Economic Reform in Malaysia

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This slide will show to public how Malaysian Economic growth trend and what sector contribute to that trend. This slide also will tell to public the percentage of FDI that Malaysia received untill …

This slide will show to public how Malaysian Economic growth trend and what sector contribute to that trend. This slide also will tell to public the percentage of FDI that Malaysia received untill 2010. The resources of this information came from Director (Macroeconomics)
Economic Planning Unit
Malaysian Prime Minister‘s Department.

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  • 1. RTD ON MALAYSIA‘S COMPETITIVENESS PERFORMANCE Driving Towards a high-income, inclusive and sustainable economy Allauddin Anuar Director (Macroeconomics) Economic Planning Unit Prime Minister‘s Department 8 March 2011
  • 2. A MACROECONOMIC SNAPSHOT OF THE MALAYSIAN ECONOMY CURRENT ECONOMIC REFORM PROGRAMMES PROSPECTS & IMPLEMENTATION OF 10MP CONCLUSIONS 1
  • 3. A MACROECONOMIC SNAPSHOT OF THE MALAYSIAN ECONOMY CURRENT ECONOMIC REFORM PROGRAMMES PROSPECTS & IMPLEMENTATION OF 10MP CONCLUSIONS 2
  • 4. Malaysia has made remarkable strides in its economic growth and development over the last 40 years Real GDP, RM millions 557,449 GNI per capita: USD8,300 48,592 Real GDP has grown at an average rate of 6.3% per annum from 1970 until 2010 Poverty rate, % 49.3% 3.8% The Poverty Rate of the country has reduced substantially since 1970. As of 2009, Hardcore Poverty stands at 0.7% Gini Coefficient Inequality in the country has also reduced since 1970 0.513 0.441 3
  • 5. Recent trends in the overall Malaysian economy have also been very encouraging1 INFLATION (%) Inflation in Malaysia is expected to remain stable, at approximately 2.8% at end 2010 2.8% CURRENT ACCOUNT BALANCE (% of GNI) The Balance of Payments Current Account Balance is expected to register a healthy surplus 14.1% JOBS CREATED (‗000), 2006-2010 The Labour Market in Malaysia is currently operating at full employment 883 PRIVATE CONSUMPTION (% of GDP) Private Consumption remained robust despite the recent global financial crisis 53.4% SERVICES SECTOR (% of GDP) The Services Sector remained the main driver of growth in the economy, accounting for 57.3% of GDP 57.3% 1: 2010 DOS Prelim estimate, unless stated Source: EPU and Ministry of Finance estimates 4
  • 6. While Malaysia has made tremendous progress over the years, there are still economic issues and concerns to be addressed . . . it has lost momentum since the Asian Financial Crisis at the turn of the century . . . GDP growth, (%) 1990-1997 GDP growth, (%) 2000-2009 11.5 China Malaysia 10.1 9.2 Singapore 8.6 8.3 Vietnam Korea 4.7 7.5 Taiwan 6.7 Indonesia 6.7 7.3 3.9 6.9 Thailand 4.2 2nd highest growth India Philippines 3.1 5.1 3.9 5.3 3.1 SOURCE: World Economic Outlook (April 2010), International Monetary Fund 7.2 4.4 5
  • 7. Malaysia also risks being stuck in the Middle Income group . . . GDP per capita 1970-2008 USD 35,000 Hong Kong 30,000 Singapore 25,000 Japan Taiwan 20,000 South Korea 15,000 Malaysia 10,000 Thailand Malaysia started in similar position as Taiwan and South Korea but has fallen behind over the past decades China Indonesia 5,000 Philippines Vietnam 0 1970 1980 1990 2000 2008 SOURCE: The Conference Board and Groningen Growth and Development Centre, Total Economy Database, January 2009 6
  • 8. Private investment declined significantly after the Asian Financial Crisis & has yet to return to pre-crisis levels while the fiscal deficit has increased . . . Private Investment, % of GDP 31.6% 10.8% Federal Government Fiscal Position, % of GDP 2.4% -5.5% -5.6% The Government recognises the need for the private sector to take the driving seat in the economic growth, and is thus committed to facilitating the increase in private investment, particularly with its fiscal deficit being at 5.6% of GDP in 2010 1997 2000 2010 SOURCE: Economic Planning Unit and Ministry of Finance 7
  • 9. A MACROECONOMIC SNAPSHOT OF THE MALAYSIAN ECONOMY CURRENT ECONOMIC REFORM PROGRAMMES PROSPECTS & IMPLEMENTATION OF 10MP CONCLUSIONS 8
