1.0
Introduction
a) Provide a general description of geographical factors in the country and zones, including
physical, geographical and other factors that are relevant to FMD dissemination, countries or
zones sharing common borders and other countries or zones that, although not adjacent, present
a risk for the introduction of disease.
Malaysia with land area of 329,847 square kilometers (127,355 square miles) is a country
located in Southeast Asia (2°30’ North latitude and 112°30’ East longitude) with two distinct parts
that is separated by the South China Sea, Peninsular Malaysia to the west and East Malaysia to the
east (Figure 1). Malaysia is a federation of 13 states and three Federal Territories. These are
divided between two regions, with 11 states (Perlis, Kedah, Penang, Perak, Selangor, Negeri
Sembilan, Malacca, Johor, Kelantan, Terengganu and Pahang) and two federal territories on
Peninsular Malaysia (Kuala Lumpur and Putrajaya) and the other two states (Sabah and Sarawak)
and one federal territory in East Malaysia (Labuan). The states are further divided into
administrative districts. In Sabah and Sarawak, they are first divided into divisions, and then
further divided into districts (Figure 2).
Figure 1. Image of Malaysia in South-East Asia
Figure 2. States in Malaysia
1
States border
Districts border
FIGURE ??: Map of Peninsular Malaysia indicating the states and districts
In Peninsular Malaysia, there are 90 districts from the 11 states which is
showed in Table ?? and Figure ??.
Table ??? Indicating Sates, Federal Territories and districts of Peninsular
Malaysia
BIL
1.
STATES/
FEDARAL
TERRITORIES
NAME
JOHOR
2.
MELAKA
3.
NEGERI
SEMBILAN
DISTRICTS NAME
BIL
STATES/ FEDARAL
TERRITORIES NAME
DISTRICTS NAME
Batu Pahat
8.
PERLIS
Perlis
Johor Bahru
Kluang
Kota Tinggi
Mersing
Muar
Pontian
Segamat
Kayu Ara Pasong
Alor Gajah (Melaka Utara)
Jasin (Melaka Selatan)
Melaka Tengah
Jelebu
Kuala Pilah
Port Dickson
Rembau
Seremban
Tampin
Jempol
9.
KELANTAN
10.
TERENGGANU
11.
PAHANG
Bachok
Kota Bharu
Machang
Pasir Mas
Pasir Puteh
Tanah Merah
Tumpat
Gua Musang
Kuala Krai
Jeli
Besut
Dungun
Kemaman
Kuala Terengganu
Marang
Hulu Terengganu
Setiu
Bentong
2
4.
5.
SELANGOR
PERAK
6.
KEDAH
7.
PULAU PINANG
Gemas
Gombak
Klang
Kuala Langat
Kuala Selangor
Petaling
Sabak Bernam
Sepang
Hulu Langat
Hulu Selangor
Ampang Jaya
12.
WILAYAH PERSEKUTUAN
KUALA LUMPUR
Batang Padang
13.
Manjung
14.
WILAYAH PERSEKUTUAN
LABUAN
WILAYAH PERSEKUTUAN
PUTRAJAYA
Cameron Highlands
Jerantut
Kuantan
Kuala Lipis
Pekan
Raub
Temerloh
Rompin
Maran
Bera
Wilayah Persekutuan Kuala
Lumpur
Wilayah Persekutuan Labuan
Wilayah Persekutuan Putrajaya
Kinta
Krian
Kuala Kangsar
Larut Dan Matang
Hilir Perak
Hulu Perak
Perak Tengah
Selama
Baling
Bandar Baharu
Kota Setar
Kuala Muda
Kubang Pasu
Kulim
Langkawi
Padang Terap
Sik
Yan
Pendang
Seberang Prai Tengah (Bukit
Mertajam)
Daerah Barat Daya
Seberang Prai Utara
(Butterworth)
Seberang Prai Selatan (Nibong
Tebal)
Daerah Timur Laut
Between Peninsular Malaysia and East Malaysia is the South China Sea. Facing the
western coast of Peninsular Malaysia there is the Straits of Malacca towards the south, and the
Andaman Sea towards the north. The Strait of Malacca, that lies between Sumatra and Peninsular
Malaysia. These seas are marginal seas of the Indian Ocean. Off the east coast of Peninsular
Malaysia is the South China Sea, while a small part in the north lies within the Gulf of Thailand.
These form part of the marginal seas of the Pacific Ocean. The Straits of Johor off the south of
Peninsular acts as a maritime border of Malaysia and Singapore. In East Malaysia, the western
coasts of Sabah and Sarawak faces the South China Sea. The northeast coast of Sabah faces the
Sulu Sea, while the southeast coast of Sabah faces the Celebes Sea.
Peninsular Malaysia makes up 132,090 square kilometers (51,000 sq mi), or 39.7 percent
of Malaysia's land area, extends 740 kilometers (460 miles) from north to south, and its maximum
width is 322 kilometers (200 miles). It is very mountainous, with more than half of it over 150
meters (492 feet) above sea level. Peninsular Malaysia extends to the south and southwest from
3
borders of Myanmar and Thailand. To the north it is bordered by Thailand, with which it shares a
land boundary of some 480 kilometers (300 miles) (Figure 3). To the south, at the tip of the
peninsula, is Singapore, with which Malaysia is connected by a causeway and also by a separate
bridge. To the southwest, across the Strait of Malacca, is the Indonesian island of Sumatra. East
Malaysia is located on the island of Borneo and shares borders with Brunei and Indonesia, consists
of the country’s two largest states, Sarawak and Sabah, and is separated from Peninsular Malaysia
by some 640 kilometers (400 miles) of the South China Sea. The backbone of the Malay Peninsula,
Main Range (Titiwangsa Mountains) acts as a natural divider, dividing Peninsular Malaysia, as well
as southernmost Thailand (known as Sankalakhiri Range), into East and West Coast regions. These
mountains are heavily forested and mainly composed of granite and altered stratified rocks. The
range extends southward for 480 kilometers (300 miles) from the Thai border, with elevations
rarely less than 900 meters (3,000 feet) and some peaks exceeding 2100 meters (7,000 feet).
