rangkaian khidmat awam negeri sarawak july … cabaran kepada pekerja untuk melaksanakan tugasan...

Rangkaian Khidmat Awam Negeri Sarawak July 2007

PPK 235/10/2007

www.rakansarawak.com

Strengthening the

Min

d &

Keep

ing Afla

me the Heart of Service

In EnGLISH

First published in 1994

A Monthly Publicationof the State Secretary's Office, Chief Minister's Department, Sarawak(People, events, activitiesand programmes of quality Civil Service)

ISSN 1394-5726

Malaysiaku Gemilang

In BAHASA MALAYSIA

• DefiningServiceDelivery: “SenseofUrgencyto DutyandService:The LifelineoftheCivilService intheDigitalAge” 12&13• EffectiveStrategiesfor IMP3SarawakAttracts Investors 14• CnCR2006Launched 15• GovernmentOfficersCan HelpEnchance Understanding 16• ProjectMonitoring- EnsuringRuralAreasWill Benefitfromthe Development 17• MiriPortHandlesSuper SizedCargo 18• SSCommendsMAKSAK Bintulu 19• NewSportsComplexfor Pakan 20

• SorotanBerita 3-5• SematankeMerapok 6-9• Rencana 10-11

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Dicetak oleh:

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Off Jalan Abell Utara

93100 Kuching, Sarawak, Malaysia

Tel: 082-245506 Fax: 082-252609

www.rakansarawak.comJULY 2007

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Penasihat : Datu Wilson Baya Dandot Setiausaha Kerajaan Negeri

Pengerusi : Datuk Haji Mohd. Morshidi bin Abdul Ghani Timbalan Setiausaha Kerajaan Negeri

(Pentadbiran, Keselamatan dan Hal Ehwal Korporat)

Ahli : Tuan Haji Sarudu Haji Hoklai Encik Chang Ngee Hui Encik William Patrick Nyigor Encik Udin Bujang Encik Jameson Ahip Nawie Encik Desmond Jerukan

Penerbit : Puan Maria Corazon M. Cortez

Penulis : Abdul Hamid Ahmad Safri Ali Othman Peter Ahwa Bernard Sawat

Edaran : Adeline Sia Mohd. Fuad Jobli Linda Loh

RAKAN Sarawak ingin merakamkan ribuan terima kasih di atas bantuan, sokongan dan kerjasama daripada semua pihak yang terlibat di dalam menghasilkan penerbitan kali ini.

Sidang Pengarang/Penyunting RAKAN Sarawak

Produktiviti sesebuah organisasi tidak dapat dipisahkan dengan kualiti kakitangannya. Kakitangan dikatakan sebagai aset yang terunggul kepada sesebuah organisasi sebagaimana pandangan Peter Drucker (1993) yang mengatakan kakitangan merupakan faktor pengeluaran yang penting di samping faktor pengeluaran lain seperti tanah dan modal.

Adalah sukar untuk menyatakan sesebuah organisasi itu dikatakan berjaya dan memiliki produktiviti yang tinggi tanpa memiliki kakitangan yang tekun dan dedikasi dalam menjalankan tugasan yang diamanahkan kepada mereka.

Kakitangan yang memiliki dedikasi yang tinggi terhadap tugas dan organisasinya merupakan anggota organisasi yang menerima dan seterusnya sanggup melaksanakan dan mencapai objektif dan matlamat yang ditetapkan oleh organisasinya tanpa ada perasaan ragu-ragu. Keadaan ini seterusnya menjadikan kakitangan berkenaan menunjukkan kesanggupan untuk mencurah bakti, tenaga dan fikiran untuk mencapai kemajuan sebagaimana yang diharapkan dan ditetapkan oleh organisasinya.

Bagi sesebuah organisasi yang memiliki kakitangan yang berdedikasi tinggi pastinya amat beruntung kerana keadaan itu pasti diterjemahkan dengan produktiviti yang tinggi dan produktiviti yang tinggi bermakna tinggi pula keuntungan yang bakal diperolehi.

Sungguhpun demikian, kakitangan dalam sesebuah organisasi adalah manusia dan manusia sudah lumrahnya mudah terpengaruh sama ada oleh anasir tidak sihat mahupun unsur yang baik. Mana-mana kakitangan di dalam organisasi yang mula terpengaruh dengan anasir tidak sihat sedikit demi sedikit pencapaiannya dalam melaksanakan tugasan yang diamanahkan kepadanya akan menunjukkan penurunan dan jika ini tidak dikenalpasti, diatasi atau dibendung, ia akan mampu merebak kepada kakitangan yang lain yang pada akhirnya berupaya menjejaskan keseluruhan operasi organisasi.

Oleh yang demikian, adalah amat penting dari semasa ke semasa kakitangan disuntikkan dengan unsur-unsur motivasi yang bersesuaian yang diharapkan akan dapat menyemarakkan semula semangat menjalankan tanggungjawab mereka dengan penuh dedikasi.

Motivasi boleh dirungkaikan sebagai “sesuatu yang memberangsangkan, menggerakkan dan mengekalkan perilaku dan tingkahlaku.”

Untuk mengekalkan prestasi kerja pada tahap yang tinggi, ganjaran yang bersesuaian sama ada ganjaran dalaman atau luaran perlu diberi. Ini adalah penting untuk merangsang kepuasan kakitangan terhadap kerja.

Kepuasan kakitangan terhadap kerja yang tinggi akan memberi kesan seterusnya terhadap peningkatan motivasi mereka. Tidak kurang penting, motivasi berperanan kepada pengukuhan atau pengekalan komitmen yang telah sedia ada.

Kepimpinan memainkan peranan yang sangat penting dalam menentukan kejayaan sesebuah organisasi. Teori Kepimpinan Laluan Matlamat (Path Goal Theory) yang diperkenalkan oleh Robert House mencadangkan bahawa tingkah laku pemimpin seharusnya dilihat sebagai suatu tindakan yang boleh memotivasikan pekerja.

Teori Laluan Matlamat menggariskan empat gaya kepimpinan yang boleh dimanfaatkan untuk memotivasikan pekerja iaitu kepimpinan berorientasikan arahan (Directive Leadership) yang dikaitkan dengan gaya menyampaikan atau memberi penjelaskan kepada pekerja. Pemimpin memberikan arahan mengenai sesuatu tugas. Dengan menyertakan mengenai apakah harapannya berkaitan tugas tersebut.

Teori ini juga mencadangkan pendekatan berorientasikan sokongan atau kepimpinan berorientasikan sokongan (Supportive Leadership) yang merujuk kepada tingkah laku kepimpinan yang mesra dan prihatin yang bertujuan untuk mewujudkan suasana kerja yang menyenangkan kepada pekerja.

Gaya kepimpinan seterusnya yang dicadangkan dalam Teori Laluan Matlamat ialah kepimpinan berorientasikan penyertaan (Participative Leadership). Pemimpin membuka ruang untuk rundingan kepada pekerja agar mereka dapat menyumbang idea serta pandangan.

Akhir sekali ialah gaya kepimpinan berorientasikan pencapaian (Achievement-Oriented Leadership) yang memberikan cabaran kepada pekerja untuk melaksanakan tugasan pada kemampuan terbaik mereka.

Setiap organisasi terutamanya jabatan kerajaan perlu dilengkapkan dengan pengetahuan mengenai gaya kepimpinan agar persekitaran kerja yang bersesuaian dapat diwujudkan. Pencapaian dalam tugasan sesebuah organisasi juga akan meningkat dengan pemantauan serta keprihatinan para pemimpin yang terdapat di dalam sesebuah organisasi.

Produktiviti dan Pekerja


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Dengan adanya kemudahan-kemudahan ini maka adalah lebih mudah bagi kerajaan

membangunkan lebih banyak infrastruktur di pedalaman agar kawasan itu turut menerima arus pemodenan.

Oleh yang demikian adalah penting kemudahan yang lebih baik dan lengkap serta moden disediakan oleh kerajaan bagi membolehkan kakitangan awam menjalankan tugas masing-masing dengan lebih berkesan yang mana pada akhirnya pasti akan mampu meningkatkan mutu penyampaian perkhidmatan kerajaan.

Ini jelas terbukti dengan siapnya Kompleks Pentadbiran Kerajaan Negeri bagi Bahagian Betong yang telah dirasmikan pembukaanya oleh Ketua Menteri Sarawak, Pehin Sri Haji Abdul Taib Mahmud pada 22 Julai 2007 yang lalu.

Kompleks berkenaan yang mula dibina pada 4 Ogos 2004 telah siap pada 28 April lepas dan menelan belanja kira-kira RM51 juta.

Pehin Sri Haji Abdul Taib seterusnya berkata, kerajaan akan memperhebatkan pelbagai projek pembangunan khususnya di luar bandar agar penduduk di kawasan terbabit berpeluang menikmati kehidupan setanding penduduk di bandar.

“Dalam usaha ke arah merapatkan lagi jurang perbezaan di antara kawasan luar bandar dan bandar, kerajaan amat memerlukan sokongan daripada rakyat,” kata beliau sambil menambah kerjasama daripada pihak swasta juga penting dalam usaha menjayakan pelbagai projek yang dirancang.

Terdahulu dalam ucapan aluan beliau, Setiausaha Kerajaan Negeri, YB Datu Wilson Baya Dandot menyatakan rasa gembira beliau bagi pihak Perkhidmatan Awam Negeri dengan pembangunan pesat Bahagian Betong yang memberi tumpuan kepada pembangunan infrastruktur, komunikasi dan pertanian moden.

“ K e t i g a - t i g a e l e m e n pembangunan ini mempunyai hubung kait yang penting dalam membawa Bahagian Betong ke arah pembangunan yang lebih pesat.”

“Kompleks Kerajaan Negeri Bahagian Betong yang baru dan megah ini sudah tentu akan menjadi “mercu tanda” pembangunan jitu untuk dinikmati seluruh rakyat di Bahagian Betong.”

Beliau seterusnya menambah, bahawa dengan adanya pejabat baru yang dilengkapi dengan kemudahan yang terkini, adalah diharapkan agar semua penjawat awam kerajaan negeri di Bahagian ini akan lebih bersemangat untuk memberi perkhidmatan kepada rakyat dan negeri.

Setiausaha Kerajaan Negeri turut melontarkan beberapa cabaran kepada penjawat awam di Bahagian Betong agar berusaha bersungguh-sungguh merealisasikan hasrat kerajaan untuk merapatkan jurang digital antara kawasan bandar dan luar bandar.

“Saya berharap kemudahan jalur lebar tanpa wayar yang disediakan untuk kawasan Kompleks Pejabat Kerajaan Negeri di Betong akan turut dinikmati oleh semua penduduk di sekitar Bandar Betong. Ini semestinya akan menyumbang kepada hasrat kerajaan untuk mengatasi masalah

jurang digital di negeri kita.”Datu Wilson juga merakamkan

penghargaan beliau kepada Ketua Menteri di atas sumbangan kepada pembangunan ICT luar bandar dan juga kepada YB Datuk Patinggi Tan Sri (Dr.) Alfred Jabu, Timbalan Ketua Menteri Sarawak dan YB Datuk Douglas Uggah Embas, Timbalan Menteri Pengangkutan Malaysia, di atas sumbangan 13 unit komputer, tiga (3) unit mesin pencetak dan seunit mesin pengimbas untuk kegunaan ER-Centre Pejabat Kompleks Kerajaan Negeri, Bahagian Betong (yang bertempat di Tingkat 2, Blok Menara).

Kecekapan Pentadbiran Jamin Pelaksanaan Pembangunan MenyeluruhRakyat negeri ini amat

bertuah kerana rakyat dan kerajaan bekerjasama erat untuk menjayakan pembangunan dan telah terbukti ia membawa kemakmuran kepada seluruh rakyat, tidak kira di bandar mahupun luar bandar.

