Preliminary blueprint-execsummary-eng2025-140325035020-phpapp02

E-1
Executive Summary
In October 2011, the Ministry of Education launched a
comprehensive review of the education system in Malaysia
in order to develop a new National Education Blueprint. This
decision was made in the context of rising international education
standards, the Government’s aspiration of better preparing
Malaysia’s children for the needs of the 21st
century, and increased
public and parental expectations of education policy. Over the
course of 11 months, the Ministry drew on many sources of input,
from education experts at UNESCO, World Bank, OECD, and six
local universities, to principals, teachers, parents, and students
from every state in Malaysia. The result is a preliminary Blueprint
that evaluates the performance of Malaysia’s education system
against historical starting points and international benchmarks.
The Blueprint also offers a vision of the education system and
students that Malaysia both needs and deserves, and suggests
11 strategic and operational shifts that would be required to
achieve that vision. The Ministry hopes that this effort will inform
the national discussion on how to fundamentally transform
Malaysia’s education system, and will seek feedback from across
the community on this preliminary effort before finalising the
Blueprint in December 2012.

Malaysia Education Blueprint 2013 - 2025
Executive Summary
E-2
Education plays a central role in any country’s pursuit of
economic growth and national development. There is no
better predictor of a nation’s future than what is currently
happening in its classrooms. In today’s global economy, a
nation’s success depends fundamentally on the knowledge,
skills and competencies of its people. It is no surprise that
nations with higher education levels tend to enjoy greater
economic prosperity. Education is also fundamental to
nation building and unity. It provides individuals with
the opportunity to improve their lives, become successful
members of the community and active contributors to
national development. Through interacting with individuals
from a range of socio-economic, religious and ethnic
backgrounds – and learning to understand, accept and
embrace differences – a shared set of experiences and
aspirations for Malaysia’s future can be built. It is through
these shared experiences and aspirations that a common
national identity and unity is fostered.
In recent years, the Malaysian education system has come
under increased public scrutiny and debate, as parents’
expectations rise and employers voice their concern regarding
the system’s ability to adequately prepare young Malaysians
for the challenges of the 21st
century. Given the nature of the
education system, it will take several years for fundamental
changes to be felt. This makes the need for ambitious actions
now both important and urgent.

E-3
Objectives and approach
of the review
This preliminary Education Blueprint (“Blueprint”) is the
result of extensive research and public engagement carried
out by the Ministry of Education (“Ministry”). The Blueprint
was developed with three specific objectives:
1. Understanding the current performance and
challenges of the Malaysian education system, with a
focus on improving access to education, raising standards
(quality), closing achievement gaps (equity), promoting
unity amongst students, and maximising system efficiency;
2. Establishing a clear vision and aspirations for
individual students and the education system as a whole
over the next 13 years; and
3. Outlining a comprehensive transformation
programme for the system, including key changes
to the Ministry which will allow it to meet new demands
and rising expectations, and to ignite and support overall
civil service transformation.
The approach to this Blueprint was ground-breaking.
Multiple perspectives were gathered from various experts
and international agencies to evaluate and assess the
performance of Malaysia’s education system. This includes
the World Bank, the United Nations Educational, Scientific,
and Cultural Organisation (UNESCO), the Organisation
for Economic Co-operation and Development (OECD), and
six local universities. The Ministry also worked with other
government agencies to ensure alignment with other public
policies related to education. For example, the Ministry
has worked closely with the Performance Management and
Delivery Unit (PEMANDU) to develop the Government
Transformation Programme (GTP) 2.0 initiatives on
education so they reflect the priority reforms in the Blueprint
from 2013 to 2015.
Furthermore, the Ministry engaged with the rakyat on a scale
never seen before. Over the course of a year, over 50,000
Ministry officials, teachers, principals, parents, students,
and members of the public across Malaysia, were engaged
via interviews, focus groups, surveys, National Dialogue
townhalls, and roundtable discussions. The Ministry also
appointed a 12-member Malaysian panel of experts, and
a 4-member international panel of experts to provide
independent input into the review findings.

Executive Summary
E-4
Significant and sustained
investments in education
The support and resources that a system provides to schools
play a critical role in how schools perform as they enable
teachers and principals to focus on their core business
of delivering effective teaching and learning. A country’s
investment in its education system is therefore an important
measure of its commitment.
The Malaysian Government has sustained high levels of
investment in education over the 55 years since
independence. As early as 1980, the Malaysian federal
government’s spending on primary and secondary education,
as a percentage of Gross Domestic Product (GDP), was the
highest in East Asia. In 2011, the amount spent, at 3.8% of
GDP or 16% of total government spending, was not only
higher than the OECD average of 3.4% of GDP and 8.7% of
total public spending respectively, but also at par with or
more than top-performing systems like Singapore, Japan,
and South Korea (Exhibit 1). In 2012, with an education
budget of RM37 billion, the Government has continued to
devote the largest proportion of its budget, 16% to the
Ministry. This demonstrates the very real commitment the
Government has to education as a national priority.
EXHIBIT 1
SOURCE: Ministry of Education Malaysia; OECD – Education at a Glance 2011; Singstat; Ministry of Finance Thailand; Ministry
of Finance Indonesia; Education Bureau of Hong Kong.
7
9
1111
1212
14
16
18
ChileMexico
OECD
average
8.7%
JapanIndonesia3Singapore3KoreaHong
Kong3
Malaysia3Thailand3
Percent (2008)
1 Includes operating expenditure and capital/development expenditure for basic education (primary and secondary)
2 Peers based on the following categorisation: Asian Tigers (Hong Kong, Singapore, S. Korea, Japan); SEA neighbours (Indonesia,
Thailand Singapore), and comparable GDP per capita (Mexico and Chile)
3 Data for 2010
Note: Data from 2008 or 2010 depending on latest available data
Basic education expenditure1 as a percentage of total government expenditure for Malaysia
and peers2
Dramatic progress on
improving access to
education
The education system has made tremendous progress since
1957. At the time of Independence, over half the population
had no formal schooling, while only 6% of Malaysian children
had been educated to secondary level, and a paltry 1% to the
post-secondary level. Five and a half decades later, access to
education has been transformed beyond recognition.
In 2011, Malaysia had achieved near universal enrolment at
the primary level at 94%, and the percentage of students who
dropped out of primary school had been significantly reduced
(from 3% in 1989 to just 0.2% in 2011). Enrolment rates at
the lower secondary level (Form 1 to 3) had risen to 87%. The
greatest improvement was undoubtedly at upper secondary
level (Form 4 to 5), where enrolment rates had almost doubled,
from 45% in the 1980s, to 78% in 2011. These enrolment
rates are even higher once enrolment in private schools is

E-5
factored in: 96% at primary, 91% at lower secondary, and 82%
at upper secondary level. These rates are higher than most
developing countries, although they are still lower than that of
high-performing education systems like Singapore and South
Korea. In parallel, there has been rapid expansion in preschool
education. Around 77% of students are now enrolled in some
form of preschool education (either public or private), and
the target is for universal enrolment through the Education
National Key Results Area (NKRA) in the GTP.
The significant improvement in access to education is echoed
by a similar improvement in attainment. Youth literacy
has risen from 88% in 1980 to near-universal literacy of
99% today, while adult literacy has increased even more
dramatically, from less than 70% to over 92% in the same
time frame. Further, the proportion of the adult population
(aged 15+) with no schooling has declined, from 60% in 1950
to less than 10% in 2010, while the proportion (aged 15+) that
has completed secondary education has risen from around 7%
in 1950 to almost 75% over the same time period (Exhibit 2).
These are achievements of which Malaysia can be proud.
EXHIBIT 2
33
35
38
41
43
41
38
33
39
26
22
18
15
13
19
24
31
39 39
51
56
59
61
6 8 9 10 13 151076
2010
9
2005
10
2000
12
1995
13
1990
15
1985
21
1980
28
3
1975
32
2
1970
37
2
1965
44
2
1960
50
2
1955
56
1
1950
60
1
No SchoolingPrimarySecondaryTertiary
Highest educational attainment of population aged 15 and above (1950-2010)
Percent of population
SOURCE: Barro and Lee, 2010 (Eurostat, UN)
System remains
committed to developing
students holistically
The Malaysian school curriculum is committed to developing
the child holistically along intellectual, spiritual, emotional,
and physical dimensions, as reflected in the National
Education Philosophy. Programmes and initiatives to develop
non-academic components are present both during formal
class time as well as through a variety of after-school co-
curricular activities. For example, Islamic Education or Moral
Education is compulsory for all students from Year 1 through
to Form 5. The Ministry also has a requirement that every
student participate in at least 1 sport, 1 club, and 1 uniformed
body activity as a means of fostering individual talents and
interests, along with building leadership skills. Available
data suggests that student enrolment in such co-curricular
activities is high.

