Friday, 20 April 2012

Pertandingan Kreatif Montaj dan Video

Anjuran SPR UTeM. 
Penyertaan adalah 2 orang dalam 1 group. 
jom masuk ramai2. 
hadiah menarik menanti anda :)

Friday, 13 April 2012

Muhyiddin slams Anwar for suggesting Petronas write off loans.

SHAH ALAM: Datuk Seri Anwar Ibrahim has again been taken to task over his suggestion that the National Higher Education Fund Corporation (PTPTN) be abolished.

Querying him over the proposal, Deputy Prime Minister Tan Sri Muhyiddin Yassin also asked why the Opposition Leader had suggested that outstanding PTPTN loans be paid off with funds from Petronas.

“If we squeeze Petronas dry, what do we have? Do not kill the goose that lays the golden eggs,” Muhyiddin, who is also Education Minister, advised Anwar and other opposition leaders who supported the idea.

Muhyiddin was speaking at a gathering of hawkers' associations here yesterday.

Several leaders from the Government and the Barisan Nasional had been annoyed at the suggestion, saying that it was made to win votes and would cause immense hardship to parents in educating their children, if implemented.

Meanwhile, at another event, Muhyiddin dismissed talk that the Government had sidelined vernacular schools.
He said the annual budget for these schools was similar to that given to national schools, adding that on average RM2.235mil was given annually to each Chinese school and RM1.99mil to each Tamil school.
National schools, on average, each received RM2.262mil annually, Muhyiddin told a gathering of vernacular school teachers here.

He said the United Chinese School Committees Association (Dong Zong) had lied when it said the Government was not training enough Chinese school teachers and that the Government had also ignored the problem of teacher shortage for decades.

On infrastructure problems, Muhyiddin said both vernacular and national schools faced the issue and his ministry would rectify the problems accordingly.

Source : The Star Online

Thursday, 12 April 2012


SHAH ALAM: Selangor will terminate Syarikat Bekalan Air Selangor’s (Syabas) contract if the company cannot meet water supply demands from consumers.

“The state has the right to terminate the concession agreement and take over Syabas if the company fails to fulfil its responsibilities,” warned Menteri Besar Tan Sri Khalid Ibrahim on Wednesday.

He said 79 development projects in Selangor have stalled due to Syabas’ inability to provide water supply.

Khalid said the state was “very concerned” and had sent a warning letter to Syabas on March 29.

“We want to remind Syabas that it must fulfil its duty to provide treated water to consumers at all times (under the concession agreement).”

He added that the state is meeting with Syabas representatives today (Friday, April 6) to resolve the issue.

The Selangor Real Estate and Housing Developers’ Association of Malaysia (Rehda) had informed Selangor Times that 20 of its members had been denied water connection since January.

Its chief, Ngiam Siew Siong, said the developers have paid Syabas their water contribution charge but still could not receive water.

As a result, projects have been delayed and purchasers victimised.

“The buyers want to move in but can’t,” he said.

The association is concerned that the problem would lead to a rise in abandoned projects.

REHDA is seeking a roundtable meeting with the state and Syabas to resolve the matter.

Apart from developers, two foreign-owned factories in Klang have also been denied water supply at their premises.

Syabas had informed the Singaporean and Taiwanese factories that it could not approve their application due to water shortage, according to a Selangor foreign direct investment report issued last year.

Meanwhile, Syabas corporate affairs executive director Abdul Halem Mat Som also confirmed the company had placed a moratorium on water connection requests from new factories.

“We couldn’t approve the applications due to water supply shortage,” said Abdul Halem.

He claimed that water treatment plants in Selangor were already operating at maximum capacity.

Syabas executive chairperson Tan Sri Rozali Ismail also reportedly said the water distributor had frozen planning approval for developments in Klang Valley since January.

“We can’t afford to overload the water treatment plants,” he told the press recently.

He attributed the treated water shortage to the delay in the construction of the Langat 2 water treatment plant which processes raw water to be channelled to the state from Pahang.

“If the Langat 2 water treatment plant is approved, Syabas can review the applications for these projects,” Rozali had reportedly said.

