OPS BBKLCC in 2014

220
209
200
Pre OPS
Post OPS
197
183
180
177
160
140
120
100
80
60
40
20
01/03-15/03
16/03-29/03
Malaysia), Ministry of Domestic Trade and

Consumer Affairs (Kementerian Perdagangan
Dalam Negeri dan Kepenggunaan), Land
Public Transport Commission (Suruhanjaya
Pengangkutan Awam Darat or SPAD), Road
Transport Department (Jabatan Pengangutan
Awam or JPJ), KL City Hall (Dewan
Bandaraya Kuala Lumpur or DBKL) and
the Anti-Drugs Agency (Agensi Antidadah
Kebangsaan or AADK) took robust action
against contraband goods, errant taxi
drivers, illegally parked vehicles, suspected
robbers, illegal immigrants and gangrelated premises.
15/10-30/10
07/11-22/11
The success of the BBKLCC Street

Cleanup has encouraged the CRI
NKRA to hold more of these
operations with greater frequency
and magnitude in 2015. The positive
response from both the public and the
mall owners is also another compelling
factor to expand the operation to other
central business districts.
143
Holding regular
communications
with the public
An important crime prevention tool
that has proven to be effective in other
parts of the world is a strong working
relationship between the police and the
community. In order to establish this
working relationship, there needs to be
mutual trust. To build this trust, the CRI
NKRA has reached out to the general
public through various channels and
increased the level of engagement.
As it stands, there has generally been
good participation from the public in
response to the Governments call for
greater cooperation in ghting crime.
For example, since its launch in 2013,
the CRI NKRAs United Against Crime
(UAC) campaign collected over 1.1
million public pledges, committing
them to stand together with the
Government in ghting crime.
JPJKK together with other relevant

agencies also addresses issues of
social disorder in Blackspot areas as
part of its crime prevention initiatives.
They visit Blackspot areas to educate
residents, and to proactively work with
them on crime prevention activities.
For example, in 2015 PDRM intends to
work together with the Ministry of Women,
Family and Community Development
(Kementerian Pembangunan Wanita,
Keluarga dan Masyarakat or KPWKM) to
assist single mothers. The goal of the
initiative is to ensure that their children
have all the support they need to grow
up with the right values, free from
negative inuences.
Instilling the right family values to
prevent social disorder is becoming a
key part of the CRI NKRAs activities to
prevent crime. The underlying rationale
is to deliver initiatives to vulnerable
children still at the formative stage
as this is the age where initiatives are
most effective.
Meanwhile, the recently established

PDRM International Liaison Unit (ILU)
has continued to carry out its role
to service the expatriate community
and was capacitated with new
personnel and a new headquarters
in Kuala Lumpur in 2014. The ILU
conducts active engagements with
embassies and high commissions on
a regular basis.
Moving forward, to measure the
effectiveness of its initiatives and
gauge public perception on crime, the
CRI NKRA will replace the existing
Safety Perception Index with a Crime
Perception Indicator. The difference
between the two is that instead of
assessing how safe the rakyat feels,
the survey will focus on assessing
the rakyats fear of crime. The new
measure will be introduced in 2015.
The CRI NKRA awknowledges that a
lot still needs to be done to make the
rakyat feel safe.
To further enhance community

engagement and crime prevention
activities, PDRM set up JPJKK, which is
designed to be the chief coordinator of
community outreach and engagement
programmes to help communities
prevent crime. The Department
commenced operations in 2014.
An example of the initiatives managed
by JPJKK is the URB which conducts
regular patrols of residential areas.
The URB is playing an important role
in building relationships with the
community and functions as PDRMs
ambassador. Through improved
communication with residents, the
police are given a better sense of the
situation on the ground and are able
to tailor crime prevention activities to
better suit each situation.
The United Against Crime Campaign calls for public commitment to stand together with the
Government in ghting crime
144

REDUCING CRIME
Fighting crime - A collective responsibility

Joyce Yap, the CEO of Pavilion Mall
which participated in BBKLCC Street
Cleanup, believes that the private sector
must take a proactive role in fighting
crime as they typically have access to
on-the-ground information that the
police may not have.
I certainly agree and believe that the
public and private sector each have their
own roles to play in cooperating with law
enforcement agencies in initiatives such
as providing feedback/information and
support to facilitate the planning and
execution of the operations, Yap says.
But for the efforts to be successful and
sustainable, they need to be conducted
in a regular and consistent manner. All
parties concerned must have a common
goal and a single mind to focus on the
issues raised.
It was namely to create this united
vision of safety and security that first
brought the various mall owners and
PDRM together to determine how to
best prevent crime in the area. Due
to the joint efforts of all parties, Ops
initiatives managed to target some of
the key undesirable elements that were
having a negative impact on businesses
and on the general public.
Following the Ops, we saw
improvement in terms of a decrease
in petty crimes, begging, touting, and
the sale of counterfeit items, Yap says.
Though such unpleasant activities
cannot be completely eradicated, the
overall image and shopping ambience
at the Bukit Bintang and KLCC areas
has improved over the past 12 months
since the commencement of the Ops.
Moreover, she adds, the improved
ambience has received customers stamp
of approval, translating into greater
customer traffic in the area. Yap says
that the open lines of communication
between the various stakeholders and
the police were the crucial element
enabling the smooth and effective
execution of the Cleanup Ops.
However, she adds that everyone will

need to continue working together to
ensure long-term change, and must
remain vigilant going forward.
Although we have seen improvements
nts
following Ops BBKLCC, the situation
on
is still not ideal as the peddlers and
nd
beggars return once enforcement patrols
trols
are out of sight, she says. Movingg
forward in 2015, there must be regular
ar
inspections, an increase in permanent
nt
enforcement counters or offices, and
d
cooperation with the respective malls
ls
auxiliary police in improving the overall
rall
security of Bukit Bintang.
145
INCREASING
THE NUMBER OF
INVESTIGATION PAPERS
BROUGHT TO TRIAL
ublic condence in the ability

of law enforcement to maintain
order requires that the entire
criminal justice system be effective,
including the prosecution of the offender.
It is not sufcient for arrests to be made
if no case can be made for the Attorney
Generals Chambers to prosecute. The
prosecutions decision to not prosecute
potentially frees a criminal back into
society, which increases the public fear
of crime while eroding condence in the
criminal justice system.
The CRI NKRA has maintained a

target of bringing at least 35% of all
Investigation Papers (IPs) to trial
while ensuring the police investigation
ofcers receive continuous training
to improve their investigation skills
and educating the public of their role
in assisting police investigations as a
witness, bystander or victim.
To achieve this goal, the CRI NKRA has
implemented a number of initiatives
designed to boost the capacity
It is not sufcient for

arrests to be made if
no case can be made
for the Attorney
Generals Chambers
to prosecute.
JPJKK leading the way in getting

community cooperation
146
PDRM has always focused on community

outreach, and our activities under the
GTP are a subset of those programmes,
says JPJKK Principal Assistant Director
of Community Policing, Senior Assistant
Commissioner Hajjah Fatimah Abdul
Hamid. We focus our engagements
on different sectors of the community
particularly on the youth in universities,
colleges and schools as well as businesses
and housewives in order to create greater
awareness about the role that all of us have
to play in fighting crime.
there continue to be lingering fears by the

public with respect to their safety. Hence,
the JPJKK was established to better engagee
with the public to address their concerns.
She adds that PDRM has always

maintained that fighting crime is not
solely the responsibility of the police
as it is a problem that occurs in and
affects all layers of society. Fatimah says
that although the crime rate has fallen
considerably since the start of the NKRA,
In my experience, I have found the public

ic
from all sectors of the community to be very
cooperative, she says. However, we do know
now that
there is still some resistance in some segments
ents of
the community in working with us, but generally,
nerally,
the public is very enthusiastic about working with
the police in the hope of preventing crime.
Fatimah adds that the level of cooperation

n
from the public has increased significantlyy
since the start of the GTP. She attributes
the improved relationship to the initiativess
implemented through the CRI NKRA,,
which are demonstrating that the authorities
ties
are genuinely concerned about the welfaree
of the communities.

REDUCING CRIME
Servicing the
international
community in
Malaysia
As Malaysia heads towards becoming
a fully developed nation by 2020, and
with Kuala Lumpur being increasingly
chosen as a preferred place of
business, commercial transactions,
residential and retirement location by
foreigners, more emphasis is needed
to ensure the safety and security of
the expat community, says Police
Superintendent Choo Lily, Head
of the ILU.
of investigation ofcers as well as

to increase the level of cooperation
between the various prosecuting
agencies. These initiatives are:
Increasing collaboration between

the PDRM, Attorney Generals
Chambers (AGC) and other related
departments.
Reducing the ratio of Investigation

Officers to Investigation Papers
to 1:5 per month
Increasing the efciency of
Investigating Ofcers through
investments in equipment
One of the key challenges is the

multiple number of stakeholders
contributing towards this KPI as well
as ensuring adequate manpower and
resources for criminal investigations.
In addition to being the chief liaison

officer for foreign nationals in
Malaysia, Choo says that the ILU is
also responsible for crime prevention
in relation to tourists, expats and
those in the diplomatic community.
ILU thus focuses its activities in places
where there is a high concentration
of expatriates, which includes
conducting safety awareness and
crime prevention campaigns.
It is important that we are aware of
the expatriate communitys specific
concerns on crime, which might differ
from that of the average Malaysian, so
that the ILU office can assist to alleviate
these concerns through increased police
patrols, follow-ups on unsolved/active
cases and providing security advice
where necessary, she says.
What we would like to
request is that the community
unity
nd
itself takes basic safety and
precautionary measures
to help itself, and for
people to get to know
d
their local policemen and
policewomen, and to be
est
aware of where the nearest
police station to your
residential or company
premises is located in
cases of emergency,
and to be vigilant.
147
IMPROVING PUBLIC SATISFACTION

WITH POLICE SERVICES
ublic satisfaction with police

services is key to building a
relationship of trust between law
enforcement ofcials and the general
public, which is in turn necessary to
create an effective holistic framework
involving all stakeholders. To improve
public satisfaction, the CRI NKRA is
implementing the following initiatives:
Installing one-way mirrors at
District Police Headquarters
Expansion of triage counselling
in police stations
Balai League Table for police stations
Online Checking System for PDRM
reports
Improved response time
Independent public satisfaction
survey.
In general, the initiatives are focused
on enhancing the capacities of PDRM
in line with an ambition to meet World
Class Policing (WCP) standards by
2020. The end goal is to modernise
the police force to bring it up to par
with the other police forces around the

world and thus create a more effective
police force in Malaysia.
...the initiatives are

focused on enhancing
the capacities of the
PDRM in line with an
ambition to meet World
Class Policing (WCP)
standards by 2020. The
end goal is to modernise
the police force to
bring it up to par with
the other police forces
around the world and
thus create a more
effective policing force
in Malaysia.
Initiatives are also being implemented

to enhance effectiveness and efciency
of PDRMs investigating capabilities. By
reducing the number of Investigation
Papers being managed by each
Investigating Ofcer and to continue
supporting investigations with a strong
forensic team, the CRI NKRA believes
that investigations of criminal activity
can be completed faster and more
thoroughly. PDRM will thus recruit
additional police ofcers to bolster the
ranks of the investigating team.
Meanwhile, PDRM has continued to
hold its Balai League Table initiative,
which is a motivational tool pitting
police stations across the nation
against one another. The competition
challenges police personnel to improve
their performance and recognises
the highest performing stations with
rewards and recognition.
+6.8%
68.1%
65.7%
92.5%
85.7%
Somewhat Satised
Very Satised
53.9%
70.5%
54.4%
50
-2.4%
34.2%
60
65.3%
37.0%
70
-6.9%
38.8%
80
84.6%
+5.2%
34.6%
90
+1.1%
60.4%
+18.9%
100
40
25.3%
May 2012
Oct 2012
Jul 2013
Oct 2013
38.6%
30.2%
Dec 2011
31.5%
Oct 2011
10
29.3%
35.9%
20
28.3%
30
Sept 2014
Evaluation of the level of public satisfaction towards the force and public perception on safety. Source: Frost & Sullivan analysis
148

REDUCING CRIME
OPENING LINES OF
COMMUNICATION
WITH THE RAKYAT
F
or an overall improved quality

of life, it is important that
Malaysians feel safe in their
environment, and trust in PDRM must
be fostered. The CRI NKRA will continue
analysing crime trends and deploying
resources to create the greatest impact
in directly combating incidences of
crime. However, as this chapter has
demonstrated, the ght against crime
cannot be viewed as a mere numbers
game as there are several other factors
that must be considered in creating a
safer country for all Malaysians.
One of the challenges faced by the CRI
NKRA in general is in coordinating the
efforts of all the various stakeholders
involved in the ght against crime. With
over 35 different stakeholders, ranging
from PDRM, Prisons Department,
AGC, as well as agencies outside of the
Ministry of Home Affairs (Kementerian
Dalam Negeri or KDN) such as the

Department of Town and Country
Planning (Jabatan Perancangan Bandar
Dan Desa), coordination and aligning
visions are key enablers.
Residents Associations, Safety Advocacy
groups as well as private businesses
are also important participants in the
endeavour to clamp down on crime, and
community outreach under the JPJKK
will undoubtedly be a key priority.
But even as the CRI NKRA seeks to
expand its engagement with the rakyat,
greater emphasis will be placed on
addressing issues of social disorder to
prevent the seeds of crime from being
sown. This is particularly true for
former convicts and drug addicts who
must be given sufcient opportunity to
reintegrate into society so as not to fall
back into their past criminal ways.
149
VIEW FROM
THE DELIVERY
MANAGEMENT OFFICE
Che Murad Sayang Ramjan
Head DMO for the Reducing Crime NKRA,
Ministry of Home Affairs
ITS NOT ALL ABOUT

THE NUMBERS
F
or Che Murad Sayang Ramjan, one of the most

challenging elements of the implementation of the CRI
NKRAs initiatives is in communicating the NKRAs
achievements to bolster the rakyats confidence in crime tackling
efforts and to secure their cooperation in future efforts.
Our focus in 2015 is on our communications plan which will
help reduce the fear of crime, Che Murad Sayang Ramjan
says. We need to tell people about what we have done so far
to bring confidence back to the people because if you look
at the enforcement actions weve taken under this NKRA, I
think all is in order.
Based on our achievements in 2014, were on the right
trackIndex Crime is down by 12.6%, we have greater
collaboration from parties including other Ministries and
agencies, and from RELA, and so we are looking at crime
under the GTP as an item in the national agenda.
While work needs to be done to further enhance and
sustain the momentum achieved through these enforcement
initiativesfor example, a need to better equip the police
force throughout the country and not just in urban areas
Che Murad believes that one key challenge continues to be
reducing the public fear of crime.
The public fear of crime has remained stubbornly high
despite reductions in criminal activity and Che Murad says
that this can only be addressed by focusing on the reasons
150
underlying that fear. This includes addressing the factors

influencing belief systems and by further improving police
services, e.g. the polices response time to calls for help.
In this regard, he believes there needs to be better public
awareness of the activities already undertaken by the CRI
NKRA: Most people are not aware that many of the new
security features they see in public spaces, for example the
panic buttons in shopping malls, are the result of CRI NKRA
initiatives. If we can better communicate that we have over 30
initiatives being implemented by the Government to reduce
crime, I believe people will feel safer and more confident.
In terms of crime prevention initiatives, Che Murad says
the emphasis going forward in 2015 will be placed on
rehabilitation of former convicts and drug addicts.
Some of them are not habitual criminals and we can bring
them back to the community, he says. We have to change
peoples perception that they are lost causes because to reduce
their chances of recidivism, we have to give them a second
chance and help them make use of that chance.
The Government is spending a lot of money on rehabilitating
criminals in the hope that when they are released, they will
contribute back to the country. My hope is that we will take a
closer look at rehabilitation programmes in the next phase of
the NKRA and see what more we can do for them.