Bordering the mountainous core are the coastal lowlands, 15 to 80 kilometers (10 to 50 miles)
wide along the west coast of the peninsula but narrower and discontinuous along the east coast.
(Figure 4). The heavily forested range gives rise to the Perak and Pahang river systems. The main
range runs approximately from northwest to southeast across the border into Malaysia and ends
in the south near Jelebu, Negeri Sembilan, Malaysia
Figure 3. Image of Malaysia-Thailand border
4
Figure 4. Main Range of Peninsular Malaysia (Titiwangsa Mountains)
East Malaysia, which OIE recognized free for FMD zone (Sabah and Sarawak) covers
198,847 square kilometers (76,780 square miles), or 60.3% of the total land of the country. It is
divided between coastal regions, hills and valleys, and a mountainous interior. The Crocker Range
is a mountain range on the island of Borneo, dividing the east and west coast of Sabah where the
4,095 meters (13,436 feet) high Mount Kinabalu, the tallest mountain in Malaysia is located.
Mountain ranges in the East tend to follow north-south or northeast-southwest paths, and the
highest ranges forms the border between Malaysia and Indonesia (Figure 5)
Figure 5. Image of East Malaysia (Sabah and Sarawak)
b)
If the endorsed plan is gradually implemented to specific parts of the country, the boundaries
of the zone(s) should be clearly defined, including the protection zone, if applied. Provide a
digitalised, geo-referenced map with a precise text description of the geographical boundaries
of the zone(s).
International borders between Malaysia and Indonesia, Thailand, Singapore and Brunei
are defined mostly by geological features such as the Perlis River and Golok River between
Malaysia and Thailand; Straits of Johor between Malaysia and Singapore. The Malaysia–Thailand
border consists of both a land boundary across the Malay Peninsula and maritime boundaries in
5
the Straits of Malacca and the Gulf of Thailand/South China Sea. Malaysia lies to the south of the
border while Thailand lies to the north. In 2001, the two countries agreed to construct just one
wall along the border which would be located just inside Thai territory. The new border wall is 2.5
meter high and made up of a concrete lower half and steel fencing on the upper half. At the base,
barbed wire runs along the length of the wall to curb smuggling and encroachment for security
reasons. The Golok River forms the easternmost 95 kilometer stretch of the land border. (Figure
6). The 103 kilometer long Golok River is a river that borders the Malaysian state of Kelantan and
the Thai province of Narathiwat. The friendship bridge connects the Malaysian town of Rantau
Pajang and the Thai town of Sungai Golok. The alignment of an 8.5 kilometer stretch of the land
border in the area known as Jeli Hill (Bukit Jeli) near the headwaters of the Golok River is currently
being disputed by both countries. Padang Besar-Padang Besar (Songkhla) where both the
Malaysian and Thai towns crossing is located is known by the same name. This crossing connects
to Malaysia's West Coast trunk line and Thailand's main southern line to Bangkok via Hat Yai. Both
Malaysian and Thai customs, immigration and quarantine formalities are conducted at Malaysia's
Padang Besar railway station.
6
Figure 6. Image of Malaysia-Thailand border, Golok River
c) Provide a general description of the livestock industry in the country and any zones.
The livestock industry in Malaysia contributes less than 10% of value added in
agriculture. Poultry and swine production dominate the local livestock scenario with
excess production for export, but self-sufficiency in ruminant products has been
declining with imports accounting for more than 80% of requirement for beef,
mutton and milk (Table ??).
Table ??. Self-sufficiency in Livestock Products (%) 2008-2012
Year
Beef
Mutton
Pork
Poultry
meat
Chicken/duck
eggs
Milk
2008
28.22
10.30
98.35
104.00
119.38
8.68
2009
28.26
11.20
97.20
104.72
117.53
8.79
2010
30.12
12.13
95.36
105.55
114.63
8.49
2011
29.17
11.73
94.57
105.36
115.35
13.17
2012
29.50
12.87
93.87
101.92
114.49
9.28
7
Malaysia embarked on a policy to achieve total self-sufficiency in beef and up to
20% self-sufficiency in milk within 20 years. The failure to achieve the target can be
attributed to many factors, including lack of incentives, uneconomic production systems
and inadequate marketing strategies.
Livestock distribution in Malaysia is characterised by a dichotomy between the
non-ruminants (poultry and swine) and the ruminants. Because of the highly
commercialised and structured market of the poultry and swine industry, their production is
mainly concentrated in the more developed and heavily populated states in the West
Coast of Peninsular Malaysia. Both these industries are heavily dependent on imported
feeds which are processed by feedmillers, and proximity to ports and highways are
important logistic considerations. The poultry industry is highly integrated with downstream
activities and most of the processing industry is located near major towns and cities.
