Belanjawan Madani 2025 – Pendekatan Komprehensif PMX Mengimbangi Perbelanjaan melalui Pengurangan Kos Operasi Badan Berkanun dan Peningkatan Produktiviti

Belanjawan Madani 2025 Kerajaan Malaysia yang dibentangkan oleh Datuk Seri Anwar Ibrahim, Perdana Menteri dan Menteri Kewangan Malaysia merupakan satu bajet yang komprehensif mengimbangi keperluan rakyat bawahan dan ekonomi negara.

Perdana Menteri menekankan pendekatan meningkatkan produktiviti dan keupayaan sektor awam dengan tatakelola yang berkesan bagi memastikan sektor awam terus kompetitif.

Peningkatan produktiviti dan keupayaan sektor awam akan dipandukan oleh dasar-dasar Ekonomi Madani yang cuba menyeragamkan pelan-pelan induk, pelan strategi, pelan peralihan dan juga pelan transformasi. Namun pelan yang dibangunkan hanya akan mencapai tahap efektif dan produktif apabila agensi-agensi pelaksana yang terlibat menggarap dan memahami sepenuhnya inspirasi dan aspirasi kerajaan.

Buat pertama kalinya Bajet Kerajaan Malaysia memberi fokus kepada rasionalisasi penyampaian sektor awam dengan mengariskan secara khusus Ikhtiar ke 11 – Reformasi Institusi Kerajaan yang mampu untuk mengurangkan pertindihan fungsi dan tugas, mengurangkan kebergantungan pembiayaan dana operasi dan memastikan peningkatan daya saing dan kompetensi sektor awam.

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Rasionalisasi Sektor Awam

Secara umumnya Kerajaan Malaysia dibebani oleh pertindihan fungsi diantara agensi-agensi sebagai contoh hampir lebih 60 agensi yang melaksanakan peranan pembangunan keusahawan dan melebihi 10 agensi yang melaksanakan fungsi pemasaran dalam dan luar negara. Pertindihan ini menyebabkan berlakunya pembaziran dana negara disamping kecelaruan fokus produk dan perkhidmatan yang mampu ditawarkan oleh Malaysia.

Beberapa keputusan penting telah diambil bagi program rasionalisasi sektor awam dan antara program rasionalisasi yang bakal dilaksanakan adalah cadangan penggabungan:

1. Suruhanjaya Penerbangan Malaysia – Malaysian Aviation Commission (MAVCOM) dan Pihak Berkuasa Penerbangan Awam – Civil Aviation Authority Malaysia (CAAM);
2. Malaysia Investment Development Authority (MIDA) dan Perbadanan InvestKL;
3. Razak School of Government (RSOG) dan Institut Tadbiran Awam Negara (INTAN) dan;
4. Perbadanan Pembangunan Halal (HDC) dan Perbadanan Pembangunan Perdagangan Luar Malaysia (MATRADE).

Penggabungan ini mampu meningkatkan penyampaian perkhidmatan yang bakal memanfaatkan pengguna, industri, dan pelaburan negara.

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Transformasi Badan Berkanun Persekutuan

Sebahagian daripada usaha Ikhtiar 11 – Reformasi Institusi Kerajaan adalah juga program transformasi Badan Berkanun Persekutuan kepada Badan Berkanun Diasingkan Saraan dan Bebas. Transformasi ini akan mengurangkan kebergantungan dana operasi Badan Berkanun daripada Kerajaan Pusat. Badan berkanun yang diyakini mempunyai kemampanan kewangan bagi menampung kos operasi, bakal diasingkan saraan dan seterusnya mewujudkan skim saraan yang lebih kompetitif bagi meningkatkan produktiviti dan menarik minat modal insan.

Transformasi Badan Berkanun ini diharapkan akan menatijahkan:

1. Pengurangan Kos Operasi Sektor Awam;
2. Peningkatan Produktiviti dengan skim saraan yang lebih kompetitif;
3. Keupayaan menarik minat bakat-bakat dari sektor swasta bagi meningkatkan dinamisma sektor awam.

Keupayaan meningkatkan keupayaan dan produktiviti menerusi Transformasi Badan Berkanun bakal menyaksikan perubahan lanskap sektor awam. Ianya telah dibuktikan menerusi beberapa program transformasi Badan Berkanun seperti yang berlaku di Lembaga Pelabuhan Johor dan Suruhanjaya Syarikat Malaysia. Sektor awam akan dilihat setanding dan sama hebat dengan sektor swasta.