REDUCING CRIME
No
KPI
Target
Actual
Reduce Overall Reported Index Crime
5%
12.6
252
Reduce Reported House Break-Ins
5%
11.7
234
Safety Perception Index
52%
(Baseline: 42.7%)
38.6
74
Increase Investigation Papers brought to trial
35%
43.3
124
Public satisfaction with police performance
80%
92.5
116
TOTAL
% Achieved
160%
2015 KPI TABLE

No
KPI
Target
Percentage reduction in Reported Index Crime
5%
Percentage reduction in Reported House Break-Ins
10%
Percentage reduction in Reported Street Crime
15%
Percentage development of Crime Perception Indicator
100%
Number of PDRM Mobile Patrol Vehicles (MPVs) that

are beyond lifespan replaced
50%
Percentage of Orang Kena Pengawasan (OKP) who attended treatment

programmes in the community to maintain recovery for a year
20%
Upskilling of Inmates:
i) Number of inmates undergoing certied skills training
ii) Percentage completion of a training facility for prisoners to learn new skills
100%
i) 1,500
ii) 100%
151
The amendments to the
Prevention
of Crime Act
(PoCA) 1959
were passed to give the Police
wider powers in addressing
organised crime and
hardcore violent criminals
147,171
criminal cases
Reduction of Car Theft

by 20% in 2014, which
contributed to a signicant
drop of Index Crime by 12.6%
(second highest drop in Index
Crime in the
past 5 years)
The International
Liaison Unit
(ILU)
brought to trial in 2014

(charging rate increased by
19.9% compared to 2011)
was set up at the Kuala Lumpur

Police Headquarters to address the
safety concerns of the expatriate and
international business community
Satisfaction with
Royal Malaysia Police
(PDRM) Frontline Services
Over
in the United Against Crime (UAC)
campaigns ght against crime
survey increased by 27.2%

in 2014 (2011 baseline)
152
1.1 million pledges

REDUCING CRIME
Under the
Safe City Programme
based on the principles of the CPTED the following security

features in 151 municipalities have been implemented:
1,165
notice boards
with PDRM hotline number
18,102 units
of lighting installed
34,813 motorcycle
parking lots with locks
installed
280.7km
of railings and mirrors
2,460 units
of safety mirrors
Index
Crime
reduced by an average of 6.6%
per year (2009-2014)
14 Prison
Halfway Houses
are in operation throughout Malaysia for
selected ex-offenders who nd themselves
homeless after completing their prison
sentences
153
FIGHTING
CORRUPTION
Between the F
Giver and the
Taker
ighting corruption is an item on every Governments agenda and we have,

since 2009, put our agenda into action by executing a number of initiatives
under the Fighting Corruption National Key Result Area (Anti-COR NKRA).
Over the course of the last ve years, there has been increasing public awareness
about what corruption actually is. Today, more individuals are coming forward to
report on corruption through the Whistleblower Protection Act. Concurrently,
corporations are beginning to play their part in this national objective by signing
the Corporate Integrity Pledge. In the public sector, the establishment of the
Governance and Integrity Committee (Jawatankuasa Integriti Tadbir Urus
or JITU) in all 24 Ministries is evidence of the Governments commitment to
weeding out wrongdoing from every corner, and to transform the Civil Service
administration towards better governance.
It is therefore clear that we are incrementally progressing from inaction to playing
our role in creating a society with zero tolerance for corruption.
To date, there has also been signicant improvement in the efciency in how we
deal with corruption cases. The world is looking at Malaysia and recognising
our efforts in ghting corruption in a holistic manner.
154

FIGHTING CORRUPTION
The establishment of Special Corruption Sessions Courts throughout Malaysia has

brought a signicant change as these dedicated courts have succeeded in clearing
all backlogged cases. Trials are now completed in less than a year (for uncomplicated
corruption cases) and the conviction rate for corruption offenders has increased
tremendously. We have managed to garner support and agreement from all stakeholders
to strengthen the Malaysian Anti-Corruption Commission (MACC) and the existing anticorruption laws.
Tabling of the Auditor Generals (AuGs) Report at the beginning of every session of
Parliament thrice yearly has enabled action be taken with immediate effect. A town
hall session exclusively for the media, which was organised by the Chief Secretary to
the Government following each release of the AuGs Report, is a step towards building
public trust and enhancing public accountability.
We welcome the rakyat to study our achievements that are detailed in the following
pages, as well as the challenges we have faced this past year. Moving forward, we are
focused on:
Further strengthening the Whistleblower environment to increase public awareness

and encourage ling of reports
Equipping enforcement agencies with the necessary tools and resources
Empowering Integrity Ofcers in the public sector
Strengthening the position of Internal Auditors.
We are encouraged with the work done to date, especially in the public sector.
However it is important to keep focused on the delivery of our long-term goals
and our objectives to promote integrity. We need to see concerted efforts continue
and translate into institutional changes and sustainable processes to support best
practices in good governance.
It is therefore
clear that we are
incrementally
progressing
from inaction to
playing our role
in creating a
society with zero
tolerance for
corruption.
Datuk Paul Low Seng Kuan
Minister in the Prime Ministers Department
What is important is that whatever change we initiate is institutionalised and impacts

all levels of Government from the top right down to the district level. We will always
receive opinions on the strategy and implementation. We welcome constructive
feedback from all parties and regularly conduct dialogue with various stakeholders.
Play your part, have zero tolerance for corruption, and be bold in reporting incidences
rather than just remaining on the sidelines.
Everyone plays an important role. Transformation is successful when all levels step up
and assume responsibility. We acknowledge the support of all stakeholders and look
forward to further building on this transformation model which is all encompassing
and inclusive of stakeholders.
155
BUILDING AN
ANTI-CORRUPTION
FRAMEWORK
T
he Anti-COR NKRA overarching

aim is to build a robust anticorruption framework that
effectively identifies, deters and
prosecutes corrupt actions. The
Anti-COR NKRA framework is
comprehensive in that it not only
actively prosecutes acts of corruption,
but will also address factors that make
corruption an attractive alternative to
ethical practice.
Since the start of the GTP, the AntiCOR NKRA has strengthened various
corruption ghting mechanisms with
the collaboration of the Malaysian AntiCorruption Commission (MACC) and
other agencies. While the initial focus
of the Anti-COR NKRA was primarily
trained on enforcement, particularly
with respect to Government
procurement practices, the scope of
initiatives has since been expanded
to include preventive measures such
as education and building awareness
activities as well.
In 2014, the Anti-COR NKRA managed to secure the following achievements:

Set up of the Governance and Integrity Committee (JITU) in every
Ministry and Government agency:
1
Chief Secretary and Secretary Generals media engagement session in

relation to the Auditor Generals (AuG) Report:
2
The AuGs report is now tabled in parts at each Parliamentary sitting. In 2014,
the tabling process was further enhanced by the Chief Secretary and Secretary
Generals media engagement session which sought to clarify public concerns
over the contents of the report. The engagement sessions are helping to provide
a more objective and transparent understanding of the AuGs ndings.
Set up of the Integrity and Standard Compliance Department (Jabatan
Integriti dan Pematuhan Standard or JIPS):
156
JITU is a public sector mechanism aimed at planning and implementing

prevention and remedial measures to overcome weaknesses in the areas of
governance and integrity. It mandates the formation of Integrity Units in all
Ministries, state governments and agencies. The National Committee, which
sees representation from the entire country, met twice in 2014.
JIPS was set up on July 25, 2014 to raise the integrity level and ethics of police
ofcers. The aim of the new department is to ensure that police ofcers adhere
to the strictest code of conduct and that they are not in dereliction of their
duties. JIPS has started conducting both random and targeted raids on police
ofcers since its implementation.

FIGHTING CORRUPTION
These achievements are the result of

the implementation of the Anti-COR
NKRAs stable of initiatives addressing
four different work streams. The 21
initiatives and work streams are given
in the table below:
Enforcement
Agency
1. Special Committee on
Corruption to answer
questions concerning
MACC Annual Report in
Parliament
2. Executive Review
Committee in MACC
3. Project Management
Ofce on Prevention
Grand
Corruption
8. Engagement with judges
9. Complete prosecution of
corruption cases within
one year *
10. Improve political nancing
governance framework *
11. Insertion of Corporate
Liability Provision into
MACC Act
4. Monitor compliance unit

activities *
5. Monitor name and
shame
Government
Procurement
12. Fast-tracking access to AG
Performance Audit Report
for immediate action
13. Action Committee on AG
report
14. Auditor Generals online
dashboard
15. Putrajaya Inquisition
16. Implementation of
comprehensive integrity
pact for PPP projects *
6. Corporate Integrity
System
17. Upgrading MyProcurement

and Integration with
related procurement
portals *
7. Streamline oversight
committees
18. Guidelines for middlemen/lobbyist
Education and
Public Support
19. Setting up of Corruption
Prevention Secretariat
in Teachers Training
College
20. Training of MPs
21. Incorporate anticorruption element in
textbooks in primary and
secondary schools
* GTP 1.0
Of the 21 initiatives above, 16 have

been successfully implemented or are
in the pipeline for implementation. For
example, the Government is preparing
to amend legislation to insert the
Corporate Liability Provision in the
MACC Act in 2015.
Initiatives that have been successfully

implemented in 2014 are detailed in
the following sections.
157
MAKING PUBLIC PROCUREMENT

MORE TRANSPARENT
Clearly, the proactive

action taken by the
Government has led to
positive results where
immediate action is being
taken in conducting
investigations
Tan Sri Dr Ali Hamsa
hen the Government set

up the Anti-COR NKRA, it
was adamant that one of
its key objectives must be to reduce
graft within Governmentboth as a
matter of principle and to function as
a role model for the rest of the nation.
To achieve these ends, the Anti-COR

NKRA implemented the following
initiatives:
Transformation of the AuGs reporting process:

1
Fast-tracking the tabling of the AuGs report to every Parliamentary sitting

Establishing an Action Committee to address the AuGs report
Establishing the AuGs online dashboard
Escalating stalled investigations into discrepancies detected in the AuGs
report to the Putrajaya Inquisition
Implementation of Comprehensive Integrity Pacts for Private-Public

Partnership (PPP) participants
Integrating the MyProcurement portal with other Government

procurement portals
Establish guidelines for middlemen and lobbyists
Chief Secretary to the Government
Of the four initiatives identied, the

initiative to establish guidelines for
middlemen and lobbyists is still a work-
158
To do so, it had to tighten its checks and

balances to better detect incidences
of corruption.
in-progress as stakeholders continue

to explore the best way to implement
and move forward with the initiative.

FIGHTING CORRUPTION
Transformation of
the Auditor Generals
Reporting Process
Beginning 2013, the Government
changed the reporting practice by
parcelling the AuGs report into
three smaller reports, which made
investigation more effective and timely,
thus facilitating faster action to be taken
on identied cases of graft. As a result
of the new reporting process, punitive
measures such as reprimands to civil
servants can be expedited and cases
forwarded to each relevant Ministry for
further investigation and action.
cases were identied for disciplinary

proceedings and 13 cases were
identied for further investigation.
The AuGs online dashboard
(http://arts.audit.gov.my) and the
Putrajaya Inquisition continue to be
cornerstone features of the initiative,
and are designed to provide greater
transparency on the progress of
investigations on cases. The dashboard
tracks and monitors the status and type
of action being taken on discrepancies
identied in the AuGs report while
stalled cases are escalated to the Prime
Ministers attention via the Inquisition.
Beginning 2013, the

Government changed
the reporting practice
by parcelling the AuGs
report into three smaller
reports, which made
investigation more
effective and timely.
In the past, the AuGs report was only

tabled once a year, which left authorities
little time to analyse the report in full
and fully investigate discrepancies
raised by the report.
As a result, there was a tendency for
perpetrators to feel that they could
run the chance of being overlooked
by the authorities because of the
inefciencies in the reporting process.
Moreover, authorities found that their
ability to investigate certain cases was
compromised because some of the
evidence or witnesses related to those
cases was time sensitive. This has
changed with the introduction of the
interim reporting process.
The transformation of the AuG report
is also designed to dissuade would-be
perpetrators from breaching ethical
codes because of the increased risk of
being caught.
For example, since the third series of the
AuGs Report 2013 tabled in November
2014, two cases were forwarded to
the MACC for further scrutiny, 46
Government ofcers involved in ve
Chief Secretary and Secretary Generals media engagement session (June 2014)
159
The establishment of the AuGs Report

Action Committee has also expedited
the Governments response time in
addressing identied discrepancies.
This committee comprises auditors
involved in the investigation as well as
MACC ofcers and related enforcement
agencies in order to better facilitate
the investigation process. The Action
Committee convened regularly in 2014
to address specic issues highlighted
in the AuGs report.
The reporting process was further
enhanced in 2014 through the holding of
the Secretary Generals media town hall
sessions, which were designed to help
contextualise the ndings of the AuGs
report to provide a fairer and more
balanced interpretation of the report.
The brieng sessions were held
twice in 2014 and are expected to
continue in future. The AuGs ofce
is also considering enhancing its AuG
dashboard and website to make it
more accessible to the public.
Making the results

of public procurement
more open
The publication of the results of the
Governments open tenders and the
outcomes of its directly negotiated
contracts online on the MyProcurement
portal has helped to make Government
procurement a more transparent
and open process. All Government
contracts, save those related to national
security and strategy, are available on
the website.
As the results of tenders will be open
for public scrutiny, the winners or
suppliers of Government contracts will
be exposed to a higher risk of detection,
which will in turn lead to prosecution.
The Government hopes that this will
not only ease the identification of
contracts obtained through unethical
means, but will also actively dissuade
such contracts from being struck in
the rst place.
A key challenge facing the

MyProcurement initiative is the low
utilisation rate of the portal by respective
Ministries and agencies. Moving forward,
the Anti-COR team will be holding more
engagement sessions with the various
departments to address concerns and
to encourage them to make the switch.
Implementing
Comprehensive
Integrity Pacts for
PPP participants
While signing the Corporate Integrity
Pledge (CIP) is voluntary for private
sector corporates, companies
undertaking Private-Public Partnership
(PPP) projects are required to sign an
Integrity Pact with the Government.
In January 2014, the Director-General
of the PPP Unit (Unit Kerjasama
Awam Swasta or UKAS) issued a
memorandum to all staff to ensure
that all participants of PPP projects
sign the Integrity Pact.
The Anti-COR NKRA is currently
pushing for the implementation of a
Comprehensive Integrity Pact which
would enable a more transparent and
holistic monitoring of PPP projects.
However, such implementation would
require buy-in from all stakeholders.
A comprehensive Integrity Pact obliges
the signing party to take predetermined
action to monitor its operations for
breaches of integrity and to take
relevant enforcement action when
necessary. The Integrity Pact also
requires bidders to make declarations
committing them to avoid corrupt
practices and to make full disclosure
of all payments received and made.
Chief Secretary and Secretary Generals media engagement session (November 2014)
160

FIGHTING CORRUPTION
FIGHTING GRAND CORRUPTION
he Anti-COR NKRAs initiatives

ghting grand corruption address
the issue from two directions: by
making the prosecution of corruption
cases more efcient and effective, and
by putting in place legislative deterrents
to discourage would-be perpetrators.
The initiatives contained within this
work stream are:
Engagement with judges

Complete prosecution of corruption cases
within one year
Improve the political nancing governance
framework
Insertion of the Corporate Liability
Provision into the MACC Act
Improving the corruption

prosecution process
Individuals indicted on corruption
charges hoping that the long delay
for a court date may help their case
have had such hopes put to rest as the
Anti-COR NKRA has made expediting
corruption cases a top priority. The
additional set up of new Corruption
Sessions Courts and a coordinated
planning system is helping the
judiciary nish hearing corruption
cases within a year. As a result, there
was, as of December 2014, no longer
any backlog of corruption cases
waiting to be heard.
There is presently one special
corruption court in each state, which
brings the total number of special
corruption courts to 14. At the same
time, senior judges and Deputy
Public Prosecutors (DPPs) have been
assigned to handle corruption cases in
each jurisdiction.
The prosecutors managed to

successfully convict 81% of all
corruption cases brought to trial,
which missed the NKRA target of an
85% conviction rate. Going forward,
the scheduling of corruption cases
and prosecution strategies will be
further rened to ensure there is no
backlog of cases and that targeted
conviction rates are met.
Despite the successes of 2014, there
is still room for further improvement
as there is a lack of uniformity in the
punishments being meted out in cases
of convictions. At the same time, there is
a need to better capacitate the judiciary
and the prosecution to more effectively
and efciently handle corruption trials.
The MACC and various parties will

continue working closely to increase
exposure in the judiciary system to
further expedite hearing of corruption
cases and ensure appropriate
punishments be meted out.
In addition, continuous engagement
sessions were conducted between
judges and senior DPPs from the MACC.
The objective of these engagement
sessions is to provide a platform
for knowledge sharing for better
understanding and to better equip all
stakeholders involved in combating
corruption in the nation.
Nonetheless, the initiative to expedite

corruption trials has been recognised
by Transparency International (TI) as
one of the positive developments in
the country and this will continue to
strengthen Malaysias image as being
tough on corruption.
161
Improve the political

nancing governance
framework
The Anti-COR NKRA team continues
to work with political parties from both
sides to secure unanimous buy-in for
this framework. While still a challenge
for the NKRA as a whole, the NKRA
team continues to engage with the
parties and civil societies to work on
the framework while addressing public
concerns with issues linked to political
nancing and public procurement.
Other efforts to increase transparency
in public procurement are having
some impact in this area but the AntiCOR team will need to keep pressing
on with these initiatives.
Insertion of the
Corporate Liability
Provision into the
MACC Act
The insertion of the Corporate Liability
Provision into the MACC Act will give
the Government a bigger stick to
encourage corporates to ramp up
their corporate integrity framework.
The Attorney Generals Chambers is
nalising the draft provision for the
MACC Act which will empower the
Commission to charge corporates
for corruption.
Under the present letter of the law,
the MACC can only charge individuals
with corruption, regardless of whether
they are acting on their own or on
behalf of their companies. Upon the
162
recommendation of the United Nations

Convention Against Corruption
(UNCAC) and the Organisation
for Economic Cooperation and
Development, the insertion of the
Corporate Liability Provision will make
the corporation liable for directly or
indirectly encouraging its employees
to engage in corrupt practices.
The Government believes that this
will motivate corporates to take more
proactive steps to reduce the potential
for corruption in their organisations.
The provision is expected to be tabled
in Parliament in 2015.
The insertion of the

Corporate Liability
Provision into the
MACC Act will give the
Government a bigger
stick to encourage
corporates to ramp up
their corporate integrity
framework.