In contrast to the swine and poultry industry, the ruminant population is scattered
over the rural areas of the country, especially in Kedah and Kelantan. Both these states
are the main rice producing areas of the country where buffaloes and cattle have been
traditionally associated. Many of the cattle are reared under low-input, extensive systems,
where the animals subsist on native vegetation of wasteland and roadsides with little, if
any, supplementation. While cattle for beef production are mainly found in rural settings,
dairy cattle production is mainly located close to urban centres. Dairy cattle have
traditionally been reared in peri-urban areas to facilitate distribution of milk to consumers in
cities and towns as well as to factories for processing. Ruminants have been introduced in
rubber and oil palm plantations, especially in the land development schemes. Although the
concept of integrating ruminant production to the plantations is theoretically feasible and
profitable, only a few plantations have adopted this practice.
Goats and sheep rearing are scattered throughout the country and the rearing of
these animals has always been a subsidiary activity of farmers in rice growing areas and
workers in rubber and oil palm plantations.
Year
Buffalo
Cattle
Goat
Sheep
Swine
2008
131, 229
851,227
477,480
131,278
1,988,889
2009
127,152
860,491
514,233
136,285
1,831,308
2010
125,900
836,910
496,194
123,475
1,922,321
2011
123,213
768,403
476,431
126,412
1,801,247
784,684
505,034
124,787
1,792,666
2012
122,778
Figure 7. Malaysia: Livestock Population, 2008-2012
Production Systems
Animal production systems in Malaysia are very similar to that found in many parts of
Southeast Asia. The majority comprises smallholdings but there are some large scale
operators, particularly in the non-ruminant sector.
8
Non Ruminants
The non-ruminant sector, encompassing the poultry and swine industries, is run
commercially by large-scale integrators and multi-national corporations. Only a small
portion of the poultry production is involved in the rearing of village chicken on a low-input,
extensive system. The constraint facing the non-ruminant sector is two-fold:
1.The heavy dependence on imported raw materials such as corn and soybean as
ingredients for their feed rations. The currency crisis, which the country is facing,
makes it very costly to maintain the levels of import to sustain the poultry and
swine industries. It is imperative that alternative sources of local feed ingredients
are found to reduce the dependence on imported ingredients.
2.The high concentration of animals within specific locations leads to
environmental pollution unless waste management methods are implemented to
avoid the raw discharge of effluents into the country's water resources. The
problem of environmental pollution is more acute with the swine industry because
of the religious aspects associated with the problem.
Ruminants
Extensive system
The traditional production units for cattle, sheep and goats comprise farmers in ricegrowing areas keeping less than 10 heads of cattle and/or sheep and goats as a
subsidiary activity to rice farming. These animals utilise areas of land not planted with rice
and selectively graze on whatever grasses that exist, which are invariably of poor quality.
Dairy cattle are usually found in estates and plantations where they are reared by the
tappers to supplement their income and to meet the domestic needs of meat and milk.
Semi-intensive system
Semi-intensive system of production is also practised, especially for dairy cattle. In this
system, ruminants are allowed to graze for a short time and then stall-fed with cut grass
and limited concentrates.
Intensive system
Intensive systems of ruminant production were introduced into the country about 30 years
ago, but has not attracted investment by private sectors. The returns from such an
operation do not justify the heavy cost of land clearing, pasture establishment and
purchase of stock. Currently, these large farms developed by government agencies are
used primarily as multiplication centres for breeding herds, which are distributed to small
farmers.
Feedlotting
Beef feedlotting is another production system currently being practised by producers who
either import or purchase animals raised in extensive systems. It is estimated that 200
feedlots of various sizes currently exist in Malaysia. The larger feedlots produce about 6
000 to 7 000 heads of cattle a year while the smaller ones hold about 10 to 20 heads at
any one time. Many feedlots are located near to the feed supply and market place, which
are often in the peri-urban areas to save costs of transportation of the feed and their
produce. Feed accounts for 50 to 70 % of the operating costs and the majority of the
9
feedlots in Malaysia utilise by-products of the oil palm industry, particularly palm kernel
cake (PKC) as well as pineapple wastes from canneries and cocoa pods.
Cow-calf system
A consistent supply of healthy calves is an important factor for a sustainable commercial
beef production enterprise. Calves produced under the subsistence conditions of
smallholders are generally of variable age, size and health conditions. Although the supply
of animals has met the demand for beef in the past, it is not able to meet the increasing
demand for high-quality, uniform feeder cattle for the modern commercial feedlots. Cross
breeding with exotic breeds from the sub-tropical and temperate countries has been used
as a means to upgrade the indigenous Kedah-Kelantan cattle for better growth
performance. To meet the current demand for feeder cattle of high genetic potential, many
feedlot operators source and import them from countries such as Australia and Thailand.
However, the recent depreciation of the Malaysian Ringgit has made cattle import and
feedlot operations less attractive.
Integration
It is estimated that the vegetation under plantation crops in Malaysia can contribute up to
80% of the forage resource in the country. This can be exploited for ruminant production
and is a better alternative than opening up forested areas for establishment of sown
pastures. Other benefits of the integration of livestock with tree crops include optimised
farm resource utilisation, increased economic output, increased fertility of land through the
return of dung and urine, control of weed and reduction in the use of herbicides and farm
labour. Besides the forage in plantations, feeds made from by-products of the oil palm
industry such as palm kernel cake (PKC) are also available.
Availability of forage in plantations is dependent on the age of the tree crops. During the
first three years of the tree crop, the undergrowth could provide a feed biomass of
between 2 000 to 3 000 kg DM/ha/year. This declines to about 400-800 kg DM/ha by the
6-7th year and remains at this level until approximately the 20th year. The feeding value of
the ground vegetation is comparable to improved pasture grasses.