Executive Summary
E-6
The National Education Philosophy
The National Education Philosophy for Malaysia, written
in 1988 and revised in 1996, enshrines the Ministry’s
and Government’s vision of education as a means for
the holistic development of all children: intellectually,
spiritually, emotionally, and physically.
“Education in Malaysia is an ongoing effort
towards further developing the potential of
individuals in a holistic and integrated manner, so
as to produce individuals who are intellectually,
spiritually, emotionally, and physically
balanced and harmonious, based on a firm
belief in and devotion to God. Such an effort is
designed to produce Malaysian citizens who are
knowledgeable and competent, who possess high
moral standards, and who are responsible and
capable of achieving high levels of personal well-
being as well as being able to contribute to the
harmony and betterment of the family, the society,
and the nation at large.”
Student cognitive
performance against
international standardS
A fundamental objective of any education system is to ensure
that its students are being equipped with the knowledge
and skills required for success in life. Historically, the
Malaysian education system, like others around the world,
has emphasised the development of strong content knowledge
in subjects such as science, mathematics, and language. There
is, however, increasing global recognition that it is no longer
enough for a student to leave school with the 3 Rs (Reading,
wRiting & aRithmetic). The emphasis is no longer just on
the importance of knowledge, but also on developing higher-
order thinking skills.
While Malaysian student performance has improved over
several decades, those remarkable gains may be at risk in
both relative and absolute terms. Firstly, other systems are
improving student performance more rapidly, and have found
ways to sustain that momentum. The gap between Malaysia’s
system and these others is therefore growing. Secondly,
international assessments suggest that Malaysian student
performance is declining in absolute terms.
Over the past two decades, international student assessments,
such as the Programme for International Student Assessment
(PISA) and the Trends in International Mathematics and
Science Study (TIMSS), have emerged as a means of directly
comparing the quality of educational outcomes across
different systems. These assess a variety of cognitive skills
such as application and reasoning.
When Malaysia first participated in TIMSS in 1999, its
average student score was higher than the international
average in both Mathematics and Science. By 2007, the
last published cycle of results, the system’s performance
had slipped to below the international average in both
Mathematics and Science with a commensurate drop in
ranking. Critically, 18% and 20% of Malaysia’s students failed
to meet the minimum proficiency levels in Mathematics and

E-7
Science in 2007, a two to fourfold increase from 7% and
5% respectively in 2003. These students were identified as
possessing only limited mastery of basic mathematical and
scientific concepts.
The results from PISA 2009+ (the first time Malaysia
participated in this assessment) were also discouraging, with
Malaysia ranking in the bottom third of 74 participating
countries, below the international and OECD average (Exhibit
3). Almost 60% of the 15-year-old Malaysian students who
participated in PISA failed to meet the minimum proficiency
level in Mathematics, while 44% and 43% did not meet
the minimum proficiency levels in Reading and Science
respectively. A difference of 38 points on the PISA scale is
equivalent to one year of schooling. A comparison of scores
shows that 15-year-olds in Singapore, South Korea, Hong
Kong, and Shanghai are performing as though they have had
3 or more years of schooling than 15-year-olds in Malaysia.
Excellent examples exist
across the system
While the most recent TIMSS and PISA results are a cause
for concern, there are still numerous instances of students
and schools across Malaysia that are performing on a level
comparable to international standards, in terms of both
academic and non-academic measures. Exhibit 4 offers a
snapshot of some of these achievements. The Ministry also
has awarded 66 schools with the designation of being a
High Performing School (HPS). These are the best schools
in Malaysia that have a distinctive character, consistently
produce excellent academic and non-academic student
outcomes, and are capable of competing internationally.
The system also has examples of schools, districts, and
states that are improving at an unprecedented pace. For
example, five years ago, Johor was one of the bottom five
states in its performance on the Year 6 Primary School
Education Test or Ujian Penilaian Sekolah Rendah (UPSR)
national examination. The state launched a comprehensive
school improvement programme and was able to turn its
performance around in just five years. Johor is now in the top
third of all states in terms of student performance. Similarly,
there are remote schools, like SK Ulu Lubai in Sarawak and
SK Bakalalan in Sabah, both of which support low-income
communities, that have swept Commonwealth Good Practice
Awards for their impressive turnaround efforts. This suggests
that there are opportunities to learn from these examples,
and scale up good practices to the rest of the system.

Executive Summary
E-8
EXHIBIT 3
Comparison of Malaysia’s PISA 2009+ ranking
against other countries
18 United Kingdom 494
19 Germany 497
OECD Average
Reading1 Mathematics2 Science3
Regional
peers
Rank Country
Mean
score Rank Country
Mean
score Rank Country
Mean
score
1 Shanghai-China 556
2 Korea 539
3 Finland 536
4 Hong Kong 533
5 Singapore 526
55 MALAYSIA 414
62 Indonesia 402
1 Shanghai-China 575
2 Finland 554
3 Hong Kong 549
4 Singapore 542
5 Japan 539
1
2
3
4
5
Shanghai-China
Singapore
Hong Kong
Korea
Taiwan
600
562
555
546
543
52 Thailand 419
68 Indonesia 371
42 Russian Fed. 459
43 Chile 449
International Average
53 Thailand 421
57 MALAYSIA 404
41 Croatia 460
42 Israel 447
51 Thailand 425
66 Indonesia 383
52 MALAYSIA 422
40 Greece 470
41 Malta 461
3
SOURCE: PISA 2009+
Slovak Republic
20 Austria 496
21 497
20 Ireland 508
21 Czech Republic 500
……………
……………
OECD Average OECD Average
Note: Countries are ranked in descending order of the percentage of top performers (Level 5 or 6)
……………

E-9
Challenges remain in
achieving equitable
student outcomes
An equally important objective for the system is to ensure
that student outcomes are equitable. Unfortunately, to
date, the outcomes have been uneven. States with a higher
proportion of rural schools, like Sabah and Sarawak, on
average, perform poorer than states with less rural schools.
In the UPSR examinations, the gap between urban and rural
schools is 4 percentage points in favour of urban schools.
By the Malaysian Certificate of Education or Sijil Pelajaran
Malaysia (SPM), the gap has grown to 8 percentage
points. Both these gaps, however, have reduced by 5 and 2
percentage points respectively over the past six years.
The achievement gap between National and National-type
primary schools is also closing. The difference between
National schools or Sekolah Kebangsaan (SK) and National-
type Chinese schools or Sekolah Jenis Kebangsaan (Cina)
(SJK(C)s) is insignificant. Over the past 5 years, National-
type Tamil schools or Sekolah Jenis Kebangsaan (Tamil)
(SJK(T)s) have more than halved the gap between themselves
and both SJK(C)s and SKs, and are now less than 4
percentage points behind.
In contrast, the gender gap is both significant and increasing,
having widened over the last five years. Girls consistently
outperform boys at every level; the gap in performance is
already evident at UPSR level and increases over a student’s
lifetime up to university level, where females comprise
approximately 70% of the cohort. While this phenomenon is
not unique to Malaysia, it does require attention to ensure
that the country does not have a cohort of “lost boys” who
either leave school early or with low attainment levels.
Finally, the largest equity gaps remain socio-economic in origin.
This has been observed using three proxies: parents’ highest
level of educational attainment, states’ average household
income, and the percentage of students receiving basic financial
assistance under the Poor Students’ Trust Fund, or Kumpulan
Wang Amanah Pelajar Miskin (KWAPM). For all three proxies,
TIMSS and PISA International
Assessments
TIMSS is an international assessment based on the
Mathematics and Science curricula of schools around
the world. It assesses students in Grades 4 (the
Malaysian equivalent is Year 4) and 8 (the Malaysian
equivalent is Form 2) along two aspects: content such as
algebra and geometry, and cognitive skills, namely the
thinking processes of knowing, applying, and reasoning.
The test was first administered in 1995. Today, over
59 countries participate in the assessment which is
conducted every four years. Malaysia has participated in
TIMSS since 1999, although only with Form 2 students.
PISA, co-ordinated by the OECD, is another widely
recognised international assessment. Conducted
every three years, PISA aims to evaluate proficiency in
Reading, Mathematics, and Science in students aged
15 years old. Its focus is not on curriculum content, but
on students’ ability to apply their knowledge in real-
world settings. Participant countries extend beyond
OECD members, with 74 countries taking part in the
most recent assessment in 2009. Malaysia participated
for the first time in 2010, as part of the 2009 PISA
assessment cycle.