FIGHTING CORRUPTION
STRENGTHENING ANTI-CORRUPTION
ENFORCEMENT AGENCIES
nti-corruption enforcement is
not the sole remit of the MACC,
but requires the collaboration
of all stakeholders, including those
from the private sector. Since the
start of the GTP, the Anti-COR NKRA
has implemented initiatives designed
to strengthen anti-corruption
enforcement agencies in both the
public and private sectors. Initiatives
under this work stream are:
Implementation of a special committee

on corruption to answer questions
concerning the MACC Annual Report in
Parliament
Transforming the MACC by:
Forming an Executive Review
Committee in the MACC
Establishing a Project Management
Ofce on Prevention in the MACC
Monitoring the activities of integrity
compliance units
Monitoring the Name and Shame

database
Developing the Corporate Integrity System
Malaysia (CISM)
Streamlining oversight committees
Some of these initiatives, such as the
Name and Shame database, were
implemented at the beginning of the
GTP and are now being monitored by
the NKRA team. The following section
provides an overview of activities
undertaken in 2014.
Giving the MACC

more bite
The MACC Transformation Programme,
implemented since 2011, focuses
on three aspects, namely operation,
human capital and prevention
measures against corruption.
Under its Transformation Programme,

the MACC has introduced more than
30 initiatives covering both operations
and human capital and has now
entered into its third stage focusing on
the implementation of the action plans
on prevention.
Among initiatives introduced to
improve effectiveness and efciency of
MACC operations are the MACC TeamBased Investigation method, utilisation
of the MACC PEACE interview method,
setting up of Video Interviewing Room
as well as the establishment of
a Complaints Management System.
With regard to its human capital
development programme, the MACC
focuses on upgrading the skills,
knowledge, integrity, competencies
and technical expertise of its ofcers.
MACC Prevention Transformation
is implemented via six service lines
comprising Inspection, Private Sector
Corruption Prevention, Content
Development, Political Engagement,
Civil Society Engagement and Media/
Communications. Political, civil society
as well as media engagements have
been organised this year as a platform
for more constructive dialogues
between all stakeholders.
The MACCs Consultation and Corruption Prevention Panel (CCPP)
163
Getting corporates
to play a role
Corporates, as the primary vehicles of
commerce and trade, play important
roles as purchasers, suppliers
and intermediaries. As such, they
are key givers and takers in
the corruption equation, and thus
contribute signicantly to the problem
in the country.
The Anti-COR NKRAs Corporate
Integrity Pledge (CIP) was introduced
at the start of the GTP in an attempt
to change corporate perspectives
on this issue. The CIP works in two

phases: in the rst phase, corporates
pledge to uphold ethical business
practice. In the second phase, they
take discrete action to actively improve
their organisations corporate integrity
framework in line with the Corporate
Integrity System Malaysia.
Strengthening
compliance in
enforcement agencies
The Anti-COR team has been working
closely with specific agencies to
strengthen their compliance with

Standard Operating Procedures and
to reduce corruption among their
enforcement officers. Among the
Government agencies implementing
this measure is JIPS in the Royal
Malaysia Police (Polis DiRaja Malaysia
or PDRM).
In implementing this initiative, JIPS
has incorporated integrity testing into
its recruitment process for new police
recruits beginning 2014. The test is
designed to ensure that recruits meet
a set standard of ethics and integrity
as part of the overall assessment
of their suitability for the job.
Telekom Malaysia making integrity

a cornerstone of its operations
Telekom Malaysia Bhd (TM) is a
signatory of the Anti-COR NKRAs
Corporate Integrity Pledge (CIP)
and has been making great strides in
promoting corporate integrity in its
organisation. From this perspective,
TM is exemplifying what ought to be
happening with the organisations that
have signed CIPs with the Government.
The establishment of TMs
Enterprise Ethics and Integrity
Unit (EEIU) in February 2013 is
testament of TMs firm commitment
in enhancing and strengthening its
corporate governance and business
ethics, as well as inculcating ethical
behaviour among the workforce and
representatives of the Company.
TM has two arms looking into
ethics and integrity. EEIU focuses
on increasing education and raising
awareness in all stakeholders. Staff
are segmented and provided training
on a needs basis. For example, staff
with close working relationships
with Government and regulatory
authorities will receive training
that is different, although similar in
principle, from other staff. The other
164
arm consists of the Special Affairs Unit

(SAU), focusing on investigation with
regard to any allegation of malpractice
and corruption, headed by a senior
officer seconded from the Malaysian
Anti-Corruption Commission.
TM has been getting more proactive in
engaging with its business partners and
making them aware of its rigorous Code
of Business Ethics. For the organisation,
this means saying no to obvious
attempts at bribery, e.g. facilitation
payments, but it also means saying no
to more subtle gifts such as hampers
during the festive seasons.
Aligned with its objective of having
regular and effective dissemination of
knowledge and understanding on these
matters, TM has initiated an exclusive
program known as the TM Integrity
Fellows. The TM Integrity Fellows
comprise approximately 200 employees
from various divisions in TM, which
include Top Management, Senior
Management, Head of States (State Vice
Presidents and State General Managers)
as well as other employees. These
Integrity Fellows become the resource
persons on all matters related to ethics
and integrity and will also conduct

awareness programmes and events
at their respective divisions.
Integrity is a journey in TM. Along
the journey, it is highly expected that
all TM employees embed integrity in
their hearts and consequently build
a culture where integrity is a key part
of their lives.
TM sees Integrity, Transparency and
Accountability as three pillars that
uphold the standards of its employees
behavior and conduct within the
organisation. The highest level of
integrity and ethics is maintained
through rigorous awareness,
internalisation and enforcement
efforts. Committed to upholding high
integrity, governance and transparency
in its business operations, TM is
taking a further step of conducting
a staff survey based on Transparency
Internationals Global Corruption
Barometer survey to assess their
perceptions on integrity, and will use
the findings as a baseline to measure
the effectiveness of its activities.

FIGHTING CORRUPTION
RAISING THE EDUCATION

AND AWARENESS BAR
he fight against corruption

requires the cooperation of all
stakeholders, and hence the
Anti-COR NKRA has implemented
initiatives designed to raise the level
of education on and awareness of the
importance of anti-corruption. A key
demographic group targeted by these
initiatives are students who represent
the future of this country and who
will be the ones ghting corruption.
Initiatives under this work stream are:
Setting up of Corruption Prevention

Secretariats in Teachers Training Colleges
(Institut Pendidikan Guru or IPG)
Incorporating an anti-corruption syllabus
in primary and secondary school textbooks
Integrity training for Members of
Parliament (MPs)
Corruption Prevention
Secretariats in IPGs
Anti-Corruption
syllabus in primary
and secondary School
textbooks
Developing integrity must begin at
a young age if ethical habits are to
form the foundation for future action.
Schoolchildren are among the most
impressionable, which can both be
an advantage or a disadvantage in
the ght against corruption. At that
age, exposure to positive messages
and ethical behaviour will cultivate
like habits in them while exposure
to negative messages and unethical
behaviour will likely result in just
the opposite. Under this initiative, an
anti-corruption syllabus will become
part of students Moral and Islamic
Education lessons, and will be taught
by teachers who have been given
special training at the IPGs.
MP integrity training
An additional 67 MPs received
integrity training in 2014, bringing
the total number of MPs trained to
140. However, the Anti-COR team
believes that the resources deployed
for this initiative can be put to better
use in enhancing other successful
initiatives. For example, in 2015, the
Anti-COR team will make resolving
issues identied in the AuGs report a
KPI, as well as the enforcement of the
CIP. As these initiatives are expected
to have a more signicant impact
on the ght against corruption, the
initiative to provide MPs with integrity
training will no longer be tracked, as
resources will be focused on tracking
new KPIs for 2015.
The Government has set up Corruption

Prevention Secretariats in all 27
Teachers Training Colleges throughout
the country to help prepare teachers
conduct anti-corruption education for
their students. The decision to focus
education initiatives on schoolchildren
grew from a concern that the practice of
corruption was becoming increasingly
a part of their day-to-day lives.
A similar pilot project involving public
universities showed that corruption
awareness could be signicantly raised
through these secretariats. The IPGs
focused on holding anti-corruption
forums and programmes to raise
greater awareness of ethical practices
amongst the teachers-in-training.
165
Ensuring our children take the straight and narrow path

A survey conducted in 2012 by the
National University of Malaysia
yielded a worrisome finding: 30.5%
or almost a third of all students
polled said that they would accept a
bribe or give a bribe if they had the
opportunity to do so.
designed by the MACC, and will

be ready for the 2016 school year.
At the same time, teachers are also
being trained to better convey anticorruption messages at the IPGs, not
just in the two subjects but across the
entire range of the syllabus.
This finding was especially distressing

as students represent the future in
the fight against corruption, and,
moreover, had little at stake that
would require their resorting to
unethical practice. Recognising the
criticality of the situation, the AntiCOR NKRA team together with the
MACC decided on a course of action
to redress this problem.
Shamshun adds that some of the

MACCs other student-focused
initiatives, such as the pilot Wira
Antirasuah campaign and seminars
conducted for principals and teachers,
seem to be having an effect on survey
results. A survey similar to the one
conducted in 2012 was recently
carried out and the results showed
that the percentage of students
willing to take or offer a bribe had
fallen to 16%.
All enforcement agencies around

the world agree that the fight against
corruption must begin at an early
age and thats why we are putting
anti-corruption education into
school books, says Dato Shamshun
Baharin, the Director of the MACCs
Community Education Division.
Our biggest challenge is ensuring
that our anti-corruption message
will be accessible to the entire
population. We hope that our
collaboration with the Ministry of
Education, the schools and Teachers
Training College (IPGs) will be able
to overcome this and ultimately we
aim to create a generation with zero
tolerance for corruption.
The anti-corruption messages will
be inserted into the existing Moral
and Islamic Education subjects for
all students in both primary and
secondary schools. The syllabus was
166
Nonetheless, this particular segment

of society will need continuous
monitoring to ensure that the anticorruption lessons take hold, so that
they will further contribute to future
anti-corruption measures.
All enforcement
agencies around the
world agree that the
ght against corruption
must begin at an early
age and thats why
we are putting anticorruption education
into school books.

FIGHTING CORRUPTION
VIEW FROM THE DELIVERY

MANAGEMENT OFFICE
Anis Rizana binti Mohd Zainudin
Head of NKRA Anti-Corruption, Malaysian Anti-Corruption Commission
RAISING THE LEVEL

OF PUBLIC AWARENESS
ON THE FIGHT AGAINST CORRUPTION
he initiatives of the Anti-COR NKRA have steadily

gained traction over the years and have been instrumental
in helping raise the level of public education on and
awareness about the fight against corruption, says Anis Rizana
binti Mohd Zainudin, Head of NKRA Anti-Corruption.
communication between the media and the Government helps

to clear the air of any confusion that may arise.
The biggest impact of the Anti-COR NKRA so far, I would say,

is that the public at large is now more aware of the Governments
initiatives in fighting corruption, she says. We have seen
Government-linked Companies and the corporate sector in
general beginning taking anti-corruption measures and enhancing
transparency in order to improve their own practices, and I am
generally happy at the rate we are progressing.
Our key focus in 2015 is to focus on our work-in-progress

projects. The Anti-COR NKRA is committed to ensuring
that the work we have started on projects such as the signing
of Comprehensive Integrity Pacts for corporates and persons
involved in Private-Public Partnership projects, and coming
up with guidelines for middlemen/lobbyists is carried on,
she says.
For 2014 specifically, Anis says the biggest achievements were

the setting up of the Governance and Integrity Committee
(Jawatankuasa Integriti Tadbir Urus or JITU) and the readiness of the
Ministries Secretary Generals to engage directly with members
of media in respect to the Auditor Generals (AuG) report.
Towards these ends, we are hoping to enhance the level of

collaboration between the various agenciesPEMANDU,
MACC and the Ministriesbecause they are both owners and
implementers of the initiatives.
JITU is a platform for all Government agencies to discuss

integrity and governance issues within the Government,
Anis says. In 2014, national level meetings were held twice
to discuss governance matters cutting across various Ministries
and agencies. For example, in the second of the two meetings,
participants discussed in detail governance issues pertaining to
illegal land clearing activities in Cameron Highlands.
As for the Ministries Secretary Generals engagement with
the media, she says that it was an unprecedented move that
allowed for clearer and more objective public perspective on
issues contained within the AuGs report.
The engagement sessions help the Government be more
transparent, Anis says. She believes that frequent dialogues
remove impediments to understanding, and the two-way
The initiatives successes so far do not mean we stop working.

There is still more that needs to be done, she adds.
The other initiatives that will form the primary focus in 2015
are the integration of the MyProcurement portal with other
Government services, drafting guidelines for middlemen/
lobbyists and improving the political financing framework.
These initiatives will be further discussed at a special Anti-COR
workshop early in 2015.
Meanwhile, Anis says that the groundwork for the legislative
amendments to insert the Corporate Liability Provision into the
MACC Act is almost completed, and hopefully the provision
will be finalised soon and ready to be tabled in the upcoming
Parliamentary session.
The insertion of the provision is expected to further encourage
the anti-corruption drive by the corporates within their own
organisations, and hence is an important step to weed out
corruption at all levels in the private sector, she firmly states.
167
COMPLETING THE
ANTI-CORRUPTION
FRAMEWORK
T
he Anti-COR team will be taking

further action to ensure that
all initiatives planned during
the Labs will be implemented as
scheduled. For example, the initiative
to establish guidelines for middlemen
and lobbyists, as well as the initiative
to integrate the MyProcurement portal
with other Government procurement
portals will be key priorities.
At the same time, the team will deliver
on initiatives already in the pipeline,
such as the insertion of the Corporate
Liability Provision into the MACC
Act, which is expected to be tabled
at the rst Parliamentary session of
2015. This is to set the momentum
for the NKRA to push for the full
implementation of the CISM, which is
also an added KPI for 2015.
The team will also continue to work
on strengthening the capabilities and
capacities of enforcement agencies
in specic areas. Best practices from
168
around the world will be shared with

each respective agency to determine
how each respective agencys integrity
framework can be further improved.
For example, the integrity testing at
the PDRM will be expanded to become
an assessment tool in promoting
ofcers. The test will also help the
PDRM identify ofcers who are at risk
of ethical breaches and hence take
necessary remedial action.
The Anti-COR NKRA will also work
with the Immigration Department
to further develop its capabilities in
managing foreign workers. The use
of IT systems will gradually remove
human interaction with Government
ofcers with the objective to improve
efciency while reducing opportunities
for corruption or bribery.
Finally, the Anti-COR team will work
on integrating two new KPIs identied
for the NKRA. In 2015, the NKRA will
track the number of companies that

have conducted self-evaluations with
the toolkits provided after signing the
Corporate Integrity Pledge. This KPI is
a key step in creating a comprehensive
CISM framework as it establishes an
integrity baseline that will serve as the
basis to measure progress in this area.
A new KPI will also be introduced to
enhance the transformation of the
AuGs report. The KPI will track the
number of cases highlighted in the
AuGs report that have been resolved.