Introduction of animals to new planting of oil palm plantations can only commence about
18-20 months after planting has taken place to avoid animals from injuring young shoots.
The stocking rate used should consider forage availability and a flexible system should be
used to allow surplus stock to be sold or transferred out in order to prevent overgrazing.
The National Agricultural Policy specifically mentions livestock integration with plantation
crops as a way to overcome the country's deficit in ruminant products and the major
plantation companies are being urged to introduce cattle and sheep in their estates. So
far, this call has been taken up by those involved in the land development schemes of
FELDA and the land rehabilitation agency, FELCRA. Commercial planters are reluctant to
incorporate livestock in their operations because of perceived negative aspects of
integration such as damage to seedlings, soil compaction and buildup of obnoxious weeds
through selective grazing and animal droppings. These problems can be minimised by
applying the correct stocking rate and judicious use of herbicides for weed management.
10
2.
Veterinary system
a)
Legislation. Provide a list and summary of all relevant veterinary legislations in relation to the
FMD control programme.
Veterinary laws and legislation which is directly related to the FMD control programme as below:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
b)
Ministerial Functions Act, 1969
Animals Act, 1953 (Amendment 2013)
Veterinary Surgeons Act, 1974
Abattoir (Privatisations) Act , 1993
MAQIS Act 2011
Feed Act, 2009
Food Act, 1983
Poison Act, 1952
State Pig Farming Enactment
State Cattle Registration Enactment
Sabah Legislation (East Malaysia)
a. Animals Ordinance 1962 (Amendment 1998)
b. Minor offences (Amendment) Enactment 1977 (Cap 80)
c. Public Health Ordinance 1960
d. Cruelty to Animals (Prevention) Ordinance 1925 (Chapter 31) (Amendment
1994)
Sarawak Legislation (East Malaysia)
a. Veterinary Public Health Ordinance 1999
Veterinary Services. Provide documentation on the compliance of the Veterinary Services of the
country with the provisions of Chapters 3.1. and 3.2. of the Terrestrial Code and 1.1.3. of the
Terrestrial Manual and describe how the Veterinary Services supervise and control all FMD
related activities in the country and any zones. Provide maps and tables wherever possible.
Background of the Veterinary Services in Malaysia
The veterinary department came into existence as early as the year 1888 in Penang with the assignment
of a qualified veterinarian at the Health Department. At that time, the main duty of the veterinarian was to
examine imported animals especially from Thailand and Kedah. To protect Penang from diseases
carried by the imported animals, a quarantine centre was built in 1896 which became the first quarantine
in Malaysia.
The veterinary services expanded to the other states with the formation of the Veterinary Branch in the
Health Department with the assignment of Veterinary Doctors and Veterinary Examiners. All the
veterinary services were placed under the jurisdiction of the Chief Medical Officer and were based in
Singapore till 1930.
In 1930, the Veterinary Service was separated from the Health Department. This separation became the
basis of the formation of the Department of Veterinary Services. Later, the Department of Veterinary
Services was also formed in the Local Government Councils like in Penang and Melaka. In 1934, the
headquarters of the Department of Veterinary Services was transferred from Singapore to Kuala Lumpur
and henceforth became a separate department under the management of the Director of Veterinary
Research and Veterinary Advisor until the Second World War. During the British rule, the Department of
Veterinary Services was restructured and became the basis of the organisation till the present day.
The Department of Veterinary Services is a Federal Government agency under the Ministry of
Agriculture Malaysia, whilst the State Department of Veterinary Services is administered under the
authority of the State Government. Until 2011, the Department of Veterinary Services was led by nine (9)
Director Generals. The headquarters was located in Singapore before it was moved to Wisma Tani,
11
Jalan Sultan Salahuddin, Kuala Lumpur. It was then moved to Chase Perdana Building, Jalan
Semantan, Damansara Heights until it shifted to its own building at the Ministry of Agriculture and AgroBased Industries, Podium Block, Lot 4G1 and 4G2, Precint 4, Federal Government Administration
Centre, Putrajaya at the end of May 2005.
As an organisation responsible for animal welfare and the livestock industry of the nation, the expansion
of the scope of responsibilities as well as the role of the department to fulfill the global aspirations has
brought about the re-branding of the Department of Veterinary Services Malaysia. 24 May 2008 was a
historical date for the staff of the department in particular and the organisation in general when the name
of the department was changed from “Jabatan Perkhidmatan Haiwan” to “Jabatan Perkhidmatan
Veterinar” (DVS). This launch was done by The Honorable Dato’ Mustapa bin Mohamed, Minister of
Agriculture and Agro-Based Industries. Thus DVS is now more matured and confident, to be at par with
the Departments and Agencies of the other Ministries
Vision
A competent veterinary authority serving the animal industry for the sake of human welfare
Mission
Provide quality veterinary services as an assurance for public health and sustainable livestock industry
for the sake of human welfare
Objective


Strengthen and maintain animal health status conducive to the animal industry
Public health assurance through the control of zoonotic diseases and wholesome food
production from animal based products
Encourage sustainable livestock production and value added industry
Explore, develop and encourage the use of technology and optimum use of sources in animal
based industry
Promote animal welfare practices in all aspect of rearing and production system



Functions








Control, prevent and eradicate animal and zoonotic diseases.
Production of livestock, livestock produce and animal feed.