Executive Summary
E-10
EXHIBIT 4
Examples of Malaysian students’ international achievements
SOURCE: Educational Policy, Planning and Research Division, Sports Division
1 Australian-based independent diagnostic assessments conducted annually
68 Malaysian students achieved a total of 94 gold
medals and were commended as being of
world-class standard.
A 17-year-old emerged as the first Malaysian champion.
The Malaysian team of 15 performers won the Gold and
Silver Diploma prizes.
Malaysia was the overall champion, a second win in
two consecutive years.
Stellar performance by a Form 4 student who clinched the first gold medal for
Malaysia. Another four students attained commendable results.
May
2012
Jul
2011
Dec
2010
Nov
2009
2nd International Folk Song and Dance Festival,
Georgia
English Speaking Union International Public
Speaking Competition, London
52nd International Mathematical Olympiad,
Netherlands
International Competitions and
Assessments for Schools (ICAS)1
World Robot Olympiad (WRO), South
Korea
The Malaysian team of 200 athletes bagged a total of 100 medals,
claiming the third spot overall
Jun
2012
4th ASEAN School Games, Indonesia
Team of 36 clinched second place overall, winning a total of 6 gold,
2 silver, and 3 bronze medals.
ASEAN Primary School Sports Olympiad,
Indonesia
Oct
2011
A Malaysian student attained a gold medal and special prize
awarded by the European Physics Society.
42nd International Physics Olympiad,
Thailand
The Malaysian team of 16 players won 3 gold medals and
4 silver and bronze medals respectively.
5th Asian Schools Badminton Championship,
Hong Kong
Jul
2012
Two 14-year old students bagged third prize in the
competition.
Genius Olympiad 2012 International High School
Project Fair on Environment, New York
The Malaysian team won a gold medal for their invention.8th International Exhibition for Young Inventors, Thailand
The Malaysian team won a gold model in the category of
education inventions
The Invention and New Product Exposition, USA

E-11
the evidence consistently demonstrates that students from
poor families are less likely to perform as well as students from
middle-income or high-income homes. As Exhibit 5 illustrates,
only 7% of Band 1 and 2 schools have student populations where
more than a third receive KWAPM, as compared to 69% of
under-performing Band 6 and 7 schools.
EXHIBIT 5
Distribution of student population receiving KWAPM1 by school band
Percent of schools (2011)
1 Only primary schools were included, with the exception of 1,060 schools in Sabah and 418 schools in other states due
to incomplete data
SOURCE: Finance Division; National Key Result Area; EMIS database
18
25
1775
56
31
100% =
Poor schools,
Band 6&7
42
52
Average schools,
Band 3,4,5
3,858
19
Good schools,
Band 1&2
2,296
7
Schools with <1/3
students receiving
KWAPM
Schools with 1/3-2/3
students receiving
KWAPM
Schools with >2/3
students receiving
KWAPM
Range of schooling
options are creating
ethnically-homogeneous
environments
With many public and private schooling options at the primary
and secondary levels, the Malaysian education system provides
an unparalleled degree of choice for parents. Concern has
grown over the increasing ethnic homogenisation of schools,
and the reduced opportunities for interaction with individuals
from wide a range of backgrounds that homogenisation
may lead to. These interactions are important as they help
individuals develop a shared set of experiences and aspirations
for Malaysia’s future, through which a common national
identity and unity are forged.
The best available data shows that more Indian and Chinese
students enrolled in National-type primary schools in 2011,
in comparison to enrolment 10 years ago. The proportion
of Chinese students enrolled in SJK(C)s increased from
92% in 2000 to 96% in 2011. The shift for Indian students
Image by Yiie, Flickr CC 2.0

Executive Summary
E-12
was even more dramatic, showing an increase from 47%
to 56% enrolment in SJK(T)s. As such, 90% of students in
SKs are now ethnically Bumiputera. At the secondary level,
the presence of a single secondary school format, Sekolah
Menengah Kebangsaan (SMK), does create convergence.
Nevertheless, there are still students who receive limited
exposure to diversity, such as a child who transfers from a
SJK(C) to an Independent Chinese school, or one who moves
from an SK to a religious secondary school.
To achieve unity, it is imperative for students to interact
with and learn from fellow students and teachers of every
ethnicity, religion, culture, and socio-economic background.
The Ministry has programmes like the Student Integration
Plan for Unity, or Rancangan Integrasi Murid Untuk
Perpaduan (RIMUP) which fosters interaction across
different school types through co-curricular activities. A
review by the Schools Inspectorate and Quality Assurance or
Jemaah Nazir dan Jaminan Kualiti (JNJK) found that where
RIMUP was run, there was good evidence of inter-ethnic
mixing both inside and outside the classroom. However,
funding for RIMUP has dropped significantly, reducing the
frequency and intensity of these programmes.
Return on investment is
not as high as desired
Malaysia’s consistently high levels of expenditure on
education have resulted in almost universal access to
primary education, and significant improvements in access
to secondary education. However, there remains room for
improvement on the dimensions of quality, equity, and unity.
Exhibit 6 compares the performance of different countries
in international assessments with their education spending
per student. The difference between each performance band
(Poor, Fair, Good, Great, and Excellent) represents the
equivalent of one year of schooling. Data as of 2010 indicates
that Malaysia’s performance lags behind other countries that
have similar or lower levels of expenditure per student, such
as Thailand, Chile, and Armenia. This suggests that the system
may not be allocating funds towards the factors that have
the highest impact on student outcomes, such as the training
and continuous upskilling of teachers. High-performing
systems like Singapore, South Korea, and Shanghai, however,
do spend more per student than Malaysia. The education
system is also about to embark on a major transformation
effort. Consequently, Malaysia’s expenditure levels should be
maintained but the efficiency and effectiveness of how funds
are allocated and spent should be reviewed.
Image by Yiie, Flickr CC 2.0