Selangor and Putrajaya are deadlock over the treatment plant which requires state land approval.

The state is unwilling to approve the construction until Putrajaya allows the state to restructure and streamline Selangor’s water services industry.

From : Selangor Times

Halal Hub, market in AG's spotlight

SHAH ALAM: The Selangor Halal Hub in Pulau Indah, Port Klang, has been described as uncompetitive for failing to attract local and foreign investors.

The Auditor-General, in his annual report, noted that only two companies are operating at the 951-acre hub that was launched in 2003 and touted to be the first of its kind in Malaysia.

Lack of promotion, marketing strategies and difficulties in obtaining bank loans are among the reasons for the slow development of the commercial centre.

“No feasibility study was conducted before the project was implemented,” the report noted as another reason for the hub’s stalled progress.

The project is being carried out by state property arm Kumpulan Hartanah Selangor Bhd’s subsidiary Central Spectrum (M) Sdn Bhd.
Divided into three phases, 10 companies bought 220 acres of land during the first phase of its development from 2003 to 2007, but only two have started operating.

The second phase started in 2008, but as of April 2011, only 120 acres have been sold to nine investors while another 117.7 acres remain vacant.

One of the purchasers also owes Central Spectrum RM6.02 million in arrears.

The AG also reported that the decade-old Selangor Wholesale Market in Seri Kembangan has yet to meet its objective of allowing farmers and fishermen to directly sell their produce to consumers.

“Out of the 229 lots rented out, it was found that 124 (54%) were handled by foreigners from Myanmar, Bangladesh and Indonesia during an audit visit to the market on Feb 22, 2011,” said the report.

The auditors found that only 61 out of the 229 were local tenants and among these 61, the majority were dealers, distributors and wholesalers.

Developed by state-owned PKPS Agro Industries Sdn Bhd, the RM25 million Selangor Wholesale Market was completed in March 2001 and started operating in May 2001.

The wet market was supposed to raise farmers and fishermen's incomes by eliminating the role of middlemen.
However, due to lacklustre response from farmers and fishermen, the shoplots were rented out to outsiders to sustain the operational costs.

The AG recommended that PKPS Agro Industries increase promotional activities, improve basic facilities and cleanliness as well as security to attract more visitors.

 Selangor Times

Tuesday, 10 April 2012

Pertandingan Debat 2012 [Piala Naib Canselor]

 SPR UTeM dan Kelab Debat dan Pidato 
bekerjasama dalam program Debat Piala Naib Canselor 
dalam meningkatkan lagi integriti mahasiswa.

No fish too small, says Greiner in defence of ICAC

Sean Nicholls
December 9, 2010

NICK GREINER, the former premier who set up the Independent Commission Against Corruption only to become its biggest scalp, has defended the watchdog against claims it is wasting its time and taxpayers’ money on petty matters.
Government MPs, including the chairman of the parliamentary oversight committee on the ICAC, Richard Amery, have criticised the commission’s investigation of the Drummoyne MP Angela D’Amore, who it found acted corruptly in claiming $4500 in entitlements for two staff.

The ICAC has asked the Director of Public Prosecutions to consider charges of misconduct in public office against Ms D’Amore for authorising claims she knew were false. She is considering an appeal.

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Mr Amery described holding public hearings into the matter as ”a significant waste of resources” at a time when the commission was seeking a $5 million increase in its $20 million budget.

”What serious or systematic cases of corruption were left on the shelf to investigate what I call a low-scale event?” he asked.

However, Mr Greiner told the Herald it was impractical to look at restricting what the ICAC investigates. ”I think it’s a bit easy to say that they shouldn’t investigate small things. It’s about trying to change culture and attitude. It’s not whether this is a venal or mortal sin.”

Mr Greiner drew a parallel between the commission’s need to publicly pursue relatively minor matters with the ”zero tolerance” approach to crime in New York under the city’s former mayor, Rudy Giuliani.

”If you want to change the culture in State Rail, there’s no point waiting around until you get someone who is making $5 million from some rort.”

In 1992, as premier, Mr Greiner was found to have acted corruptly within the definition of the ICAC Act by the then commissioner Ian Temby over the appointment of the former Liberal MP Terry Metherell to a senior public service job.