Kemantapan kepimpinan kerajaan telah berjaya mengadakan kemudahan asas dan prasarana seperti jalan raya dan infrastruktur lain yang telah memberikan keselesaan kepada masyarakat di negeri ini.

Pembinaan kompleks pentadbiran yang berharga kira-kira RM51 juta ini bermula pada Ogos 2004 dan berjaya disiapkan mengikut jadual

YAB Pehin Sri Ketua Menteri menandatangani plak sebagai acara simbolik perasmian Kompleks Pentadbiran Kerajaan Negeri bagi Bahagian Betong sambil disaksikan oleh kedua-dua Timbalan Ketua Menteri, YB Datuk Patinggi Tan Sri George Chan (kanan), YB Datuk Patinggi Tan Sri Alfred Jabu (kiri), Setiausaha Kerajaan Negeri, YB Datu Wilson Baya Dandot (dua dari kiri) dan kenamaan lain


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Beliau berkata demikian ketika merasmikan Pelancaran Projek Kecemerlangan Organisasi

Sektor Awam dan CoP (Community of Practices) untuk Sektor Awam baru-baru ini.

Kerajaan negeri, menurutnya sentiasa menyokong setiap usaha ke arah pembangunan kualiti di sektor awam yang beliau sifatkan mampu meningkatkan keyakinan pelanggan termasuk sektor swasta dalam usaha bersama pembangunan negara.

Ia turut penting dalam menjamin kelancaran dan keberkesanan pelaksanaan dasar dan strategi pembangunan negara, jelasnya.

Bagi memastikan kejayaannya di peringkat jabatan dan agensi kerajaan, beberapa aspek perlu dinilai dan diambil perhatian.

”Ia memerlukan keupayaan sesebuah organisasi itu untuk melihat, merasai, menghargai dan mendapatkan maklumbalas dan cadangan setiap usaha yang telah dilaksanakan,” jelas beliau.

Menurutnya, peningkatan kualiti yang menyeluruh bukan secara luaran sahaja, malah turut bermula di pejabat dari peringkat pengurusan hinggalah pekerja.

Malah jelasnya, sikap prihatin terhadap pelanggan dan kesediaan untuk sentiasa mencari jalan bagi memenuhi kehendak pelanggan merupakan elemen penting dalam usaha menyediakan perkhidmatan yang berkualiti.

Beliau menggesa semua jabatan di sektor awam perlu bersungguh-sungguh dan terus berusaha meningkatkan lagi kecekapan sistem penyampaian dan perkhidmatan mereka melalui pelbagai inisiatif yang telah diperkenalkan kerajaan antaranya Sistem Pengurusan Kualiti Menyeluruh (TQM), pelaksanaan sistem pengurusan kualiti berdasarkan MS ISO 9001:2000, Petunjuk Prestasi Utama (KPI), Piagam Pelanggan, Penandaarasan (Benchmark ) , Kumpulan Meningkatkan Mutu Kerja (KMK), Manual Prosedur Kerja, Fail Meja, Penggunaan Teknologi Maklumat dan Komunikasi (ICT) dan sebagainya.

Berkaitan usaha terkini Perbadanan Produktiviti Negara (NPC), Projek Kecemerlangan Organisasi Sektor Awam dan CoP (Community of Practices), beliau berkata ia adalah tepat pada waktunya dalam usaha menjadikan sektor awam di Sarawak sebagai antara agensi kerajaan

yang cemerlang di Malaysia serta merealisasikan perkhidmatan awam Malaysia keseluruhannya ke tahap “kelas dunia” akan menjadi kenyataan.

Beliau berharap kerjasama terkini dengan Perbadanan Produktiviti Negara (NPC) berkongsi kepakaran tersebut dapat dimanfaatkan sepenuhnya oleh sektor awam di negeri ini.

Majlis Bandaraya Kuching Selatan (MBKS) antara organisasi yang terpilih dalam Projek Pembangunan Model Kecemerlangan Organisasi Sektor Awam.

Manakala (lima) 5 organisasi yang terlibat dalam Community of Practices (CoP) Sektor Awam Negeri Sarawak” ialah Perbendaharaan Negeri Sarawak, Lembaga Air Kuching, Pejabat Residen Kuching, Dewan Bandar Raya Kuching Utara (DBKU) dan Majlis Perbandaran Padawan (MPP).

Turut hadir pada majlis tersebut ialah Dato’ Nik Zainiah Nik Abdul Rahman, Ketua Pengarah, NPC dan Tuan Haji Mohamad Amin Hassan, Pemangku Datuk Bandar, Majlis Bandaraya Kuching Selatan dan Pengarah Wilayah NPC Sarawak, Encik Abdul Latif Hj. Abu Seman.

Sistem penyampaian perkhidmatan kerajaan perlu ditingkatkan dari semasa ke semasa, bagi memastikan ia mampu memenuhi kehendak dan ekspektasi pelanggan, kata YB Setiausaha Kerajaan Negeri, Datu Wilson Baya Dandot.

Ini jelasnya boleh dicapai melalui usaha pembangunan kualiti secara berterusan di samping mengetengahkan idea dan fokus baru.

Tingkatkan Sistem Penyampaian Perkhidmatan

YB Datu Wilson (tengah) menyaksikan proses menandatangani MoU pelaksanaan CoP di MBKS di antara MBKS yang diwakili oleh Pemangku Datuk Bandar MBKS, Tuah Haji Mohamad Amin Hassan dan NPC yang diwakili oleh Encik Abdul Latif Haji Abu Seman

Info


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Pengumuman kenaikan gaji dalam sektor awam pada Mei lalu telah

mengundang banyak aduan tentang peningkatan harga barangan dan perkhidmatan, sungguhpun kenaikan gaji itu hanya berkuatkuasa bermula Julai tahun ini.

Justeru, pelbagai langkah telah diatur oleh Kementerian Perdagangan Dalam Negeri dan Hal Ehwal Pengguna (KPDNHEP) di seluruh negara dalam usaha menangani masalah yang membebankan pengguna itu.

Pengarah KPDNHEP Sarawak, Rodin bin Mamat berkata pengguna perlu mengetahui hak mereka dan memainkan peranan masing-masing dengan bekerjasama dengan kementeriannya.

Katanya mereka harus membuat aduan serta laporan tentang sebarang kenaikan dalam harga barangan dan perkhidmatan.

Beliau berkata demikian kepada media selepas melancarkan kempen ‘Hak Dan Tangggungjawab Pengguna’ di sebuah pusat membeli belah di Kuching baru-baru ini.

Jelasnya terdapat agensi yang diwujudkan di bawah kementerian itu untuk menjaga hak dan kepentingan pengguna seperti Tribunal Tuntutan Pengguna Malaysia (TTPM) dan Agensi Kaunseling dan Pengurusan Kredit (AKPK).

Walau bagaimanapun, kekurangan pengetahuan di kalangan orang ramai tentang kewujudan agensi itu menyebabkan mereka sering menjadi mangsa kepada peniaga yang tidak bertanggungjawab.

Dalam perkembangan berkaitan, KPDNHEP katanya juga telah mengadakan perjumpaan bersama-sama pengusaha restoran dan kedai kopi baru-baru ini.

Menurutnya, pihak berkenaan telah memberi jaminan untuk tidak menaikkan harga makanan dan

minuman sekurang-kurangnya sehingga hujung tahun ini.

Dalam memastikan perkara itu, katanya kementerian itu telah mewujudkan Pasukan

Petugas Khas untuk memeriksa dan memantau sebarang kenaikan harga barangan makanan dan minuman di restoren dan kedai kopi.

Senarai harga menu makanan dan minuman itu dikumpul oleh Pasukan Petugas Khas berkenaan yang akan membuat pemantauan dan perbandingan harga dari semasa ke semasa.

Selain membuat pemantauan harga di restoran dan kedai kopi, beliau juga menjelaskan bahawa pihaknya mengadakan program perbandingan harga di enam pasar raya utama di Kuching bermula awal bulan ini.

Menurutnya persefahaman telah dicapai untuk mewujudkan kerjasama dengan enam buah pasar raya tempatan untuk menyenaraikan harga 100 jenis produk barangan pengguna di dalam suratkhabar tempatan.

Dengan cara itu, orang ramai dapat membuat perbandingan harga seterusnya menjayakan kempen pengguna bijak berbelanja.

Selain itu, dia turut menjelaskan bahawa TTPM telah menerima kira-kira 150 aduan pengguna di seluruh negeri ini dalam tempoh enam bulan pertama tahun ini.

Jumlah itu menunjukkan peningkatan dari 110 aduan bagi tempoh yang sama tahun lalu.

Dari jumlah aduan itu, kira-kira 30 peratus adalah berkaitan dengan peraduan ‘gores dan menang’.

Sementara itu, Noor Liza Abu Hassan, Ketua Cawangan TTPM Sarawak menjelaskan bahawa pihaknya mensasarkan dapat menyelesaikan kira-kira 50 aduan

sebulan berbanding antara 20 hingga 30 aduan pada ketika ini.

Katanya, pihaknya yakin dapat mencapai sasaran berkenaan memandangkan negeri-negeri lain juga telah berjaya mencapai kadar penyelesaian yang tinggi.

Institusi yang melindungi kepentingan pengguna adalah seperti :

a. Majlis Hal Ehwal Pengguna

Negeri Sarawak dan Bahagian

b. Tribunal Tuntutan Pengguna Malaysia (TTPM)

c. Seksyen Penguatkuasa, Pejabat Perdagangan Dalam Negeri dan Hal Ehwal Pengguna Negeri Sarawak

d. Seksyen Hal Ehwal Pengguna, Pejabat Perdagangan Dalam Negeri dan Hal Ehwal Pengguna Negeri Sarawak

e. Agensi Kaunseling dan Pengurusan Kredit (AKPK)

f. Persatuan-persatuan Pengguna

Kempen Hak dan Peranan Pengguna Sasar Capai Pengguna BijakPengarah KPDNHEP Sarawak, Rodin bin Mamat menunjukkan

watak yang digunakan dalam kempen pengguna mereka

Kakitangan Jabatan Kesihatan memberi penerangan cara mengenal pasti ubat-ubatan yang tidak berdaftar


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Teras Perkukuh Pembangunan

- Misi -Komited Ke arah Menerajui

Serta Membawa Pembangunan Yang Seimbang dan Mapan Untuk Kesejahteraan Rakyat

Bahagian Mukah7Lima (5) tahun pastinya adalah suatu

tempoh yang amat singkat untuk menilai perkembangan sesuatu

projek pembangunan lebih-lebih lagi untuk mengurus dan mentadbir sebuah Bahagian baru.

Mentadbir sebuah Bahagian baru, pastinya berhadapan dengan cabaran disebabkan banyak perkara yang perlu disusun-atur namun, keadaan itu berjaya dilalui Pejabat Residen Bahagian Mukah.

Aspek pemantauan yang berkesan di antara agensi kerajaan yang lain turut menjayakan segala perancangan dan pembangunan Bahagian ini.

Kerjasama daripada agensi-agensi kerajaan, syarikat swasta dan masyarakat setempat termasuk wakil rakyat telah memastikan projek pembangunan di Bahagian tersebut berjalan lancar.

Demikian menurut Timbalan Residen Bahagian Mukah, Dr. Anthony Valentine Laiseh, ketika menyampaikan taklimat kepada Setiausaha Kerajaan Negeri, Datu Wilson Baya Dandot ketika lawatan kerja beliau baru-baru ini.