FIGHTING CORRUPTION
No
KPI
Target
Actual
Indeks Prestasi Integriti Nasional (IPIN): Corruption Index score
7.1
6.9
97
Transparency International (TI): Global Corruption Barometer (GCB) score
60%
28%
47
Transparency International (TI): Corruption Perception Index (CPI) score
55%
52%
95
Increase conviction rate for corruption cases
85%
78.3%
92
Complete trial of corruption cases within 1 year
85%
71.8%
84
Tabling of AuG Report in every Parliament Session
100%
100%
100
Publish online results of direct negotiation contracts excluding Strategic

and Security contracts
100%
100%
100
100% of MPs attended the Integrity Training for MPs
67%
30.18%
45
Insertion of corporate liability provision in MACC Act
100%
80%
80
TOTAL
% Achieved
82%
2015 KPI TABLE

No
KPI
Target
Indeks Prestasi Integriti Nasional (IPIN): Corruption Index score
7.3
Transparency International (TI): Global Corruption Barometer (GCB) score
60%
Transparency International (TI): Corruption Perception Index (CPI) score
55%
Percentage of disposal of corruption cases within 1 year
85%
Percentage of conviction rate for corruption cases
85%
Tabling of AuG Report in every Parliament Session
100%
Percentage of resolution of cases highlighted in Aug Report Series 1-3

2013 successfully dealt with within 1 year after being tabled in Parliament
85%
Percentage of completion on insertion of corporate liability provision

in MACC Act
100%
Number of Corporate Integrity Pledge (CIP) signatories implementing

prevention measures
40 companies
10
Percentage of results of direct negotiation contracts published online,

excluding Strategic and Security contracts
100%
11
Percentage of Public Private Partnership (PPP) projects to sign Integrity Pact
100%
169
CPI Ranking
392 persons
awarded protection
under the Whistleblower
Protection Act
Score improved to 52 in 2014

from 44 in 2010
Country ranking up 3 notches to
50th place in 2014
Integrity Training
for Members of
Parliament: 140 MPs
attended their rst anticorruption training session

since 2013
Name of
776 corruption
offenders
published on the MACC
website under Name
and Shame
78%
conviction rate
170
512 companies
have signed the

Corporate Integrity Pledge
Global
Corruption
Barometer
28% of Malaysians believe
that the Government is
serious in ghting graft

FIGHTING CORRUPTION
Establishment of 27 Corruption
Prevention Secretariats at Teachers
Training Colleges
Publication of
direct-nego
contracts on the
MyProcurement
Portal: to date, 90
contracts have
been published
online
Expediting and tracking cases reported in the

Auditor Generals report
a) Presenting the Auditor Generals

Performance Audit Report at every
Parliamentary sitting: the Performance
and Financial Audit Report is now
separated, with the Performance Audit
Report tabled at every Parliamentary
sitting.
c) Setting up of Action Committee

to scrutinise specic issues and
cases
b) Launch of the Auditor Generals

online dashboard
d) Media engagement sessions

organised by Chief Secretary and
Secretary Generals after the tabling
of the AuG Report
171
PUBLIC
SERVICE DELIVERY
TRANSFORMATION
ENHANCING
CAPABILITIES
WITHIN THE
CIVIL SERVICE
172
ublic Service Delivery Transformation (PSDT) is about being inclusive

and making government amenities accessible to the public. Improving
public service delivery is an explicit aspiration of the New Economic
Model (NEM), which has been a part of the National Transformation
Programme (NTP) from the very start.
The NTP catalyses the country to become more economically robust and socially
adequate to meet global challenges. While the initiatives of the NTP have yielded
some success in efforts to make the public sector more efcient, connected,
and responsive to the needs of rakyat, the lack of a comprehensive strategy
means that on a whole, public service delivery is not currently at the aspirational
standard set by the NEM.

The PSDT, as part of the initial conception of the NEM, seeks to x existing
issues found within the delivery of public services through the implementation
of evidence-based strategies, while at the same time establish a platform
allowing for greater feedback and interaction with the public at large. As
Malaysia strives to attain advanced nation status, there will be greater citizen
expectation for involvement in the design, implementation, and evaluation of
policies and legislation.
A new engagement model will allow citizens, business and community groups,
including resident foreign nationals, to become more active participants and
contributors to policy formulation, execution, and review. Specic plans to
facilitate such outcomes include:
Establishing citizens consultative councils within ministries and local
government entities to enable citizen participation in policy design,
implementation, and review
Building information-sharing protocols to ensure citizens have access
to information to enable effective participation in policy formulation.
The PSDT is thus the Governments efforts to introduce these improvements in
efciency in delivery, while at the same time take aim raising public engagement
to the next level. PSDT initiatives have been designed to put these aspirations
into action, and seeks to improve public services by providing better access to
government amenities and by better meeting the expectations of the rakyat.
1
In a recent study conducted by Oxford Economics, it was estimated that for

Singapore, an additional USD10 billion will be required to meet public service
demand in 2025, if growth is maintained at current rates. Performing a similar
analysis for Malaysia, it is estimated that an additional RM48 billion will be
required by 2025 (see gure below).
As the Government cannot simply spend its way out of the problem by pumping
additional funds into public service, the only other practical alternative is for
the Government to maximise the utility of its existing infrastructure and other
resources presently available. The mandate, thus, is to improve public service
delivery and further enhance it through the reduction of wastage and the
expansion of capabilities to enhance delivery.1
The evolution of PSDT:

Prior to 2014, Public Service Delivery was a Strategic
Reform Initiative (SRI) under the remit of the ETP.
As an SRI, it functioned as an enabler focused on
improving business-related processes to support
the successful delivery of ETP initiatives. One of the
SRIs key initiatives was to implement the Business
Licensing Electronic Support System (BLESS),
which was completed in 2013. BLESS supports ETP
initiatives by streamlining the business licensing and
approval process, and enhancing communication
between business owners and relevant regulatory
authorities. While its achievements as an SRI are
being maintained-i.e. initiatives such as BLESS
and the Single Sign-On (SSO) System are being
managed by other agencies- the PSD SRI has been
redirected to focus on enhancing the effectiveness
and efciency of the public service delivery.
Public service expenditure GAP

Demand Driven
Current Trajectory
USD10 bil
USD billions
(2010 Prices)
55
45
35
25
15
1998
2001
2004
2007
2010
2013
2016
2019
2022
2025
173
WHAT DOES PUBLIC

SERVICE DELIVERY
TRANSFORMATION
SEEK TO ACHIEVE?
First and foremost, PSDT seeks a
faster and more efcient delivery
of public services to all Malaysians
regardless of race and income. It
aims to accelerate the Governments
efforts to become a more efcient and
facilitative institution with respect to
its services to the public. It also aims
to transform the countrys 1.3 million
civil servants into a motivated, highperforming workforce.
To effect these changes, the processes
and structure of public institutions
must be re-engineered to eliminate
redundancies such as duplicate
functions that are better provided
by the private sector. Instead, public
institutions need to reorient their focus
on tasks that the private sector cannot
or will not perform. The delivery of
government services must be efcient
and effective, using a whole of
government approach to complement
the operations of the private sector to
provide comprehensive and efcient
service to the public.
As part of the re-engineering process,
public institutions must, under the
PSDT, strengthen scal management
to create greater transparency while
174
enhancing the incentive system. The

Governments revenue base must be
diversied and expenditure streamlined
to foster better utilisation of revenue.
Based on the NEM, PSDT is focused
on improving service delivery through
three policy measures:
Reform the government to be lean,
consultative, and delivery-focused
Upgrade skills of staff to enable
them to multitask
Modernise human resource
managements to match
qualications with jobs
As this requires a review of the civil
service as a whole, the governance
structure of PSDT must of necessity
be expansive and representative of all
interests. Hence a Steering Committee
(SC) was formed to ensure that these
interests are best represented. The SC
comprises the following members:
Senator Dato Sri Idris Jala,
Minister in the Prime Ministers
Ofce (Co-Chair)
Tan Sri Dr. Ali bin Hamsa, Chief
Secretary to the Government
of Malaysia (Co-Chair)
Tan Sri Dr. Mohd Irwan Serigar bin

Abdullah, Secretary General of the
Treasury
Tan Sri Mohamad Zabidi bin Zainal,
Chief Director of the Civil Service
Tan Sri Hj. Shukry bin Hj. Mohd
Salleh, Chief Director of the
Implementation Coordination Unit
of the Prime Ministers Ofce
Datuk Dr. Rahamat Bivi binti
Yusoff, Chief Director of the
Economic Planning Unit
Datuk Wira Omar bin Kaseh,
Chief Director of the Malaysian
Administrative Modernisation and
Management Planning Unit in the
Prime Ministers Ofce.
The SC is responsible for setting the
strategic direction of the work to be
done and has endorsed a framework
that will form the basis for all projects
addressed throughout the year. PSDT
seeks to ensure close collaboration
among all Ministries on public service
delivery enhancement projects, but will
prioritise those closest to the rakyat or
those identied to be critical enablers.

MAKING PUBLIC SERVICE

DELIVERY MORE EFFECTIVE
AND EFFICIENT FOR THE RAKYAT
number of pilot programmes

was conducted in 2014 that
put in place focused strategies
to accelerate delivery and improve
civil service delivery. The Ministry
of Health, for example, adapted
management techniques to improve
patient management in key areas
including patient appointments,
bed management and ambulance
response times.
Meanwhile, the Ministry of Federal
Territories together with the Kuala
Lumpur City Hall also implemented
a new strategy to expedite response
times to life breakdowns in public
housing. The Ministry of Works also
explored ways to improve its internal
processes to better respond to road
maintenance issues as well as the
deployment of new, better road signs.
These efforts alongside others have
created a more efcient workow and a
more robust monitoring and response
regime in the respective Ministries

to ensure that the public is better
served. The following section provides
a detailed overview of the activities
undertaken by each respective Ministry
and the impact of their results.
Improving delivery
of public healthcare
Malaysias climb up the value chain has
accelerated the rate of urbanisation
in the country. With urban centres
expected to further grow by 2020, it is
imperative that the nations healthcare
facilities deliver their services in a
more effective and efcient manner.
As part of the rst wave of projects
to be implemented, the Ministry of
Health (MoH) identied a number of
priorities, including reducing patients
waiting times, reducing congestion at
healthcare facilities and lowering bed
occupancy rates.
To achieve these objectives, the MoH

adopted the LEAN tool that emphasises
the continuous improvement of work
processes. The success of the pilot
projects at Hospital Sultan Ismail,
Johor and Hospital Tengku Ampuan
Rahimah, Klang has encouraged the
Ministry to roll out LEAN Healthcare
to four other public hospitals:
Hospital Tengku Ampuan Afzan,
Pahang
Hospital Raja Perempuan Zainab II,
Kelantan
Hospital Sultanah Nur Zahirah,
Terengganu
Hospital Sultanah Aminah, Johor.
The projects were initiated by the
MoH and PEMANDU and championed
by the respective hospital directors.
Members from Universiti Kuala
Lumpur Malaysian Institute of
Industrial Technology (UniKL MITEC)
and Malaysian Productivity Corporation
(MPC) were brought in as LEAN experts
to familiarise the hospital staff with
the LEAN tool and guide them through
the implementation phase.
A signicant amount of engagement
was required to secure the buy-in
and commitment of the hospital staff
at the initial stages. However, once
buy-in was secured, the hospital
teams took ownership of the project
and played a major role in driving the
projects to completion.
175
Reducing Cancer
Treatment Waiting
Time at HSIJB
Hospital Sultan Ismail in Johor Bahru
(HSIJB) is a leading referral centre
for cancer treatment in the Southern
region. At HSIJB, the waiting time
for head and neck cancer patients to
receive radiotherapy treatment after
being diagnosed with cancer was
reduced from 120 days to 30 days,
which is a World Health Organisation
(WHO) standard.
The implementation of LEAN optimised
the entire process and made better
use of existing resources.
For example, the radiotherapists were
reorganised to only handle the radiology
machines while nurses were recruited
to help manage patients. In the past,
radiotherapists were responsible for
managing both the machines and
patients, which was not an efcient
use of the radiotherapists time.
By replacing one radiotherapist with
a nurse in each shift, the number of
patients treated by the clinic increased
176
from 30 to 48 a dayan increase of 60%.

At the same time, the radiotherapists
were cross-trained to operate the
different machines employed at the
oncology centre, which increased the
exibility of the radiotherapists to
work at different stations.
The staff also changed the way they
kept track of and displayed patient
statuses to make them more visible to
all clinic staff. Patients were prioritised
based on their position in the queue
and stalled cases were prioritised. The
more efcient scheduling of patients
also helped the hospital reduce the
need for reworking treatment masks.
This initiative has provided more timely
treatment for head and neck cancer
patients for whom timing is a leading
factor determining their prognosis.
Reducing
Orthopaedic Clinic
wait times at HSIJB
A similar process improvement was
implemented at HSIJBs Orthopaedic
Specialist Clinic where the average
waiting time of 115 minutes for
patients to see the doctor was reduced
to 62 minutes. The clinic is expected

to further reduce the average waiting
time to 42 minutes when the existing
IT system is upgraded.
Changes introduced to reduce the
waiting time included better crowd
management through the deployment
of barriers and signages, and the setup
of additional support counters to handle
patients different needs. Forms were
optimised to remove the potential for
error when communicating essential
patient information between clinic
staff members.
The clinic also implemented simple
xes to further optimise the process,
such as setting up waiting chairs
outside each consultation room. The
new setup reduced the amount of
time it took for patients to get from
the general waiting area at the lobby
to the consultation room, contributing
to overall time savings.

Improving patient
ow at the Emergency
Department at HTAR
By placing a senior doctor at the

front, about 20% of patients were
cleared from the green lane with no
compromise to patient safety.
Hospital Tengku Ampuan Rahimah

(HTAR) in Klang piloted a project
to reduce patient congestion in the
non-critical zone of its Emergency
Department. The introduction of LEAN
managed to raise the number of Green
Zone patients, i.e. non-critical patients,
treated and discharged in less than
two hours by threefoldfrom 18% of
all Green Zone patients to 70%.
A cue viewer was also installed in all

consultation rooms to visually show
how long a patient has been waiting
for re-consultation after being sent for
radiology or lab tests.
One of the key initiatives undertaken

was extending the operating hours
of public health clinics located near
the hospital. As a result, the total
number of patients seeking treatment
in the Emergency Department fell as
patients sought treatment for less
critical ailments at the clinics instead.
The team also optimised the way
referrals to the Emergency Department
were handled. Previously, all referrals
from health clinics were directed
through the emergency room and
managed similarly to direct walk-in
patients. The distribution of admission
forms to the clinics and having the
clinics send pre-referral alerts and
triage information has helped the
hospital staff to handle referrals more
efciently. For example, stable patients
who are referred to the hospital receive
immediate treatment from a senior
doctor without having to be re-triaged.
The reduction of patient congestion at

the HTAR Emergency Department has
improved service delivery by ensuring
that emergency patients receive the
priority attention they need.
Reducing medical
ward bed occupancy
rate at HTAR
HTAR staff members managed to
increase the Medical Ward bed capacity
by 42% through a number of initiatives,
such as the creation of sub-wards and
converting a hostel into a step-down
male ward. However, adding capacity
was only a part of the solution.
The team diagnosed that the current
discharge rate of warded patients was
also contributing to the overall ward

congestion as the backlog of patients
waiting for admission kept growing as
the day passed. The team adjusted the
layout of the ward to accommodate more
beds and introduced improvements
to the discharge process, such as
the introduction of a pre-discharge
checklist that outlines the items needed
to facilitate the discharge process.
This has signicantly improved the
discharge timefrom 72% of patients
discharged within 4 hours to 100%
of patients.
Additionally, discharged patients are
moved to the discharge suite instead of
idly occupying the beds. This improves
bed clearance and frees up beds for
incoming patients.
The hospital also appointed a
dedicated bed manager to coordinate
the placement of patients promptly
according to the bed type and ward,
besides providing real-time updates
on bed statuses.
As a result of these improvements,
HTAR was able to create a more orderly
and comfortable ward environment
for its patients.
The team also extended its queue

display system to the neighbouring
canteen so that patients and their next
of kin could wait in comfort.
For stable walk-in patients, a new
pathway was established to fast track
their consultation and discharge.
177
Improving Pre-Hospital
Ambulance Services
MoH data shows an average annual
increase of between 7% and 8% in
the number of patients admitted into
the Emergency Department (ED) of
hospitals nationwide over the past
several years (see top gure below).
The growing number of patients
has placed additional strain on the
capability of ED to cater and provide
the best possible service for prehospital care as the resources for ED
and ambulance services are shared.
To reduce response times, MoH identied

hotspot locations in key residential
areas, i.e. areas from where a high
number of ED calls were originating.
Supplementary ambulance bases
were set up at these identied hotspot
areas, which meant that ambulances
no longer had to travel from a central
ambulance base to reach these locations
(see bottom gure below).
Hospital ambulance teams were

assisted by two third party service
providers, the Red Crescent Society
Malaysia and St John Ambulance, to
service hotspot areas. The service
providers were briefed on prehospital care procedures and given
assistance to build up their necessary
capacities before they were sent out
to respond to calls.
2010-2013 Patient attendance at Emergency and Trauma