E-13
EXHIBIT 6
Country performance in international assessments relative to
public spend per student
SOURCE: World Bank EdStats; IMF; UNESCO; PISA 2009+, TIMSS 2007; PIRLS 2006; Global Insight; McKinsey & Company
1 Universal scale based on Hanushek & Woessmann methodology, to enable comparison across systems.
2 Public spend per student for basic education (pre-school, primary, and secondary school levels) for 2008 current prices
Note: Malaysia 2008 public spend is US$3000
per student
370
Public spend per student2, PPP units
7,000–
8,000
8,000–
9,000
Excellent
3000–
4,000
2,000–
3,000
1,000–
2,000
0–1,000
327
10,000+9,000–
10,000
4,000–
5,000
Kyrgyzstan
6,000–
7,000
Poor
Fair
Good
Great
478
560
540
500
480
440
420
320
0
580
520
460
380
340
400
360
455
Kazakhstan
Morocco
Thailand
Colombia
Tunisia 397
441
Argentina
Chile
Mexico
Romania
Malaysia2
412
489
Bulgaria
Slovak Republic
Russia
Serbia
422
578
Croatia
Poland
Chinese
Taipei
Shanghai
544
458
Australia
Czech
Republic
Israel
Korea, Rep.
Singapore
458
547
Japan
Hong Kong
Portugal
New Zealand
Macao
SAR, China
402
531
France
Germany
Spain
530
486
Canada
Italy
Ontario
Slovenia
464
545
Finland
Ireland
UK
483
531
Netherlands
USA
Luxembourg
Belg.Flanders
5,000–
6,000
Armenia
El Savador
Philippines
Syria
Panama
Moldova
Algeria Mauritius
Turkey Iran
Lithuania
Botswana
Oman
Latvia
Hungary
Estonia
Malta
Cyprus
Iceland
Sweden
Switzerland
Denmark
Norway
Belg. CFB
Austria
Saudi Arabia
Uruguay
Azerbaijan
Indonesia
Ghana
Georgia
Jordan
W. Cape
Bahrain
Greece
Kuwait
Universal scale score1 2009 (max, median, min)

Executive Summary
E-14
Aspirations for the
Malaysian Education
System and Malaysian
students
In order to properly address the needs of all Malaysians, and
to prepare the nation to perform at an international level,
it is important to first envision what a highly-successful
education system must accomplish, particularly in the
Malaysian context. What kinds of students are best-prepared
to meet the challenges of a 21st
century economy? What
kind of education prepares them for this rapidly globalising
world? These aspirations comprise two aspects: firstly, those
for the education system as a whole, and secondly, those
for individual students. This vision, and these aspirations,
will set the stage for the transformation of the Malaysian
education system.
System aspirations
There are five outcomes that this Blueprint aspires to for
the Malaysian education system as a whole: access, quality,
equity, unity, and efficiency (Exhibit 7). These outcomes are
in line with the aspirations articulated by participants during
the National Dialogue, and are comparable to outcomes set
by other high-performing education systems. Action across
all five areas is important, and no initiative in one area should
detract from or undermine progress in another.
▪▪ Access: Every child in Malaysia deserves equal access
to an education that will enable that child to achieve his
or her potential. The Ministry thus aspires to ensure
universal access and full enrolment of all children from
preschool through to upper secondary school level (Form
5) by 2020.
▪▪ Quality: All children will have the opportunity to
attain an excellent education that is uniquely Malaysian
and comparable to the best international systems. The
aspiration is for Malaysia to be in the top third of countries
in terms of performance in international assessments,
as measured by outcomes in TIMSS and PISA, within
15 years. (TIMSS and PISA currently test for literacy,
Mathematics, and Science only. Additional assessments
that address other dimensions of quality that are relevant
to the Malaysian context may be included as they are
developed and become accepted international standards).
▪▪ Equity: Top-performing school systems deliver the best
possible education for every child, regardless of geography,
gender, or socio-economic background. The Ministry
aspires to halve the current urban-rural, socio-economic,
and gender achievement gaps by 2020.
▪▪ Unity: As students spend over a quarter of their time in
school from the ages of 7 t0 17, schools are in a key position
to foster unity. Through interacting with individuals from a
range of socio-economic, religious, and ethnic backgrounds—
and learning to understand, accept and embrace
differences—a shared set of experiences and aspirations for
Malaysia’s future can be built. The Ministry aspires to create
a system where students have opportunities to build these
shared experiences and aspirations that form the foundation
for unity.
▪▪ Efficiency: The Malaysian education system has always
been well-funded, yet improvements in student outcomes
have not always matched the resources channelled into
the system. While the Government will maintain current
levels of investment, the aspiration is to further maximise
student outcomes within the current budget levels.

E-15
EXHIBIT 7
Five system aspirations for the Malaysian education systemFive system aspirations for the Malaysian education system
Access from pre-school to upper secondary by 2020
100% enrolment across all levels
Quality assessments such as PISA and TIMSS in 15 years
Top third of countries in international
Equity (urban-rural, socioeconomic and gender) by 2020
50% reduction in achievement gaps
Unity
An education system that gives children shared values
and experiences by embracing diversity
Efficiency
A system which maximises student outcomes within
current budget

Executive Summary
E-16
Student aspirations
Beyond these system-wide outcomes, stakeholders were also
very clear on what “quality” should like at the individual
level. In a nutshell, educators, parents, students, and other
members of the public were united in a vision of education
as a vehicle for the holistic development of children–
intellectually, spiritually, emotionally, and physically.
This is the same vision that has underscored all education
improvement efforts since the National Education Philosophy
for Malaysia was written in 1988.
Looking ahead, the Blueprint will continue to use the
National Education Philosophy’s vision of a balanced
education as its foundation for individual student aspirations.
It has also drawn on learnings from other high-performing
systems to develop a refined articulation of the specific
skills and attributes that students would need to thrive in
tomorrow’s economy and globalised world (Exhibit 8):
▪▪ Knowledge: At the most basic level, every child will be
fully literate and numerate. Beyond this, it is important
that students master core subjects such as Mathematics
and Science, and are informed with a rounded general
knowledge of Malaysia, Asia, and the world—their
histories, people, and geography. Students will also be
encouraged to develop their knowledge and skills in other
areas such as the arts, music, and sports.
▪▪ Thinking skills: Every child will learn how to continue
acquiring knowledge throughout their lives (instilling
a love for inquiry and lifelong learning), to be able
to connect different pieces of knowledge, and, most
importantly in a knowledge-based economy, to create new
knowledge. Every child will master a range of important
cognitive skills, including problem-solving, reasoning,
creative thinking, and innovation. This is an area where
the system has historically fallen short, with students
being less able than they should be in applying knowledge
and thinking critically outside familiar academic contexts.
▪▪ Leadership skills: In our increasingly inter-connected
world, being able to lead and work effectively with others
is critical. The education system will help every student
reach his or her full potential by creating formal and
informal opportunities for students to work in teams, and
to take on leadership roles. In the context of the education
system, leadership encompasses four dimensions:
entrepreneurship, resilience, emotional intelligence, and
strong communication skills.
▪▪ Bilingual Proficiency: Every child will be, at minimum,
operationally proficient in Bahasa Malaysia as the national
language and language of unity, and in English as the
international language of communication. This means
that upon leaving school, the student should be able to
work in both a Bahasa Malaysia and English language
environment. The Ministry will also encourage all students
to learn an additional language.
▪▪ Ethics and Spirituality: The education system will
inculcate strong ethics and spirituality in every child to
prepare them to rise to the challenges they will inevitably
face in adult life, to resolve conflicts peacefully, to employ
sound judgement and principles during critical moments,
and to have the courage to do what is right. The education
system also seeks to nurture caring individuals who
gainfully contribute to the betterment of the community
and nation.
▪▪ National identity: An unshakeable sense of national
identity, tied to the principles of the Rukunegara, is
necessary for Malaysia’s success and future. Every
child will proudly identify as Malaysian, irrespective of
ethnicity, religion or socio-economic status. Achieving
this patriotism requires that every child understands the
country’s history, and share common aspirations for the
future. Establishing a true national identity also requires a
strong sense of inclusiveness. This can be achieved through
not only learning to understand and accept diversity, but
to embrace it.