Jelasnya, tujuh (7) teras pembangunan telah digariskan yang meliputi pembangunan sektor perikanan, pertanian, perindustrian, pelancongan, sumber manusia di samping pengukuhan infrastruktur dan info-struktur serta kesejahteraan hidup masyarakat.

Perancangan rapi termasuk menyusun strategi yang berkesan diharap dapat memperkukuhkan

pembangunan bahagian tersebut.Menurutnya, kekangan geografi

serta penggunaan sumber tenaga manusia kini berjaya diatasi dengan wujudnya jalan persisir yang lengkap menghubungkan Kuala Balingian/Balingian/Mukah/Dalat/Oya/Igan/Matu/Daro akan merancakkan lagi pembangunan ditambah pula dengan kewujudan dua (2) institusi pengajian tinggi (Universiti Teknologi Mara –UiTM) dan Politeknik Mukah.

Fokus pembangunan fizikalnya tidak hanya tertumpu di pusat pentadbirannya sahaja tetapi turut diperluas ke kawasan sekitarnya termasuk kawasan luar bandar.

Hampir kebanyakan daerah dan pekan di Bahagian ini kini boleh dihubungi ke pusat pentadbirannya di Bandar Mukah dengan beberapa usaha

menaiktaraf jalan selain penyediaan bekalan air, elektrik serta prasarana ICT terus digiatkan.

Katanya lagi, beberapa kawasan luar bandar termasuk daerah kecil Balingian turut dibangunkan antaranya dengan pembinaan loji arang batu di Mateding yang dibina bagi menyokong industri berintensifkan tenaga di negeri ini.

Selain itu di kawasan Belawai pula, pembangunan sektor perikanan diberi tumpuan dan siapnya Kompleks Perikanan Laut Dalam Tanjung Manis, pastinya pembangunan fizikal dan ekonomi di kawasan ini menjadi lebih rancak terutama dengan penyiapan jalan yang menghubungkan Tanjung Manis dengan Sibu (Jalan Serdeng / Tanjung Manis/ Bruit / Sg. Nai) dan (Jalan Sibu/ Bawang Assan / Serdeng).

- Visi -Menjadi Peneraju dalam Industri Pertanian Komersil, Perikanan dan Pelancongan Menjelang

Tahun 2015

Pusat Kecemerlangan Pendidikan Wilayah Tengah...Bahagian Mukah turut memiliki Politeknik (dalam gambar) di samping Universiti Teknologi MARA (UiTM) Cawangan Sarawak. Kewujudan institusi pendidikan ini banyak memberi manfaat serta merancakkan pembangunan bahagian sekitarnya seperti Sarikei, Sibu dan Bintulu.

Medan Selera...Pusat Komersil dan Penjaja Boulevard, Mukah, antara projek terkini yang melengkapkan kemudahan penyediaan prasarana di Bahagian ini bagi menampung pertambahan jumlah pelancong. (Foto :Pejabat Residen Bahagian Mukah)


7

Dalam usaha Kerajaan untuk meningkatkan mutu serta keselamatan makanan di negara ini, Kementerian Kesihatan Malaysia telah

mengorak langkah untuk memastikan Pihak Berkuasa Tempatan (PBT) dan Jabatan Kesihatan setiap negeri mempertingkatkan usaha-usaha penguatkuasaan ke arah hala tuju ini.

Di Sarawak melalui Kementerian Alam Sekitar Dan Kesihatan Awam (KASKA) semua PBT di bawah naungannya, termasuk juga Dewan Bandaraya Kuching Utara (DBKU) dan Lembaga Kemajuan Bintulu (BDA) diminta untuk memastikan usaha ini turut dilaksanakan.

Salah satu usaha yang diperkenalkan baru-baru ini ialah Sistem Penggredan Premis Makanan atau Food Premises Grading System. Melalui sistem ini, setiap premis makanan yang berlesen akan diperiksa, dinilai dan diberi gred kepada premis mereka.

Tujuan sistem ini adalah untuk menilai dan meningkatkan

tahap kebersihan semua premis makanan selaras dengan arahan KASKA Negeri Sarawak.

Lembaga Kemajuan Bintulu dalam bulan April 2007 lalu telah melaksanakan sistem ini. Sebanyak 227 premis makanan yang berlesen di Bintulu telah diperiksa, sedang diperiksa dan akan diperiksa keseluruhannya.

Setakat 30 Jun 2007, sebanyak 121 premis makanan telah diperiksa dan diberi gred masing-

masing. Dari jumlah ini, sebanyak 27 premis makanan mendapat Gred A, 64 premis makanan mendapat Gred B dan 30 premis makanan mendapat Gred C. Pemeriksaan masih dilakukan untuk baki premis makanan yang lain. Pelaksanaan sistem ini juga akan dipanjangkan ke premis-premis makanan di kawasan luar bandar setelah semua premis makanan di Bandar Bintulu diberi Gred masing-masing.

Bintulu Laksana Sistem Penggredan Premis MakananOleh Suhaili Bin Mod, BDA

Pentadbiran Daerah• Mukah,Dalat,Matu&Daro

Daerah Kecil : •Balingian,Oya,Igan&Belawai

Pihak Berkuasa Tempatan• MajlisDaerahMatu&Daro• MajlisDaerahDalat&Mukah

Permintaan terhadap sektor pelancongan turut diambil perhatian dengan beberapa kemudahan penginapan serta pusat membeli-belah termasuk bangunan kedai, pusat komersil dan hotel bertaraf tiga (3)bintang telah dibina di sini.

Malah produk baru pelancongan juga telah dikenalpasti bagi meningkatkan produk pelancongan yang sedia ada selain mempromosikan kawasan luar bandar kepada pelancong.

Mukah juga melangkah maju dalam s e k t o r

pertanian dengan memperuntukkan seluas 311,251 hektar tanah untuk tujuan penanaman kelapa sawit manakala 58,530 hektar pula dimajukan dengan tanaman rumbia.

Sejumlah 4,297 hektar dibangunkan dengan tanaman padi dan 2,772 hektar dengan tanaman nanas di samping pada masa yang sama potensi akuakultur turut dimajukan.

Pembangunan yang dirancang dengan teliti ini diharap dapat mengurangkan aliran penghijrahan keluar penduduk di Bahagian ini seterusnya menjadi pemangkin ke arah mencapai sasaran untuk menjadikan Bahagian Mukah setaraf dengan Bahagian lain di Sarawak menjelang 2015.

Bahagian Mukah diisytiharkan sebagai sebuah Bahagian baru pada

1 Mac 2002, dengan keluasan 6,997.61 km persegi dari Kuala Balingian menganjur ke Kuala Rejang yang kini didiami oleh kira-kira 114,864 orang penduduk.

Info

Penyediaan prasarana amat penting bagi meningkatkan akses ke kampung dan pekan utama antaranya Lebuh Raya Persisir Pantai menghubungi KualaBalingian/ Balingian/ Mukah/ Dalat/ Oya Igan/Matu/ Daro. Kini beberapa projek jalan sedang giat dilaksanakan seperti menaiktaraf jalan Selangau/Mateding di samping Jalan Serdeng/ Tanjung Manis/Bruit/Sg Nai.

Pengisytiharaan Mukah sebagai sebuah Bahagian Mukah pada 1 Mac 2002, telah menyaksikan bahagian yang meliputi 6,997 km persegi menganjur dari Kuala Balingian hingga Kuala Rajang dapat ditadbir serta diuruskan dengan lebih berkesan.

Versi lengkap artikel ini boleh diperolehi di laman web RAKAN Interaktif : www.rakansarawak.com

Saban tahun ekspektasi masyarakat terhadap keberkesanan dan kecekapan

penyampaian perkhidmatan kerajaan kian meningkat. Baik di peringkat daerah mahupun daerah kecil, masyarakat hari ini semakin peka untuk membuat perbandingan dan penilaian tentang perkhidmatan yang disediakan agensi dan jabatan kerajaan.

Begitu juga, di setiap kawasan yang ditadbir sudah tentu mempunyai cabarannya tersendiri dan mungkin memerlukan penelitian serta pendekatan yang berbeza untuk menanganinya dengan cekap dan berkesan bagi memenuhi keperluan semua ahli masyarakat di situ.

Begitu penjelasan Pegawai Daerah Serian En Sinde Muleng ketika ditemubual oleh RAKAN Sarawak di pejabatnya baru-baru ini.

Beliau telah berkhidmat di Pejabat Daerah Serian sejak Jun 2004. Sepanjang berkhidmat di situ, beliau telah berdepan dengan banyak cabaran baru terutamanya kerana perlu mentadbir sebuah daerah yang mempunyai kira-kira 92,000 orang penduduk di kawasan seluas kira-kira 1,762.4 kilometer persegi.

Sebelum ini beliau pernah bertugas di Daerah Julau yang mempunyai populasi tidak sampai 20,000 orang.

Pada pendapatnya, Daerah Serian merupakan sebuah daerah

diberi perhatian khusus serta diberikan keutamaan. Pada masa yang sama, keperluan lain masyarakat tetap tidak dilupakan dan turut diberi perhatian.

Daerah Unik Menurut Sinde Muleng, Daerah

Serian yang terletak kira-kira 60 kilometer atau satu jam perjalanan dari Bandar Raya Kuching merupakan sebuah daerah yang unik daripada pelbagai segi.

Antaranya, kedudukan Bandar Serian di laluan perjalanan lebuh raya Pan-Borneo dan Bandar Mutiara Tebedu menjadikannya sinonim dengan panggilan bandar persinggahan bagi para pengguna laluan berkenaan.

Namun, beliau lebih gemar menggunakan istilah ‘populasi terapung’ bagi merujuk para pengguna laluan berkenaan.

Ini kerana mereka selalunya berhenti sama ada untuk berehat seketika, membeli barangan kraftangan dan makanan, ataupun mengalas perut sebagai bekalan menempuh perjalanan seterusnya.

Selain Taman Rekreasi Ranchan dan Tasik Danau Serian, Pasar Tamu Serian juga adalah antara tempat persinggahan yang paling popular dan sering dipromosikan dalam pakej pelancongan tempatan.

Di situ pelbagai produk tradisional masyarakat tempatan dijual pada harga berpatutan dan dibuka setiap hari.

Antara barangan yang boleh didapati di sini ialah tepung sagu yang diproses secara tradisional, ulat sagu dan pelbagai jenis sayuran hutan, ulam-ulaman serta rempah ratus yang biasa digunakan oleh masyarakat tempatan.

Suasana itu menurut Sinde telah menyediakan peluang yang amat kondusif bagi penduduk tempatan khususnya wanita untuk berniaga secara kecil-kecilan untuk menambah

yang begitu pesat membangun dalam pelbagai sektor. Kepesatan itu dapat dilihat dari segi pertumbuhan perniagaan dan pembangunan tanah untuk pertanian dan perladangan.

Kepesatan itu lantas memerlukan pelbagai jenis perkhidmatan kerajaan disedia dan disampaikan dengan lebih cekap.

Atas keperluan itu, pihak Pejabat Daerah Serian memberi tumpuan sepenuhnya kepada usaha untuk meningkatkan tahap penyampaian perkhidmatan.

Namun menurut beliau, pihaknya tidak berdepan dengan banyak masalah ketika berurusan dengan masyarakat sekitar di Daerah Serian yang juga merupakan daerah kelahirannya itu. Katanya, latar belakang dirinya itu telah membantunya memahami keperluan masyarakat serta memudahkannya berkomunikasi dengan lebih berkesan.

Kerana itu, sungguhpun mereka hanya mempunyai 25 orang kakitangan, ia tidak menjejaskan usaha mereka memberikan perkhidmatan yang baik selaras dengan ekspektasi ahli masyarakat.