Department by Zone
Red Zone
Yellow Zone
Green Zone
4,500
Number of patients
(1,000)
4,000
Moreover, the growing number of

residential areas being built further
away from existing hospital locations
is affecting ambulance response
times, thus requiring a review of the
existing pre-hospital care services.
3,500
3,000
2,500
2,000
1,500
1,000
500
0
To improve service delivery in this area,

MoH implemented a pilot project in
2014. The project focused on meeting
MoHs KPI that 90% of all Priority 1
calls must be responded within 15
minutes, i.e. patients in very critical
condition, in key locations served by
ve hospitals: HTAR, Hospital Kuala
Lumpur, Hospital Serdang, Hospital
Ampang and Hospital Sungai Buloh.
The 15 minutes response time is
comparable to ambulance response
times in Australia.
2010
2011
2012
Current Service and performance

Location III
Location II
9 km
(9 mins)
3 km
(3 mins)
27 km
(27 mins)
Location I
LOCATION
Average Response times

(Priority I) (min)
Location I
7 min
Location II
10 min
Location III
35-45 min
Hotspot or demand cluster area for 999 calls
Transformed service and improved performance

LOCATION
9 km
(9 mins)
3 km
(3 mins)
27 km
(27 mins)
Location I
Location II
Location III
Supplementary ambulance base (new eld base) at hotspot
178
Average Response times

(Priority I) (min)
90%<15 mins

Ambulance hotspots response time performance

Target
Feb 2015
Jan 2015
Dec 2014
Nov 2014
Before
100
90
80
70
Premier Consulting showed that 92%

of local road users in Kuantan are
satised with the new standard of road
signboards. This satisfaction was also
echoed by 86% of locals living outside
of Kuantan. 80% of the 350 respondents
surveyed also said that the road
markings are clear, making it easier for
them to navigate through trafc.
60
50
40
Hospital
Ampang
Hospital Tengku
Ampuan Rahimah
Hospital
Sg Buloh
By the end of the project period, the

programme managed to meet its 15minute response time to 90% of Priority
1 Calls, which benetted 1.02 million
rakyat living in the targeted areas. As
gure above shows, response times
improved from an average of about
80% prior to the implementation of the
programme to above 90% in all ve
pilot hospitals.
The implementation of the project
also highlighted the importance
of maintaining open lines of
communication between the various
stakeholders, and getting everyone
on board the Change Acceleration
Process. Moving forward, MoH will
explore other improvements to prehospital services and look towards
syndicating the ndings from this pilot
programme with other hospitals.
Hospital
Serdang
Hospital
Kuala Lumpur
Road signboards and destination

markings on road surfaces in the United
Kingdom were used as the benchmarks
in this project. A comparative
assessment was performed against
the current Public Works Department
(PWD) standard, thus producing a new
set of standards.
Early channelling of trafc about
300m ahead of a junction using road
destination markings improves road
users safety while confirmatory
signboards at junctions reinforces
their condence that they are exiting
at the right place.
The use of the new signboards has led
to a cost avoidance of approximately
RM8.2 million. A survey done by IKRAM
Some challenges were encountered

during the construction phase, such
as the presence of underground utility
cables at the installation locations
as well as signboards installed by
local authorities which needed to be
relocated or removed to ensure that
the visibility of the new road signboards
was not compromised.
To handle these issues, a special
taskforce was formed consisting of
representatives from PWD Kuantan,
the local authorities (including the
Kuantan District & Land Ofce and
the Kuantan Town Council), Tenaga
Nasional Berhad, Telekom Malaysia
and Pengurusan Air Pahang Berhad.
The strong rapport built with key
stakeholders prior to the execution of
the project, particularly the Minister of
Works, the Chief Minister of Pahang,
the President of the Kuantan Town
Council as well as Federal and State
Government agencies, was critical in
ensuring the success of this project.
Improving road signage

An initiative to improve road signage
in Kuantan, Pahang saw the
implementation of a new standard
of road signboards that are smaller,
less reective and more consistently
placed to help motorists easily identify
their routes.
179
Enhancing delivery
of public housing lift
maintenance
In response to frequent complaints
from residents of the Peoples Housing
Project (Projek Perumahan Rakyat or
PPR), the Ministry of Federal Territories
(Kementerian Wilayah Persekutuan or
KWP) together with the KL City Hall
(Dewan Bandaraya Kuala Lumpur or
DBKL) conducted a pilot programme
designed to prevent breakdowns and
streamline response times. Under
the pilot programme, response times
to lift breakdowns at the Batu Muda
PPR was brought down to 30 minutes,
thus halving the number of complaints
registered by residents.
In the rst phase of implementation,
the team identied the root causes
of lift breakdowns to be vandalism
and the lack of ownership on the part
of building residents. Moreover, the
utilisation of many of the lifts in service
had increased tremendously over the
last 20 years, and they were at a point
where they needed frequent scheduled
maintenance and were more prone
to breakdowns. However, the lack
of consideration given to the higher
utilisation levels of the lifts meant that
the maintenance process could not be
efciently planned or executed.
Three specic activities were undertaken
to address these issues:
Engaging housing residents to
obtain feedback and facilitate better
cooperation in maintaining lifts
Transforming the maintenance
process to expedite the response
and turnaround times
Taking aggressive action against
vandals who are responsible for a
signicant portion of breakdowns.
180
In the Batu Muda pilot project, the team

grouped the causes of lift breakdowns
into three areas: vandalism (37%),
mechanical failure (36%) and electrical
failure (27%). As vandalism accounted
for the largest proportion of lift issues,
specic initiatives were deployed to
arrest the problem.
Examples of vandalism prevention
steps taken included the installation of
CCTVs and taking sterner action against
lift vandals, i.e. by taking police action
against them. 24-hour patrols were
also implemented within the buildings,
while residents were engaged under
an awareness programme to increase
their participation in monitoring the
condition of the lifts.
Meanwhile, the Residents Association
for the building was strengthened to take
leadership and control of the situation,
and was thus empowered to suggest
solutions to the problem. Members
from the Batu Muda PPR community
were also appointed as Flying Squad
members of the lift operation and
maintenance team and also in aiding
vandalism prevention initiatives.
To further expedite response and

maintenance times, service level
agreements with the third party
maintenance service provider
were realigned to meet the new
operating requirements. Finally,
internal maintenance processes were
streamlined and optimised to expedite
service delivery.
Thanks to the pilot programme, the
number of lift complaints from Batu
Muda PPR residents halved to 390
complaints in 2014 from 780 the
previous year. The success of the pilot
will see the programme replicated
in other PPRs in 2015.

Improving delivery
of road maintenance
on MRR1
KWP together with DBKL also
implemented a pilot programme to
improve the turnaround times on
road maintenance works on the Kuala
Lumpur Middle Ring Road 1 (MRR1),
and to improve public perception of
the effectiveness of road maintenance
works.
Since July 2014, repair of all potholes
classied as either small (smaller than
3m2) or medium (larger than 3m2)
was completed within 12 hours and
two days respectively, upon receiving
road user complaints. The new time
was an improvement over the previous
standard of within 24 hours and three
days respectively.
To achieve these results and improve
public perception, the team enhanced
the capacity of the maintenance crew
by rening the existing Flying Squad,
i.e. the mobile maintenance team. They
were outtted with more equipment
for quick xes and rebranded to create
a more professional-looking outt
when on the job.
The model used for the MRR1 pilot
will be extended to other roads under
the purview of DBKL in the future and
will also be extended to other sections
such as the Landscaping Department.
181
Expediting development
in the Muda area
The Ministry of Agriculture (MoA) is
working with the Muda Agricultural
Development Authority (Lembaga
Kemajuan Pertanian Muda or MADA)
to increase paddy production in the
Muda area.
In 2014, the MADA Transformation
Programme focused on resolving the
soft soil issue within cultivated areas
and accelerating the land acquisition
process for the construction of tertiary
irrigation infrastructure.
Reforesting Cameron
Highlands
The Ministry of Natural Resources and
the Environment (NRE) has secured
RM1 million in private sector funding
to replant trees in Cameron Highlands
using a public-private partnership
(PPP) model. The project will see the
planting of approximately 40,000 trees
within a three-year period.
As one tree in a tropical climate will
sequester an average of 23kg of
atmospheric carbon dioxide per year,
the 40,000 trees will sequester an
estimated 920,000kg of atmospheric
carbon dioxide per year by the end of
the three-year period.
In addition to raising funds, the NRE
has been working together with
strategic partners to raise awareness
of and education about the need to build
sustainable ecosystems. The Ministry
aims to continue its fundraising
campaign in the coming year.
182
Soft soil currently affects about 8%

of the cultivated areas in the Muda
area. The soft soil problem was solved
through the imposition of rest times
for the affected areas, improvements
to drainage and infrastructure, and the
imposition of a post-crop moratorium
on land preparation. The initiatives are
expected to increase the paddy yield
by 81,070 tonnes or RM105.2 million
per annum by 2016 and 4,000 farmers
will see their annual incomes rise by
RM26, 000 each.

Now that MADA has done

irrigation from Muda 1 to
Muda 2, we can get proper
water supply. As a result,
we can accurately follow
the crop planting schedule
as specied by MADA and
revenue will surely increase.
Ismail Hamzah
Farmer 1
Meanwhile, the land acquisition process

was streamlined, thus reducing the time
needed for the approval process from 29
months to 11 months. This is expected
to double the paddy production in the
Muda area by 2020 and raise revenue by
an estimated RM1 billion. The increase
in paddy output from 5 tonnes/ hectare
to 9 tonnes/ hectare would double the
income of 38,000 farmers.
The key to streamlining the land

acquisition process was securing the
cooperation of 11 federal and state
agencies and a commercial entity who
were all working in silos independently
of one another. Their support and buyin were secured through a workshop
that saw the attendance of all
stakeholders upon the invitation of the
Chief Minister of Kedah.
Upgrading public toilets

in Teluk Kemang
The Ministry of Housing and
Local Government (Kementerian
Perumahan dan Kerajaan Tempatan
or KPKT) is enhancing the design
and management of public toilets by
seeking comprehensive feedback from
the public. The toilets in Teluk Kemang
were redesigned to suit public demands

and now contain facilities such as a
baby changing area, a greater number
of cubicles and a foot wash area.
KPKT has also raised the bar in terms
of the standard of maintenance and
management of public toilets. It drafted
a new set of policies and maintenance
guidelines, conducted operator training
and established a more progressive
toilet rating system.
Since the implementation of these
initiatives, queues at the Teluk Kemang
toilets have improved dramatically and
wait time for use has been reduced by
95%. The toilets have also increased
capacity by 75% and seen the hiring
of better skilled workers. The success
of this pilot project may see the model
extended nationwide.
183
WORKING
TOWARDS A MORE
RAKYAT-CENTRIC
CIVIL SERVICE
FOR BETTER LIVELIHOODS
mprovements within the civil service
will see continuous collaboration
with Ministries to identify focus
areas that would yield meaningful
improvements to the delivery of public
services to the rakyat. This will become
particularly important as Malaysia
is expected to continue its trajectory
towards becoming a more affluent
country, which will place greater
expectations on the standard of PSDT.
184
In addition to new initiatives

introduced, a PSDT Index will also
be introduced in 2015. The Index will
measure Ministries participation
in the programme as well as its
success rate in closing projects. When
implemented, the Index will function
as a barometer to provide an overview
of Ministries efforts to enhance public
service delivery. This will in turn
provide a comprehensive overview of
the Ministries efforts in streamlining
its delivery process, and will ag areas
requiring greater attention.

No
KPI
Ministry of Works
Target
Actual
% Achieved
100%
100%
100
2 projects
200
50%
58.3%
117
Road Signages & Road Markings in Kuantan District

Percentage completion of enhancement of Kuantan road signages
& road markings
2
Ministry of Health
Optimising patient ow through LEAN Healthcare initiatives
to improve waiting time
Number of LEAN Healthcare initiatives in MOH Hospitals
Ministry of Federal Territories

Lift Maintenance
Reduction in lift breakdown complaints in Batu Muda
TOTAL
139%
185
Improving Pre-Ambulance
Response Call
Improving Road
Signages
90% Priority 1 Calls, 15-minute response time.

Benetted 1.02 mil rakyat living in targeted areas
Response time performance
Before
After
Target
92
90
New-standard signboards
saved cost of approximately
RM8.2 mil
88
86
84
82
80
78
92% of Kuantan road users are satised with the new
76
74
HTAR
HKL
H Serdang
H Ampang
H Sg Buloh
standard. Survey: IKRAM Premier Consulting.
Improving Lift Maintenance in Public Housing
Number of lift complaints from Batu Muda PPR residents halved to 390
complaints in 2014 from 780 the previous year
Expediting Development in Muda Area

Paddy yield expected to increase by 81,070 tones (RM105.2 mil) per annum by 2016.
RM26,000 each. 4,000 farmers will have their annual income increased
Paddy production in the Muda area expected to double by 2020
and raise revenue by an estimated RM1 bill.
9 tonnes/hectare paddy output, increased from 9 tonnes/
hectare, doubling the income of
38,000 farmers
186
11 months for the approval process.

Reduced from 29 months

Reducing
Orthopaedic Clinic
Waiting Time at
Hospital Sultan
Ismail
Upgrading
Public Toilets in
Teluk Kemang
reduction in waiting time for toilet
95%
use in Teluk Kemang
AVERAGE
WAITING
TIME
75% increase in
capacity in the toilets
115
Hiring of better skilled workers
MINUTES
BEFORE PSDT
62
MINUTES
AFTER PSDT
FEBRUARY 2014
Improving Patient Flow at Emergency Departments at

RESULTS
ARRIVAL TO CONSULTATION (DOOR- TO - DOC)
LENGTH OF STAY (DOOR - TO - DOOR)
CALL NOT
ATTENDED (LEFT)
-65%
FROM 57 TO
20 PATIENTS
+7%
-55%
AVERAGE TIME
192 MINS TO 88MINS
(WITHIN 2 HOURS)
+300% THROUGHPUT
FROM 18% TO 70%
THROUGHPUT (90MINS)
FROM 82% TO 88%
BED WAITING TIME
-20%
AVERAGE TIME
259 MINS TO 205 MINS
187
MINISTERS
SCORECARD
The Ministers Scorecard has improved over the years
in tandem with the development of GTP, ETP and SRI
NKRAs
2009
&
2010
MKRAs
Areas identied as
priorities for the country
National Key Results
Areas (NKRA)
Areas identied as key

responsibilities of the
Ministries Ministerial
Key Results Areas (MKRA)
Lead: 6 Ministers
23 Ministers
2011
onwards
Lead: 7 Ministers
Support: 3 Ministers
The Government
believes that the scale
of transformation that
Malaysia is trying to
achieve requires a
thorough framework
of accountability
that begins from the
very top, down to the
grassroots.
188
NKEAs
SRIs
All Ministers have

MKRA KPIs regardless
whether they are NKRA
or NKEA lead Ministers
Areas identied as
priorities for the countrys
economy National Key
Economic Areas (NKEA)
Areas identied as
priorities for structural
enablers Strategic
Reform Initiatives (SRI)
30 Ministers
Lead: 13 Ministers
Support: 5 Ministers
Covered by 15 Ministers
a b i n e t M i n i ste rs , a s t h e
executive heads of Government,
are therefore similarly held
accountable for the ability of their
respective Ministries to deliver
transformational initiatives.
Under the countrys National

Transformation Programme (NTP),
comprising the Government
Transformation Programme (GTP), the
(ETP) and Strategic Reform Initiatives
(SRI), Cabinet Ministers have been
assigned Key Performance Indicators
(KPIs). Under the GTP, the KPIs
established for the seven (7) National
Key Results Areas (NKRAs) are based
on the roadmap. Similarly with the
KPIs established with the National Key
Economic Areas (NKEAs) under the ETP
and SRI.
Additionally, Ministerial Key Results

Areas (MKRA), which are Ministries
yearly focus areas, have KPIs
established, also known as Ministerial
Key Performance Indicators (MKPIs).
These KPIs are developed in line with
the vision and mission of the Ministry.
Before the introduction of NKEAs in
2011, only non-NKRA Ministers carried
MKPIs in their scorecards. NKRA lead
ministers only carried NKRA KPIs.
However since 2011 all Ministers carry
MKPIs apart from their NKRA, NKEA
and SRI KPIs where relevant. To date,
there are seven (7) Lead Ministers and
four (4) Supporting Ministers assigned
to oversee the NKRAs. Thirteen (13)
Lead Ministers and ve Supporting
Ministers were assigned to oversee
the NKEAs, and fteen (15) Ministers
for the SRIs.
MINISTERS SCORECARD
KPI Setting Framework

and Process
The framework used to develop
and manage KPIs for the Ministries
comprises ve discrete steps:
Establishing KPIs
Executing according
to implementation plan
KPI performance monitoring