E-17
EXHIBIT 8
Six key attributes needed by every student to be globally
competitiveSix key attributes needed by every student to be globally competitive
nowledgeK
hinking
skills
T
eadership
skills
L ilingual
proficiency
B
thics and
spiritualityE
ational identityN
Every student will have …
… aligned with the National Education Philosophy

Executive Summary
E-18
Eleven shifts to
transform the system
Over the course of the past year, the Ministry has sought input
from a broad range of stakeholders, from educationists and
academics to parents and students, on what would be required
to deliver on the aspirations identified above. Given the volume
of input, there was a surprisingly high degree of consensus on
some topics such as the importance of raising the quality of
teachers. There were also topics, such as the future of language
education, where there were mixed responses.
The Ministry reviewed these suggestions carefully, and
integrated them into the Blueprint based on four criteria.
Firstly, any action undertaken had to contribute to the
system and student aspirations described above. This meant
that initiatives that delivered one outcome at the expense
of another, or that would lead to a different aspiration,
were deprioritised. Secondly, the Ministry drew on
international evidence to identify and prioritise the factors
that would make the most difference in system and student
improvement. Thirdly, the proposals had to be relevant
to the system’s starting point and be within the Ministry’s
ability to deliver. Initiatives were thus sequenced to evolve
in complexity as the capabilities and capacity of the Ministry
officers, teachers, and school leaders were developed.
Fourthly, the benefits of implementing the proposal had to
outweigh the financial and operational downsides.
The Ministry has identified 11 shifts that will need to occur
to deliver the step change in outcomes envisioned by all
Malaysians. Each shift will address at least one of the five
system outcomes of access, quality, equity, unity, and
efficiency, with quality as the common underlying focus
across all shifts due to the fact that this is the dimension
which requires the most urgent attention. Some of these
shifts represent a change in strategy and direction. Others
represent operational changes in the way the Ministry and
schools have historically implemented existing policies.
Regardless of whether it is a strategic or operational shift,
they all represent a move away from current practices.
Collectively, these shifts address every stakeholder and the
main concerns of the public. The Ministry hopes that this
inclusiveness will provide the basis for a common focus that
can be embraced by all Malaysians. The following section
summarises each of these shifts and provides examples of
game-changing initiatives that will be launched.
Image by esharkj, Flickr CC 2.0

E-19
Eleven shifts to transform the system
PROVIDE
EQUAL
ACCESS TO
QUALITY
EDUCATION
OF AN INTER-
NATIONAL
STANDARD
▪ Benchmark the
learning of languages,
Mathematics and
Science to
international standards
▪ Launch new
Secondary (KSSM) and
revised Primary
Curriculum (KSSR) in
2017
▪ Revamp examinations
and assessments to
increase focus on
testing higher-order
thinking skills by 2016
▪ Raise quality of
preschools and push
to 100% enrolment by
2020
▪ Move from 6 to 11
years of compulsory
schooling, starting at
age 6+; supported by
retention initiatives and
job-ready vocational
training
▪ Increase investment in
physical and teaching
resources for students
with specific needs
ENSURE EVERY
CHILD IS
PROFICIENT IN
BAHASA
MALAYSIA AND
ENGLISH
LANGUAGE
▪ Introduce a common
Bahasa Malaysia
curriculum at the
primary level, with
earlier intensive
remedial support for
students that struggle
to allow for removal of
peralihan class
▪ Expand the LINUS
programme to include
English language
literacy
▪ Upskill English
language teachers and
expand opportunities
for greater exposure to
English language
▪ Encourage every child
to learn an additional
language by 2025
DEVELOP
VALUES-DRIVEN
MALAYSIANS
▪ Strengthen civics
elements by making
community service a
pre-requisite to
graduation by 2017
▪ Enhance Islamic and
Moral Education with
greater focus on core
values and underlying
philosophies of major
religions by 2017
▪ Develop students
holistically by
reinforcing requirement
to participate in 1 Sport,
1 Club and 1 Uniformed
Body
▪ Enhance and expand
RIMUP from 2016 to
facilitate interaction
across school types,
ethnicities and socio-
economic groups
TRANSFORM
TEACHING INTO
THE
PROFESSION OF
CHOICE
▪ Raise entry bar for
teachers from 2013 to
be amongst top 30% of
graduates
▪ Upgrade the quality and
personalisation of CPD
from 2013 with greater
emphasis on school-
based training
▪ Focus teachers on their
core function of
teaching from 2013 by
reducing administration
burdens
▪ Implement competency
and performance-based
career progression by
2016
▪ Enhance pathways for
teachers into
leadership, master
teaching and subject
specialist roles by 2016
▪ Peer-led culture of
excellence and
certification process by
2025
▪ Competency-based
selection criteria and
enhanced succession
planning processes for
principals from 2013
▪ New Principal Career
Package rolled-out in
waves from 2013, with
greater support (for
example via coaches,
on-boarding
programmes), greater
operational flexibility
for school
improvement,
curriculum and co-
curricular planning,
and sharper
accountability for
improving student
outcomes
ENSURE HIGH-
PERFORMING
SCHOOL
LEADERS IN
EVERY SCHOOL
1 2 3 4 5SHIFT
SHIFTS

Executive Summary
E-20
EMPOWER
JPNs, PPDs,
AND SCHOOLS
TO CUSTOMISE
SOLUTIONS
BASED ON
NEED
▪ Accelerate school
improvement through
systematic, district-
led programmes in all
states by 2014
▪ Allow greater school-
based management
and autonomy,
including greater
operational flexibility
over budget
allocation and
curriculum
implementation,
starting with the best
performing and most
improved schools
▪ Ensure 100% of
schools meet basic
infrastructure
requirements by
2015, starting with
Sabah and Sarawak
TRANSFORM
MINISTRY
DELIVERY
CAPABILITIES
AND CAPACITY
▪ Empower JPNs and
PPDs through greater
decision making
power over budget
and personnel while
also holding them
accountable for
common KPIs from
2013
▪ Deploy almost 2,500
more personnel from
Head Office and JPNs
to PPDs to better
support schools by
2014
▪ Strengthen leadership
capabilities in pivotal
150-200 leadership
roles from 2013
▪ Strengthen key central
functions and
rationalise structure of
Ministry from 2016
PARTNER WITH
PARENTS,
COMMUNITY,
AND PRIVATE
SECTOR AT
SCALE
▪ Equip every parent to
support their child's
learning via a parent
engagement toolkit
and online access to
their child's in-school
progress (SAPS
system)
▪ Invite every PIBG to
provide input on
contextualisation of
curriculum and teacher
quality from 2016
▪ Expand Trust School
model to 500 schools
by 2025 by including
alumni groups and
NGOs as potential
sponsors
MAXIMISE
STUDENT
OUTCOMES
FOR EVERY
RINGGIT
▪ Link every programme
to clear student
outcomes and
annually rationalise
programmes that have
low impact; align to
government’s overall
shift towards
outcome-based
budgeting
▪ Capture efficiency
opportunities, with
funding reallocated to
the most critical areas
such as teacher
training and upskilling
INCREASE
TRANS-
PARENCY
FOR DIRECT
PUBLIC
ACCOUNT-
ABILITY
▪ Publish an annual
public report on
progress against
Blueprint targets and
initiatives, starting for
the year 2013
▪ Conduct
comprehensive stock-
takes in 2015, 2020
and 2025 to ensure
Blueprint remains
relevant by
incorporating
stakeholder feedback
and accounting for an
ever evolving external
environment
LEVERAGE
ICT TO
SCALE UP
QUALITY
LEARNING
ACROSS
MALAYSIA
▪ Provide internet
access and virtual
learning environment
via 1BestariNet for all
10,000 schools by
2013
▪ Augment online best
practices content
starting with a video
library of best
teachers delivering
lessons in critical
subjects in 2013
▪ Maximise use of ICT
for distance and self-
paced learning to
expand capacity and
allow for more
customised learning
6 7 8 9 01 11