  • 10. We are at a critical period in our history Growth is Not a Given Achieving high-income status by 2020 requires an average GDP growth of 6% per annum. Growing the economy has been more challenging in recent years, as growth in private investment has been lacklustre, and there has been an outflow of financial and human capital Stuck in the Middle Malaysia can no longer rely on its low cost advantage as it did in the past. However we are also not in a position to compete with high valueadded economies, lacking in talent and innovation to do so Changing Global Landscape Globalisation has made the world flat. Competition can come from economies as far away as South America and Eastern Europe. The financial crisis has intensified competition for investment and trade Intensifying Asian Competition Regional economies like India, China, Indonesia and Vietnam are fast growing, taking advantage of their scale and attempting a technological leapfrog over their smaller middle income peers Malaysia Must Forge Ahead We are at a critical juncture in our nations development journey. Making a concerted drive for high income status is necessary to avoid the risk of relative decline 9
  • 11. The Honourable Prime Minister has launched 5 key initiatives to drive Malaysia towards becoming a developed country by 2020 10
  • 12. The New Economic Model sets out the characteristics of an ideal Malaysia in the year 2020 11
  • 13. The New Economic Model lists out 8 Strategic Reform Initiatives to drive the Malaysian economy towards becoming a high-income, inclusive and sustainable economy 1 Re-Energising the Private Sector to Lead Growth 2 Developing a Quality Workforce and Reducing the Dependency on Foreign Labour 3 Creating a Competitive Domestic Economy 4 Strengthening the Public Sector 5 Transparent and Market-Friendly Affirmative Action 6 Building the Knowledge-Base Infrastructure 7 Enhancing the Sources of Growth 8 Ensuring the Sustainability of Growth 12
  • 14. To achieve high-income economy by 2020, Malaysia‘s GNI must grow by at least 6% per year GNI per capita (USD) Projected GNI ~USD 475-525 GNI per capita billion1 ~15,00016,600 Projected GNI ~USD 390-430 GNI per billion capita Current GNI ~ USD190 billion ~12,20013,500 ~6,700 2009 2020 1 At current prices , consistent with EPU assumptions for inflation=2.8% and population growth=1.1% 2 2009 population 27.9 million, 2020 projected population 31.6 million (EPU projection) SOURCE: World Bank, EPU, DOS 13
  • 15. The Tenth Malaysia Plan encapsulated all efforts to transform Malaysia into a developed high-income nation NEM : Strategic reform initiatives (SRIs) Tenth Malaysia Plan S1 Re-energizing the private sector ▪ S2 Developing a quality workforce ▪ Developed high-income economy CHAPTER 1: 1Malaysia: Charting development towards a high-income nation CHAPTER 2: Building on the nation’s strengths CHAPTER 3 CHAPTER 4 Creating the environment for unleashing economic growth Moving towards inclusive socioeconomic development S3 Creating a competitive ▪ domestic economy S4 Strengthening the public sector ▪ S5 Transparent and market friendly ▪ affirmative action S6 Building the knowledge base ▪ and infrastructure S7 Enhancing the sources ▪ of growth S8 Ensuring sustainability of ▪ growth GTP National Key Result Areas(NKRAs) ▪ N1 Crime CHAPTER 5: Developing and retaining a first-world talent base CHAPTER 6: Building an environment that enhances quality of life CHAPTER 7: Transforming Government to transform Malaysia ▪ N2 Education ▪ N3 Corruption ▪ N4 Low Income Households ▪ N5 Urban Public Transport ▪ N6 Rural Basic Infrastructure 14
  • 16. Creating the Environment for Unleashing Economic Growth . . . ▪ Structural changes needed to sustain growth ▪ To move from an economy that competes on cost and natural resources, to one driven by productivity, innovation & able to attract & retain talent, companies & capital ▪ 7 core strategies 1 Creating a private sector-led economy 2 Supporting innovation-led growth 3 Rationalising the role of government in business 4 Developing small and medium enterprises (SMEs) as an engine of growth and innovation 5 Competing globally 6 Putting in place the infrastructure for growth 7 Focusing on key engines of growth ~ 12 NKEAs 15