Menurutnya, ekspektasi yang tinggi serta bilangan kakitangan kerja yang terhad memerlukan mereka mengenalpasti terlebih dahulu masalah dan keperluan penduduk di sini.

Melalui cara itu, mereka dapat mengetahui keperluan yang perlu

Tuntut Penyampaian Perkhidmatan Yang Berkesan


8

Ekspektasi Masyarakat Meningkat...

Pegawai Daerah Serian, En Sinde Muleng

Kira-kira 19,613 hektar tanah telah dibangunkan dengan tanaman kelapa sawit di Daerah Serian. Daripada jumlah itu, SALCRA membangunkan kira-kira 10,665 hektar

pendapatan keluarga.Turut menjadikan Daerah

Serian ini unik ialah jalinan kerjasama yang padu ditunjukkan oleh pemilik bangunan dan pengusaha premis perniagaan di Bandar Serian dengan agensi kerajaan di situ dalam usaha menjadikan bandar itu bersih, kemas dan teratur.

Katanya, setiap perjumpaan dan mesyuarat yang dirancang untuk diadakan mendapat sambutan yang baik.

Begitu juga dari segi permuafakatan dan tindakan susulan daripada pihak berkenaan amat positif. Misalnya, tanggungjawab untuk menjaga kebersihan dan keselamatan di premis perniagaan masing-masing. Keadaan itu menurutnya telah membantu menjadikan Bandar Serian sentiasa kelihatan bersih dan teratur.

Pencapaian itu adalah hasil kerjasama dan komitmen dari semua pihak serta selaras dengan usaha dalam Program Bandar Sejahtera yang dimulakan sejak tahun 2001 di Bandar Serian.

Jentera JKKKBeliau turut menyentuh tentang

keperluan pengukuhan peranan Jawatankuasa Kemajuan dan Keselamatan Kampung (JKKK) sebagai cabang utama dalam membantu jentera pentadbiran Pejabat Daerah.

Menurutnya, perkara ini amat penting dan perlu diberi perhatian sepanjang masa supaya Pejabat Daerah dapat melaksanakan peranannya dengan berkesan.

Namun menurutnya, JKKK sebagai pemimpin di peringkat akar umbi juga perlu sentiasa mengadakan aktiviti dan dialog di kampung masing-masing untuk memberi penjelasan tentang usaha kerajaan. Setiap permasalahan yang timbul juga harus ditangani dengan sebaik mungkin.

Apabila JKKK dapat memainkan peranan dengan berkesan, pelbagai program dan projek kerajaan akan lebih mudah dibawa kepada penduduk.

Antara yang telah terbukti ialah kejayaan kerjasama JKKK dalam

memberi penerangan tentang konsep pembangunan tanah yang diperkenal kerajaan sejak lebih 20 tahun yang lalu.

Menurutnya, kejayaan para peserta pada masa lalu telah membuka mata dan hati masyarakat sehingga ramai yang memohon supaya dibesarkan projek yang sedia ada dan juga permohonan untuk pembukaan kawasan baru.

Beliau memberi contoh kejayaan Lembaga Penyatuan dan Pemulihan Tanah Sarawak (SALCRA) melalui projek kelapa sawit yang bukan sahaja membolehkan peserta mendapat pekerjaan, tetapi juga menerima dividen dan bonus setiap tahun.

Situasi itu menurutnya telah menunjukkan keberkesanan JKKK dalam memainkan peranannya serta telah banyak membantu kerajaan mempromosikan pembangunan tanah di Daerah Serian.

Sehingga tahun 2006, sejumlah kira-kira 19,613 hektar tanah telah dibangunkan dengan tanaman kelapa sawit. Dari jumlah keluasan itu, SALCRA membangunkan kira-kira 10,665 hektar.

Malah katanya, kini semakin ramai yang sanggup membangunkan tanah persendirian untuk tanaman kelapa sawit. Ini kerana tanah persendirian

seluas lima hektar yang dibangunkan untuk kelapa sawit sudah boleh memberikan pulangan yang baik.

Dengan perkembangan sosioekonomi masyarakat di Daerah Serian hari ini, Sinde Muleng percaya bahawa pembangunan di daerah itu akan mampu bergerak dengan lebih pantas. Pandangannya itu mempunyai kebenarannya kerana limpahan pembangunan fizikal mahupun ekonomi di Bahagian Kuching serta Daerah Samarahan serta Asajaya akan terus memberi kesan memberansangkan kepada aktiviti ekonomi seperti perniagaan di daerah itu.

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Hampir kesemua kampung dan rumah panjang telah dihubungkan dengan sekurang-kurangnya jalan batu manakala sejumlah 16,171 pengguna telah menikmati kemudahan elektrik 24 jam

Fasa pertama projek jalan Terbat/Pengkalan Amo/Tebedu yang menelan kos RM56 juta telah disiapkan pada Mac 2007. Jalan ini apabila siap sepenuhnya akan menghubungkan kawasan Mongkos dengan Tebedu

Daerah Serian

• Jumlahpenduduk :92,200orang(Buletin Perangkaan Bulanan Sarawak, Februari 2007)

• Pecahan Etnik :Melayu - 10,900orang, Iban - 14,000 orang, Bidayuh - 56,200 orang, Melanau - 200 orang, Bumiputera lain - 200 orang, Cina - 9,900 orang, Bukan Bumiputera lain - 100 orang, Bukan Warganegara – 700 orang

• RM46,006,778.87 untukmelaksanakan 145 buah projek dalam Rancangan Malaysia Kesembilan (RMK9). Projek Perdagangan dan Industri (2), Pertanian dan Pembangunan Tanah (45), Pengangkutan dan Perhubungan (21), Sosial dan Pembangunan Sumber Manusia (26) Pentadbiran Am (44) dan Kemudahan Awam (7)

• Bekalan elektrik oleh SESCo –94.7 peratus (16,171 pengguna) Set Generator - 2.96 peratus (500 pengguna) Tenaga Solar - 0.20 peratus (30 pengguna) (sehingga April 2007)

• Bekalanair : air paip69peratus(8,597 pengguna) bekalan air graviti 21.61 peratus (2,700 pengguna) air hujan 9.6 peratus (1,200 pengguna) (sehingga April 2007)


10

Jamin Jangkauan Pasaran Produk Lebih Kukuh

FAMA Kontrak Pemasaran

Kontrak pemasaran yang diperkenalkan Lembaga Pemasaran

Pertanian Persekutuan (FAMA) kepada petani atau inidvidu yang terlibat dalam pengeluaran pertanian di negeri ini dilihat memainkan peranan yang besar dalam mengatur bekalan yang berkualiti, berterusan dengan spesifikasi yang memenuhi kehendak pasaran domestik dan luar negara.

Ia ternyata mampu meningkatkan hasil produk tani yang berkualiti serta mencapai piawaian bagi tujuan eksport ke luar negara.

Mungkin agak sukar bagi usahawan tani memasarkan produk mereka secara bersendirian, namun dengan bantuan FAMA ia berjaya menempatkan produk tani usahawan ini standing dengan produk-produk pertanian lain di pasaran.

Jika ditinjau dari sudut positifnya, kontrak pemasaran yang dilaksanakan FAMA dengan para peserta menguntungkan kedua-dua pihak dan dalam masa yang sama memberikan kelebihan kepada para petani memandangkan pemindahan teknologi tanaman boleh dilakukan dalam masa yang singkat di samping mendedahkan para petani tentang pelaksanaan peraturan hasil-hasil pertanian dari segi penggredan, pembungkusan dan perlabelan yang lebih baik dan bermutu.

Di samping itu, melalui usaha ini pengguna boleh mendapatkan bekalan yang boleh diyakini dan berterusan pada spesifikasi yang memenuhi kehendak pasaran.

Pihak FAMA menggunakan segala kepakaran mereka terutama pembekalan benih, bantuan kewangan malah ia turut memberi jaminan tanaman atau buah-buahan yang diusahakan dapat dipasarkan

kesemuanya.A p a

yang pasti, ia secara

langsung mampu mewujudkan lebih ramai usahawan tani yang berdaya maju.

Secara asasnya,

kontrak pemasaran yang dilaksanakan FAMA merupakan satu konsep merangkumi kontrak bekalan dan kontrak jualan.

Ia adalah satu ikatan persetujuan di antara pengeluar dan FAMA di mana pengeluar bersetuju untuk mengeluarkan produk pada kualiti, kuantiti, jenis, variasi, pembungkusan, gred dan masa yang dipersetujui manakala di pihak FAMA pula, mereka bersetuju untuk menjamin pasaran pada harga yang dipersetujui di antara kedua-duanya.

Dalam Perjanjian Kontrak Pemasaran (PKP) antara perkara yang ditekankan ialah jaminan pasaran mengikut peraturan, jaminan pasaran seratus-peratus dan konsep perkongsian modal.

Sasaran peserta kontrak pemasaran meliputi petani individu, petani berkelompok, petani komersil dan petani Pertubuhan Peladang kawasan/Jabatan Pertanian.

Kerjasama strategik antara FAMA dengan peserta terlibat dapat disaksikan baru-baru ini apabila FAMA

Rencana

Rambutan antara tanaman yang mempunyai nilai pasaran yang tinggi sehingga mencecah ke pasaran Eropah

Hampir dengan masyarakat... FAMA sentiasa memberi sokongan dalam aspek bantuan pengukuhan aspek pemasaran.

Kerajaan Negeri sentiasa menjalinkan perkongsian strategik dengan pelbagai agensi berkaitan bagi memastikan sektor pertanian mampu meningkatkan ekonomi penduduk luar bandar di samping melahirkan usahawan tani baru. Kelihatan dalam gambar, Setiausaha Kerajaan Negeri, Datu Wilson Baya melawat ke Pusat Penyelidikan Pertanian, Semenggok pada awal tahun ini.


11

RencanaRencana

telah menandatangani perjanjian kontrak pemasaran di antara peserta kelompok tanaman “Rambutan Anak Sekolah” (R191) bagi kawasan Rapak dan Siga/Tekalong di Sri Aman dan tanaman “Betik Eksotika” di Kampung Semilang dan Beradek di Samarahan.

Mengikut perjanjian tersebut, FAMA menjangkakan akan mengendalikan 200 tan metrik Rambutan Anak Sekolah (R191) untuk dipasarkan ke seluruh negara termasuk dieksport ke beberapa buah negara Eropah. Ia adalah bagi musim pengeluaran (tuaian) bulan Disember lepas 2006 hingga Februari tahun ini (2007).

FAMA Sarawak akan memasarkan R191 yang melibatkan seramai 41 orang petani dengan keluasan 62 hektar di dua kawasan berkenaan.

Sebelum ini (bagi tahun 2005), FAMA Berjaya mengendalikan sebanyak 41 tan metrik rambutan yang dipasarkan di seluruh Sarawak termasuk Sabah dan Semenanjung Malaysia.

Melalui kerjasama perjanjian kontrak pemasaran (ketika itu), FAMA telah memasarkan R191 keluaran hasil pertanian di kawasan berkenaan yang berkeluasan 103 hektar dengan disertai oleh 76 peserta.

Pada tahun 2005, FAMA telah menandatangani satu lagi perjanjian

kontrak pemasaran dengan peserta kelompok di kawasan Rapak, Pantu, Sri Aman seramai 21 petani dengan keluasan tanah 17 hektar.

Sementara itu, bagi Betik Eksotika pula, FAMA mengikat kontrak dengan 20 orang petani dalam kawasan Projek Pembangunan Pertanian Bersepadu (IADP) Samarahan iaitu di Kampung Beradek dan Kampung Semilang dengan keluasan 29 hektar.

Projek tanaman betik eksotika telah dimulakan oleh IADP Samarahan pada tahun 2005.

