JPA Daily Buzz - Edisi 31 2025

page 2 its functions, its job design, its rules and processes. Pillar 3 ensures organisations operate in a logical, aligned, and effective way so officers can focus on real work, and the public receives higher-quality service. A Reflection: Why Pillar 3 Matters A few months ago, I attended a meeting involving officers from various service schemes. A matron spoke up based on her real, heavy frontline experience: “Your job is easy. If you write something wrong, you erase and rewrite. Our job is different, if we make a mistake, a patient can suffer.” I didn’t respond not because I disagreed, but because her words revealed something deeper: Different schemes carry different pressures, risks and responsibilities. But that experience opened up an important reflection: When organisations are unclear, roles overlap, and responsibilities are not aligned, it unintentionally creates the feeling of “who is more important?” In management theory, we learn: Some individuals are excellent at managing, but not technical. Some are technical experts, but not suited for management. Both are necessary but for different purposes. This is the foundation of organisational development. This is why Pillar 3 matters. For example: A medical specialist delivers the best outcomes when they focus on treating patients not when they are burdened with endless operations meetings and administrative reporting. The same goes for engineers, analysts, auditors, counsellors, ICT experts and other specialists. Right person, right role, right outcome. That is the real spirit of Pillar 3. Let’s Look at Pillar 3 One by One Pillar 3: Organisational Development consists of three main components: 1. Rationalising & Restructuring Agencies and Organisations This ensures: functions are not duplicated, organisations do not operate in silos, officers are not burdened with roles outside their actual job descriptions (JD). The focus is on: streamlining structure and functions, optimising human resource distribution. In simple terms: We ensure every organisation focuses on its core business so every officer can do their actual work clearly, correctly, and effectively. 2. Reviewing Policies, Rules and Privileges Old rules must be updated. Overly long SOPs must be shortened. Privileges that no longer serve purpose must be revised.