Inspection of meat, milk, eggs, animal feed, abattoirs and veterinary product processing plant
Control of import and export of livestock and animal produce and quarantine services
Training for the livestock and domestic animal industries.
Expand livestock production and animal health as well as general veterinary health.
Research on animal diseases and animal genetic sources
Control the welfare of animals welfare and conservation of animal's genetic materials
12
Figure 9. Organization Structure at Federal Level
DIRECTOR
VETERINARY
HEALTH
LIVESTOCK
INDUSTRY
DEVELOPMENT
REGULATORY
ADMINISTRATIVE
DIVISION
DISTRICT
VETERINARY
SERVICES
ENFORCEMENT
Figure 10. Organization Structure at State Level (akan diadakan)
Figure ?? and Figure ??? showed the Organization Structure at Federal and State level of DVS
Malaysia. Table ?? showed the number of the DVS technical staff at federal as well as state level
including Sabah and Sarawak.
13
Table 1. DVS Technical Staff (2013)
Category
Federal
State
Veterinarians
283
48 (Sabah & Sarawak)
Research Officers
80
-
Veterinary Para-Professional
199
214
Other Technical Staff
764
850
Total
1,326
920
c)
Provide a description on the involvement and the participation of industry, producers,
farmers, including subsistence and small scale producers, community animal health workers
and the role of the private veterinary profession in FMD surveillance and control. Include a
description of training and awareness programmes on FMD. – group lain
Subsistence and small scale farmers are the backbone of livestock industry in Malaysia
especially in dairying and beef as well as mutton plus chevron production.
Commercial farmers in the country comprise of pig, a small number of dairy
producers and beef integration in palm oil plantations. They are given incentives by
the government in terms of beef and dairy cattle breeders, pasture homeplots, farm
equipments and veterinary services.
Live animal traders are supplying live animals either for beef or dairy breeders to
support the demand of meat and milk in the country.
Dairy milk processors are a major market for fresh milk produced by dairy farmers
via dairy farmers cooperatives. The government provide rental for milk collection,
storage and deliveries to the dairy milk processors.
National Disease and Eradication Program, artificial insemination in Breeding
Program and Livestock Development are provided by Department of Veterinary
Services throughout Malaysia.
In any disease outbreak, the farmers report to district veterinary authorities and state
veterinary services. Whereas commercial pig producers the reporting of disease
outbreak, disease monitoring and surveillance would be done by their farm
veterinarian.
Farmers, traders, producers training are also organised and planned yearly by the
Department of Veterinary Services and National Agriculture Training Center,
Ministry of Agriculture and Agro-based Industry.
Private vaccinators are introduced from 2011 to 2013 particularly in MTM zone in
the states of Kelantan, Kedah and Terengganu.
14
Disease awareness campaign is conducted at least once annually in every district of all
states in Malaysia. Targeted audience are traders, farmers, butchers and producers
plus DVS personnel. The objectives are to increase knowledge on control and
spread of FMD.
Private veterinarians are employed by commercial farms to manage herd health and
food safety of their animals and produce.
Awareness program adopted is by gathering the targeted groups in the field or in
seminars. They are provided with pamphlets, posters and take-away door gifts. Talks
and forum are given by DVS and private technical expertise. Refer to Table ?
Table ? : Awareness Campaign in the States of Malaysia
Disease
Brucella
FMD
TB
BSE
d)
State
Target 2013
Campaign
(No)
Terengganu
7
9
Pahang
12
8
Johor
5
2
N Sembilan
7
2
Selangor
4
4
Perak
4
4
P Pinang
8
5
Kedah
12
12
Perlis
1
11
Kelantan
5
5
W.P. KL
1
1
Jumlah
67
63
Remarks
Farmers, traders,
butchers ,
commercial
producers and DVS
personnel are
involved
Provide information on any OIE PVS evaluation of the country and follow-up steps within
the PVS Pathway.
The evaluation of DVS Malaysia was carried out according to the OIE PVS
manual 2012, with reference made to the OIE Terrestrial Animal Health
Code .
Percentage (%) of Achievement Level Accordance to PVS:
Based on the results of this preliminary assessment, DVS achieved 56.5% (26/46)
at level 5 of the critical competencies, and 23.9% (11/46) at level 4. It signifies
good performance, as most of the standards set by the OIE have been
attained by DVS Malaysia. However, there are critical competencies faired at
level 3 (moderate achievement) and level 2 (low achievement) should be
immediately rectify by DVS.
15
The categories accesed of the eight critical competencies rated at
level 3 or 17:39 % were as follows:

Continuing Education

Technical Independence

Resource Management and Operations

Disease Prevention, Control and Eradication

Abattoirs and establishment inspection covering ante-and post-mortem
activities

Veterinary Medicines and biological

Identification and Traceability of products of animal origin

Veterinary Statutory Body (VSB)
Transformation of DVS is in progress starting year 2013 to enhance the
execution activities outlined??????
The critical competencies at level 2 which points poorly at 2:17% was on the
Animal Welfare execution by DVS.?????
Ability to access
the market 8%
Human and financial
resources
Human and
financial
resources 29%
Interaction with
stakeholders 17%
Technical authority
and capability
Interaction with
stakeholders
Ability to access the
market
Technical
authority and
capability 46%
Figure 1 Summary of Action Plans Priority Areas
16
For 2012 using the PVS as a yard stick, the Department of Veterinary
Services of Malaysia had achieved moderate level overall. Looking forward
DVS shall fair better as we matured in unison with Malaysia being a
developed nation by 2020.