Kesemua peserta yang terlibat dalam tanaman betik eksotika ini dijangka mampu membekalkan sebanyak 4 tan metrik betik setiap bulan kepada FAMA dengan harga RM700 satu tan.

Sebelum peserta ini terlibat dalam PKP, FAMA telah memainkan peranannya dengan memberi kursus dan khidmat nasihat sebagai persediaan bagi meningkatkan pengetahuan dan pengalaman peserta.

Persetujuan tersebut juga akan meningkatkan lagi peranan FAMA dalam memperkenalkan komoditi dan produk baru, menyediakan dan menyebarkan maklumat pasaran, pembangunan petani kontrak pemasaran, pelaksanaan peningkatan mutu pengeluaran dan perkhidmatan mengatur pasaran.

Pada majlis tersebut (ketika itu), PKP di antara FAMA (Timbalan Pengarah, Paza Dan) dan perserta berkelompok tanaman R191 ditandatangani oleh Sepitson Anak Apa bagi peserta dari Kampung Rapok dan Jefri Lai dari Kampung Tekalong.

Manakala PKP di antara FAMA dan peserta berkelompok tanaman betik eksotika ditandatangani oleh Haji Bolhassan Ibrahim bagi peserta Kampung Beradek dan Pauzi Ameng bagi Kampung Semilang.

Selain pendekatan PKP atau perladangan kontrak, FAMA di negeri ini telah berusaha untuk meningkatkan lagi “akses” pasaran kepada usahawan tani melalui platform pemasarannya. Antara yang terkini mewujudkan lebih banyak Pasara Tani Mega, mewujudkan Bazar Buah-Buahan Bermusim serta banyak lagi pesta dan promosi buah-buahan tempatan.

Usaha tersebut sejajar dengan Rancangan Malaysia Kesembilan (RMK9), di mana Kementerian Pertanian dan Asas Tani melalui agensi-agensi pelaksana akan mewujudkan lebih banyak pasar borong, pusat pengumpulan, perladangan kontrak dan Pasar Peladang.

Malah kerajaan turut menggalakkan warga tani beralih kepada penggunaan teknologi maklumat (ICT) bagi tujuan meluaskan lagi pasaran produk mereka.

Industri pengeluaran makanan negara sekiranya diurus dengan berkesan mampu mengurangkan kebergantungan kita terhadap import luar negara


12

“Sense of urgency to duty and service: the lifeline of the civil

service in the digital age”.

(RAKAN Sarawak’s series of interviews with the STATE SECRETARY on

DEFINING PUBLIC SERVICE DELIVERY)

RAKAN Sarawak : In one of your earlier speeches shortly after you became the State Secretary, you mentioned several challenges facing the Sarawak Civil Service. There was one challenge you mentioned that we thought was never mentioned before. This refers to the challenges posed by the “blending of generations” among the staff in the civil service. Can you elaborate further on this?

YB DATu WILSON BAYA DANDOT (STATE SECRETARY) : When I mentioned the “blending of generations”, I was referring to the mix of staff within our civil service organization who belong to three major population cohorts (in statistical and demographic terms). A cohort is a group of subjects — most often humans from a given population — defined by experiencing an event (typically birth) in a particular time span. This mix includes those who are usually referred to as the “Baby Boomers” or those born from 1946 and 1964, the Generation X or those born from 1965 to 1979 and the Generation Y who were born from 1980 to 1994. Later, we will have the Millennium Generation. These groups of people have different exposure and experiences, skills set and competencies.

This situation is not unique to our organization. It is a situation that most organizations are facing now, and which poses a challenge to management on how to take advantage of this situation. Each group of people bring a set of qualities, skills and competencies that will be useful to each other if they learn to appreciate and value what they can each contribute to the organization.

In the context of our civil service organization, there are two things that portends well as far as this significant composition of our manpower based on their demographic cohorts is concerned.

One is the fact that all of us share only one calling, and that is the call to service. The other is the fact that all of us are functioning and living well in the digital age, although we might have different levels of skills and exposures in the use of ICT tools. We cannot deny that the “baby boomers” may be lagging behind in competence in the use of ICT tools compared with the Generation X’s and Y’s among us but the former group share the same acceptance and appreciation of the importance of ICT in our world today as the two latter groups.

These two things that they all share in common will be able to break down barriers among these three generation.

Firstly, the desire to serve bridges all generations. Anyone, regardless of age, gender, religious beliefs, cultural ties, ethnic origins, can do and offer acts of service for others. And in today’s digital world, we are afforded the means and the tools to provide our services with great speed and in real time efficiency.

I am reminded of the call that our Chief Minister, YAB Pehin Sri Abdul Taib Mahmud, once gave us to “continually breathe life into the civil service by not overlooking the fact that our sense of urgency to duty and service is the lifeline of the civil service especially in the digital age”.

When we ponder about these words of our Chief Minister, the more we will be able to see clearly how the three different demographic cohorts within our civil service organization can work seamlessly together.

The sense of urgency to duty and service remains the basic and essential foundation of the civil service organization. For those of us who began our careers during the early years of the full-pledged Sarawak civil service (within the Malaysian federation), this was a fact that we had to embrace and be committed to through all the toils and turmoils that we had to go through then. It is this passionate commitment to service and the wisdom that we have gained through the rich and varied experiences and exposure we had to go through all these years that we can now share and impart to our younger colleagues. I am in this category as I joined the State Civil Service in early 1973. In much the same token, our younger colleagues’ wide exposure to and knowledge of the

digital tools, technology and systems is a very useful asset that they bring into their jobs.

These combinations of qualities, skills and expertise among its manpower– such as complementing wisdom with fresh knowledge, and combining familiarity with geographical landscape with dexterity in navigating cyberscape, - make for a dynamic civil service organization that is well-rooted in the early foundations of the culture of service while adjusting well in the rapid changes and challenges of the present digital age.

: What do you think is a major advantage that the Sarawak civil service now have in the digital age?

STATE SECRETARY : We are so privileged to have a leader - YAB Pehin Sri Hj Abdul Taib Mahmud- who had the foresight to direct our civil service leaders, most notably Tan Sri Hamid Bugo and Tan Sri Aziz Hj Husain before me, to develop and set up the ICT infrastructure and infostructure and institutions, more than a decade ago. Now, I believe that we are adequately prepared to meet the challenges brought on by the ICT revolution in terms of the facilities and systems that have been put in place over the past decade or so.

What needs to be reinforced and strengthened now is the capability of our civil servants to make full use of ICT in the way we conduct our day-to-day work. For example, I am thankful that the ICT tools and systems at our disposal, are a significant help in my task of formulating, recommending or analyzing policy matters or issues. When I need to assess world

A conversationwith SS


13

A conversationwith SS

trends and issues on, say, economics, I only need to get on the Internet and do a search of relevant web sites such as those of the World Bank, International Monetary Fund, Asian Development Bank, etc. I am also quite pleased whenever I receive a quick response via e-mail from anyone of our civil servants who is replying to my inquiry about some matters I need to decide on immediately. And, of course, if I have more questions, we can easily continue to communicate via e-mails until I get the necessary clarifications. It is also easy for us to put everyone who is involved in the subject we are discussing in the “loop” for follow-up discussions or information, thus making sure that everyone is informed of the progress. When we have meetings, we can immediately record and document the discussions and decisions made at that meeting, save it on our “pen drive” and bring it back to our office and save it on our own computers. This practice is, of course, environmentally friendly as well since we cut down on the use of ink and paper.

Today, there really is no excuse for civil servants in Sarawak, especially those who are in the upper echelons of management, not to be able to cope with the challenges of being competitive and innovative as required of us in the digital age. Our competence in the use of ICT in our day-to-day tasks is, as our Chief Minister has once said, “our passport to the globalised world”.

: What about the challenges that the Sarawak civil service face in the digital era?

STATE SECRETARY : The digital age ushered in a culture of speed, of real time response that brings with it an even greater sense of urgency in the way we must fulfill our tasks and assignments. Our jobs, indeed, has become easier in the digital age as we enjoy significant levels of comfort and ease brought on by our economic progress. Information can be sourced and shared at the click of a mouse. Documents can be drafted, corrected and printed out in a matter of minutes. We can even have a meeting with people from other places without leaving the comforts of our office via video conferencing.

However, this prosperity, comfort and convenience can also lull us into thinking that everything is fine, and lead us into a fragile sense of security. For example, an employee might be thinking “our security alarm systems are in place, and we have proven that they have worked well in the past. So, tonight, why should I bother to run a check-and-review procedure?” And

then, as fate would have it, it was that one particular evening that the building was broken into and the agency lost valuable documents that could lead to significant damage to the government if they fell into the wrong hands. Now, imagine if an IT-savvy thief gets hold of a contract document that he scans onto his computer, modifies with some software, and then posts on the net claiming that a certain government official has committed corruption, and showing that “modified contract” as proof. The government and the official concerned might be able to prove that he is innocent eventually, but the damage has already been done because of the widespread reach that the Internet afforded the people who have malicious intentions to destroy and defame other peoples’ reputation and tarnish their image.

And so, while the digital age has afforded certain privileges and advantages in performing our duties and responsibilities, it has also made our positions more and more tenuous because of the closer scrutiny, and widespread exposure that we are now subject to. Our movements, our decisions and our performance, collectively and individually, can now easily be monitored, and opinions and sentiments of the public about what we do and how we do things can easily be posted on the internet, picked up by the media and highlighted for all the world to see.

: How can the civil servants protect and guard themselves from possible negative and damaging exposure in this digital age?

STATE SECRETARY: YAB Pehin Sri has also given us this advice, that “Our concern, in the absence of both internal and external threats, is that we get complacent and too comfortable. We must be aware that complacency can be our No.1 enemy”.

The malady of complacency can be our undoing, especially for us who are in the public eye by virtue of our positions. Complacency smacks of conceit, smugness, self-importance, even vanity or haughtiness. It sets in when we start feeling invulnerable and invincible, thinking that nothing can go wrong because we have been doing it for so many years this way, and nothing bad has happened anyway.

In the digital age, the Internet has also become a powerful leveraging tool for people. Practically just about anybody can upload any information, article, idea, images into the net through their web sites, blogs, and chat rooms. And so, people in our positions are now as vulnerable as anyone out in the open sea.

Which makes it even more vital for us all to conduct our affairs with the highest standards of professionalism and integrity. When we are able to rise above the temptation to use our public office for private gain, and when we perform our responsibilities to the best of our abilities, we need not fear of the possible exposure of our actions and decisions and performance through the internet. In fact, we can relish it because the internet can be our tool to highlight our achievements and accomplishments.

The digital age that we are now in provides us the means to be more efficient and effective in carrying out our tasks, and to be more open and transparent in our systems and operations, allowing us to create a leaner, cleaner and more responsive civil service.

We - from the top officials to the support staff - must harness the power that the digital age affords us. When all of us within the civil service organization are all tuned in, and wired into the digital world, making full use of the information we can source and share with each other, we will have an almost endless reservoir of creative ideas that can effect positive change, not only within our civil service organization but in the general society as well.


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Th e s t r a t e g i e s a n d preparation that have been put in place to improve

the State’s competitiveness and to fulfil the nation’s industrial aspirations are outlined in the 3rd Industrial Master Plan (IMP3).

According to Deputy Chief Minister, Datuk Patinggi Tan Sri Dr George Chan Hong Nam, the main focus are several types of industries, which have competitive advantages, which have the potential to be developed by adding value to available resources, and which are also energy intensive.

In line with the original goals of IMP3, Sarawak is targeting the development of six (6) non-resource based industries, six (6) resource-based industries and eight (8) industries based on sub-sector services.

Dr Chan, who explained that up to now the State has spent RM2 billion to plan and create the relevant infrastructure for these industries, said this when closing a briefing on the ‘3rd Malaysian Industrial Master Plan’ in July.