PM-Minister Performance Review
Rewards, consequences
and actions.
Under the framework, KPIs under
NKRAs and NKEAs are established
based on the GTP and ETP roadmap
whilst MKPIs are driven by the vision
and mission of each respective
Ministry but in line with the National
Transformation Plan. This framework

thus creates a quantiable measure
of Ministerial performance, which
can be used to gauge the Ministers
performance in the nal stage of the
framework in determining rewards,
consequences and actions.
A structured framework is used to develop and manage the KPIs for the Ministry
Rewards,
consequences,
and actions
Nations
Transformation
Plan (ETP & GTP
Roadmap),
Ministry Vision
& Mission
Establish
KPIs
PM-Minister
Performance
Reviews
Execute and
manage for
performance
Measure
Delivery
Execute
according to
implementation
plan
KPI performance
monitoring
189
The Ministers Scorecard is also used

to track the progress of each Ministry
as all the KPIs will be reported
monthly in addition to the weekly
reporting done under the NKRA &
NKEA programmes. The constant
oversight ensures that any obstacles
or roadblocks will be immediately
identied and rectied. The Prime
Minster meets with the Ministers

twice a year once during the MidYear Review and the other during
the Year-End Reviewto review the
performance of the Ministers.
These one-on-one sessions between
the Prime Minister and Ministers
allows for greater discussion and
escalation of any issues requiring

the Prime Ministers intervention. In
addition, the Prime Minister may give
further instructions for the Ministers
action. At the Year-End Review
session, the Prime Minister will issue
the nal assessment and feedback to
each Minister.
Establishing the Ministers Scorecard

Leads the process within the Ministry:
'HQHV.5$VDQG.3,V
6HWVWDUJHWWLPHOLQHVDQG
WUDMHFWRULHV
3UHSDUHVGHWDLOHGLPSOHPHQWDWLRQ
SODQV
Note:
0.5$VVKDOOEHHVWDEOLVKHGDFFRUGLQJ
WRYLVLRQDQGPLVVLRQRIWKH0LQLVWULHV
PRIME
MINISTER
MINISTER
$SSURYHVWKH.3,VDQG
LPSOHPHQWDWLRQ
SODQVZLWK0LQLVWHU
Establish
Ministers
Scorecard
6XJJHVWVQHZIRFXVDUHDV
)RU*73(73 65,.3,VDUHDGRSWHG

IURPWKHURDGPDSSXEOLVKHGDFFRUGLQJ
WRWKHUROHSOD\HGE\WKH0LQLVWU\
IRUVSHFLFIRFXVDUHDV
PEMANDU
$VVLVWVLQGHQLQJIUDPHZRUN
)DFLOLWDWHVWKHSURFHVVDQGFKDOODQJHV.3,VHWWLQJ
3URYLGHVDGYLVRU\VXSSRUWDQGJXLGDQFH
KPI Setting Exercise:

Clinic Session
The KPI setting exercise is crucial
in ensuring that all initiatives are
delivered and all objectives are met.
Consistent with PEMANDUs Big
Fast Results (BFR) Methodology, the
yearly KPI setting exercise takes place
from October to December to set the
right objectives and expectations for
activities in the following year.
190
This exercise allows the Ministries

to plan ahead for the delivery and
measurement of the following years
activities. It also serves to drive
performance behaviour and functions
as a yearly checkpoint for the Ministry
to determine if all initiatives are
progressing down the right track or
whether they need to be changed.
This rigorous process involves all 23
Ministries and lead agencies within
the Ministers portfolios.
MINISTERS SCORECARD
The timeline for developing and managing Ministers KPIs:
KPI and
target setting
OCT-DEC
JAN
PM-Minister
Review Session
(Mid Year)
PM-Minister
Review Session
(Year End)
JUN
DEC
,QWHUQDWLRQDO
Panel Review
&DELQHW
Away Day
JAN
MAR
30VIHHGEDFN
to his Minister
Implementation
Plan
Weekly and
Monthly
Performance
Monitoring
)HHGEDFN
Loop
Rewards and
Consequences
Each submitted KPI proposal is

discussed individually and critically
challenged to ensure KPIs are accurately
established to drive delivery and
performance. The following principles
guide the establishment of the KPIs:
KPI descriptions should be consistent

with how the achievements will be
measured, e.g. if they are measured
by number of units, KPIs should be
set based on those measurements.
TARGET SETTING
KPI DESCRIPTIONS
KPI descriptions must be clear and
specic in describing what the KPI
is supposed to achieve.
Targets set should be ambitious

to encourage more effort to strive
to achieve goals.
Targets should be set according

to an established detailed roadmap
with an end goal, not on an ad
hoc basis. However, for long-term
targets the KPI is set on current
year activities.
Historical data is used to assess the
current base as well as to assess
the achievement trend to ensure
the following years target pushes
all parties to move forward.
191
Types of Key Performance Indicators
OUTCOMEBASED KPIs
SUPPORTING DOCUMENTS
Each KPI achievement should be
supported by valid documentation
for data verication purposes to
ensure the credibility of the data
being reported.
Indicators:
6DIHW\3HUFHSWLRQ,QGH[
&RUUXSWLRQ,QGH[6FRUH
$03HDNSXEOLFWUDQVSRUW
ULGHUVKLS
MEASUREMENT
OF ACHIEVEMENTS
The achievements of KPIs should
be readily available for frequent
and regular reporting, e.g. weekly,
monthly, quarterly, or yearly.
Each KPI should be set in such a
way so that its achievements can
be measured frequently.
For KPIs that measure the progress
of long-term projects, i.e. projects
that will take more than a year to
accomplish, only activities undertaken
in the current year will be measured
towards the KPI.
Examples of KPI measurement/
computation are as the gure above.
Value:
7RXULVW$UULYDOVPLO
5HYHQXHIURP052VHUYLFHV
50PLO
Rankings:
:RUOG&RPSHWLWLYHQHVV<HDU%RRN5DQNLQJ
,PSURYH5DQNLQJLQ'HDOLQJZLWK
&RQVWUXFWLRQ3HUPLWV
Output:
5RDGGHOLYHU\NP
:DWHUGHOLYHU\
1XPEHURIKRXVHKROGV
Construction-type KPIs:
5LYHURI/LIH3KDVH3HUFHQWDJH
RIFRPSOHWLRQRIFRQVWUXFWLRQZRUNV
RQ3UHFLQFWULYHUEHDXWLFDWLRQ
6HWWLQJDQDQDHURELFGLJHVWLRQ
IDFLOLW\IRUIRRGZDVWH3HUFHQWDJHRI
FRPSOHWLRQRIWHVWLQJ
FRPPLVVLRQLQJRI$'SODQW
Each year, approximately 700 specic

KPIs are established. These KPIs are
monitored throughout the year by their
MILESTONEBASED KPIs
Initiatives in development stage:

3HUFHQWDJHGHYHORSPHQWRI/0,$
/DERXU'DVKERDUG
3HUFHQWDJHFRPSOHWLRQIRUWKH
$6($1%DQNLQJ,QWHJUDWLRQ
)UDPHZRUN
respective teams and Ministries with

the objective of ensuring the discipline
of action.
Types of KPI measurement/computation adopted

Nature of KPI
Example of KPI
Computation Adopted
Increase of outcome or output

or milestone developments
KPI: Number of tourists, new

investments, jobs created
ACHIEVEMENT / TARGET
The objective is to achieve

lower than the target
KPI: Percentage of Band 6 & 7

schools out of total schools
Target: 1.4% (the lower the better)
TARGET / ACHIEVEMENT
Where target states

"at least xx" / "not more than xx"
KPI: Number of technologies developed

Target: At least 15
SCORE IS CAPPED AT 100%
The objective is to measure

current year achievements only
KPI: Percentage of completion

of construction works
(ACTUAL - PREVIOUS YEARS ACHIEVEMENT) /
Pro-rated KPIs with

monthly targets
KPI: Overall SAIDI for Sabah

(minutes/customer/year)
(TARGET / 12 MONTHS x MONTHS OF REPORTING)

/ (MONTHLY ACHIEVEMENT) x 100%
Composited KPIs where a few

sub-KPIs contribute to the
score of one KPI
KPI: Investor education and awareness

programme on Private Retirement Scheme (PRS)
i. Assets under management of PRS
ii. Total no. of members
FINAL SCORE: (SCORE KPI 1 + SCORE KPI 2) /

NUMBER OF KPIs
i. KPI 1 ACHIEVEMENT / TARGET = SCORE
ii. KPI 2 ACHIEVEMENT / TARGET = SCORE
192
(TARGET - PREVIOUS YEARS ACHIEVEMENT)
MINISTERS SCORECARD
Ministers performance on their

scorecards have generally improved
steadily since the implementation of
the GTP in 2009. After ve years of
implementation, the Ministers and
their respective teams have become
more open to the performance-driven
nature of the KPIs and become more
accustomed to the KPI setting process.
As a result, Ministers and their teams
have started taking greater ownership in
implementing change and a more active
role in identifying projects designed
to improve their service delivery.
Challenges
The rigour and thoroughness of the
KPI setting process intends to push
and drive higher targets from previous
years and better results in hopes of
achieving the objectives of the NTP.
However, it is normal to have challenges
as this requires a signicant change in
mindset and behaviour in all parties
within the Ministry. For example, there
are still some Ministries who will set
lower targets with the justication that
they are unable to control external
and environmental factors rather than
pushing boundaries and exploring new
ways to achieve the ultimate objective.
With that, there has been some push
back and reluctance to change.
Ministers Scorecard - Overall Achievement for 2014
100
ACHIEVEMENTS
> 90%
50% - 90%
< 50%
80
Percent
Ministers Scorecard
Achievements
60
Lagging data
86.5
87.4
87.0
9.6
8.7
10.0
40
20
3.9
0.9
3.3
0.7
3.0
2012
2013
2014
Total KPI:
703
Total KPI:
606
Total KPI:
573
1.0
87% out of 573
KPIs achieved / overachieved targets in 2014,

compared to 87.4% out of 606 KPIs in 2013 and 86.5% out of 703 KPIs
in 2012. The number of KPIs established yearly has gradually decreased
as the KPI setting process focuses on KPIs that have the most impact.
However, this has not stopped the

Government from setting ambitious
targets, which is beginning to see
greater buy-in from the Ministries.
The ultimate objective is to further
inculcate this paradigm shift in the
civil service to make it a permanent
part of the civil service culture.
193
AGREED UPON
PROCEDURES
BY PwC
he Government Transformation
Programme (GTP) is measured
against a set of Key Performance
Indicators (KPIs) determined at the
beginning of the year. The results are
validated by PricewaterhouseCoopers
Malaysia (PwC), an independent
professional services rm, based on a
set of Agreed Upon Procedures (AUP),
which is a set of specic tests and
procedures used to review the reported
results of each National Key Result
Area (NKRA) against its National Key
Performance Indicator (NKPI).
The AUP is applied to a sample taken
from each KPI and checked against
guidelines and formulae developed
in the initial PEMANDU lab sessions.
Where exceptions are noted by PwC,
the processes and sources of data are
re-evaluated prior to their insertion in
this Annual Report.
PwC has also conrmed that the
results reported here have been
validated according to the AUP. The
independent professional services
rm also provides advice and identies
opportunities to further improve the
reporting process.
The presence of the AUP in the
collection of data is a verication of
194
the Governments commitment to the

highest standards of transparency
and accountability in the delivery of
the programmes under the GTP. The
voluminous amount of information
collected under this process is then
collated and distributed to both the
public and reviewers through various
channels including this Annual
Report, regular Open Day Sessions,
through traditional media and through
digital channels.
The overall plans for the implementation
of the GTP are detailed in the Roadmaps
of the rst and second phase of
development respectively, called
the GTP 1.0 and GTP 2.0 Roadmaps,
which are publicly available from the
PEMANDU website. These Roadmaps
also provide specic and detailed
goals for each NKRA, thus creating an
overall benchmarking framework for
the entire programme.
Greatest care has been taken to
ensure that the results published in
this annual report are as accurate and
transparent as possible. By working
together with the relevant Ministries
and private sector stakeholders,
PEMANDU will take prescriptive
action to further improve the reporting
process over the next 12 months.
Greatest care has been

taken to ensure that
the results published
in this annual report
are as accurate
and transparent as
possible. By working
together with the
relevant Ministries
and private sector
stakeholders,
PEMANDU will take
prescriptive action to
further improve the
reporting process over
the next 12 months.
AUP & NKRA PERFORMANCE AND EXPENDITURE BUDGET
2014 NKRA
PERFORMANCE
AND EXPENDITURE
BUDGET
T
h e GT P s p er for m an ce
and expenditure budget is
presented here in the interests
of transparency and accountability.
The GTP, which prides itself on
emphasising cost-effectiveness where
possible, sets it apart from other
projects, and thus allows for greater
savings in areas where possible
so long as it does not impede the
achievements of the NKPIs.
Measuring the
Achievements of the GTP
The success of the National Key
Performance Indicators (NKPIs) and
NKRAs are measured using three
different scoring methodologies, each
with a varying level of strictness (added
rules) resulting in three different
testing benchmarks. This method
ensures that the results achieved are
robust and comprehensive. The three
scoring methods are explained below:
Scoring Method
Description
Method 1
Scoring is calculated by a simple comparison against set 2014 targets. The overall NKRA composite scoring is the
average of all scores.
Scoring is calculated by dividing actual results against set 2014 targets with an added rule:
Method 2
If the scoring is less than 100%, score #2 is taken as the actual percentage
If the scoring is equal or more than 100%, score #2 is taken as 100%
The overall NKRA composite scoring is the average of all scores
Scoring is calculated by dividing actual results against set 2014 targets with an added rule:
Method 3
If the scoring is equal and less than 50%, score #3 is indicated as 0

If the scoring is more than 50% and less than 100%, score #3 is indicated as 0.5
If the scoring is equal or more than 100%, score #3 is indicated as 1
195
NKRA OVERALL
PERFORMANCE 2014
No
NKRA
Target (FY)
Budget Approved (RM)
Budget Spent (RM)
% Spent
Addressing the Cost

of Living
99
98
83
30,000,000
42,720,789
142
Improving Rural
Development
102
94
94
3,324,156,801
2,243,548,402
67
Improving Urban
Public Transport
99
95
75
37,274,516
21,908,443
59
Raising Living
Standards of LowIncome Households
102
96
86
299,096,000
295,648,520
99
Assuring Quality
Education
94
90
68
381,904,200
367,983,873
96
Reducing Crime
160
95
90
365,245,900
266,566,308
73
Fighting Corruption
82
82
50
9,300,000
8,736,361
94
Public Service Delivery

Transformation
139
100
100
2,188,888
2,188,888
100
105%
93%
78%
4,449,166,305
3,249,291,584
73%
100%
Overall Scoring Composite
Method 1 (%)
Method 2 (%)
For the benet of the reader, a colour code system has been used to reect
the success rate of the NKRA KPIs.
90%
196
51% - 89%
< 50%
Method 3 (%)
ADDRESSING THE
RISING COST OF LIVING
No
KPI
Target
Actual
Number of New Kedai Rakyat 1 Malaysia (KR1M)
35
36
100
100
1.0
Number of active outlets participating in Menu

Rakyat 1 Malaysia (MR1M)
1,000
1,000
100
100
1.0
Direct handouts to the Rakyat (BR1M):
100%
98.7%
99
99
0.5
50
51
102
100
1.0
(i) RM650 for eligible household recipients with

total earnings of RM3,000 per month and
below + iBR1M RM50
(i) 100%
(ii) RM450 for eligible household recipients

with total earnings between RM3,001 and
RM4,000 per month + iBR1M RM50
(ii) 100%
(iii) RM300 for eligible single Individual

recipients aged below 21 years old with
income of RM2,000 per month and below
+ iBR1M RM50
(iii) 100%
Method 1 (%)
Method 2 (%)
Method 3
Number of new Klinik 1Malaysia

providing services
Back To School Incentive - Implementation of

RM100 cash handouts to students Year 1 to Form
5 (number of students)
100%
100%
100
100
1.0
Implementation of RM250 book voucher to IPTA

