IF there's one person in the civil service who is sprinting full-throttle to transform the image of civil servants and boost their service delivery, it's Tan Sri Shamsul Azri Abu Bakar.
Since being appointed chief secretary to the government (KSN) on Aug 12 this year, Shamsul Azri has wasted no time in taking bold steps to revamp the civil service.
Unlike many high-ranking officials, who might carry an air of self-importance, he presents himself as approachable and grounded, determined to correct the long-standing inefficiencies in the system by inspiring his colleagues to see the bigger picture.
In a recent media interaction, he delivered a powerful message: for civil servants to take pride in their roles, they must excel in their jobs. The message was clear and impactful, yet almost effortlessly delivered.
He even pointed out the irony of some government employees proudly sporting clothing branded with foreign corporations, yet hesitating to wear attire representing their own departments.
He wondered aloud whether this reluctance stemmed from the poor image of these organisations, suggesting that the solution was simple: work harder and better to transform that image.
This straightforward approach resonates with the core of his vision. After completing his first 100 days in office, Shamsul Azri released a comprehensive 146-page booklet outlining the future of civil service reform.
At first glance, the sheer volume of words might seem overwhelming. But for those willing to dive in, the document offers clear, actionable steps, featuring five key reformative thrusts, 33 initiatives, 20 strategies, and two transformative enablers — each designed to lead the civil service towards a brighter future by 2030.
The reforms are ambitious and wide-ranging, touching on everything from boosting civil servant commitment and enhancing competitiveness to ensuring responsible spending and eliminating waste.
Shamsul Azri's roadmap also includes fostering patriotism, promoting sustainability, enhancing integrity, and strengthening collaboration between the public and private sectors. And yes, there's also an emphasis on making government service a pleasant place to work.
But what stands out most are the two key reformative enablers. The first focuses on performance monitoring and evaluation, with a new system — DEEP (Demerit Performance Evaluation) — which shifts the focus from what has been achieved to what still needs to be done.
It's an intriguing shift, designed to keep civil servants accountable while fostering a culture of continuous improvement.
The second enabler is all about communication.
Shamsul Azri emphasises the importance of transparent reporting, not just to leadership but also to the public, ensuring civil service progress is clearly communicated to stakeholders, the media and the public.
In-house capability on writing and presentation skills is also part of this strategy, helping civil servants effectively counter criticism and showcase their successes.
For those navigating this sea of change, Shamsul Azri has made it easy by outlining a simple yet powerful framework of values, represented by the acronym, MALAYSIA.
Each letter stands for a key principle:
MESRA (Friendly);
ADIL (Fair);
LUHUR (Noble);
AMANAH (Trustworthy);
YAKIN (Confident);
SETIA (Loyal);
ISLAH (Improvement); and,
ARIF (Wise).
These values provide a clear and relatable guide for civil servants as they embrace the reforms ahead.
Shamsul Azri is not just pushing for change — he's cultivating a culture of pride, accountability, and progress in Malaysia's civil service. May his vision continue to propel the country towards a more effective and prosperous future.
The writer is a former Bernama chief executive officer and editor-in-chief