The briefing was organised by the Ministry of Industrial Development, with the cooperation of Sarawak Development Institute (SDI).

For the non-resource based industries, the focus is on developing the electrical and electronics sector, along with industries related to heavy machineries, medical equipment, metals, textile, and transportation.

Several strategies have been formulated to encourage the development of the electrical and electronics industry in Sama Jaya, as well as to further develop energy-intensive industries such as aluminium smelting.

Apart from that, Dr Chan pointed out that the State Planning Unit (SPU) has been tasked to research the potential of energy-intensive industries in Sarawak.

As for the resource-based industries, the State is targeting the development of the petrochemical industry; the rubber and rubber-based industry; the pharmaceutical industry; palm oil-

based industry; wood-based industry; and food processing industry.

With regards to the petrochemical industry, cooperation with Petronas will be further enhanced, to encourage the growth of the petrochemical and petroleum industries in Sarawak.

The development of resource-based industries also includes efforts to add value to palm oil-based products and related ‘downstream’ products. Such efforts are encouraged by the increase of palm oil planted areas that will reach one million hectares by 2010.

Wood-based industries would also be developed further. Sarawak Timber Industry Development Corporation (STIDC) is expected to play lead role in this, especially with regards to the ‘Wood Processing Zone’ in Tanjung Manis. The State is also keen on encouraging reforestation programmes, which utilise the latest technology.

Focus would also be given to the food processing industry with an eye

on capitalising on the growing Halal food products market. The approach parallels current efforts in moving towards commercial and modern farming under the ‘Agropolis’ concept.

Meanwhile, for the service industries sub-sector, the State’s focus is on professional and business services, education and training, logistics, construction, information and communication technology (ICT), healthcare, trade distribution and tourism.

Dr Chan, however explained that even though the government would continue to be involved in and support the sub-sectors related to education and training, ICT and healthcare, it encouraged the private sector to become more involved in logistics, trade distribution and tourism.

He believed these strategies would help to achieve the goals outlined in the IMP3, especially with regards to the development of Sarawak.

The State would also receive the support and cooperation

of the Federal government, through the Ministry of International Trade and Industries (MITI) and its agencies.

Dr Chan acknowledged that improvements were still needed though, particularly in upgrading the existing infrastructure; the application of technology; investment in quality programmes; and the development of human capital.

Based on past achievements and future prospects, he projected that the manufacturing and service sectors will continue to contribute to the State’s economic growth.

He added that a few cluster groups and industries have been identified, such as for energy-intensive industries in Mukah and Bintulu; palm oil-based industries in Tanjung Manis and Senari; and wood-processing industries in Kuala Baram, Tanjung Manis and Kota Samarahan.

Effective Strategies for Attracting Investors to Sarawak

Sarawak government has spend RM2 billion on planning and industrial infrastructures such as ports

Sarawak government has spend RM2 billion on planning and industrial infrastructures such as ports

Full Version of this article can be read at http://www.rakansarawak.com


15

Domestic Trade and Consumer Affairs Minister Datuk Mohd Shafie Apdal launched the

Commercial and Consumers Report (CnCR) 2006, in Kuching in July.

He launched the third edition of the CnCR at a press conference after chairing the Ministry’s annual dialogue with representatives from the private sector.

According to Datuk Shafie, the book contains important information related to the pattern and overall performance of trade and consumerism in the country for

the second term of 2006.The information includes the

activities under the portfolio of the Ministry and its two agencies – the Companies Commission and the Intellectual Property Corporation (MyIPO).

He explained that the book was important as a reference, not only for members of the business community, but also for the common people.

Meanwhile, Datuk Shafie explained that CnCR 2006 was published as a result of the various demands from the public for

information and the latest data on the pattern and development of the country’s economy, trade activities and consumerism.

Since it was launched by the Prime Minister in April 2006, CnCR has been distributed for free throughout the country, while Malaysia’s ambassadors do their bit to help by distributing it overseas.

It was hoped that relevant parties would find the 150-page publication a helpful guide, especially in planning their investment in Malaysia.

The pattern and overall performance of the trade and consumers in the second term of 2006 and the conclusion of the year 2006.

• Section 1:The Important Indicators of Trade and Consumerism. 1. Company and Business Registration2. Business and Corporate Information Delivery

and other services3. Domestic Trade Licensing 4. Patent and Copyright Registration 5. Industrial Design Registration 6. Enforcement on Copyright 7. Enforcement on Complaints

• Section 2: Domestic Trade and Overall Economy1. GDP and Output Structures2. Wholesale and Retail performance

• Section 3: Business Environment and Activities 1. Important indicator in business activities 2. Private investment Indicator

• Section 4: Pattern of Consumerism and Activities 1. Consumer Spending Indicator 2. Price and Consumer Sentiment3. Consumerism activities4. Consumers’ Price monitoring by the Ministry5. Fair Price Store List 2006/ 20076. Consumers’ Choice Store Award list 20067. Information on consumers’ associations

Info

CnCR 2006 Launched ...

CnCR 2006 Content Info

This book can help the business community analyzing the consumer spending pattern

Information notes. Processes and procedures to apply for various licences, and information on officers at the Ministry.

It’s not Just for the Businessmen, It’s For Everyone


16

Among State Through Government OfficersEnhancing Understanding

Deputy State Secretary, Datuk Haji Mohd. Morshidi Abdul Ghani (left), presenting a souvenir to Public Admin Department Deputy Director General, Dato Ahmad Said while Datuk Dr. Maximus Johnity Ongkili looks on

Government officers, particularly those in the professional and management groups, play a vital

role in enhancing unity and integration – important elements in creating better understanding between societies in the different states.

Therefore these officers not only play a role in delivering the best service to members of society, they must also realise their role in improving the relationship between society and the government.

This relationship could be strengthened if the information on government policies were disseminated in an accurate and timely manner, said Minister in the Prime Minister’s Department Datuk Dr. Maximus Johnity Ongkili, when closing the National Integration Programme or ‘Program Integrasi Nasional’ (PINA) 2005, and at the same time launching PINA 2007, in Kuching recently.

He pointed out that misconceptions about the different states still existed today, and this was especially true for Sarawak and Sabah.

However, the participation of government officers from the different states in the programme, hoped to encourage the dissemination of accurate information.

Datuk Dr Maximus believed that PINA was one of the best ways to improve integration and understanding among members of society, as it involved civil servants from the various Federal and State agencies.

Nineteen (19) senior government officers from the management and professional groups are taking part in PINA 2007, which ends in 2009.

They were made up of ten (10) officers from the Federal Government agencies, five (5) from Sarawak and (four) from Sabah.

As for PINA 2005, it consisted of 10

participants. The transfers were carried out on 1st July 2005 and ended 30th June 2007.

One of PINA’s main aims is to increase people’s understanding on the core values of national integration, in line with efforts to mould a united Malaysian society.

The programme not only focuses on the integration of people from different ethnic racial and cultural backgrounds, it also focuses on the management and administration of work, as well as on sharing knowledge and experiences.

Apart from getting closer to the local communities and understanding their culture, government officers involved in the programme were given the role and responsibility of encouraging national integration through their exposure at the various levels of the administrative system.

State Officers to Federal

1. Hamidah Binti Haipi from Dalat District Office to Ministry of Higher Education.

2. KaKathreen Lalai ak Eddie Saga from Pustaka Negeri Sarawak to Ministry of Foreign Affairs.

3. Rusmaliza Binti Mat Darus from Administration Unit, Chief Minister’s Department to Ministry of Finance.

4. Suhailah Binti Za’afar from State Implementation and Monitoring Unit to Economic Planning Unit, Prime Minister’s Department.

5. TTan Chee Kang from ICT Unit, Chief Minister’s Department to Ministry of International Trade and Industry.

Federal Officers to Sarawak

1. Ahmad Bin Musa from Education Services Commission to Ministry

of Social Development and Urbanisation.

2. Mohd Rashidi Bin Yahya from Ministry of Foreign Affairs to Ministry of Urban Development and Tourism.

3. Mohd Zulkarnain Bin Abdul Kadir from Ministry of Plantation Industries and Commodity to State Implementation and Monitoring Unit.

4. Noorshahriman Bin Abdul Rahman from Public Services Commission to Miri Resident’s Office.

5. Nadiyah Binti Ismail from the administration of Pahang State Secretary to Ministry of Environment and Public Health.

PINA was introduced in the late 1960s but was then discontinued.

Public Service Department (PSD) was later tasked to become the Secretariat, to revive the programme, as a result of a working paper on ‘Malaysian States Integration Report’ (Bil.3/84) by the National Security Council, which showed how the implementation of the programme could improve national integration.

PSD and the State Government re-implemented the programme, from 1988 to 1990; from 1992 to 1994; and from 1995 to 1997.

PINA’s aims:i. To strengthen the cultural ties and

the bonds of unity between the races in the Peninsula, Sarawak and Sabah.

ii. To provide exposure on the systems of administration at the Federal, State and District levels.

iii. To share expertise in vital areas such as the economy; regional and rural development; human resource management; tourism; and local councils.


17

Benefitedfromthe

It is important for civil servants at the district level to make an effort to strengthen their operations and human capital. State Secretary YB Datu Wilson Baya Dandot

explained that civil servants play a very significant role in ensuring the development planned at that level was carried out smoothly.

This was because the smooth implementation and monitoring of projects will go a long way in showing that the government’s effort in improving the public service delivery system is an ongoing process.

He added that civil servants’ at the district level must possess the capabilities to work together among the related agencies and to identify the needs of the communities, as these were considered vital elements for their success.

The State Secretary stressed this point at a get-together session with civil servants in Simunjan, during his visit to the district on 19 June 2007.

Meanwhile, the aim of the visit was to gauge the level of development in the district, apart from collecting feedback from the grassroots level.

The State Secretary and his entourage also spent some time inspecting and visiting other sub-districts that day, including stops at Spaoh, Debak, Pusa, Roban and Kabong.

It was interesting to note that for the visits, almost all these places were now accessible by the main roads (Jalan Betong/Kayu Malam), as well as by the coastal road that connects to the

other districts. Moreover, almost all sub-districts have great tourism potential, as well as historical value.

Although it has only been five years since Betong was declared a division, it has changed a lot in terms of the tempo of development.

Other development prospects include Saratok (a district in Betong), which has vast potential in commercial agriculture; especially in fruit production (under IADP Kalaka Saribas) and with the opening of palm oil estates by SALCRA, MPOB and FELCRA Berhad.

Apart from visiting the sub-districts, the State Secretary inspected the newly-completed State Government Administration Complex in Betong, and also attended the second SMDC meeting for 2007 that was attended by all the Residents, Permanent Secretaries, and Heads of Departments.

In recent months, the State Secretary has conducted similar visits to other districts, such as Long Lama (Miri), Kanowit (Sibu), Pakan (Sarikei), Selangau (Sibu) and Balingian (Mukah).