& IPTS students (RM claimed by book stores)
100%
90%
90
90
0.5
TOTAL
99%
98%
83%
197
IMPROVING RURAL
DEVELOPMENT
No
KPI
Target
Actual
Method 1
Method 2
Method 3
Road Delivery (KM)
437.65
485.49
111
100
1.0
Semenanjung
226.64
244.29
108
100
1.0
Sabah
104.55
108.95
105
100
1.0
Sarawak
106.46
132.25
124
100
1.0
Water Delivery (HH)
8,000
8,195
102
102
1.0
Semenanjung
2,000
2,195
110
100
1.0
Sabah
3,000
3,000
100
100
1.0
Sarawak
3,000
3,000
100
100
1.0
14,295
14,299
100
100
1.0
Semenanjung
1,644
1,540
94
94
0.5
Sabah
4,151
4,227
102
100
1.0
Sarawak
8,500
8,532
100
100
1.0
8,175
(Ratio 80:20)
8,995
110
100
1.0
Semenanjung
2,908
3,560
122
100
1.0
Sabah
2,732
2,637
97
97
0.5
Sarawak
2,535
2,798
110
100
1.0
Road Maintenance (KM)
730
815
112
100
1.0
AGRI EPP#7: Upgrading Capabilities to

Produce Premium Fruits and Vegetables Large Fruit Farms
50
50
0.5
Desa Lestari
13
13
100
100
1.0
Rural Business Challenge (i) RBC Winners
13-20
115%
115
100.00
1.0
Percentage of 2012 winners achieving 25% of

increase of income
80%
90.9%
114
100
1.0
102%
94%
94%
Electricity Delivery (HH)
Program Bantuan Rumah (PBR)

Ratio - Houses Repaired : New Houses Built
TOTAL
198
IMPROVING URBAN
PUBLIC TRANSPORT
No
KPI
Target
Actual
Method 1
Method 2
Method 3
AM Peak public transport ridership
470,000
455,728
97
97
0.5
Population residing within 400m of public

transport nodes
71%
72%
101
100
1.0
Customer satisfaction level
75%
86%
115
100
1.0
KTM Komuter load factor
75% - 80%
92%
87
87
0.5
KTM Komuter on-time performance during AM

Peak (within 10 minutes)
95%
97.5%
103
100
1.0
Stage bus AM Peak load factor
80%
69%
81
81
0.5
Number of additional parking bays at Klang

Valley Rail Network
2,100
2,407
115
100
1.0
Number of KL Budget Taxi Fleet - at par with

ASEAN Best-in-Class
4,100
3,788
92
92
0.5
99%
95%
75%
TOTAL
199
RAISING LIVING STANDARDS

OF LOW-INCOME HOUSEHOLDS
No
KPI
Target
Actual
Method 1
Method 2
Method 3
Number of new 1AZAM participants monitored at

the minimum of 6 months after implementation
32,300
33,368
103
100
1.0
Number of new and existing 1AZAM participants

who increased their income by RM300 for any 3
months / Above Poor PLI (2012)
28,900
24,646
85
85
0.5
Number of 1AZAM participants in Financial

Literacy Programme
32,300
28,518
88
88
0.5
Number of1AZAM projects in colloboration with

NGOs and Corporate Sector
36
46
128
100
1.0
Number of 1AZAM Community/ Group

Based Programmes
77
77
100
100
1.0
To ensure 100% updates in eKasih
100%
100%
100
100
1.0
Number of graduated 1AZAM participants who

obtained Micro Credit loan
500
555
111
100
1.0
102%
96%
86%
TOTAL
200
ASSURING QUALITY
EDUCATION
No
KPI
Target
Actual
Method 1
Method 2
Method 3
Pre-school enrolment
90%
84.2%
94
94
0.5
Childcare enrolment (0-4)
10%
9.71%
97
97
0.5
Percentage of Band 6 & 7 schools out of total

schools
1.4%
1.39%
101
100
1.0
Percentage of Band 1 & 2 schools out of total

schools
31%
31.03%
100
100
1.0
English literacy rate for Year 2
83%
78.30%
94
94
0.5
Percentage of teacher intake at IPGM from the

top 30% of high school leavers
100%
98.9%
99
99
0.5
To develop roadmap to achieve 100% of teacher

intake at HEIs from the top 30% of STPM /
Matriculation / equivalent leavers as stated in
the Education Blueprint
100%
100%
100
100
1.0
Percentage of teachers trained that have

increased at least one English language
prociency band (CPT or CPT equivalent)
85%
0.0
Percentage of principal candidates identied

using the new requirement, at least 6 months
before retirement of predecessor to ll in the
principal vacancies
100%
85.38%
85
85
0.5
10
Maintaining existing High Performance Schools

(HPS)
115
115
100
100
1.0
11
New High Performance Schools
10
13
130
100
1.0
(More on next page)
201
ASSURING QUALITY
EDUCATION (continued)
No
KPI
12
BM literacy rate for Year 3
13
Numeracy rate for Year 3
14
Actual
Method 1
Method 2
Method 3
98.65%
99
99
0.5
100%
98.92%
99
99
0.5
Percentage of head teachers receiving New Deals

(i) Primary school
(ii) Secondary school
100%
(i) 5%
(ii) 5%
153.8%
(i) 7.3%
(ii) 8.08%
154
100
1.0
15
Identify baseline of teachers achieving the

minimum competency required
100%
95%
95
95
0.5
16
New English teachers to achieve C1 based on

CEFR before posting
100%
72.5%
73
73
0.5
17
New English teacher trainees achieved a

minimum of A or A+ in SPM in English before
entering teacher training institute (IPG & IPT)
100%
100%
100
100
1.0
18
Roll out of Differentiated Teaching and Learning

approach to all Form 3 hotspot schools
100%
100%
100
100
1.0
19
Percentage of 138 PPD (District Education

Ofces) having baseline ranking/rating
100%
70%
70
70
0.5
94%
90%
68%
TOTAL
202
Target
100%
REDUCING
CRIME
No
KPI
Target
Actual
Method 1
Method 2
Method 3
Reduce Overall Reported Index Crime
5%
12.6%
252
100
1.0
Reduce Reported House Break-Ins
5%
11.7%
234
100
1.0
Safety Perception Index
52%
(Baseline: 42.7%)
38.6%
74
74
0.5
Increase Investigation Papers brought to trial
35%
43.3%
124
100
1.0
Public satisfaction with police performance
80%
92.5%
116
100
1.0
160%
95%
90%
TOTAL
203
FIGHTING
CORRUPTION
No
KPI
Target
Actual
Method 1
Method 2
Method 3
Indeks Prestasi Integriti Nasional (IPIN):

Corruption Index score
7.1
6.9
97
97
0.5
Transparency International (TI): Global Corruption

Barometer (GCB) score
60%
28%
47
47
0.0
Transparency International (TI): Corruption

Perception Index (CPI) score
55%
52%
95
95
0.5
Increase conviction rate for corruption cases
85%
78.3%
92
92
0.5
Complete trial of corruption cases within 1 year
85%
71.8%
84
84
0.5
Tabling of AuG Report in every

Parliament Session
100%
100%
100
100
1.0
Publish online results of direct negotiation

contracts excluding Strategic and Security
contracts
100%
100%
100
100
1.0
100% of MPs attended the Integrity Training

for MPs
67%
30.18%
45
45
0.0
Insertion of corporate liability provision

in MACC Act
100%
80%
80
80
0.5
82%
82%
50%
TOTAL
204
PUBLIC SERVICE DELIVERY

TRANSFORMATION
No
KPI
Ministry of Works
Target
Actual
Method 1
Method 2
Method 3
100%
100%
100
100
1.0
Road Signages & Road Markings in Kuantan District

Percentage completion of enhancement
of Kuantan road signages & road markings
2
Ministry of Health
Optimising patient ow through LEAN Healthcare initiatives to improve waiting time
Number of LEAN Healthcare initiatives
in MOH Hospitals
2 projects
200
100
1.0
50%
58.3%
117
100
1.0
139%
100
1.0
Ministry of Federal Territories

Lift Maintenance
Reduction in lift breakdown complaints
in Batu Muda
TOTAL
205
GLOSSARY OF TERMS
10MP
1AZAM
AADK
Akhiri Zaman Miskin

Agensi Anti-Dadah Kebangsaan
(National Anti-Drug Agency)
ADB
Asian Development Bank
AES
Automated Enforcement System
AFC
Automated Fare Collection
AGC
Attorney Generals Chambers
AIM
Amanah Ikhtiar Malaysia
AKPK
Anti-COR NKRA
ASEAN
Agensi Kaunseling dan Pengurusan Kredit

(The Credit Counselling and Debt Management Agency)
Anti-Corruption National Key Result Area
Association of Southeast Asian Nations
CIP
CISM
Corporate Integrity Pledge

Corporate Integrity System Malaysia
COL NKRA
Cost of Living National Key Result Area
COMBI
Communication for Behavioural Impact
CPC
CPI
CPO
CPTED
CRI NKRA
CSI
Certicate of Practical Completion

Corruption Perceptions Index
Chief Police Ofcer
Crime Prevention Through Enviromental Design
Reduction of Crime National Key Result Area
Corporate social investment
CSO
Community Service Organisation
CSR
Corporate Social Responsibility
CSRM
Customer Service Rating Machines
ATP
Automatic Train Protection
AuG
Auditor General
CTSS
Centralised Taxi Service System
AUP
Agreed-upon procedures
DBKL
Dewan Bandaraya Kuala Lumpur

(Kuala Lumpur City Hall)
BB1M
BBKLCC
Baucar Buku 1Malaysia

Bukit Bintang KLCC Streen Cleanup Operations
BET
Bus Expressway Transit
BFR
Big Fast Results
BHEUU
BLESS
Bahagian Hal Ehwal Undang-undang

(Legal Affairs Division)
Business Licensing Electronic Support System
BLT
Balai League Table
BPH
Bahagian Pengurusan Hartanah

(Property Management Division)
BPKhas
Special Education Needs Department

(Bahagian Pendidikan Khas)
DIG
DMO
Deputy Inspector General

Delivery Management Ofce
DoS
Department of Statistics
DTF
Delivery Task Force
DTP
District Transformation Programme
ECCE
EDU NKRA
EIU
ELTC
EO
Early Child Care Education

Education National Key Result Area
Economist Intelligence Unit
English Language Training Centre
Emergency Ordinance
Bribe Payer Index
EPP
Entry Point Project
Bantuan Rakyat 1Malaysia
EPU
Economic Planning Unit
BRT
Bus Rapid Transit
ERL
Express Rail Link
CBD
Central Business District
ETP
Communications Content and Infrastructure
FDI
Foreign direct investment
BPI
BR1M
CCI
CCSC
Care and Cure Service Centre
FELDA
Federal Land Development Authority

Financial Literacy Education Training
CCTV
Closed-circuit television
FLET
CEFR
Common European Framework

of Reference for Languages
FMCG
Fast-moving consumer goods
GCB
Global Corruption Barometer
GCR
Global Competitiveness Report
GDP
Gross Domestic Product
CF
CIDB
206
10th Malaysia Plan
Certicates of Fitness
Construction Industry Development Board
GLOSSARY OF TERMS
GIS
GKL
GMM
Geographical information system

Greater Kuala Lumpur
Global Movement of Moderates
GNI
Gross National Income
GPI
Global Peace Index
GPS
Global Positioning System
GTP
Government Transformation Programme
HAB
Hentian Akhir Bandar
HCD
Human Capital Development
HDPE
Human Development Report
HOTS
Higher Order Thinking Skills
Jabatan Pertahanan Awam Malaysia

(Malaysian Civil Defence Department)
JPBD
Town and Country Planning Department
JPJ
JPJKK
JPM
JPNIN
Jabatan Pengangkutan Jalan Malaysia

(Road Transport Department)
Crime Prevention and Community Safety Department
(Jabatan Pencegahan Jenyah dan Keselamatan
Komuniti)
Jabatan Penjara Malaysia
(Prison Department of Malaysia)
Jabatan Perpaduan Negara dan Integrasi
(Department of National Unity and Integration)
Jabatan Pencegahan dan Pembanterasan Jenayah
(Department of Crime Prevention and Suppression)
JPW
Jabatan Pembangunan Wanita
Information Communications Technology
JTK
Labour Department
K1M
Klinik 1Malaysia
HTAR
ICU
Jabatan Perkhidmatan Awam Malaysia

(Public Service Department of Malaysia)
JPPJ
Hospital Sultan Ismail Johor Bahru
ICPS
Jemaah Nazir dan Jaminan Kualiti

(School Inspectorate of Malaysia)
JPAM
High Performing School
HSIJB
ICT
JPA
High-density polyethylene
HDR
HPS
JNJK
Integrated Cashless Payment System

Implementation Coordination Unit
KAR1SMA
1Malaysia Rakyat Welfare Programme
Institute of Democracy and Economic Affairs
KBS
Kementerian Belia dan Sukan Malaysia

(Ministry of Youth and Sports)
IEA
International Association for the Evaluation

of Educational Achievement
KDN
IGP
Inspector General of Police
IIM
Institute of Integrity Malaysia
ILU
International Liaison Unit
IDEAS
IO
IPIN
Investigating Ofcer
Indeks Persepsi Integriti Nasional
(National Integrity Perception Index)
IPG
Institut Pendidikan Guru (Teachers Training Institute)
IPR
International Performance Review
IPTA
Public Higher Education Institutions

(Institut Pengajian Tinggi Awam)
IRB
Inland Revenue Board
ITT
Integrated Transport Terminal
ITT BTS
JAIS
JAKOA
JHEV
Integrated Transport Terminal Bandar Tasik Selatan

(also known as Terminal Bersepadu Selatan)
Jabatan Agama Islam Selangor
Jabatan Kebajikan Orang Asli
(Orang Asli Welfare Department)
Jabatan Hal Ehwal Veteran Angkatan Tentera Malaysia
JIPS
Integrity and Standard Compliance Department

(Jabatan Integriti dan Pematuhan Standard)
JITU
Governance and Integrity Committee

(Jabatan Integrity dan Tadbir Urus)
JKJR
Jabatan Keselamatan Jalan Raya

(Road Safety Department)
JKM
JKR
Jabatan Kebajikan Masyarakat

(Social Welfare Department)
Jabatan Kerja Raya (Public Works Department)
KEDA
KEDAP
KEJORA
KESEDAR
Lembaga Kemajuan Wilayah Kedah

Kelas Dewasa Untuk Orang Asli dan Penan
(Adult Classes for Orang Asli and Penan)
Lembaga Kemajuan Johor Tenggara
Lembaga Kemajuan Kelantan Selatan
KEMAS
Department of Community Development
KETENGAH
Lembaga Kemajuan Terengganu Tengah
KeTTHA
Ministry of Energy, Green Technology and Water
KK1M
Kedai Kain Rakyat 1Malaysia
KKLW
Kementerian Kemajuan Luar Bandar dan Wilayah

(Ministry of Rural and Regional Development)
KKMM
Ministry of Communication and Multimedia
KPI
Key Performance Indicator
KPKT
Ministry of Housing and Local Government

(Kementerian Perumahan dan Kerajaan Tempatan)
KPLB
Ministry of Rural Development

(Kementerian Pembangunan Luar Bandar)
KPWKM
KR1M
KSN
KTMB
KV
KWPKB
Kementerian Pembangunan Wanita, Keluarga

dan Masyarakat (Ministry of Women, Family and
Community Development)
Kedai Rakyat 1Malaysia
Chief Secretary to the Government
Keretapi Tanah Melayu Berhad
Klang Valley
Kementerian Wilayah Persekutuan
dan Kesejahteraan Bandar (Ministry of
Federal Territories and Urban Wellbeing)
207
LIH
LIH NKRA
LINUS
LPG
LPPKN
NBOS
National Blue Ocean Strategy
Low-Income Households National Key Result Area
NBTS
New Bus Ticketing System
Literacy and Numeracy Screening

Liqueed petroleum gas
National Population and Family Development Board
LRT
Light Rail Transit
NEM
New Economic Model
NGO
Non-governmental organisations
NKEA
NKPI
National Key Economic Area

National Key Performance Indicator
LTA
Singapore Land Transport Authority
NKRA
National Key Result Area
MACA
Malaysian Anti-Corruption Academy
NPCS
National Pre-school Curriculum Standard
MACC
Malaysian Anti-Corruption Commission
MADA
Muda Agricultural Development Authority
MAHA
Malaysian Agricultural, Horticultural

and Agrotourism Showcase
MAMPU
MARDI
MARRIS
Malaysian Administrative Modernisation

and Management Planning Unit
Malaysian Agricultural Research
and Development Institute
Malaysia Road Record Information System
MCAD
Mobile Computerised Access Devices
MCPF
Malaysian Crime Prevention Foundation
NPE
NPQEL
NTP
NUTP
OBB
OCPD
PAC
PACOS
PADU
New Pantai Expressway

