Page 71 - DevelopmentSynergy
P. 71
“We must ind ways to create more employment and business opportunities
for the new generation in the next 10 to 20 years. Besides, we must also
anticipate other factors that will emerge in the later stage of development.
For this reason, both the public and private sectors, must build their capacity
to serve. They must have greater enforcement of talents or new skills in their
management to enable them to participate eficiently in the implementation of
the development policies and programs, the development of SCORE in particular
that takes into consideration the changes that will take place beyond 2030.”
First of all, I wish to offer my humble gratitude to Allah S.W.T for his grace
to bring the civil service one step forward in preparing ourselves to shoulder a
heavier responsibility in the development that will be undertaken in future. Our
ambition is to raise the level of development and change the structure of the
economy through the implementation of SCORE towards the year 2030 and beyond.
I am very grateful to the Civil Service for the continuous co-operation and
support given to me and my cabinet colleagues in our efforts to raise the quality
and eficiency of services for the state and country. As I have been chosen to lead
and as the duty of members of the civil service is to serve the people, we have
to work closely together in providing such services, which require an eficient
delivery system. In this context, the roles of political leaders and professionals
in the civil service cannot be separated.
In Malaysia, we try not only to produce the best managers but develop
capabilities of people with talents. We want to have super managers, emergence of
bigger banks to handle big mobility of the world capital and encourage investments
of the private sector in the development of our economy. By doing so, we hope
to achieve some kind of balance between the developed and developing world.
That is the scenario that we want to see.
There is much more to be done in Sarawak than just implementing projects.
Essentially, we must process the social engineering to make the people realize
that they must try to take advantage of the growing market forces that we have
unleashed in the country through the irst phase of politics of development.
Without that we can face very serious problems.
Efficient Delivery System
Essentially, we must develop the delivery systems that can beneit our people.
More importantly, the empowerment in the lower strata of the administration
must be made possible as more money have to be spent in order to accelerate the
DEVELOPMENT SYNERGY 69
for the new generation in the next 10 to 20 years. Besides, we must also
anticipate other factors that will emerge in the later stage of development.
For this reason, both the public and private sectors, must build their capacity
to serve. They must have greater enforcement of talents or new skills in their
management to enable them to participate eficiently in the implementation of
the development policies and programs, the development of SCORE in particular
that takes into consideration the changes that will take place beyond 2030.”
First of all, I wish to offer my humble gratitude to Allah S.W.T for his grace
to bring the civil service one step forward in preparing ourselves to shoulder a
heavier responsibility in the development that will be undertaken in future. Our
ambition is to raise the level of development and change the structure of the
economy through the implementation of SCORE towards the year 2030 and beyond.
I am very grateful to the Civil Service for the continuous co-operation and
support given to me and my cabinet colleagues in our efforts to raise the quality
and eficiency of services for the state and country. As I have been chosen to lead
and as the duty of members of the civil service is to serve the people, we have
to work closely together in providing such services, which require an eficient
delivery system. In this context, the roles of political leaders and professionals
in the civil service cannot be separated.
In Malaysia, we try not only to produce the best managers but develop
capabilities of people with talents. We want to have super managers, emergence of
bigger banks to handle big mobility of the world capital and encourage investments
of the private sector in the development of our economy. By doing so, we hope
to achieve some kind of balance between the developed and developing world.
That is the scenario that we want to see.
There is much more to be done in Sarawak than just implementing projects.
Essentially, we must process the social engineering to make the people realize
that they must try to take advantage of the growing market forces that we have
unleashed in the country through the irst phase of politics of development.
Without that we can face very serious problems.
Efficient Delivery System
Essentially, we must develop the delivery systems that can beneit our people.
More importantly, the empowerment in the lower strata of the administration
must be made possible as more money have to be spent in order to accelerate the
DEVELOPMENT SYNERGY 69