• Crafts Centres (Pua Kumbu),Betong

• Fort Lili (Brooke DefendFort),Betong

• BukitSadok(Rentap’sFort),UluLayar,

• Mausoleumof Datuk PatinggiKedit, Islamic Cemetery Islam Seruai, Spaoh

• Mausoleum of Dayang IsahTandang Sari (Legend Princess of Brunei), Kampung Kalok, Pusa

• MausoleumDatukTemenggungKadir (Dayang Isah’s Father),Kampung Kalok, Pusa

• Mausoleum Datuk Godam(First Official that started the settlement in Pusa), Kampung Kalok Pusa

• Beting Maro War Monument,Kampung Beting Maro, Pusa

• Beladin Fisherman Village,Kampung Beladin, Pusa

• PantaiTanjungKembang/PantaiAlit Fest, Kabong, Saratok

• Puffer Fist Fest, KampungManggut, Spaoh

• SungaiAirKrianFest,Saratok• Beras Wangi Lubok Nibong

Fest, Saratok

Info (Do You Know)Interesting places in Betong division :

Project Monitoring : Ensuring Rural Areas

Development

State Secretary, Datu Wilson Baya Dandot (forth from left) chairing the 2nd SDMC Meeting held at Betong Resident Office

Visit to the site – part of the hands on monitoring – Datu Wilson was briefed by the contractor on the Bakun HEP construction progress. Also seen in the picture to his right, Datuk Haji Mohd. Morshidi (Deputy State Secretary) and Haji Sarudu Haji Hoklai (HRM Director), Hang Tuah Merawin, Kapit’s Resident (third from left) and Haji Mohidin Ishak, BDA’s General Manager (fourth from left)

Article contributed by Shebli bin Hairani Miri Port Authority GM


18

Miri Port

Miri Port has scored yet another milestone - in terms of its cargo handling activities - for having successfully handled huge-

sized heavy lifts cargo via its facilities in Kuala Baram.

On June 6, Miri Port successfully handled four (4) units of heavy lifts cargo, measuring about 29 m x 5 m x 5 m (LWH) and weighting 90 metric tonnes each; and two (2) units of high structure skids, which are used in the oil and gas industry.

With its sterling track record, Miri Port has proven its capability in handling such oversized cargoes, among other containerized cargoes, and is poised to play a comprehensive role in providing total logistical services for the oil and gas offshore activities.

The recent review and amendment of its Vision - To be the Leading Port with Diversified Logistic Services in the Region - is timely and in line with the business diversification activities that Miri Port has aspired to be involved in.

Miri Port has come a long way since its inception in 1983, to become one of the northern nerve centres and catalyst for economic development in the northern region of Sarawak.

The port’s present location - within the Kuala Baram Industrial Estate - has paved the way for it to move ahead in playing its role as an economic catalyst and major player, through strategic alliances with market leaders.

The facilities developed could cater for cargo throughput demand up to the year 2010 and even beyond; having the annual capacity of 3.5 million tonnes for general cargo and 160,000 TEUs for containerized cargoes.

With the introduction of two new players - in addition to the existing players utilising Miri Port’s facilities - more vessels making direct calls to Port Klang, Pasir Gudang and other ports, are made available at Miri Port’s facilities.

This would further enhance and facilitate cargo movement from Peninsular Malaysia to Sarawak. Cargo such as rice, sugar and other consumable items could be handled effectively via Miri Port’s facilities.

Besides these core activities of cargo handling, Miri has diversified itself into other market sectors, particularly in providing total logistical support services for the oil and gas industry, to support their offshore operations.

For these activities, Miri Port aspires to be the ‘hub’ in providing total logistical services to the oil and gas industry’s offshore operations that Miri Port has provided for, since the year 2000.

In order to support and further enhance these activities, Miri Port plans to leverage on its marketing networks, knowledgeable workforce and operating efficiency, so as to continuously remain competitive and relevant in the industry.

Miri Port has also acquired higher capacity cranes and cargo-handling equipment, to beef-up cargo handling operations and thus improve productivity.

Being a systems-driven management, Miri Port has put in place several quality and safety management initiatives. For example, with the certification of its quality and safety management systems, which conform to international standards, and web-based e-port community systems, it is well on its way to achieve its vision of becoming the leading diversified logistic services provider in the region.

Miri Port has also won several awards, both at State and National levels, such as the State Civil Service Quality Award and the national-level Financial Management Award, to name a few.

With its mission of providing customers with systems-driven value-for-money logistic services, Miri Port is expanding its horizon through a more innovative, synergistic and competitive approach, in its continuous pursuit of excellence.

Handles Super Sized Cargo


19

State Secretary YB Datu Wilson Baya Dandot commended MAKSAK Bintulu for its efforts

in organising the ‘MAKSAK Sarawak Turun Ladang ke Bintulu’ programme.

He added MAKSAK Bintulu’s effort was proof of its commitment to creativity and efficiency, and it also demonstrated that its role was not just to provide recreational activities for its members.

Rather, the programme showed that MAKSAK Bintulu also helped to unearth its members’ leadership skills and their ability to cooperate with each other, as well as showing the credibility of members of the Civil Service in Bintulu Division.

Datu Wilson, who is the chairman of MAKSAK Sarawak pointed this out during a dinner in Bintulu last July that was held in conjunction with the programme.

He had proposed the idea to organise the programme – which was in the form of visits - in Bintulu, during

a MAKSAK Meeting he chaired earlier this year.

In his speech, he also pointed out that the series of visits provided the opportunity not only to learn about how palm oil was produced through the Total Quality Management (TQM) approach; it helped establish a cooperative relationship between government agencies and the private sector.

He explained such cooperation would enable both parties to work together closely in the future.

About 40 members of MAKSAK Sarawak and MAKSAK Bintulu, led by Datu Wilson, took part in the programme, which involved visits to Austral Edible Oil (AEO) in Tanjung Kidurong, Rajawali Oil Palm Estate, and Rajawali Oil Palm Mill.

Apart from the visits, the programme included a Health Screening organised by Bintulu Medical Club and games of golf at Rajawali Golf Course.

The determination and effort of MAKSAK Bintulu members to have a ‘home’ of their own,

finally came true on July 7, with the official opening of ‘Rumah MAKSAK Bintulu’.

State Secretary Datu Wilson Baya Dandot, who is the chairman of MAKSAK Sarawak, opened the clubhouse, which is located at Lot 1358 and 1359 Tanjung Batu Commercial Centre.

Bintulu Development Authority (BDA) played a significant role in turning MAKSAK Bintulu’s dream into a reality, when in October 2004, it approved the club’s request to turn the shop house units into a clubhouse.

Meanwhile, in his opening speech Datu Wilson expressed hope that with a clubhouse of their own, members of MAKSAK Bintulu would be more proactive in planning and organising activities and programmes, to create a bigger and more comprehensive impact.

He reminded MAKSAK members that the club’s main aim was to produce civil servants who were healthy, active, fit, energetic and spirited, which in turn would create a workforce and human capital in the government administration that was more responsible, efficient, creative and skilful.

He also commended MAKSAK Bintulu’s initiative in getting equipment for the clubhouse through their efforts, rather than depending on MAKSAK Sarawak’s help.

Among the contributors were Bintulu Customs Club, which presented MAKSAK Bintulu with a TV and Karaoke set; Sesco Club and LAKU Club (dart set); and KSR BINDA Club (table tennis set).

MAKSAK Bintulu is made up of 18 affiliated clubs from the Federal and State departments and agencies.

It was also hoped that with a clubhouse of their own, MAKSAK Bintulu would continue to be active and provide social benefits to its affiliate club members, in terms of recreational activities, education, and welfare.

MAKSAK Bintulu Has Its Own 'Home'

Datu Wilson looking at a sample of processed palm oil

SS at the Health Screening

Datu Wilson receiving a memento from Dr Razali Abon, Bintulu Resident

MAKSAK Bintulu'sEfforts Commended

The government will ensure that all infrastructure development projects would be balanced with the development of the people in the State.

Thus, efforts to put in place facilities such as recreational and sports facilities would still remain a priority, not only in towns and cities, but in the rural areas, as well.

One of the latest facilities to be built is a sports complex in Pakan district, which hoped to create more awareness on the importance of taking part in sporting activities and maintaining a healthy lifestyle.

Befitting its status as a “full” district, it is likely that more facilities in Pakan would be upgraded in order to support the level of development there.

Pakan Sports Complex (Phase 1) is a project under the supervision of the Maradong and Julau District Council. It is located about 1 km from the Pakan bazaar.

The project that started in September 2005, and costing nearly RM3.5 million, was expected to complete in October this year.

The Pakan Sports Complex has a football pitch, and facilities for track and field events including an eight-lane synthetic track, areas for events such as the long jump, the triple jump, discuss and

hammer throws, javelin and high jump.There are also facilities such

as office space, VIP room, store for sports equipment, changing rooms and toilets.

The project received the attention of State Secretary Datu Wilson Baya Dandot, during his working visit to the district in March.

Pakan District Administration was elevated to a full district on 1st March 2002. Prior to that, Pakan was a sub district since 1973 under the Julau District administration.

The name Pakan believed came from a type of fruit almost similar to durian that can be found abandon and very popular in this district. A replica of this fruit can be seen at the junction as you approach the town centre.

Area - 924.6 km squarePopulation - 14,588 (2000 census) Iban (96.6%) Chinese (2.5%) Malay (0.5%) Orthers (0.4%)


20

Among the facilities available are eight lanes of Synthetic Track as well as area for short put, high jump and javelin

Pakan Sport Complex Phase 1 costing RM3.5 million located 1 km from Pakan town. Construction began in September 2005

Pakan District Office

Pakan fruit replica

Info

? ?!

! Tips

? ?!

! Tips


21

Just how critical is attitude to achievement? Well, take a look at one of the greatest inventors of

the last two hundred years - Thomas Edison. Every time you turn on a light switch, you experience the result of his persistence in the face of continuous failure.

Edison tried 10,000 times to get his light bulb invention to work, but failed each time. However, he had this to say about his lack of success. “I have not failed. I’ve just found 10,000 ways that won’t work.”

You can learn to have this kind of outlook on life, but it needs to be purposefully installed into your daily living.1. Take charge of what you’re

thinking. How can you do this? Choose

to think uplifting thoughts instead of discouraging ones. You get to decide what you think, which in turn determines how you feel. Become aware of this and dwell on positive ideas throughout

the day. 2. Read inspirational material. Fill your mind with good thoughts.

You’ll never know what wonderful results from reading are around the corner until you open its covers!

3. Focus on others. Make an extra effort to help other

people. Concentrating on assisting others will help you more than you realize. If you succeed in becoming wealthy but are poor in respect to your relationships, you will not be truly prosperous at all! This will free you up to allow the butterfly of happiness to land on your shoulder when you least expect it.

4. Take care of your health needs.

It’s hard to maintain a positive mind-set if you’ve neglected your physical needs. Make an extra effort to eat nutritious balanced meals. Not getting enough sleep will also be a tremendous hindrance, so make sure you’re getting adequate rest. And don’t

forget to get enough exercise. When you feel down, try to take a brisk 30-minute walk. You’ll feel revived!

5. Learn contentment. Focus on what you have and not

on what you don’t have. Live in the present and enjoy your blessings. Be thankful for what you do have.When going through difficult

experiences - remember that adversity can be a blessing in disguise. You might learn some important lessons during those tough times - like Thomas Edison did.

These lessons can turn into credentials that will enable you to help others when they’re going through tough times. So don’t let negativity ruin your present and future. Instead, build a new habit of having a positive attitude.

Source : Patricia Wagner; 21 Days to A Positive-Attitude Habit; www.lifeorganizers.com

Attitude makes a lot of difference. If you have a good attitude with required skills, you are the

winner. The following tips may help you.

1. Be humble and polite to your co-workers and others.

2. Do not criticize anyone. That is not your job.

3. Always be professional and do not take any thing personal.

4. Do not break the organization dress code. It is not a good idea to go to the office in jeans and sneakers even if they have a casual dress code.

5. Light cologne is fine but do not use strong perfume.

6. Do not talk loudly when you talk over the phone or to your colleagues. Talk in a soft and clear voice.

7. If you have any dental problems, make a dental appointment with your dentist. If dental problems go unchecked, they lead to embarrassing situations involving bad breath. Have breath mints, chewing gum or peanuts in your desk. Check your breath before talking to your colleagues personally.