2.0 Method of Evaluation
Evaluation of PVS for DVS was carried out at the headquarters level based
on the OIE PVS Tool 5th Edition, 2010. The 4 basic components, with critical
competency criterion 6-14 in each component (46 critical competencies)
were used as a means to evaluate. The critical competencies were graded
from level 1 to 5 in ascending order.
Figure ?: DVS Four (4) Fundamental Components Deduction for Year 2012
The working committee comprise of officers from 8 Divisions of DVS at the
Headquarters at Putrajaya to carry out the evaluation. The inputs were
gathered and collate by the working committee from June 2011 to
December 2012.
17
Assessment measures:
(1) Identify the critical competencies specified in the OIE PVS Tool 2010
related to the Division involved. e.g. Diagnostic and Quality Assurance
Division: Chapter II, Section 1 - Veterinary laboratory diagnosis.
(2) Refer to the explanation/definition of the critical competencies: 'The
authority and capability of the VS to identify and record pathogenic
agents, including those relevant for public health, that adversely affect
animals and animal products'.
(3) Requirement of the PVS evaluation for the critical competency is
referred to the OIE Terrestrial Animal Health Code 2010 specified in the
footnotes.
(4) Provide answers and gather information and documents required as
specified in the OIE Terrestrial Animal Health Code 2010.
(5) Evaluate DVS performance based on the level of advancement outlined
in the critical competencies.
18
3.0 Results of the Evaluation
Finding of DVS PVS evaluation
3.1 Chapter I – Human, Physical and Financial Resources
Critical Competencies
Level of Advancement
I
Human and Financial Resources
1 2 3 4 5
I-1
Professional and technical staffing of the Veterinary Services
(A) Veterinary and other professionals
(B) Veterinary para-professionals and other technical personnel
I-2
Competencies of veterinarians and veterinary para-professionals
(A) Professional competencies of veterinarians
(B) Competencies of veterinary para-professionals
I-3
Continuing education (CE)
I-4
Technical independence
I-5
Stability of structures and sustainability of policies
I-6
Coordination capability of the veterinary services
(A) Internal coordination (chain of command)
(B) External coordination
I-7
Physical resources
I-8
Operational funding
I-9
Emergency funding
I-10 Capital investment
I-11 Management of resources and operations
19
3.1 Chapter I – Human, Physical and Financial Resources
This part of the evaluation is meant to appreciate the institutional and
financial sustainability of the Veterinary Services as evidenced by the level
of professional/technical and financial resources available and the
capacity to mobilize these resources. It comprises 11 critical competencies:
1. Professional and technical staffing of the Veterinary Services
2. Competencies of veterinarians and veterinary para-professionals
3. Continuing education
4. Technical independence
5. Stability of structures and sustainability of policies
6. Coordination capability of the Veterinary Services
7. Physical resources
8. Operational funding
9. Emergency funding
10. Capital investment
11. Management of resources and operations
3.1 (as per I-1) Professional and technical staffing of the Veterinary
Services
(A) Veterinary and other professionals (university qualification)
With regard to professional and technical staffing, for veterinary and other
professionals, DVS is classified to level 5 of advancement. There are
effective management procedures for formal appointment and
20
performance assessment of veterinarians and other professionals. As a
whole, DVS dispose of an appropriate number of veterinarians, other
professionals and technical personnel. All the level in the Headquarters
and the governorates are occupied by qualified veterinarians. Recruitment
of DVS personnel is based on relevant qualifications (Public Services
Commision, PSC). This is important to ensure the effectiveness and
efficiency of veterinary and technical functions. Refer to Figure 4: Human
Resource Management Trend 2012.
3.1 (as per I-1) Veterinary para-professionals and other technical personnel
(B) Veterinary para-professionals and other technical personnel
DVS is classified to level 5 of advancement for staffing of para-professionals
and other technical personnel. There are effective management
procedures for formal appointment and performance assessment of
veterinary para-professionals. The majority of technical positions are
occupied by personnel holding adequate technical qualifications.
Recruitment of DVS personnel is based on relevant qualifications (Public
Services Commision, PSC). This is important to ensure the effectiveness and
efficiency of veterinary and technical functions. Refer to Figure 4: Human
Resource Management Trend 2012.
21
During 2012, efforts were made to fill up the vacancies to ensure adequate human
resources in order to strengthen the services within DVS. DVS workforce for 2012 is
shown below:
No.
1.
Grade Level
Available
Professional
&Management
Filled
370
286
Vacancy
84
2.
Support Group 1
1450
1300
150
3.
Support Group II
966
864
102
Total
2791
2450
336
DVS practice job transfer for all staff members to enhance competency and productivity
of veterinary services. In line with MAMPU (Malaysian Administrative Modernisation and
Management Planning Unit) under the Prime Minister Department initiative, DVS has fully
utilized six (6) modules of HRMIS (Human Resource Management System) in 2012, as
follows:
i. Personnel Data Module;
ii. Personal Records Management module;
iii. Performance Management module;
iv. Termination of Service Module;
v. Remuneration Management module, Benefits and Rewards, and
vi. Communication Management Module and Employee Discipline
Figure 4 Human Resource Management Trend 2012
22
DVS Training Centres
Poultry Technololgy Institute,
Alor Gajah Malacca
Veterinary Institute of Malaysia,
Kluang Johor
Cermin Kiri Veterinary Training Centre, Jerangau Terengganu
Veterinary Management Institute, Cheras
23
3.1(as per I-2) Competencies of veterinarians and veterinary paraprofessionals
(A) Professionals competencies of veterinarians
With regard to professional competencies of veterinarians, DVS is
performing at level 5. The veterinarians’ practices, knowledge and
attitudes are subject to regular updating, or international harmonisation, or
evaluation. With regard to competencies of veterinary para-professionals,
DVS is also performing at level 5. The training of
veterinary
paraprofessionals
is
of
a uniform standard and is subject to regular
evaluation and/or updating.