  • 17. Creating a private sector-led economy Implement 3 key new initiatives to drive competitiveness & private sector investment . . . ▪ Enhance the ease of doing business– a Private sector investment is critical to achieving high income status 9th MP Growth rate (%) 4.2 6.0 Overall GDP Private investment comprehensive review of business regulations to reduce cost of doing business & increase efficiency of competition; a revamped Malaysian Productivity Corporation will be mandated to actualise this 10th MP 2.01 12.8 6.5 7.7 Private consumption Public investment 4.8 4.8 regulation to make Malaysia one of the top 10 nations in the WB Doing Business report by 2015, from 23rd in 2010 6.2 5.0 Public consumption ▪ Modern & market friendly business Exports Imports ▪ Liberalise the services sectors ▪ Remove market distortions by 1.8 7.2 2.8 8.6 1 Private investment contracted by 17.2% in 2009 Source: EPU rationalising subsidies ▪ Introduce Competition Law to govern all firms including GLCs against anticompetitive practices 16
  • 18. Rationalising the role of government in business The private sector will be step-up as a partner, as the Government rationalises its role in the economy . . . Initiative examples Description Increasing privatisation and public private partnerships Putting in place a Facilitation Fund A sequenced strategy to divest shares and land ▪ Implement new wave of privatisation with more stringent evaluation process ▪ Divesting assets ▪ ▪ Allocate RM20 billion to facilitate private sector investment in projects with high strategic value to bridge the viability gap for private investments Ensure level playing field between GLCs and private sector 17
  • 19. Developing SMEs as an engine of growth and innovation A range of programmes will be put in place to develop SMEs as an engine of growth and innovation . . . Key action areas Reduce the regulatory costs borne by SMEs Build capacity and capabilities of SMEs Support the creation of an entrepreneurial culture Strengthening enabling infrastructure Enhancing SME access to financing Example of programmes ▪ Exempt costly business regulations for knowledge intensive companies employing five or fewer people ▪ Target 20,000 SMEs to attend training programmes including soft skills ▪ Sponsor and promote a systematic programme of business plan competitions in schools and universities ▪ Set up specialised SME retail outlets nationwide with private sector participation ▪ Venture capital, financing and guarantee, preferential loan & hybrids 18
  • 20. Programmes will be put in place to allow Malaysia to compete effectively in global markets & attract capital & talent . . . Competing to attract foreign investment & talent to Malaysia ▪ Designate MIDA as the central investment promotion agency for manufacturing & services sectors with the authority to negotiate directly with investors for targeted projects ▪ Set-up Talent Corporation to attract & retain talent ▪ Competing globally Competing in global markets ▪ Help firms to extract and unlock the potential of FTAs ▪ Assist firms to break into export markets ▪ Reduce transaction costs such as customs procedures and logistics to facilitate trade Reform labour law 19
  • 21. Focusing on key engines of growth (sectors and geographies) Geographic growth will be focused around conurbations where agglomeration can boost economic growth . . . Corridors will be focused around several key clusters with competitive advantage in order to maximise economic growth Cities will be developed as economically dense urban clusters which will compete for talent, companies and capital 20
