For most people, Local Authorities (LAs) may be the only face of government that they know of, or the closest that they can relate to. LAs are the ones, who make sure that the garbage is not piling up in front of peoples’ homes and the ones who ensure that public facilities are well managed and functioning properly.
In short, they are the “invisible people” behind the scenes, who make sure that things are up-and-running for the comfort of the community at large.
However, as the population grows bigger, efficiency of service delivery becomes ever more complex. Hence, it is imperative that LAs keep up with the latest systems that allow them to not only perform their duties smoothly and efficiently, but also to be more peoplecentric.
RAKAN Sarawak had the opportunity to interview Ministry of Local Government and Community Development (LGCD) Permanent Secretary Datu Dr. Penguang Manggil, to discuss these issues and also to learn more about the ministry’s recent rebranding and its transformation plans.
RAKAN Sarawak (RS): What are the main factors that drive the transformation of LGCD?
Datu Dr. Penguang Manggil (PM): As the front-liners of the government, LAs and councillors play a crucial role in interacting with people in their areas. Our service delivery to the people, especially the community at large, is extremely important. Therefore, there is a need to look at ourselves to know what we have, what we are and where we want to be. The Ministry has also been rebranded from the Ministry of Environment and Public Health (2001) to the Ministry of Local Government and Community Development (2011) with the added thrust of community development and transformation. In order to develop or transform the community, it is essential for the Ministry to lead in the transformation of LAs in Sarawak and to ensure that we bring sustainable development to the local authorities, through enforcement of relevant laws and legislations, as well as active engagement of local communities through effective and efficient local authorities.
RAKAN Sarawak (RS): What are the core functions of LGCD?
PM: Our core functions can be divided into four main categories:
i. Policy Making and Monitoring, which aim to identify and create policy relevant to the needs of the current time in fulfilling the Ministry’s roles and objectives, and also to advise the Government on issues related to the local authorities;
ii. Development Planning and Monitoring that helps to coordinate and monitor the State and Federal Government-funded development projects;
iii. Regulatory Monitoring where we review, update and introduce relevant LAs legislation, and later coordinate and monitor the enforcement of relevant Las legislation; and
iv. Provision of Services to Target Groups where we provide support to the LAs in the provision of service delivery.
RAKAN Sarawak (RS): What are the LGCD’s transformation strategies?
PM: Our aim is to become ‘1 Local Authority’ through the reformation of structures, systems, processes and resources (for both finance and human resource). LGCD will be the main authority to take charge of the rest of the 23 Las throughout Sarawak.
RAKAN Sarawak (RS): In general, how is the LGCD’s transformation process implemented?
PM: The new transformation strategies will operate on a peoplecentric concept. There will be a number of grassroots outreach programmes incorporated into the four main areas (structures, systems, processes and resources) of reform.
Reform on Structures of Standing Committees:
For instance, in the past there were no dedicated standing committees dealing with community relations and development or community programmes. Now as part of the social transformation plan, each council is required to set-up a standing committee focused on culture, youth and sports. Councillors will also be playing a more active role in community-related programmes and activities, as well as encourage more volunteerism among the people, and get more associations (NGOs) to participate in the community programmes. We hope that through activities such as these, the councilors will to get to know the needs of the people better and at the same time counter-check the efficiency of the delivery service system through the community’s feedback.
Reform on Structures of LAs’ Boundaries:
In terms of expanding service areas, we have proposed for re-delineation of boundaries, based on existing road networks and accessibility, especially for areas like Marudi and Kapit. We have also requested for new infrastructure to be provided, so that we can have better access to the hard-to-reach communities. The other recommendation is to re-examine the district councils’ financial structures on properties, revenues, expenditures and reserves, to ensure financial sustainability.
Reform on Structures of Administration:
For administration, a dedicated division will be set-up to deal with community relations and development in LAs and the Ministry. This division will establish Community/ Resident / Ward Committees to serve as a bridge between LAs and the community, in-charge of community initiative campaigns, such as reviving the neighbourhood watch or Rukun Tetangga, as well as promoting and organising social events to enhance social bonding and forging stronger community spirit. The management and promotion of facilities for sports, cultural activities, libraries, open spaces etc. will also fall under the care of this division, so as to maximize the usage of these facilities. The other tasks of the division includes establishing and expanding channels of communication, setting up One Stop Centre (OSC) and 24-hour service centre, assisting in poverty eradication programmes, promote local community’s participations in trade and commerce, provide environmentally friendly facilities for people with special needs – like building ramps, and implement the ‘Safe City’ and ‘Go Green’ concepts.
Reform on Systems:
Moving on to the transformation of systems – in the past the appointment of councillors was based on political parties; women were underrepresented at 9.9% (only 59 out of 595); and 42.1% (251 out of 595) of the councillors were inadequately qualified. Since we aimed to bea less political and more serviceoriented local government, where focus is placed on the people, we will need to change the system on the appointment of councillors. Nonpartisans and individuals of various professions will be selected to be in the Standing Committee on Culture, Youth and Sports, etc. More women councillors will be appointed and a minimum entry point for councilors will be determined. Other than that, LAs will also include NGOs in their programmes/activities. As for legislations, a legal division is established and currently in the process to repeal obsolete by-laws, review outdated by-laws and to formulate new legislations governing new trades and businesses such as food establishments and factories. The other major part of the system’s transformation is the development and implementation of a reliable and up-to date ICT system called eLA2. Launched on 4 April, 2012, eLA2 is a State-wide ICT inter-connected system that harmonises and standardizes the core business procedures of the councils. Samarahan council has started operating on eLA2 since 1 October 2012. We aim to have 10other councils to be on the system by mid-2013 and the rest by mid-2014.
Reform on Processes:
In terms of processes, the Ministry together with LAs developed standard operating procedures for important business processes, such as building plan submission and approvals; guidelines for rating procedures; implementation and management of development projects; solid wastes management, and public health and enforcement reporting system, among others. Overall, we are quite well-addressed and in-line with the State Government’s transformation programmes.
Reform on Resources:
When it comes to resources, we are looking at two key areas – financial and human resources. On financial resources, the Ministry will diversify sources of income; and review, among others, charges on services, license fees, and advertisement fees. The Ministry will also revise the system or criteria for allocation of government grants, shifting priority towards poorer councils. Other reforms include encouraging and promoting User-Pay Initiatives and Private Finance Initiative (PFI) / Joint-venture (JV), exploring Eco-Cultural Tourism potential within and between LAs, and re-evaluate rateable holdings. On human resources, the Ministry will be looking into recruiting higher grade officers for LGCD and upgrading the Secretaries and critical posts for LAs. Top priority will be given to streamline LAs’ organisational structure and human resources.
RAKAN Sarawak (RS): What are the main challenges in implementing the transformation agenda of LGCD?
PM: Changing the mindset of the people is one of the challenges we come across. Perhaps, most of the staff at LAs are not used to being transferred to different departments or branches. However, when they come to realise that it is for the betterment of the community and enhancement of the service delivery system, they are willing to proceed and move ahead.
RAKAN Sarawak (RS): What are the main achievements that are the pride of LGCD?
PM: The Ministry together with the LAs had been accredited with MS ISO 9001:2008 with 20 Las and the Ministry under one Certificate. This accreditation is the first of its kind and also makes it a lot more challenging to execute. We have also been accredited with QE-5S and we have implemented Star Rating in 2009 and 2011, based on our own sets of criteria. We are the first to have ICC (Innovative and Creative Circles), HR development training and High Performance Team (HPT) retreat. With the right mindset and strategic plan in place, the Ministry along with its LAs will transform the economic and physical landscape of the State in no time.