E-21
party to build parents’ confidence. The Ministry will also
set and monitor performance targets for its performance on
the PISA and TIMSS international assessments. Additional
assessments that address other dimensions of quality that are
relevant to the Malaysian context may be added as they are
developed, and become accepted international standards.
Launch new Secondary School Standard Curriculum
or Kurikulum Standard Sekolah Menengah (KSSM) and
revised Primary School Standard Curriculum or
Kurikulum Standard Sekolah Rendah (KSSR) in 2017. The
school curriculum at both primary and secondary levels will
be revised to embed a balanced set of knowledge and skills
such as creative thinking, innovation, problem-solving, and
leadership. This curriculum will still stress student-centred
and differentiated teaching, but have a greater emphasis on
problem-based and project-based work, a streamlined set
of subjects or themes, and formative assessments. The new
curriculum will also support an accelerated learning pathway
for high-performing students to complete SPM in four rather
than five years, and UPSR in five rather than six years.
Additionally, clear learning standards will be laid out so
that students and parents understand the progress expected
within each year of schooling.
Revamp national examinations and school-based
assessments to gradually increase percentage of
questions that test higher-order thinking. By 2016,
higher-order thinking questions will make up 80% of
questions for UPSR, 80% of the Form 3 central assessment,
75% of the questions for SPM core subjects and 50% of
the questions for SPM elective subjects. This change in
examination design means that teachers will focus less on
predicting what topics and questions will come out and
drilling for content recall. Instead, students will be trained
to think critically and to apply their knowledge in different
settings. Similarly, school-based assessments will also shift
their focus to testing for higher-order thinking skills.
Raise quality of all preschools and encourage
universal enrolment by 2020. Every child aged 5+ will
be enrolled in a registered preschool, be it public or private.
Low-income families that would otherwise not be able to
Shift 1: Provide equal access to quality
education of an international standard
Why it is needed: The foundation for the success of a
school system lies in its definition of what its students
must know, understand, and be able to do. Malaysian
students have historically excelled at reproducing
subject content. However, this skill is less valuable in
today’s ever-changing economy. Instead, students need
to be able to reason, to extrapolate, and to creatively
apply their knowledge in novel, unfamiliar settings. They
also need attributes such as leadership to be globally
competitive. As the TIMSS and PISA international
assessments have demonstrated, our students struggle
with higher-order thinking skills. Surveys of Malaysian
and multinational companies also suggest that our
students fall short on the soft skills looked for by
prospective employers.
At the same time, education is often seen as an enabler
for social mobility, enabling children born in poor
families to earn higher incomes as adults. As long as
socio-economic status remains the greatest predictor of
academic success, and the factor behind the largest of
all student outcome gaps in Malaysia, this promise will
remain elusive for many Malaysians.
What success will look like. Firstly, standards for student
outcomes and learning practices will be benchmarked
and aligned with that of high-performing education
systems so that the students Malaysia produce are
globally competitive. Secondly, students who need
more help will be given access to the right levels of
support to succeed at school.
Benchmark the learning of languages, Mathematics,
and Science to international standards. Every student
will receive a strong grounding in literacy and numeracy—
the foundational skills for all further learning—as well as in
Science, a key growth area for the Malaysian economy. They
will be taught a curriculum that has been benchmarked to
the standards of high-performing education systems, and
this benchmarking will be validated by an independent

Executive Summary
E-22
afford preschool will receive need-based financial support
from the Ministry. All preschools will follow a set of national
quality standards, including a provision that every preschool
teacher has a minimum diploma qualification. These schools
will also be inspected regularly by the Ministry or the Early
Childhood Care and Education Council of Malaysia to ensure
that they meet minimum standards.
Move from 6 to 11 years of compulsory schooling,
starting at age 6+, supported by targeted retention
programmes and job-ready vocational training.
By 2020, every student will leave formal schooling with a
minimum SPM or equivalent vocational qualification. This
means that compulsory schooling will increase from 6 to
11 years, and that approximately 5%, 10%, and 20% more
students will be enrolled at the primary, lower, and upper
secondary levels respectively (based on 2011 enrolment
numbers for public and private schools). Students who are
at risk of dropping out will be supported through a variety
of retention initiatives, from remedial coaching to parent
and student counselling. Students will also be able to choose
from a variety of education pathways based on their specific
interests and potential. This includes expanded vocational
streams that offer industry-recognised qualifications and
hands-on practicum opportunities, through close partnerships
with the private sector.
Increase investment in physical and teaching
resources for students with specific needs. Students
from indigenous and other minority groups, as well as students
with physical or learning disabilities, will receive more support
in order to level the playing field. By 2025, these students
will all go to schools with the facilities and equipment needed
to create a conducive and supportive learning environment.
They will be taught by teachers who have received additional
training to help them understand their students’ specific
contexts and challenges, and the teaching strategies required
to address them. These students will also be supported by an
expanded network of counsellors, therapists, and teaching
assistants, as required.
Shift 2: Ensure every child is proficient
in Bahasa Malaysia and English
language
Why it is needed: Malaysia’s multicultural society
makes it a natural environment for producing students
who are proficient in more than one language. The
current system produces commendably strong Bahasa
Malaysia learning outcomes. There is widespread
operational proficiency in Bahasa Malaysia among
students, with 75% students achieving a minimum
credit in the 2010 SPM examination. Bahasa Malaysia
also consistently shows the strongest pass rates out
of the core subjects in the UPSR, Lower Secondary
Evaluation or Penilaian Menengah Rendah (PMR), and
SPM examinations. Operational proficiency in English is,
however, much lower. Only 28% of students achieved a
minimum credit in the 2011 SPM English paper against
Cambridge 1119 standards. Poor English proficiency
among fresh graduates has, since 2006, also been
consistently ranked as one of the top five issues facing
Malaysian employers.
As the ethnic groups move through different primary
schools, there are differences in outcomes by ethnicity.
Bumiputera students perform very strongly on Bahasa
Malaysia proficiency with 84% achieving a minimum
credit at SPM, in contrast to 63% of Chinese students,
and 57% of Indian students. For English, only 23%
Bumiputera, 42% Chinese, and 35% Tamil students
score at a level equivalent to a Cambridge 1119
credit or above (all results based on the 2010 SPM
examination).
What success will look like: Boosting all students’
proficiency in Bahasa Malaysia and English language
will be the most immediate priority. After three years of
schooling, every child will achieve 100% basic literacy
in Bahasa Malaysia and English language. By the end
of Form Five, 90% of students will score a minimum
of a credit in SPM Bahasa Malaysia, and 70% in SPM
English (against Cambridge 1119 standards). Further,

E-23
the provision of other language subjects at all primary
and secondary schools will be strengthened so that
every child can have the opportunity to learn an
additional language by 2025.
Introduce a standard Bahasa Malaysia curriculum at
the primary level, with intensive remedial support
for struggling students. Every primary school student,
regardless of whether they are in a National or National-
type school, will use a standard Bahasa Malaysia curriculum
starting from the Year 4 cohort in 2014. At National-type
schools, students who are struggling to cope with this change
will receive remedial after-school Bahasa Malaysia classes
from Years 4 to 6 (after the completion of the Literacy and
Numeracy Screening (LINUS) 2.0 programme). The objective
is to intervene early and often to allow for the removal of the
“Remove” or Peralihan class from 2017 onwards.
Expand the LINUS programme to include English
literacy. Every student in Years 1 to 3 will be screened
twice a year to determine if they are progressing in Bahasa
Malaysia and English literacy at an expected pace. Students
who fall behind will be given remedial coaching until they
are able to return to the mainstream curriculum. Teachers
working with such students will also receive dedicated
coaching from district level teacher coaches.
Upskill English teachers and expand opportunities
for greater exposure to the language. Every student will
be taught English by a teacher who is proficient according
to international standards. This will be achieved by having
all 70,000 English teachers pass the Cambridge Placement
Test (CPT) within two years. Teachers who have yet to meet
this standard will receive intensive upskilling. Beyond that,
students will have greater exposure to the language, for
example via an expanded, compulsory English Literature
module at the secondary level. International research
indicates that more exposure time than the current 15-20% is
required for students to achieve operational proficiency.
Encourage every child to learn an additional
language by 2025. Currently, many students already learn
additional languages apart from Bahasa Malaysia and English
language, which equip them well for entering the workforce in
a globalising world. The aspiration is therefore for every child
to have the opportunity to learn an additional language from
primary through to secondary school. During the early years,
the Ministry will focus on building up its cadre of Chinese,
Tamil, and Arabic language teachers to ensure that the supply
of teachers matches student demand. As the system builds
up capacity and capability, the Ministry will also expand
the provision of other important languages such as Spanish,
French, and Japanese.