  • 22. CHAPTER 5: DEVELOPING AND RETAINING A FIRST-WORLD TALENT BASE CHAPTER6: BUILDING AN ENVIRONMENT THAT ENHANCES QUALITY OF LIFE The Government will complement its efforts to boost private sector participation by building an environment that enhances quality of life Living spaces Building vibrant and attractive living spaces. Influencing the form and character of places to make them attractive places to live, work and play with a focus on cities Public transport Developing a rakyat-centric public transport system. Restructuring the transport sector and continuing to invest in infrastructure to make public transport an attractive mode of choice Health Transforming healthcare to improve quality and universal access. Restructuring the healthcare delivery system and moving from strategies that emphasise treatment to wellness and disease prevention Housing Ensuring access to quality and affordable housing. Meeting the needs of a growing population by matching demand and supply for affordable housing, and promoting an efficient and sustainable housing industry Public utilities Safety Environment Strengthening the provision of efficient public utilities and essential services. Driving efficiency and productivity gains in the provision of reliable services for water and sewerage, electricity, broadband as well as waste management and public cleansing services Making our streets and communities safer. Reducing crime and improving people’s sense of security Valuing the nation‘s environmental endowments. Ensuring Malaysians do their part for future Malaysians through prudent management and conservation of existing resources 21
  • 23. National Key Economic Areas (NKEAs), under the ETP can materially impact economic growth . . . Wholesale and retail Tourism Financial services Business and Professional services Oil and gas Greater KL NKEAs selected which can materially impact economic growth Electrical & electronics Agriculture Private education Palm oil CCI Health 22
  • 24. ECONOMIC TRANSFORMATION PROGRAMME SALIENT POINTS:  NKEA projects will contribute to the achievement of economic growth of at least 6-7%  Malaysia will become a high-income nation with GNI per capita of USD15,000 ~ USD16,600 by 2020  The 11 sector NKEAs will contribute over 70% of Malaysia‘s GNI which will have risen to USD 524 billion (currently at 60%)  92% of funding for the projects will come from private investment and only 8% of which will come from public funding  The ETP will generate an additional 3.3m jobs, over 60% of which will be in medium-income or high-income salary brackets  The ETP features 131 EPPs worth USD138 bil. (RM430 bil.) & 60 business opportunities over 2011-2020 period: • ETP1: 9 EPPs worth RM5.3 bil. - announced 25 Oct 2010 • ETP2: 9 EPPs worth RM8.3 bil. - announced 30 Nov 2010 • ETP3: 19 EPPs worth RM67 bil. - announced 11 Jan 2011 23
  • 25. The 11 sector NKEAs will contribute ~70% of total GNI in 2020 Total Nominal GNI1 by Sector in 2020 USD Billion % of total 14 2020 GNI 10 10 10 6 5 5 3 3 3 3 27 524 144 31 27 24 18 18 15 27% of 144 total GNI 15 73% of 50 380 total GNI 54 72 55 Oil, Fin. Gas & Svcs Energy Palm Oil W/sale Tourism E&E & Retail Biz Svcs EduCCI cation Health AgriOthers2 2020 Svcs culture GNI 1 Does not include GNI impact from Greater KL to avoid double-counting 2 Others includes: Transport & storage, Livestock & fisheries, Real Estate, Automotive & Assembly, Construction, Forestry & Related Products, Metal Products & Heavy Equipment, Rubber & plastic products, Utilities based on EPU growth forecast SOURCE: Week 9 EPP & Business Opportunities Templates (28 July 2010) 24
  • 26. A MACROECONOMIC SNAPSHOT OF THE MALAYSIAN ECONOMY CURRENT ECONOMIC REFORM PROGRAMMES PROSPECTS & IMPLEMENTATION OF 10MP CONCLUSIONS 25
  • 27. Medium Term (10th MP) Growth Target  Achieving economic growth of 6.0% p.a. towards high income growth  Growth to be led by the private sector  Narrowing down of the Federal Government fiscal deficit 26
  • 28. Macroeconomic Strategies: GDP is targeted to grow by 6% p.a. to achieve high-income nation & the need to contain fiscal deficit Real GDP (RM billion) GNI per capita (RM thousand) Malaysia 6.0% p.a. 700++ 740.3 552.1 8.0% p.a. 449.3 38.8 USD$12,188 26.4 2005 06 07 08 09 10 11 12 13 14 2015 9th MP 10th MP USD$8,295 19.1 Government Fiscal Deficit (%) 2005 06 07 08 09 10 11 12 13 14 2015 9th MP 10th MP Forecast Souces: Economic Planning Unit & Department of Statistics 27