Annually, DVS staffs are evaluated by ones superior base on their
performance in relation to their job scope and description. The total
percentile of the evaluation shall determine the performance for the year.
The performance also includes the expenditure and development
assignment which were place under the individuals base on their job
scope. Afterwards, the DVS management can award (excellent standings);
or comments objectively (mediocre standings); or reprimand (poor
standings) base on these annual assessment. This method allows the
management to keep in check any individuals performance in situ and
timely. The whole system is also under the perview of HRMIS (web-base
monitoring governance).
24
3.1(as per I-2) Competencies of veterinarians and veterinary paraprofessionals
(B) Competencies of veterinary para-professionals
3.1(as per 1-2 and I-3) Continuing education (CE)
The policy of the Malaysian government that every civil servant should
undergo at least seven (7) days training on related to job description. The
objectives of this policy to improve and increase the competency of the
civil servant.
For the Professional and Management staff, 97.6% of the total number of
the staff was achieved (Table ??), where as for the supporting staff, 68.7%
was achieved (Table ??). (kena established gap analysis)
Table ???.
Grade/
Organization
level
No.
Position
(persons)
Courses/Workshops / Seminars/ Conferences Attended
Persons
attended
> 7 days
%
Persons
attended
< 7 days
&
Persons
failed to
attend
1
JUSA
4
4
100%
0
0%
0
2
PROFESSIONAL
&MANAGEMENT
374
365
97.6%
9
2.41%
0
378
369
97.6%
9
2.38%
0
TOTAL
25
%
0%
0%
0%
Table ???.
Grade/
Organization
level
No.
Position
(persons)
Courses/Workshops / Seminars/ Conferences Attended
Persons
attended
> 7 days
%
Persons
attended
< 7 days
&
Persons
failed to
attend
1
SUPPORT I
1268
841
66.3%
420
33.12%
7
2
SUPPORT II
855
617
72.2%
200
23.39%
38
2123
1458
68.7%
620
29.2%
45
TOTAL
DVS is performing at level 3 with regard
to Continuing Education (CE). DVS
have access to CE that is reviewed
annually and updated as necessary,
but it is implemented only for some
categories of the relevant personnel.
Some of the supervisory and technical
staffs of DVS have access to specialized
training course abroad. National
workshops
and
conferences
are
organized by DVS for benefit of
veterinarians and technical staffs.
26
%
0.55%
4.44%
2.12%
Recommendations:
- CE is implemented for all
categories
of
the
relevant personnel CE
submitted to periodic
evaluation
of
effectiveness.
3.1(as per I-4) Technical independence
DVS is performing at level 3 for technical independence. The technical
decisions are based on scientific evidence but are subject to review and
possible modification based on non-scientific considerations. Not all
decisions and regulations are sufficiently implemented, therefore
enforcement is required.
Recommendations
-
-
Say aaah…….. (tracheal
swabbing)
27
Technical decisions not changed
to
meet
non-scientific
considerations.
technical decisions made and
implemented
in
full
accordance with the country’s
OIE obligations (and with the
country’s WTO SPS Agreement
obligations where applicable).
3.1(as per I-5) Stability of structures and sustainability of policies
With regard to capability of DVS
structure and/or leadership to
implement
and sustain policies
over time, DVS is performing at
level 5 of achievement. The
organisational
structure
and
leadership of the public sector of
DVS are generally
stable, not
affected by change in the
political leadership. Modifications
are based on an evaluation
process, with positive effect on
the sustainability of policies.
Excerpts from National Agro-Food
Policy 2011-2020
Livestock industry strategy 2011-2020”
Strategy identified for expansion of
livestock industry as follows: improve
industrial efficiency of ruminant sector;





28
perpetuate industrial
competitiveness of non-ruminant
sector;
increase production of livestock
farmed feedstuffs;
strengthen
disease
control
effectiveness and expand safe
slaughter
and
processing
practices;
further develop low key livestock
industries, and
balancing import and export
supply.
The diagram below depicts the stability of structures and sustainability of
policies.
Parliament House of Representatines
Government Cabinet
: Debates and resolve NAP policies and implementation
issues
MOA
:implements National Agrofood Policy (NAP):2010-2020
: MOA Policy Management quarterly meeting
DVS :
:implements projects and programmes technical under NAP
:monthly Development Meeting project progress,reports
progress to NAP Implementation Commitee MOA
: discuss current and new add-on policies in quarterly Policy
Management Meeting ,forward to MOA :
29
3.1(as per I-6) Coordination capability of the Veterinary Services
(A) Internal coordination
With regard to capability to coordinate its internal resources and activities
in order to implement all national activities relevant for OIE Codes, DVS is
performing at level 5 of achievement. There are internal coordination
mechanisms and a clear and effective chain of command for all activities
and these are periodically reviewed/audited and updated.
30
3.1(as per I-6) Coordination capability of the Veterinary Services
(B) External coordination
With regard to capability
to coordinate externally,
DVS is performing at level 5
of achievement. There are
national
external
coordination mechanisms
for all activities and these
are periodically reviewed
and updated.