Executive Summary
E-24
Develop students holistically by reinforcing the
requirement for every student to participate in 1 Sport,
1 Club, and 1 Uniformed Body. Co-curricular involvement
provides students with opportunities to develop their individual
talents and interests outside of a formal classroom setting.
Such activities also provide excellent leadership opportunities
for students. Every child will therefore still be expected to
participate in at least 1 sport, 1 club, and 1 uniformed body. The
Ministry will also look into making participation a requirement
for graduation and scholarships for further education. To
improve the quality of activities offered at each school, the
Ministry will provide targeted training to teachers who act as
advisors for these different activities, and partner with more
community organisations and the private sector in the delivery
of these programmes.
Enhance and scale up RIMUP from 2016 to facilitate
interaction across school types. The Ministry currently
runs a cross-school activity programme, RIMUP, to foster
greater interaction across students from different school
types. In the future, the frequency and intensity of the
programme will be increased and targeted at schools with
more homogeneous student populations, such as National-
type and religious schools. The Ministry will also expand this
programme to include private schools.
Shift 3: Develop values-driven
Malaysians
Why it is needed: Today’s students will inherit a
world fraught with challenges, from environmental
degradation to armed conflict, on a scale that has
never been seen before. Successfully navigating
these issues will not only require students to have
leadership skills, but strong universal values such as
integrity, compassion, justice, and altruism, to guide
them in making ethical decisions. At the same time,
it is important to balance the development of global
citizenship with a strong national identity.
What success will look like: Every student leaves
school as a global citizen imbued with core, universal
values and a strong Malaysian identity. The values
they have learnt are applied in their day to day lives,
leading to more civic behaviour such as an increase in
volunteerism; a willingness to embrace peoples of other
nationalities, religions and ethnicities; and a reduction
in corruption and crime. Every student also leaves
school prepared to act as a leader, whether in their own
lives and families, or as part of the broader community
and nation.
Strengthen Islamic Education, Moral Education and
civics elements by 2017. The new KSSM will require
that every primary and secondary school student participate
in community service. For secondary school students,
this community service element will be a pre-requisite for
graduation. Islamic Education curriculum for Muslim students
will include a greater focus on understanding the core values
and underlying philosophies of Islam and other main religions
in Malaysia. Similarly, for non-Muslim students, Moral
Education will include an understanding of the core values of
all main religions in Malaysia. The Ministry will also look into
having Moral and Islamic Education students share certain
classes together when common universal values are taught.

E-25
Awam (IPTAs) teacher training programmes. Additionally,
the Ministry will work with Teacher Education Institutes or
Institut Pendidikan Guru (IPGs) and MOHE to ensure that
the quality of the curriculum and lecturers are upgraded to
deliver the kind of teachers desired. The Ministry will also
introduce more stringent graduation requirements so that only
the best trainees can graduate and be guaranteed placement in
Malaysian schools.
Upgrade the quality of continuous professional
development (CPD) from 2013. Teachers will receive
greater support to help them achieve their full potential.
When they enter the profession, teachers will develop an
individualised CPD programme with their supervisors. This
CPD programme will include common training requirements
expected of all teachers, as well as electives that teachers can
pursue based on their own developmental needs. It will mostly
be run at school, as school-based training has proven to be
the most effective form of CPD. It will use a network of peers
including teacher coaches, senior teachers, and principals to
disseminate best practices. The training will allow teachers
to continuously build their skill levels against each of the
competencies expected of a teacher. The Teacher Education
Division or Bahagian Pendidikan Guru (BPG) will be
responsible for providing this CPD.
Focus teachers on their core function of teaching from
2013. Teachers will enjoy a reduced administrative burden,
so that they can focus the majority of their time on their core
function of teaching. This will be achieved by streamlining
and simplifying existing data collection and management
processes. Some administrative functions will also be moved
to a centralised service centre or to a dedicated administrative
teacher at the school level.
Implement competency and performance-based
career progression by 2016. Teachers will be assessed
annually by their principals, with input potentially being
provided by peers. This assessment will be done using a new
evaluation instrument that focuses on teachers’ ability to
deliver effective instruction in and out of the classroom. This
new tool is more reflective of the fact that a teacher’s primary
role is helping students learn. High-performing teachers
Shift 4: Transform teaching into the
profession of choice
Why it is needed: International research shows that
teacher quality is the most significant school-based
factor in determining student outcomes. The quality
of a system cannot exceed the quality of its teachers.
While there are certainly many excellent teachers in the
Malaysian education system, a 2011 research study
found that only 50% of lessons are being delivered
in an effective manner. This means that the lessons
did not sufficiently engage students, and followed a
more passive, lecture format of content delivery. These
lessons focused on achieving surface-level content
understanding, instead of higher-order thinking skills.
This statistic is particularly challenging as an estimated
60% of today’s teachers will still be teaching in 20
years’ time.
What success will look like: Teaching will be a
prestigious, elite profession that only recruits from
the top 30% of graduates in the country. Teachers
will receive the best training possible, from the time
they enter their teacher training programmes, through
to the point of retirement. They will have access to
exciting career development opportunities across
several distinct pathways, with progression based
on competency and performance, not tenure. There
will be a peer-led culture of excellence wherein
teachers mentor one another, develop and share best
practices and hold their peers accountable for meeting
professional standards.
Raise the entry bar for teachers from 2013 to be
amongst top 30% of graduates: In the future, only the
best candidates will be recruited as teachers. This means
that the Ministry will rigorously enforce entry standards to
ensure that 100% of every teacher training intake meet the
minimum academic requirement. The Ministry will also
work with the Ministry of Higher Education (MOHE) to
ensure that the same standards are put in place in the Public
Higher Education Institutes or Institut Pengajian Tinggi

Executive Summary
E-26
Shift 5: Ensure high-performing school
leaders in every school
Why it is needed: The quality of school leaders
is the second biggest school-based factor in
determining student outcomes, after teacher quality.
International research on school leadership shows
that an outstanding principal—one who is focused on
instructional and not administrative leadership—can
raise student outcomes by as much as 20%. The
current selection criteria is, however, driven primarily by
tenure rather than leadership competency. Additionally,
55% of today’s principals received no preparatory or
induction training before or during their formative first
three years of principalship. This means that principals
may enter, ill-prepared for their new role. With 40% of
principals due to retire within the next five years, there
is an opportunity to upgrade the cohort.
What success will look like: Every school will have a
high-performing principal who is relentless in his/
her focus on improving student outcomes, both
academic and non-academic. The best principals will
be given incentives to serve in the weakest schools,
and will serve as mentors for the broader community.
Further, the leadership base in each school will be
strengthened with assistant principals, subject heads,
and department heads being developed to act as
instructional leaders in their own right.
Enhance selection criteria and succession planning
processes for principals from 2013. The Ministry will
move from a tenure-based selection criteria to one that is
focused on the demonstration of leadership competencies.
Every principal will also be required to complete the
National Professional Qualification for Educational Leaders
(NPQEL) at Institut Aminuddin Baki (IAB) before they can
be appointed. In doing so, the average age of a principal
is expected to drop, allowing principals to serve for longer
periods in each school and in the system as a whole. Further,
the Ministry will institute a succession planning process
that identifies and cultivates high-potential individuals to
will enjoy faster career progression. The very best teachers
may even be promoted from DG41 to DG54 in a faster time
period than the current average promotion time of 25 years.
Teachers who are struggling to meet the minimum quality
will receive extra coaching support to help them get back on
track. Teachers who consistently underperform even with
the extra support will be redeployed to other school-based
functions such as administration, discipline management
or co-curricular management. Over time, the Ministry will
gradually reduce the total cohort size of teachers through
improvements in teacher time utilisation and productivity.
Enhance pathways for teachers into leadership,
master teaching and subject specialist roles by 2016.
Teachers will also be able to pursue attractive pathways
based on their performance, potential and interests. For
example, they may wish to pursue a leadership role at the
school, district, state, or federal level. They may choose to
become subject specialists focused on developing curriculum,
assessment, and training programmes for the broader system.
They may work as master teachers in schools. Regardless of
the pathway chosen, the commitment to investing in their
development and in building an environment of professional
accountability will be maintained across their careers. There
will also be comparable opportunities for promotion across
these pathways. 
Develop a peer-led culture of professional excellence
and certification process by 2025. The Ministry will
focus on ensuring that all teachers fully utilise the flexibilities
accorded to them over professional issues related to
curriculum timetabling and lesson organisation, pedagogical
approaches and school-based assessment. The Ministry
will also facilitate teacher-driven CPD activities to enable
teachers to mentor one another, develop and disseminate
best practices and hold each other accountable for meeting
professional standards. As an extension of the competency-
based progression system, the Ministry may also consider
setting up a certification scheme that is linked to the mastery
of the teacher competencies described above. As with all
measures, the Ministry will work collaboratively with teacher
representatives to achieve these aims.