  • 29. Macroeconomic Strategies: GDP growth to be driven by private investment Growth (%) per annum, 2011-2015 Growth (%) per annum, 2011-2015 Private Consumption 7.7 Services 7.2 Public Consumption Private Investment 4.8 Manufacturing 5.7 Mining & Quarrying 1.1 5.0 Agriculture 3.3 7.2 Construction 3.7 12.8 Public Investment Exports Imports GDP Growth 8.6 6.0 Share to GDP by aggregate demand (%) 13.4 10.2 11.8 53.6 109.9 6.0 Share to GDP by sector (%) … GDP growth 6% p.a. RM557.4 bn GDP Growth RM700++ bn 58.0 116.0 -99.1 -111.6 2010 2015 SOURCE: Economic Planning Unit … GDP growth 6% p.a. RM700++ bn RM557.4bn 12.6 13.9 11.2 58.0 Private Investment 9th MP~ RM71 bn per year 10th MP~ RM115 bn per year 7.5 7.5 3.3 61.1 26.7 26.3 2010 2015 5.9 6.6 2.9 28
  • 30. 10th MP Post Launch – taking the high level recommendations to the ground for implementation ―High Level‖ 10thMP Policy Direction & Recommendations ―Low level‖ Programmes/NKEAs / ETP  Sector Specific  Industries  Products  Capex ―Ground level‖ Reform Initiatives Policy Measures  Legislations  Procedures  Practices Implementing Agencies 29
  • 31. What are currently being done . . .  Action plan – to translate 10MP initiatives into action & outcome  Implementation of projects under Public Sector Investment Programme     Development projects Continuation projects NKRA projects NKEA projects 30
  • 32. 10MP 1st Rolling Plan (2011-2012): Proposed DE... RM billion Ceiling 2011-2012 % to total Proposed 2011 % to total Proposed % to 2012 total Total DE 103.6 100.0 49.18 100.0 54.41 100.0 9MP Continuation Projects 34.90 33.7 21.99 44.7 12.91 23.7 NKRA 14.06 13.6 8.30 16.9 5.76 10.6 NKEA 11.85 11.4 5.46 11.1 6.39 11.7 PPP Facilitation Fund 4.00 3.9 1.00 2.0 3.0 5.5 New Projects (Committed) 13.26 12.8 3.90 7.9 9.36 17.2 New Projects (Others) 25.52 29.6 8.53 17.4 16.99 31.2 31
  • 33. Monitoring of 10MP initiatives Maping out implementation plan at initiative level Identify: Key Milestone Led Agency Target Dates Major Outcomes Use standardize Template Regular monitoring by Project Managenment Unit (PMU)/MOF Report to National Action Council Report to Economic Council 32
  • 34. The Government is also focused on ensuring rapid and effective delivery of the Economic Transformation Programme Ensure the private sector owns EPPs wherever possible Award public contracts for EPPs using a merit-based, market-friendly transparent and rapid process Fast-track amending regulations, removing barriers and establishing other enablers The Government has made several promises towards the successful implementation of the ETP Focus investment of public funds on EPPs only as a catalyst Revamp MIDA to effectively attract FDI and DDI at targetted EPPs Regularly seek and responsively act on feedback from the private sector 1: In the interest of equity, cash vouchers to mitigate the effect of a VAT will be distributed to the poor and as the VAT becomes more firmly entrenched, the cash vouchers will be gradually reduced. 33
  • 35. The Government is taking several key measures to ensure successful implementation of the ETP All of Government will come together and partner with the private sector to ensure delivery •Ministries will play a supporting role to resolve issues in implementation •EPU and MOF to allocated and disburse necessary public funding •MIDA will target and attract foreign and domestic investors ETP Unit will work with EPU to facilitate delivery. The ETP Unit plays many roles •Solve issues that arise and support implementation •Bring necessary parties together to invest in EPPs Allocating Funding to Achieve the Highest Impact •Prioritising public funding to NKEAs and Highest Impact EPPs •Transparently select owners based on merit •Ensure accountability and monitory delivery of outcomes •Disbursing funds based on performance •Provide an annual report to public •Ongoing funding and capturing future growth opportunities Performance Monitoring and Reporting •Ensuring single point accountability for each EPP (EPP led by most natural owners) •Common governance structures across NKEAs to ensure accountability •Lead Minister responsible for overall NKEA performance 34
  • 36. The current ETP governance structure takes place at all levels of Government as well as in the private sector Secretariat PM Engagement with EPP Owners / Private Sector Owners on overall update ETP Forum Semi-Annual Economic Council Weekly monitoring & NKEA update with dedicated sessions to problem solve major issues Weekly NKEA Steering Committee EPP / BO owners Investment Monthly Committee Year-round Problem Solving sessions at the NKEA level led by Lead Minister. Investment Committee jointed led by MITI Implementation of the EPPs / BO Respective Ministries / EPP owners 35