In 2011, 4 quarterly department-level Planning and Coordination Meeting
were held chaired by the Honourable Datuk Dr Abd Aziz bin Jamaluddin
Director-General, with 2 Deputy Director-Generals, all Divisions Director
and Sections/ Units Head in attendance.
4 quarterly national-level Policy Management Meeting were held chaired
by the Honourable Datuk Dr Abd Aziz bin Jamaluddin ,Director-General
with all 2 Deputy Director-Generals, all Divisions Director and State
Directors in attendance.
2 national–level National Disease Control Committee meetings were
held chaired by the Honourable Dato’ Azmie Bin Zakaria, DeputyGeneral (Veterinary Health) with attendees from Disease Control Section
(Headquarters) and Disease Control Units (all State).
Inter-agency Zoonotic Diseases Control Committee meetings between
the Ministry of Agriculture and Agro-based Industries (MOA) and the
Ministry of Health Malaysia (MOH) are held twice a year, where the 2
ministries will take turns to host the meeting. The first meeting in 2011
was chaired by the Honourable Dato 'Sri Dr. Hasan bin Abdul Rahman,
Director General of Health, Malaysia on July 18, 2011, while the second
meeting was conducted on December 8, 2011 at the Department of
Veterinary Services and chaired by the Honourable Datuk Dr Abd Aziz
bin Jamaluddin, Director General of Veterinary Services Malaysia..
31
3.1(as per I-7) Physical resources
With regard to access to relevant physical
resources including buildings, transport
telecommunications, cold chain, and
other
relevant
equipment
(e.g.
computers), DVS is performing at level 4 of
achievement. DVS have suitable physical
resources at all levels and these are
regularly maintained.
32
Recommendation:
-
DVS
should
update
physical
resources
as
more advanced
and
sophisticated
items
become available.
In 2012 , in addition to infrastructural asssets as shown below, a total
of 810 vehicles, 376 capital assets and 347 inventory were recorded.
While 2,535 animals (real capital), 20,491 animals (inventory) and
12.967animals (stock) was recorded.
33
3.1(as per I-8) Operational funding
With regard to the ability of DVS to access financial resources adequate for
their continued operations, independent of political pressure, DVS is
performing at level 5 of achievement.Funding for all aspects of DVS
activities is adequate; all funding is provided under full transparency
and allows for full technical independence, based on risk analysis
and/or cost benefit analysis
34
3.1(as per I-9) Emergency funding
With regard capability of DVS to
access
extraordinary
financial
resources in order to respond
to emergency
situations
or
emerging issues; measured by the
ease of which contingency and
compensatory
funding (i.e.
arrangements for compensation of
producers in emergency situations)
can be made available when
required, DVS is performing at level
5 of achievement. Contingency
and
compensatory
funding
arrangements
with adequate
resources have been established
and
their
rules
of operation
documented and agreed with
stakeholders.
This is implemented via
“Disease
and
Animal
Welfare
Fund”
an
emergency
financial
resource readily utilized by
DVS
to
respond
to
emergency
situations
or
emerging issues. Fund is
managed by Division of
Phytosanitary
and
Biosecurity. Currently the
fund in excess of RM RM
234,571.44
.
35
3.1(as per I-10) Capital investment
With regard the capability of DVS to access funding for basic and
additional investments (material and non material) that lead to a sustained
improvement in the VS operational infrastructure, DVS is performing at level
5 of achievement.
DVS systematically secures adequate funding for the necessary
improvements in operational infrastructure, including participation from
stakeholders as required.
FUNDING ALLOCATION (OPERATIONAL) 2011 (review for 2012)
FUNDS
ALLOCATION
SPENDING
PERCENTAGE
(RM)
(RM)
SPENDING
(%)
CURRENT
FUTURE POLICY
ONE-OFF
TOTAL
101,350,700.00
109,855,361.00
662,900.00
560,765.00
84.60
2,865,000.00
1,754,943.00
61.25
112,171,069.00
106.95
104,878,600.00
36
108.39
3.1(as per I-11) Management of resources and operations
With regard capability of DVS to
document and manage their
resources and operations in
order to analyze, plan and
improve both efficiency and
effectiveness, DVS is performing
at Level 5 achievement.
DVS
have
comprehensive
records, documentation and
management
systems
and
regularly use
records
and
documented procedures in the
management of resources and
operations, providing for the
control of effectiveness and
the conduct of analysis and
planning. DVS has effective
management systems, which
are regularly audited and permit
a
proactive
continuous
improvement of efficiency and
effectiveness including but not
limiting to: ………?????
Development and Operating Expenditure is planned,
procured and implemented and audited on an annual
basis.;
Immovable Assets Committee Meeting (JATA),
Government Asset Management Committee Meeting
(JKPAK) and Land Management Monitoring Committee are
permanently in place and meet regularly;
internal and external auditors ;
e-perolehan ( an online procurement system to ensure
transparency and efficiency);
Key Performance Indicator at DVS through EPU and PM
level.;
Public Accounts Committee (PAC) to examine Malaysia's
accounts and appropriation of the sums granted
by Parliament to meet public expenditure, accounts of
public authorities and those administering public funds,
the Auditor-General's Report; and other matters it deems
fit.;
direct tender procedure are in place;
monthly Development Budget Management Meeting at
DVS level;
Development projects’ progress and expenditure is
monitored via Sistem Pemantauan Projek II (SPP2) @
Project Monitoring System, an online project
management system which links DVS to Economic
Planning Unit, Prime Minister’s Department..
37