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Faktor Kejayaan Kritikal

Reformasi Institusi Kerajaan akan memberikan impak yang amat besar kepada penyampaian perkhidmatan sektor awam. Namun ianya memerlukan perubahan yang mendasar di peringkat Badan Berkanun dan penjawat awam yang terlibat. Antara faktor kejayaan kritikal reformasi ini melibatkan perubahan minda dan cara kerja penjawat awam, antaranya perubahan:

1. Minda bajet ‘Budget Mindset’  kepada minda kelestarian kewangan ‘Financial Sustainability Mindset’ – penjawat awam tiada lagi dinilai dari keupayaan mengoptimumkan bajet tetapi sejauhmana berupaya mengurangkan kos pengoperasian dan memastikan kelestarian kewangan agensi.
2. Minda penyediaan perkhidmatan kelas pertama ‘First Class Service Delivery Mindset’  yang menekankan kualiti, kepantasan, kepuasaan pelanggan dan kos.
3. Minda memudahkan dan pemudahcara ‘Enabler and Facilitator Mindset’  bagi segala perkhidmatan yang ditawarkan.  
4. Minda prestasi ‘Performance Mindset’ mengatasi minda operasi ‘Operational Mindset’.

Transformasi yang bakal dilaksanakan menerusi Belanjawan Madani 2025 bakal menyaksikan perubahan lanskap penyampaian perkhidmatan sektor awam yang lebih kompetitif dengan cara kerja yang berprestasi tinggi setanding dengan syarikat sektor awam.

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Madani Budget 2025 – PMX’s Comprehensive Approach to Balancing Expenditure through Reducing Operating Costs of Statutory Bodies and Increasing Productivity

The Madani Budget 2025, presented by Datuk Seri Anwar Ibrahim, the Prime Minister and Minister of Finance of Malaysia, is a comprehensive budget aimed at balancing the needs of the people and the national economy.

The Prime Minister highlighted an approach focused on enhancing productivity and capability within the public sector through effective governance, ensuring it remains competitive. The increase in productivity and capability will be guided by Madani Economic policies designed to harmonise master plans, strategic plans, transition plans, and transformation plans. However, these initiatives will only achieve maximum efficiency and productivity if the implementing agencies fully grasp the government’s vision and aspirations.

For the first time, the Malaysian Government Budget underscores the rationalisation of public sector delivery by outlining Initiative 11 – Government Institutional Reform. This initiative aims to reduce overlapping functions and tasks, lessen dependency on operational funding, and boost the competitiveness and competency of the public sector.

Public Sector Rationalisation: The Case for Change

The Malaysian Government is generally burdened by function overlaps across agencies, for instance, with over 60 agencies managing entrepreneurship development and more than 10 agencies handling domestic and international marketing. Such overlap results in the wastage of public funds and the dilution of focus on Malaysia’s product and service offerings.

Significant steps have been taken under the public sector rationalisation programme, including proposed mergers such as:

1. Malaysian Aviation Commission (MAVCOM) with the Civil Aviation Authority of Malaysia (CAAM);
2. Malaysia Investment Development Authority (MIDA) with InvestKL Corporation;
3. Razak School of Government (RSOG) with the National Institute of Public Administration (INTAN); and
4. Halal Development Corporation (HDC) with the Malaysia External Trade Development Corporation (MATRADE).

These mergers aim to improve service delivery, benefiting consumers, industries, and national investment.

Transformation of Federal Statutory Bodies

As part of Initiative 11 – Government Institutional Reform, there will be a transformation of Federal Statutory Bodies into Badan Berkanun Diasingkan Saraan dan Bebas. This transformation will reduce their reliance on the central government’s operational funding. Statutory bodies with financial sustainability will operate independently, with more competitive compensation structures to boost productivity and attract talent.

Expected outcomes from this transformation include:

1. Reduction of public sector operational costs;
2. Increased productivity with more competitive pay structures; and
3. Enhanced ability to attract talent from the private sector, thereby increasing the public sector’s dynamism.

The potential to increase productivity and capability through Statutory Body Transformation is expected to reshape the public sector landscape. Programmes such as those at the Johor Port Authority and the Companies Commission of Malaysia have shown that transformation can elevate public sector standards to match those of the private sector.

Critical Success Factors

Government Institutional Reform will significantly impact public sector service delivery but requires deep-rooted changes at both statutory body and civil servant levels. Critical success factors for this reform include shifts in mindset and working practices, such as:

1. Moving from a "Budget Mindset" to a "Financial Sustainability Mindset" – civil servants will be evaluated on their ability to reduce operational costs and ensure financial sustainability, rather than merely optimising budgets.
2. Adopting a "First-Class Service Delivery Mindset" that prioritises quality, speed, customer satisfaction, and cost efficiency.
3. Embracing an "Enabler and Facilitator Mindset" for all services provided.
4. Shifting from an "Operational Mindset" to a "Performance Mindset."

The transformations set forth in Madani Budget 2025 are expected to create a more competitive and high-performance public sector, comparable to the private sector in efficiency and effectiveness.

Mohammad Khuzaini Ismail

Managing Partner

HumanCapient Consulting Sdn Bhd

E: khuzaini.ismail@humancap.com.my | M: +60132334332