  • 37. A MACROECONOMIC SNAPSHOT OF THE MALAYSIAN ECONOMY CURRENT ECONOMIC REFORM PROGRAMMES PROSPECTS & IMPLEMENTATION OF 10MP CONCLUSIONS 36
  • 38. Malaysia is at a critical juncture in its development journey Malaysia has advanced by leaps and bounds over the past 40 years to its current socioeconomic development levels today At the same time, the Government recognises that what got us here today may not get us to where we want tomorrow, and thus, we cannot adopt a Business-As-Usual attitude Thus, the Government has come up with 5 major initiatives to transform the nation – 1Malaysia, the NEM, the GTP, the ETP and the Tenth Malaysia Plan Moving forward, economic growth will be privatesector driven and market-based, with the Government committed in its role as facilitator The marathon ~ need to run faster to catchup with the advanced economies . . . 37
  • 39. ECONOMIC PLANNING UNIT PRIME MINISTER‘S DEPARTMENT MALAYSIA http://www.epu.gov.my +603-8872 3333 +603-8888 3755
  • 40. Prioritisation of 85 initiatives under 10MP into the three categories Chapter 3: Environ. for economic growth EPUsupported initiatives Centrallyguided initiatives Ministry-led initiatives Chapter 5: First-world talent base Chapter 6: Enhanced quality of life Chapter 7: Transform Government 22. Driving growth by urban 29. Strengthening Bumiputera agglomerations entrepreneurship to create competitive businesses in highimpact sectors 31. Promoting Bumiputera rep. in high paying jobs through enhanced capability building & demand-side incentives 30. Broadening and increasing Bumiputera wealth ownership to ensure sustainability 48. Attracting and retaining talent 46. Making the labour market more flexible 56. Transforming delivery of the healthcare system 51. Strengthening connectivity (increasing broadband penetration) 83. Rationalising existing Govt org. & structures 80. Increasing the role of the private sector in national investments & delivery of public services 74. Devolving powers to agencies at the frontline of delivery 1. Modernising biz. reg. 6. Shaping a supportive ecosystem for innovation 24. NKEAs 7. Creating innovation opportunities 4. Introducing Competition legislation 21. Ensuring effective sourcing and delivery of energy 20. Continuing to upgrade physical infra to enhance access. & connectivity 2. Liberalising the services sector 44. Mainstreaming and broadening access to quality technical education and vocational training 47. Upgrading the skills and capabilities of the existing workforce 45. Enhancing the competency of tertiary graduates to prepare them for entering the labour market 39. Ensuring every child can succeed 59. Improving the quality of human resource for health 60. Streamlining delivery system for public housing 63. Managing water endowment and supply 64. Investing in efficient waste management and public cleansing 70. Developing a climate compatible growth strategy for Malaysia 61. Providing high quality, inclusive and sustainable housing dev. 62. Promoting a healthy and sustainable housing industry 72. Designing efficient & convenient svs for ppl & biz 76. Combating corruption 77. Enabling the outcomebased approach 78. Shifting funding from physical infra to soft infra 73. Adopting a more consultative approach and proactively seeking input and feedback 85. Attracting, developing and retaining top talent in the public service 79. Strengthening Govt’s role as policy-maker and indpt regulator 15 initiatives Chapter 4: Socioeconomic dev. 25. Raising income generation potential of bottom 40% HHs 27. Strengthening social safety net to reduce vulnerability of disadvantaged groups 28. Addressing the needs of special target groups with integrated programmes 32. Ensuring basic infrastructure is accessible to all 38. Strengthening the family institution to overcome challenges of modern living 33. Empowering women to enhance their economic contribution 5 initiatives 4 initiatives 14 initiatives 4 initiatives Next chart . . .