National Professional Qualication
for Education Leaders
National Transformation Programme
National Union of the Teaching Profession
Outcome-Based Budgeting
Ofcer-in-Charge of Police District
Public Action Committee
Partners of Community Organisations
Education Performance and Delivery Unit
MBPJ
Majlis Bandaraya Petaling Jaya
PBT
MBSA
Majlis Bandaraya Shah Alam
PCA
MDHS
Majlis Daerah Hulu Selangor
MDKL
Majlis Daerah Kuala Langat
PEMANDU
Performance Management and Delivery Unit
MDKS
Majlis Daerah Kuala Selangor
PERHEBAT
Perbadanan Hal Ehwal Angkatan Tentera
MDTCC
Ministry of Domestic Trade,

Cooperatives and Consumerism
MEB
Malaysian Education Blueprint
MITI
Ministry of International Trade and Industry
MKPI
MKRA
MoA
Ministerial Key Performance Indicator

Ministerial Key Result Area
Ministry of Agriculture and Agro-Based Industry
MoE
Ministry of Education
MoF
Ministry of Finance
MoH
MoHA
MOSTI
MoT
MoWFCD
MP
MPIC
MQA
MR1M
208
Low-Income Households
Ministry of Health
PDRM
PGA
PIAM
Pihak Berkuasa Tempatan (Local Municipal Councils)

Prevention of Crime Act 1959
Polis DiRaja Malaysia (Royal Malaysia Police Force)
Pasukan Gerak Am
Persatuan Insurans Am Malaysia
(General Insurance Association of Malaysia)
PID
Passenger Information Display
PIS
Passenger Information Systems
PISA
PLI
PMhS
PPD
PPMM
Programme for International Student Assessment

Poverty line income
Performance Monitoring hub System
District Education Ofce (Pejabat Pelajaran Daerah)
Persatuan Profesional Melayu Malaysia
PPP
Public-Private Partnership Unit
Ministry of Science, Technology and Innovation
PPR
Peoples Housing Project (Project Perumahan Rakyat)
Ministry of Transport
Ministry of Women, Family and Community Development
PR1MA
PUSPEN
Projek Rumah 1Malaysia

Pusat Pemulihan Penagihan Narkotik
Member of Parliament
PVR
Police Volunteer Reserve
Ministry of Plantation Industries and Commodities
PwC
PricewaterhouseCoopers Malaysia
Malaysian Qualications Agency
RBB
Results-Based Budgeting
RBI
Rural Basic Infrastructure
Menu Rakyat 1Malaysia
RBM
MRCB
Malaysian Resources Corporation Berhad
MRR2
Middle Ring Road 2
RD NKRA
MRT
Mass Rapid Transit
RELA
Results-Based Management
Rural Development National Key Result Area
Ikatan Relawan Rakyat Malaysia
(Peoples Volunteer Corps)
GLOSSARY OF TERMS
RISDA
Rubber Industry Smallholders Development Authority
SPU
Sarawak State Planning Unit
SRS
Skim Rondaan Sukarela
RoS
Registrar of Societies Malaysia
RTC
Rural Transformation Centre
RTD
Road Transport Department
RTM
Radio Television Malaysia
TIMSS
Trends in International Mathematics and Science Study
RUTF
Ready to Use Therapeutic Food
TLDM
Tentera Laut DiRaja Malaysia (Royal Malaysian Navy)
SAIDI
System Average Interruption Duration Index
SAPS
Sistem Analisis Peperiksaan Sekolah

(School Examination Analysis System)
SCMS
Safe City Monitoring System
SCP
Safe City Programme
SEB
Sabah Electricity Board
SEN
Special Education Needs
SESCO
Sarawak Energy Supply Corporation
SIP
School Improvement Programme
SIT
School Improvement Toolkit
SKPK
TI
TI-M
TNB
TUKAR
UAC
UI
Transparency International
Transparency International Malaysia
Tenaga Nasional Berhad

Transformasi Untuk Kedai Runcit
United Against Crime Campaign
Unied Instrument
UKAS
Unit Kerjasama Awam Swasta
UNDP
United Nations Development Programme
UNWTO
UPEN
UPT
UPT NKRA
World Tourism Organization

State Economic Planning Unit
Urban Public Transport
Urban Public Transport National Key Result Area
National Pre-school Quality Standard

(Standard Kualiti Prasekolah Kebangsaan)
URB
Unit Rondaan Bermotosikal
Small and Medium Enterprises
UTC
Urban Transformation Centre
SMPK
Sistem Maklumat Prasekolah Kebangsaan
VPS
Voluntary Patrol Scheme
SPAD
Suruhanjaya Pengangkutan Awam Darat

(Land Public Transport Commission)
SME
SPIKES
SPM
SPNB
SPRINT
Sistem Pengurusan Integrasi Kawalan Efektif Substen

Sijil Pelajaran Malaysia
VTREC
Vehicle Theft Reduction Council of Malaysia
WCP
World Class Policing
WEF
World Economic Forum
WJP
World Justice Project
Syarikat Perumahan Negara Berhad

Sistem Penyuraian Trak KL Barat Sdn Bhd
209
ACKNOWLEDGEMENTS
he Government Transformation
Programme (GTP) is a holistic
plan of change involving multiple
stakeholders from both the private
and public sectors. The Government
of Malaysia would like to express
No
its appreciation and gratitude to the

participating civil servants, corporations
and non-governmental organisations
which have contributed time, effort
and advice to the GTPs planning and
execution. While it would be practically
impossible to acknowledge every agency

and person that has contributed to the
GTPs implementation, the Government
would like to make special mention
of the following organisations.
National Key Results Areas

Addressing the Rising Cost of Living
Ministry of Domestic Trade, Cooperatives and Consumerism (KPDNKK)
Ministry of Education (MoE)
Ministry of Finance (MoF)
Ministry of Health (MoH)
Department of Higher Education
Perumahan Rakyat 1Malaysia (PR1MA) Berhad

Improving Rural Development
Department of Agriculture (DoA)
Department of Statistics (DoS)
Economic Planning Unit, Sabah
Federal Land Consolidation and Rehabilitation Authority (FELCRA)
Implementation and Coordination Unit (ICU)
Lembaga Kemajuan Johor Tenggara (KEJORA)
Lembaga Kemajuan Kelantan Selatan (KESEDAR)
Melaka State Government
10
Ministry of Rural and Regional Development (KKLW)
11
Ministry of Rural Development, Sabah
12
Ministry of Rural Development, Sarawak
13
Ministry of Tourism and Culture Malaysia (MOTAC)
14
National Water Services Commission
15
Ofce of the Sabah State Secretary
16
Ofce of the Sarawak State Secretary
17
Perak State Government
18
Perbadanan Labuan
19
Public Works Department (JKR), Malaysia

(more on next page)
210
ACKNOWLEDGEMENTS
No

Improving Rural Development (continued)
20
Public Works Department (JKR), Sabah
21
Public Works Department (JKR), Sarawak
22
Sabah Economic Development and Investment Authority (SEDIA)
23
Sabah Electricity Sdn Bhd
24
Sabah State Government
25
Sarawak Corridor of Renewable Energy (SCORE)
26
Sarawak Energy Berhad
27
Sarawak State Government
28
Sibu Water Board
29
State Water Department, Sabah
30
Tenaga Nasional Berhad (TNB)

Improving Urban Public Transport
Ampang Jaya Municipal Council
Property and Land Management Division (BPH), Prime Ministers Department
Economic Planning Unit (EPU), Prime Ministers Department
Express Rail Link Sdn Bhd
Kajang Municipal Council (MPKJ)
Klang Municipal Council (MPK)
Keretapi Tanah Melayu Berhad (KTMB)
Kuala Lumpur City Hall (DBKL)
Land Public Transport Commission (SPAD)
10
Local Government Department (JKT)
11
Malaysian Highway Authority (LLM)
12
Malaysian Resources Corporation Berhad (MRCB)
13
Mass Rapid Transit Corporation Sdn Bhd (MRT Corp)
14
15
Ministry of Transport (MoT)
16
Ministry of Works (KKR)
17
Public Private Partnership Unit (UKAS)
18
Railway Asset Corporation (RAC)
19
Road Transport Department Malaysia (JPJ)
20
Road Safety Department (JKJR)
21
Shah Alam City Council (MBSA)
22
Selayang Municipal Council (MPS)
23
Sepang Municipal Council (MPSepang)

(more on next page)
211
No

Improving Urban Public Transport (continued)
24
Subang Jaya Municipal Council (MPSJ)
25
State Economic Planning Unit (UPEN) Selangor
26
Syarikat Prasarana Negara Berhad (SPNB)
27
Touch n Go Sdn Bhd (TNGSB)
28
Urusbudi TRANSPLAN Sdn Bhd

Raising Living Standards of Low-Income Households
Agensi Kaunseling dan Pengurusan Kredit (AKPK) / The Credit Counselling and Debt Management Agency
Amanah Ikhtiar Malaysia (AIM)
Ministry of Human Resources (MoHR)
EPIC Homes
Jabatan Kemajuan Orang Asli (JAKOA) / Department of Orang Asli Development, Ministry of Rural
and Regional Development
Ministry of Agriculture and Agro-Based Industry
Ministry of Federal Territories and Urban Well-Being (MoA)
10
Ministry of Rural and Regional Development (KKLW)
11
Ministry of Women, Family and Community Development (KPWKM)
12
Sabah State Development Ofce
13
Sarawak State Development Ofce
14
Sarawak State Planning Unit
15
Ofce of the State Secretary, Sabah
16
Ofce of the State Secretary, Sarawak
17
Ministry of Rural Development, Sabah
18
Ministry of Agriculture and Food Industry, Sabah
19
Syarikat Perumahan Negara Berhad (SPNB)
20
21
Sabah State Government
22
Implementation Coordination Unit (ICU), Prime Ministers Department

Assuring Quality Education
Cambridge ESOL, University of Cambridge, UK
Community Development Department (KEMAS)
Department of National Unity and Integration (JPNIN)
Department of Social Welfare (JKM)
District Education Ofces

(more on next page)
212
ACKNOWLEDGEMENTS
No

Assuring Quality Education (continued)
Early Childhood Care and Education (ECCE) Council
Implementation Coordination Unit (ICU), Prime Ministers Department
International Islamic University Malaysia
Ministry of Education (MoE)
10
11
Public Service Department of Malaysia (JPA)
12
Pusat Asuhan Tunas Islam (PASTI)
13
SeDidik Sdn Bhd, subsidiary of Sarawak Economic Development Corporation (SEDC)
14
Sekolah Menengah Seri Kembangan
15
State Education Ofces
16
Yayasan Sabah
Reducing Crime
Attorney Generals Chambers (AGC)
Chief Registrars Ofce, Federal Courts of Malaysia
Department of Information
Department of National Unity and Integration
Federal Department of Town and Country Planning
Immigration Department of Malaysia
Kuala Lumpur City Hall (DBKL)
Legal Affairs Division (BHEUU)
Malaysia Civil Defence Department
10
11
12
Ministry of Home Affairs (MoHA)
13
Ministry of Housing and Local Government (KPKT)
14
Ministry of Information, Communications and Culture (KPKK)
15
Ministry of Youth and Sports (KBS)
16
National Anti-Drug Agency (AADK)
17
The Peoples Volunteer Corps (RELA)
18
Prisons Department of Malaysia
19
20
Royal Malaysian Customs Department
21
Royal Malaysia Police Force (PDRM)
22
(more on next page)
213
No

Fighting Corruption
214
American Malaysian Chamber of Commerce (AMCHAM)
Attorney Generals Chambers (AGC)
Auditor Generals Department
Bursa Malaysia Berhad
Central Bank of Malaysia (BNM)
Chief Registrars Ofce, Federal Court Of Malaysia
Companies Commission of Malaysia (SSM)
Election Commission of Malaysia (SPR)
10
Embassy of the United States
11
High Commission of India
12
Institute for Democracy and Economic Affairs (IDEAS)
13
Immigration Department Malaysia
14
Implementation Coordination Unit (ICU),

Prime Ministers Department
15
Institute of Integrity Malaysia (IIM)
16
Legal Affairs Division, Prime Ministers Department (BHEUU)
17
Local Government Department, Ministry of Housing and Local Government (KPKT)
18
Malaysia Administrative Modernisation and Management Planning Unit (MAMPU)
19
Malaysian Anti-Corruption Academy (MACA)
20
Malaysian Anti-Corruption Commission (MACC)
21
Malaysian Bar
22
Malaysian Communications and Multimedia Commission (MCMC)
23
Malaysia Institute Of Corporate Governance (MICG)
24
Malaysian National News Agency
25
Media Prima
26
27
Ministry of Foreign Affairs (KLN)
28
Ministry of Home Affairs (KDN)
29
Ministry of Housing and Local Government (KPKT)
30
Ministry of Communications and Multimedia Malaysia (KKMM)
31
Ministry of International Trade and Industry (MITI)
32
Ministry of Works
33
National Audit Department
34
National Institute of Public Administration (INTAN)
ACKNOWLEDGEMENTS
No

Fighting Corruption (continued)
35
National Security Council (MKN)
36
Public-Private Partnership Unit (UKAS)
37
Public Services Commission Malaysia (SPA)
38
39
Public Works Department (JKR)
40
Radio Television Malaysia (RTM)
41
Registrar of Societies Malaysia (ROS)
42
Road Transport Department Malaysia (JPJ)
43
Royal Malaysian Customs Department
44
Royal Malaysia Police Force (PDRM)
45
Securities Commission Malaysia
46
Socio-Economic Research Centre (SERC)
47
Transparency International, Malaysia (TI-M)
48
United Nations Development Programme (UNDP)
49
The Malaysian-German Chamber of Commerce and Industry (MGCC)
215
Copyright 2015
Performance Management & Delivery Unit (PEMANDU),
Prime Ministers Department
All rights reserved. No part of this document may be
reproduced, stored in a retrieval system, transmitted in any
means (electronic, mechanical, photocopying, recording or
otherwise) without the permission of the copyright owner.
Disclaimer: While every reasonable care has been taken
in preparing this document, PEMANDU cannot be held
responsible for any inaccuracies. All information and
specications are current at the time of preparation and
are subject to change as may be required.

Eng GTP2014 AR Full PDF

Uploaded by

Copyright:

Available Formats

Eng GTP2014 AR Full PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Eng GTP2014 AR Full PDF

Uploaded by

Copyright:

Available Formats

REAL PEOPLE. REAL STORIES.

UNRESERVED COMMITMENT TO DELIVER

PRIORITISATION REMAINS OUR FOCUS

THE FUTURE DEPENDS ON

NATIONAL KEY RESULTS AREAS (NKRAS)

Addressing the Rising Cost of Living

Improving Rural Development

Improving Urban Public Transport

Raising Living Standards

Assuring Quality Education

Public Service Delivery Transformation

AGREED-UPON PROCEDURES BY PWC

2014 NKRA PERFORMANCE

GTP ANNUAL REPORT 2014

rom its launch in 2010, the Government

This year marks the fth year of implementation and I am

Building resilience and delivering sustainable results

The GTP Annual Report serves as a measure of

1AZAM emphasises the development of nancial skills

Our fundamental commitment is to ensure that each and

Our development philosophy has always been based

UNRESERVED COMMITMENT TO DELIVER

and individuals beneted from Bantuan Rakyat 1Malaysia

This year marks

YAB DATO SRI MOHD NAJIB TUN HJ. ABDUL RAZAK

GTP ANNUAL REPORT 2014

have personally been at the helm of the Government

Helping 24,646 low-income individuals raise their

PRIORITISATION REMAINS OUR FOCUS

These achievements and many others are bringing us

YAB TAN SRI DATO HJ. MUHYIDDIN MOHD YASSIN

Finally, I wish to express my sympathies to our rakyat

GTP ANNUAL REPORT 2014

very day my colleagues and I receive emails

THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT

economic opportunities, assuring quality education for

Five years into our

GTP ANNUAL REPORT 2014

The GTP has been conceived to

The Ministry of Education recognises that there are many

THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT

The last ve years have demanded resilience from all Malaysians

With these improvements in the urban public transportation

However, the MRT can only be sustainable if the foundation

GTP ANNUAL REPORT 2014

MOTORCAR THEFT REDUCED BY 20% IN 2014

DELIVERED 485KM OF RURAL ROADS

CHIEF SECRETARY AND SECRETARY

395,838 TEACHERS AND SCHOOL LEADERS

33,368 NEW 1AZAM PARTICIPANTS

successfully completed the Unied Instrument

DELIVERY OF THE FIRST TWO OF THE 12

are awarded with the High Performing

DELIVERED UNINTERRUPTED ELECTRICITY

to 14,296 rural households under

PARK N RIDES WERE CONSTRUCTED AT THE

LAUNCH OF PRIme (RESIDENCY

with 163 new principals

2013 2012 2011 2010