8. Wear fresh and neat clothes. 9. Always be punctual.

10. Complete your assigned task within the time frame. Do not postpone it.

11. If you are invited for a happy hour party or any party try to attend it at least for some time. That is the best place to know more about your colleagues.

12. Do not play music loudly. 13. Be as easy going. Do not get the

“tough guy” label. 14. Be enthusiastic.

15. Try to be helpful to your co-workers.

16. Be a good listener. Do not interrupt when someone else is talking.

17. Discuss but do not argue. 18. Do not lose your credibility

Source : www.ceeby.com


22

Being able to use the right words for the right occasion, writing or saying them correctly in the proper context...it’s a skill that anyone aspiring to be a “better communicator” must learn to acquire and constantly, improve on. As the line in that popular song, “Words”, by the Bee Gees says: “It’s only words, and words are all I have to take your heart away...”, the right words are the key to bridging that communication gap and bringing people closer and working well with each other. So, from our wordsmith’s toolbox, here are some tips on how we can make “words work for us”....

WORDSMITH’S TOOLBOX

Source : Dictionary.com Word FAQs

What is the difference between complacent and complaisant?

Complaisant means ‘eager to please’ and ‘showing a cheerful willingness to fulfill others’ wishes’.

Complacent is quite the opposite, ‘being pleased with oneself; contented to a fault’. However, they share one meaning, which may cause them to be confused - each also carries the sense of ‘obliging, agreeable’.

One could differentiate the two words by saying that complaisant is the active adverb and complacent denotes a more passive feeling.

Complaisant was first recorded in 1647, deriving from Latin complacere. Complacent comes from the same Latin word, but is not found in writing until 1660.

Son : Dad, what is an idiot? Dad : An idiot is a person who tries

to explain his ideas in such a strange and long way that another person who is listening to him can’t understand him. Do you understand me?

Son : No.

HumanitarianIf vegetarians eat vegetables, what do humanitarians eat?

2 x 11Why is two times ten the same as two times eleven?

Because two times ten is twenty, and two times eleven is twenty, too!

A man goes to the doctor and says,

“Doctor, please help me. I hurt all over.”

The doctor asked the man to explain more.

The man said, “When I touch my arm it hurts, when I touch my leg it hurts, when I touch my head it hurts. Everywhere I touch it hurts.”

The doctor examined the man and said, “Mr Smith, your finger is broken!”

TenseOne day an English grammar teacher was looking

ill. A student asked, “What’s the matter?” “Tense,” answered the teacher, describing how he

felt. The student paused, then continued, “What was the matter? What has been the matter? What might have been the matter... ?”

Idiot

NothingHeadmaster : I’ve had complaints about you,

Johnny, from all your teachers. What have you been doing?

Johnny : Nothing, sir. Headmaster : Exactly.

In a MinuteCharles was getting annoyed and

shouted upstairs to his wife,” Hurry up or we’ll be late.”

“Oh, be quiet,” replied his wife. “Haven’t I been telling you for the last hour that I’ll be ready in a minute?”

WordsA husband read an article to his wife about how many

words women use a day... 30,000 to a man’s 15,000.The wife replied, “The reason has to be because we

have to repeat everything to men ...”The husband then turned to his wife and asked,

“What?”

Finger

GradeFather : How are your grades, son? Son : Under water, Dad. Father : Under water? What do you mean?Son : They’re below C level.


23

(Puzzle No. 48) - Dams

1. Contestant's Name :

(as in your IC)

Please fill in the correct answer. First six winners will each receive a mystery gift. Please mail (no fax copies please) the original copy of the Quiz to Faradale Media-M Sdn. Bhd., 2nd Floor, Lot 2749, Block

10, Central Park Commercial Centre, 2 ½ Mile, Jalan Tun Ahmad Zaidi Adruce, 93200 Kuching, to reach us latest by 14th December 2007.

Please mark your envelope with “Puzzle no. 48” on the top left corner The judges’ decision is final and no correspondence will be entertained.

All entries must complete the particulars below :

3. Correspondence Address : (pleasefillin3(a)ifyouareintheCivilService)

(a) Department/ agency : -

- -2. IC No. :

4. Telephone contact no. : (i) Office:-

(ii) Mobile : -

(iii) Resident : -

-

-

-

(b) Poscode : (City)

1

4

87

10 11 12

13

15

14

17

20

21

23

22

24

25

18

16

19

9

5

2

3

6

Across

2 Dam capacity 33,785 million liters. Its water treatment plant can produce 386 million liters per day. Area served including Cheras

3 Dam is located about 8km south-west of Rantau Panjang. The construction of the dam commenced on September 1976 and completed in July 1979.

6 Situated in the Penampang District. Built in 1995 and completed in 1997. This dam supply 172 million leter of water per day to its water treatment plant that serve the populaces of Kota Kinabalu dan Penampang

7 Is one of the major dams of Klang Valley. The dam is a water supply dam. The dam holding capacity is 30,199 million liters and its water treatment plant produces 114 million liter per day of treated water serving Gombak area

10 The project is a multi-purpose hydroelectric power and flood mitigation scheme 50 km southwest of Kuala Terengganu on the Terengganu River.. Construction started 1978 and completed in 1986. The dam began operation in 1987

13 The biggest dam in Penang, has a storage capacity of 23,639 million litres of water. Not only provide water for the state and surrounding areas, it is also a splendid recreational spot featuring landscaped gardens, and sitting benches along the perimeter of the dam

14 Built in 1985, the dam, with the lovely lake surrounded by green forested hills, provides one of the most breathtaking sights in the country. It also supplies a major portion of drinking water to the Klang Valley population. Also has become popular with angling enthusiasts, especially on weekends

16 An earth fill embankment located at the north eastern tip of the Johor. The dam was constructed in 1949 to supply water to for the Endau Plain Irrigation Scheme, Stage 1

19 Completed in 2000. With its 45 million liter per day capacity, it is the main source of water supply for Tampin and Rembau

21 Planning for this dam started in 1975 and designed in 1977. Construction started 1982 with the river diversion work and the last turbine completed in 1985. Located in one of the National Park in Sarawak

23 Constructed in 1985 located 120km to the south of Kuantan. Producing 2.75 million liter per day of treated water a part from being used for irrigation needs of paddy land in the surrounding area

24 Built upstream of the confluence of Sungai Kurau and Sungai Merah in Perak. The dam was constructed in 1906. The main purpose of the dam is to provide irrigation water for double cropping to paddy land under the Krian-Sungai Manik Project

25 Located on Sungai Perak. Construction of the dam formed a large lake. Since 1987 this dam has been unmanned and is remotely operated via a SCADA system. Construction started 1967 and completed in 1972. It began operation in 1975

Down

1 Built on the Balui River. This would be the largest dam in Asia outside of China. It is expected to generate 2,400 megawatts (MW) of electricity once completed

4 The dam is the first reservoir in Malaysia and it was opened in 1958. Located in a suburb of the Kuala Lumpur

5 An earth fill embankment located just downstream of the confluence of Sungai Petang and Sungai Saga on the island of Langkawi, Kedah. The dam was constructed in 1964. The main purpose of the dam is to provide irrigation water for single cropping to about paddy land in Bohor area and another Padang Gaong area.

8 Located about 100 km west of Kota Bharu. The dam power station can generate 150 MW. Construction started 1994 and completed in 2000. The dam began operation in 2003

9 Situated orth of Kangar. Built for Integrated Agriculture Development Project. Construction started in 1987 and completed in 1992

11 The oldest hydroelectric dam in Malaysia. The dam is located near Kuala Kangsar, Perak. It was constructed on the early 1920s by the British Federated Malay States administration

12 Provide the main source of treated water for Melaka. Its is also a popular spot for angling enthusiasts

15 The project is a run-off river hydroelectric power plant on the Padas River. Construction started 1978 and completed in 1984. The dam suffered extensive flood damage in 1988, where the trash rack and log boom were washed away and damaged the intake and gate machinery

17 With its 2,300 hectare of reservoir, this dam will supply 1.5 billion liter per day of raw water supply for Selangor and Klang Valley

18 Constructed at the Kelalong River in 2002 and completed in 2004 for the extension of the 100 million liters per day capacity water treatment plant for Bintulu

20 Built in 1969 to serve as water irrigation project to enable double cropping a year of paddy planting in Kedah

22 Located about 30km from the Batu Kitang Water Treatment plant will provide a major source of water supply for Kuching


24

?Do You KnowDo You Know? Building Plan Approval will be

Shortened to 45 Days

Delays in getting building plan approvals would be a thing of the past after July,

when the Ministry of Environment and Public Health starts issuing a standard reference list for obtaining such approvals.

Significantly, the relevant government agencies – the local councils, Fire and Rescue Department, Land and Survey Department – and the developers and contractors would, from July onwards, all be referring to the same standard list.

Environment and Public Health Minister Datuk Michael Manyin Jawong explained recently that if all the regulations and guidelines were adhered to, approval time could be cut down to about 45 days, compared to the relatively lengthy wait in the past.

This approach would not only improve the government’s service delivery system, especially in Sarawak’s 26 local councils, it stands to provide long-term benefits for the contractors, engineers, architects and indirectly, for house

The World Competitiveness Year Book 2007, has listed Malaysia in 21st place – out

of 55 countries evaluated - in terms of government efficiency.

National Productivity Corporation (NPC) Director Dato’ Nik Zainiah Nik Abdul Rahman explained that Malaysia’s placing on the list meant that it was not far behind the more developed countries.

She was therefore confident that with continuous improvement, Malaysia will be able to improve its ranking in the future.

buyers as well, through the reduction in waiting time and the related costs involved.

Previously, each local council had their own guidelines for approving building plans, and problems usually surfaced when the different parties were forced to deal with more than one local council for approvals.

According to Datuk Manyin, the standard reference list is the result of a series of discussions and seminars held with the Sarawak Housing and Real Estate Developers Association (SHEDA), the respective architects’ and engineers’ institutes, and also with agencies such as the Fire and Rescue Department and the Land and Survey Department.

With the implementation of the list, all the relevant parties would have to comply with requirements in this list, for every building plan they present.

The Ministry has set a grace period of five (5) months as a trial period to gauge the effectiveness of the reference list.

After this grace period, efforts to identify weaknesses and improve the list would continue to be carried

out, with the participation of all the relevant parties.

Such efforts also hoped to allay any anxiety that the industry players may have, regarding the implementation of the reference list.

Datuk Manyin pointed out that any delay in the future should no longer be blamed on those in charge of approving the proposals, as the cause would most probably come from those presenting the documentations.

He stresse that local councils have every intention of approving the building plans presented to them, so as to facilitate the issuance of Occupation Permits (OP) to home owners.

To further ease the process, the Ministry has even prepared a downloadable version of the standard reference list on its website, www.moeswk.gov.my.

There are six (6) forms – Forms A to F – to be filled for the Building Reference List, apart from the building plan application form and an authorisation letter.

Malaysia Ranks 21st in Effective Government According to Dato’ Nik Zainiah,

a good and efficient system of government with a service delivery system to match, would project a positive impression and atmosphere, which in turn could indirectly encourage the growth of the economy.

She said this at the recent launch of the Public Sector Organisations’ Model of Excellence Development Project and ‘Community of Practices’ (CoP) for the State Civil Service.

However, for the overall performance ranking, Malaysia was listed in 23rd place for 2007.

Dato’ Nik Zainiah explained

the various countries tasked with determining the rankings place importance on efforts to upgrade and approaches implemented to enhance the image of the Civil Service.

The government is targeting a top five ranking in the effective government category, and a place in the top ten list, for overall performance.

She added that it was highly possible for Malaysia to achieve these targets, as the countries that ranked highly on this year’s list were not necessarily the most powerful countries.