The Hidden Part of the RMK Plans Part 2

These are some of the reasons that create apathy and indifference at the development planner’s level from both sides.  As the result, the people in Sabah suffer.  When similar perceptions go up to the decision makers, often they start stereotyping Sabah as being difficult, non-cooperative and very corrupt.  This include the local leadership.

As the result, even when Sabah is allocated the highest development allocation every five years, it does not mean that the entire development fund will reach Sabah.  More time is spent is resolving mis-conceptions thus delaying the overall project or worse the funding is rechanneled elsewhere due to non-utilization.

One of the major mis-conception in development planning is that development planners in Malaya assume Sabah and Sarawak to have similar delivery system as those found in Malaya.

They tend to forget that, the Federation of Malaya has similar Ministerial system as Sabah and Sarawak; however right after independence this same Ministerial system was absorbed and became the Federated Ministerial system.  Sabah and Sarawak however maintain their Ministerial system and its civil service were expanded especially after the Borneonization process.

This means that the hierarchy and chains of command is similar to the Federal level and not to the state level.  Development planners in Malaya tend to forget that Sabah and Sarawak are at the same level as those in Malaya.  Therefore they are to be accorded similar treatment according to the ranks they hold.

Unfortunately the way the ranking structure is constructed is that even the highest civil servant rank in Sabah may just be at the same level as the Director General of a Ministry.

The State Secretary from Sabah and Sarawak should be at the same level as the Deputy Ketua Setiausaha Negara.  Unfortunately they are not, so they face difficulties in bringing the problems unique to Sabah and Sarawak to the highest level.

In terms of resolving development issues, the Permanent Secretary of a Ministry in Sabah is only at the level of an Assistant Director General and not at the same level as the Director General.  This is perhaps one reason there is lack of reconciliation between development projects in Sabah and the National Policies.

Today, the Government Transformation Programs (GTP) is being instituted from the Federal side.  The Federal side assumes the Sabah delivery system is the same as theirs.  They simple do not want to accept there are two type of delivery system in Sabah, the Federal side and the Sabah side.  To date there is no attempt made to synchronize these two delivery systems.

All the labs created so far are not tackling the real issue at hand, and the special problem faced in Sabah did not specifically address the problem of dual delivery system.  They just assume that both delivery systems know what they are doing.

Therefore the Government Transformation Plan is just another job to be carried out.  As the result, how can the New Economic Model be realized when the planners, implementers and decision makers are still grappling about the idea of development?


Sabah Sifu


About gurkahsiber
I like to read, I like to think and I like to write

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