THE Sarawak Budget 2025 includes a public financial transformation programme, aimed at enhancing resource utilisation to align with the state’s development targets under the Post-Covid-19 Development Strategy (PCDS) 2030.
Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg said that as part of this transformation, the government will allocate RM15.2 million in 2025 for key initiatives.
These include the transformation of State-Owned Enterprises (SOEs) and the adoption of Results-Based Budgeting (RBB), which directly ties budget allocations to specific, measurable outcomes.
“As we are vigorously implementing various initiatives under the five-year plan, it is important for us to formulate macroeconomic frameworks, policies, strategies, and key initiatives with measurable outcomes to monitor and evaluate the impact of these initiatives.
“Thus, a whole-of-government performance measurement approach needs to be adopted. Towards this, an integrated results-based management (IRBM) will thus be initiated,” he said.
He said this when tabling the second reading of the Sarawak Budget ’25 at the second meeting of the third session of the 19th Sarawak Legislative Assembly (DUN) sitting today.
The IRBM strategy emphasises accountability and evidence-based decision-making and will incorporate five key components: Integrated Development Planning, RBB System, Results-Based Personnel Performance System, Monitoring and Evaluation System, and a Management Information System.
Abang Johari, who also serves as the Finance and New Economy Minister, noted that a study will also be undertaken to consolidate and restructure Sarawak’s equity investments under a new strategic investment entity.
He assured that the state government is actively invested in strategic sectors such as energy, banking, airline, plantations, telecommunication, mining, oil and gas, media, healthcare, information technology and hi-tech industries.
He said this proposed restructuring is aimed at centralising oversight and optimising returns.
“The proposed consolidation of this array of investments has the potential to bring about higher professionalism to Sarawak’s ownership role by pooling specialised capabilities under the new entity.
“It will also anticipate to promote greater governance, coherence and consistency in managing the state’s assets, by having a centralised control and an oversight for accountability in its operations as well as performance monitoring.
“Ultimately the aim is to ensure that every investment we make will eventually give optimum returns to the state,” he added.