Mr Greiner resigned as premier over the affair, but later had the finding of corrupt conduct overturned in the Court of Appeal.

In a statement after the ICAC’s findings in her matter, Ms D’Amore said she was seeking legal advice on an appeal to quash the findings”.

Ms D’Amore has been sacked as a parliamentary secretary to the ministers for police and the environment over the findings. Her party membership has also been suspended.

She has confirmed she will not resign from Parliament but will not stand for preselection in Drummoyne at next year’s state election.

Labor had delayed preselection for Drummoyne until the ICAC handed down its findings on Ms D’Amore and is now expected to call for nominations within days.

If he nominates, the mayor of Canada Bay, Angelo Tsirekas, is favoured to become Labor’s candidate for the seat, which is held by 7.6 per cent.

Read more:

MACC: Transformation and Aspiration

The general election XII in 2008 saw a landscape change in politics. The opposition won and formed state governments in Penang, Selangor, Kedah and Perak while maintaining the Kelantan State. The voice of change became louder in Parliament with many representatives from the opposition coalition. There were voices in Parliament and the streets that corruption is a menace in the country. Hence, issues of corruption became the main political agenda both in the ruling coalition and the opposition. The Anti-Corruption Agency (ACA) was perceived to be none independent in the fight against corruption. Everyone wanted a more independent and effective anti-graft entity.
The change in political scenario also contributed to the transformation of the then Anti-Corruption Agency (ACA). Thus, in 2009 the then ACA forwarded a proposed new legislation to transform ACA to an independent structure for anti-graft known as the Malaysian Anti-Corruption Commission (MACC). The legislation not only gave more powers to MACC in the fight against corruption but also structural change with check and balance mechanisms to ensure an independent anti-graft entity.

The proposed Malaysian Anti-Corruption Commission Act 2009 was then passed in Parliament and came into force. There were three independent oversight bodies formed by virtue of provisions in the Act and another two formed administratively. The MACC took a bold move to have five independent oversight bodies to monitor, peruse and advice the different functions of the anti-graft entity. The five oversight bodies were namely the Anti-Corruption Advisory Board (ACAB), Special Committee on Corruption (SCC), Complaints Committee, the Operations Review Panel (ORP), and the Consultation and Corruption Prevention Panel (CCPP). The formation of the five independent oversight bodies showed that the MACC is truly an independent anti-graft entity. The MACC has to present its annual report to the Special Committee on Corruption which comprises of members from both the government and opposition coalition. The Committee peruses, scrutinizes and gets the MACC to explain in length every function that had been carried out in the previous year.

While the MACC had geared up in the fight against corruption as being wished for by the nation, there were some quarters that politicized issues of corruption. The MACC was blamed to be selective in its investigations when many issues of corruption were not revealed to the public and there seems no immediate action that the public wanted. The public perceived that the MACC will just nab and prosecute the person merely on complaints. Time became the accent and test for effectiveness of MACC. The public wanted swift and fast action.

When the MACC moved in to investigate corruption in illegal sand mining and export across the country, it was said to be a tool to the Federal Government to bring down certain states under the PR government, especially Selangor. When there were not many politicians especially those who fell out in the election were not arrested for perceived corruption, the issue of “big fish and small fish” became the talk of the street.

MACC was made to do lots of public relation job rather then focusing on investigations of corruption cases. The public were not patient enough. The politicians took advantage of their bigger share of voice to politicize corruption for their own political agenda. MACC was made to be their black sheep.  While MACC was moving in the right direction in changing the perception, suddenly and unfortunately incident after incident occurred within its environment. The incidents were the demised of a witness, who was then a political aide for an Executive Councilor in Selangor and later the death of an accused person, who was an assistant director of Customs. Both the incidents took place within the premises of MACC.

The first incident brought serious implications to MACC.  Public confidence eroded, politicians took advantage of the incident and made it a political agenda for their own political mileage. The issue was never allowed to rest even after the inquest and the recently concluded Royal Commission of Inquiry. The transformation process of ACA to MACC were perceived a failure

While, all this happened, the year 2010 show cased a change in leadership of MACC. Abu Kassim Mohamed took over the helm of MACC as its new Chief Commissioner. The government developed the Government Transformation Programme with the formulation of National Key Result Areas (NKRA). Corruption is one of the NKRA. The NKRA on Corruption focuses on three elements namely the grand corruption, procurement and enforcement.