  • 41. Prioritisation of 85 initiatives under 10MP into the three categories (continuation . . .) Chapter 3: Environment for economic growth Ministryled initiatives 3. Removing market distortions by rationalising subsidies 9. Increasing privatisation and public-private partnerships 19. Increasing broadband penetration 5. Improving the interface between Govt & business 23. Focusing corridors around clusters 13. Building capacity & capability 14, Supporting creation of an entrepreneurial culture 15. Strengthening support systems for SMEs 16. Enhancing access to financing for SMEs 17. Competing in global mkts 18 Competing to attract foreign investment & talent to Malaysia 11. Achieving appropriate balance b/w Govt, GLCs and private sector 10. Establishing a facilitation fund 8. Funding innovation 12. Reducing regulatory costs borne by SMEs Chapter 4: Socioeconomic dev. 37. Integrating persons with disabilities into society 35. Ensuring the protection and well-being of children 34. Molding youth to become dynamic & inspired future leaders 26. Assisting children in bottom 40% households to boost their education and skills attainment 36. Supporting older persons to lead productive and fulfilling societal roles Chapter 5: First-world talent base 40. Holding schools accountable for changes in student outcomes 42. Attracting and developing top talent in teaching 43. Transforming the effectiveness of delivery 41. Investing in great leaders for every school Chapter 6: Enhanced quality of life 49. Building world-class vibrant and livable cities 66. Strengthening efforts to fight crime 68. Creating a safer and more secure environment 65. Ensuring the reliability of electricity supply 71. Enhancing conservation of the nation's ecological assets 67. Forging relationship between police, public and private sector 58. Shifting towards wellness and disease prevention 57. Increasing quality, capacity and coverage of healthcare infra 53. Increasing inv. in transport capacity 54. Promoting a seamless system across modes and operators 55. Establishing a robust perf. monitoring and enforcement regime 69. Providing more transparency on performance and perception 52. Driving transportation regulatory and industry reform 50. Raising the quality of life in rural areas Chapter 7: Transform Government 81. Systematically reducing Government ownership and control of non-core assets 75. Introducing Competition & mkt mechanisms within public services 82. Driving productivity to ensure prudent use of public finances 84. Building capacity in organisations focused on national priorities Next chart . . .
  • 42. Development of the 10MP Implementation Plan & Templates Identify 85 initiatives in 10MP Chapter 3 Chapter 4 24 initiatives 14 initiatives Categories initiatives Prioritise initiatives based on: • Criticality of initiative to the nation's development • Complexity of the implementation of initiative Prioritisation of initiatives by chapter + Summarise all initiatives in 10MP by chapter Prioritise initiatives 2 Illustrative – For discussion only 1 Centrallyguided: 32 initiatives 3 10 initiatives 7 10 8 – – 23 initiatives Chapter 7 24 11 2 Chapter 6 6 5 2 18 16 17 15 13 14 12 4 21 23 9 3 20 19 SAMPLE Capture existing projects and detail areas not covered by existing plans 22 Chapter 5 Backup Implementation plan—Talent Corporation (I) EPU-supported: 11 initiatives Completed by project team1 4 • Lead ministry/agency required to complete templates and submit to EPU • Input from relevant ministries / agencies to be incorporated into implementation plan Milestone 5 Alignment Templates for lead with lead ministry/agency to fill2 ministry/ agency3 Initiatives prioritised and bucketed into 3 categories Develop implementation plan 1 Owner Define roles and responsibilities of the Talent Corporation Prime Minister's Department Target date Dec 2010 Prime Minister's Department Feb 2011 Expected outcomes Action plan Define the mission, vision and strategic goals of the Talent Corporation Define the specific role of the Talent Corporation in public sector enablement and private sector development support Define organization structure and key positions Agree on target deadlines Design the organization structure and define the role mandates and KPIs for key positions Operating model of the Talent Corporation defined Determine target outcomes PMO Organization structure, key positions, and PMO KPIs defined Captured in existing plans Plan owners 275442-01-Presentation to NPDC 10Aug2010-JL-Draft-v4-RR.ppt Set initiative milestones Highlight responsible owner 10 Develop detailed action plans 14 initiatives 1 – – 2 3 4 5 + Ministry-led: 42 initiatives 41
  • 43. END OF LINKED SLIDES ECONOMIC PLANNING UNIT PRIME MINISTER‘S DEPARTMENT MALAYSIA http://www.epu.gov.my +603-8872 3333 +603-8888 3755