Pustaka BSC Governance Structure

Pustaka Negeri Sarawak Balanced Scorecard Governance Structure or Pustaka BSC Governnance Structure is established to ensure that the scorecard of Pustaka Negeri Sarawak (Pustaka) is implemented in an efficient, cost-effective, focused and transparent manner. It defines clear lines of responsibilities and authorities within Pustaka balanced scorecard (BSC) framework.

Pustaka BSC Committee

a) The Chairman of Pustaka BSC Committee, hereafter called the Committee, is the Chief Executive Officer.
b) The Deputy Chairman is the Deputy Chief Executive Officer (Services).
c) The Deputy Chief Executive Officer (Operations), all Sector Heads and Regional Managers are members of the Committee.
d) The Secretary to the Committee is the Head of Corporate Management Sector.
e) The Secretariat to the Committee is the Corporate Communications Division.
f) The Committee shall meet at least once a year to discuss the performance of Pustaka BSC and review this Governance Structure.

Pustaka BSC Champion

The Deputy Chief Executive Officer (Operations) shall be Pustaka BSC Champion. The Champion’s role is crucial in driving, administering and managing the BSC; and in ensuring sufficient resources, expertise and knowledge for the successful implementation of the BSC.

Management of the BSC

Defining the BSC Strategy Map

The BSC Strategy is a very tool as it is a manifestation of Pustaka’s collective consensus on the approach and strategies to achieve Pustaka’s mission, objectives and goals.

a) The BSC Strategy Map shall be defined by all the Sector Heads and Regional Managers.
b) The BSC Strategy Map shall be verified by Pustaka BSC Champion and approved by the Chairman of Pustaka BC Committee or any other person given the authority to do so.
c) The BSC Strategy Map shall be communicated to every staff via predefined channels of communications to make that they are aware of their roles in Pustaka’s business plan.
d) The BSC Strategy Map shall be reviewed by all the Sector Heads and Regional Managers as and when necessary.

Strategic Objective Ownership

a) The Sector Heads and Regional Managers shall be the owners of the Strategic Objectives (SOs) manifested in the BSC Strategy Map. The following table shows details of the ownership of the SOs:

Strategic Objectives		Owners
a) Enhance Stakeholder's Satisfaction.		Head of Corporate Management Sector.
b) Enhance Budget Utilisation.		Head of Corporate Management Sector.
c) Enhance Financial Compliance.		Head of Corporate Management Sector.
d) Utilisation of Other Sources of Funding.		Head of Corporate Management Sector.
e) Enhance Internal Process.		Head of Library Services Sector.
f) Leverage on Inter-Agency Collaboration.		Regional Manager, Pustaka Miri.
g) Enhance Quality and Diversity of Information Resources.		Head of Library Services Sector.
h) Improving State’s Memories Management		Head of Depository Services Sector.
i) Enhance Stakeholder’s Communication.		Head of Library Services Sector.
j) Enhance Pustaka's Service Efficiency.		Regional Manager, Pustaka Sibu.
k) Enhance Training and Development.		Head of Corporate Management Sector.
l) Internalize Shared Value.		Head of Corporate Management Sector.
m) Leverage on ICT.		Head of Information and Communications Technology Sector

b) The owner of the SO shall provide full description of his respective SO in the SO Description Table.
c) The SO description shall be approved by the Pustaka BSC Champion or any other person given the authority to do so.
d) The SO owner shall be responsible for the performance of the SOs under his purview.
e) The SO owner shall present performance report to Pustaka’s BSC Committee.

Key Performance Indicator (KPI)

a) The SO owner shall define the KPI of his SO and complete the KPI Description Table.
b) The Head of Division is the KPI owner.
c) The KPI owner shall develop and document approved process flow of his KPI.
d) The KPI owner shall gather performance data, conduct analysis of data and prepare performance report of his KPI on a quarterly basis.
e) The KPI owner may provide inputs for the review of his KPI.

Weightage of Pustaka BSC

a) The weightage distributed to each BSC perspective has been determined by the Committee as follows:

✌🏻 Perspectives		✌🏻 Weightages
Customer		30 percent
Financial		15 percent
In Process		40 percent
Organisational Capacity		15 percent

b) The weightage distributed to each BSC perspective may be reviewed by the Committee as and when necessary.

Secretariat to the Committee

The Secretariat to the Committee is responsible for the following:

a) Coordinating and monitoring the implementation of Pustaka BSC programs and initiatives.
b) Organising the Committee Meeting on regular basis.
c) Recording, keeping and maintaining Minutes of Meetings of the Committee.
d) Communicating the decisions of the Committee to the KPI owners.
e) Handling correspondences of the Committee.
f) Managing documents of Pustaka BSC, i.e. the Strategy Map, Customer Value Prepositions, SWOT Analysis, SOs, KPIs, Initiatives and other related documented information.
g) May verify, endorse and publish KPI performances.

Pustaka BSC Audit

a) Pustaka BSC shall be audited at least once a year.
b) The auditor of Pustaka BSC is the Head of Internal Audit Division.
c) The auditor shall not be any member of the Committee.
d) The audit report must be presented and discussed in the Committee Meeting.