The new leadership of MACC then immediately made an environmental scanning which showed that image and credibility of MACC badly ruined, public confidence towards MACC were low, the public could not feel the effectiveness of the transformation of MACC, political parties took advantage and politicized the transformation of MACC, and last but not least, the morale and enthusiasm of MACC officers hit rock bottom. MACC was left on their own to deal with perceptions and fighting corruption was derailed.

The farsighted leadership immediately formulated and introduced the MACC aspiration. The aspiration focused on specific initiatives to reverse the negative perception and reposition the public confidence on MACC and the fight against corruption. Internally, it focused to enhance the morale and confidence within the organization. The aspiration thus focused on three main elements of independency, transparency and professionalism.

Hence, MACC took a bold step to create the post of Deputy Chief Commissioner of Management and Professionalism in addition to the other two namely Deputy Chief Commissioner (Operations) and Deputy Chief Commissioner (Preventions). The establishment of a special division called Excellence and Professionalism to maintain and enhance professionalism in and within the human capital of MACC, Corporate Communication Unit to disseminate information and liaise with internal and external key communicators especially the media, Special Operations Division to focus on high profile and public interest cases, and Transformation Unit to study, evaluate and formulate comprehensive strategic plan pertaining to organization, structure, processes, human resource and work culture within MACC.

The MACC’s transformational leadership outlined specific vision to realize the aspiration through formulations of big wins focusing on high profile and public interest cases, enhance public confidence, and the shift from output to outcome base performance that could be seen, felt and which will derive intended impact in the fight against corruption. Thus, the transformation strategic planning outlined comprehensive focus points on four matters namely effective investigation management, effective prevention and community education, sustaining public confidence, and capacity and capability building.

The leadership did not immediately implement all the strategic plans that were formulated by the Transformation Unit but instead formed an Executive Committee on Transformation to peruse and advice the management on the implementation of the strategic plans. The Committee is lead by the Chief Commissioner himself with members comprising the three Deputy Chief Commissioner, members from the oversight committee and panel, and two experts in law i.e. a former appellate court judge who is also the chairperson of the Complaints Committee and a former federal court judge, who was a panel member of the Royal Commission of Inquiry on the death of Teoh Beng Hock.

The MACC leadership practices transparency and wanted to precisely sure the effectiveness on the implementation of all strategic plans on transformation. The inclusions of experts in various fields are to advice, implement and ensure the success in implementation of the strategic plans on transformation. A number of the transformations that have been outlined and even immediately implemented were the Video Interviewing Room for recording of statement from accused person, potential accused person or witnesses with potential hostility.

The Chief Commissioner hence had advised the  Directors of all state branches to be prepared for changes. They were advised to equip themselves with knowledge and understandings on financial investigations, private sector investigations and proactive investigations. All functions were to be carried out with the objectives of outcome base. All actions must have high impact and felt by the public. Investigations were not only being focused on all corruption but must also give emphasize on high profile and public interest cases. Investigations must be conducted and completed swiftly, accurately and professionally.

The Directors were also advised to make a drastic move from reactive to proactive investigations. They were now expected not only to initiate investigations based on information or reports received from complainants but to also initiate proactive investigation through intelligence based investigations.

The Directors were also expected to plan, lead, organize and control their officers to the changes. They were expected to ensure high motivation and drive within their work force to compliment and realize the initiative on transformation. Officers are expected to be knowledgeable and professional in all the functions of MACC. A highly motivated, knowledgeable and skilled human capital with good sets of attitude for transformation will be the driving factor in the proposed transformation of MACC. Thus, the transformation is a way forward to creating a new landscape in the fight against corruption.

(The article was written by Muhammad Salim Sundar, Head of Corporate Communication MACC, based on the recent presentation by the Chief Commissioner to Division and State Directors on “MACC transformation and expectations”  at MACA on 18 August 2011)