E-27
allocation of school funds. As with teachers, the aspiration is
to create a peer-led culture of professional excellence wherein
school leaders mentor and train one another, develop and
disseminate best practices and hold their peers accountable
for meeting professional standards.
ensure that there is a ready pool of candidates that can be
called upon as soon as an opening is available. Once these
mechanisms have been set up, the Ministry will expand their
planning focus to include assistant principals, as well as
subject and department heads.
Roll out a New Principal Career Package in waves
from 2013 with greater support and sharper
accountability for improving student outcomes. As
with teachers, principals will receive greater support to help
them achieve their full potential and will therefore be held
more accountable for the delivery of higher student outcomes.
Soon-to-be appointed principals will benefit from a new
on-boarding programme where they spend one month under
the mentorship of the principal who will be leaving. They will
also enjoy a set period of coaching and mentoring from an
experienced principal or district School Improvement Partner
(SiPartner+) once they have formally started their new role as
principal. These individualised opportunities for CPD will not
stop in their first year, but remain a resource that principals
can draw on for constant professional renewal. IAB will also
ensure that comparable CPD opportunties are available to
assistant principals, subject heads, and department heads.
Principals will have the flexibility to serve at a primary or
secondary school through a new, common civil service track.
They will be assessed annually on a new evaluation instrument
that focuses on their leadership abilities and improvement of
student outcomes. As with teachers, high-performing principals
will enjoy faster career progression opportunities. Incentives
will also be revised to encourage high-performing principals
to take up positions in rural and/or underperforming schools.
Principals who struggle to meet the minimum standard will
receive extra coaching support and principals who consistently
underperform despite this concerted support will be redeployed
back to a teaching position in another school.
All school leaders (principals, assistant principals,
department heads and subject heads) will be prepared to fully
utilise the decision-making flexibilities accorded to them.
This includes instructional leadership matters such as school
improvement planning and curriculum and co-curricular
planning, as well as administrative leadership matters such as

Executive Summary
E-28
Shift 6: Empower JPNs, PPDs, and
schools to customise solutions based
on need
Why it is needed: Both national and international data
suggest that Malaysian schools are spread across a wide
performance spectrum. For example, in the 2009+ PISA,
7% of participating schools were graded as Good, 13%
as Fair, and 80% as Poor. Historically, many programmes
have been designed according to a “one-size-fits-all”
model. International evidence suggests that different
sets of interventions are required in order to best serve
schools at different performance levels.
What success will look like: Every school, regardless
of location, size, or type, will provide its students with
a good, holistic education. This not only means that
there will be no underperforming (Bands 6 or 7) schools
in the country by 2020, but also that more schools will
be recognised as High Performing or Cluster Schools
based on their performance. The amount of financial
and operational support provided to each school will
depend on its specific needs. State, district and school
leaders will also have greater decision making power
over day-to-day operations to tailor interventions based
on the school’s context and enable greater school-
based management.
Accelerate school improvement through
systematic, district-led programmes rolled-out
across all states by 2014. Building off the success of the
GTP 1.0 School Improvement Programme, every District
Education Office or Pejabat Pelajaran Daerah (PPD) will
be empowered to tailor the support provided to schools on
dimensions from student attendance through to principal
and teacher deployment. Resources can then be directed to
where they are most needed. This includes employing full-
time teacher and principal coaches to support principals
and teachers in lower-performing schools (Bands 5, 6,
and 7). At the same time, the Ministry will ensure that
all schools and districts remain aligned to the Ministry’s
strategic priorities through the roll out of a common set of
Key Performance Indications (KPIs). This programme will
be piloted in Kedah and Sabah from January 2013, with
implementation in all districts by January 2014.
Allow greater school-based management and
autonomy for schools that meet a minimum
performance criteria. In the future, all schools will be
responsible for operational decision making in terms of
budget allocation and curriculum implementation. For
example, principals will have full authority over how they
spend the student per capita grant and on how they design
the school timetable. However, this process will occur in
waves, starting with High Performing and Cluster Schools
(in recognition of their academic and non-academic
achievements), and Trust Schools (in recognition of their
innovative public-private partnership delivery model). Over
time, more and more schools will be granted these decision
rights based on their performance. This increased emphasis
on school-based management will also be accompanied by
sharper accountability on the part of school principals.
Ensure 100% of schools meet basic infrastructure
requirements by 2015, starting with Sabah and
Sarawak. Every school in Malaysia, regardless of location,
size, or type, will meet a set of minimum infrastructure
requirements to create a safe, hygienic, and conducive
environment for learning. This includes access to clean,
treated water; at least 12-hours of electricity per day, along
with sufficient toilets, classrooms, tables, and chairs for the
student and teacher population. This process will start with
the upgrading of all schools to fulfil basic infrastructure
standards by 2015, starting with the two states—Sabah and
Sarawak—that currently face the greatest infrastructure
challenges. Once all schools have met basic infrastructure
standards, the Ministry will proceed to invest in another wave
of upgrades to meet baseline requirements for delivering the
curriculum effectively such as Science laboratories and Living
Skills workshops.

E-29
Shift 7: Leverage ICT to scale up quality
learning across Malaysia
Why it is needed: The Ministry has spent more than RM6
billion on Information and Communication Technology
(ICT) over the past decade in education initiatives such
as Smart Schools—one of the most capital-intensive
investments the system has undertaken. However, ICT
usage in schools continues to lag expectations—both
in terms of quantity and quality. For example, a 2010
Ministry study found that approximately 80% of teachers
spend less than one hour a week using ICT, and only
a third of students perceive their teachers to be using
ICT regularly. Critically, the 2012 UNESCO review found
that ICT usage has not gone much further than the use
of word-processing applications as an instructional
tool. ICT has tremendous potential to accelerate the
learning of a wide range of knowledge and thinking skills.
However, this potential has not yet been achieved.
What success will look like: Across all 10,000 schools in
Malaysia, ICT will enhance how teaching and learning
happens. Students will be able to access a wider range
of content that is more engaging and interactive. They
will be able to learn some lessons at their own pace,
and will have fewer limitations in what they choose to
study through distance-learning programmes. Teachers
and principals will have access to both national and
international learning resources and communities to help
them improve their practice. ICT will be a ubiquitous part
of schooling life, with no urban-rural divide, and with all
teachers and students equipped with the skills necessary
to use this technology meaningfully.
Provide internet access and virtual learning
environments via 1BestariNet for all 10,000 schools
by 2013. In the very near future, every student will have
access to a 4G network at their school through 1BestariNet.
This network will serve as the basis for the creation of a
virtual learning platform that can be used by teachers,
students and parents to share learning resources, run
interactive lessons, and communicate virtually. To maximise
the impact from investment, the Ministry will also invest
in ICT-competency training for all teachers, and gradually
improve the device-to-student ratio from approximately 1:30
in 2011 to 1:10 by 2020. In order to remain cost-efficient,
the Ministry will invest in fit-for-purpose devices such as
basic computers or low-cost laptops. It will also experiment
with utilising new, less resource-intensive alternatives for
ICT facilities compared to current computer labs, such as a
lending library for notebooks and computers-on-wheels.
Augment online content to share best practices
starting with a video library in 2013 of Guru Cemerlang
delivering lessons in Science, Mathematics, Bahasa
Malaysia, and English language. Teachers will be
able to access even more exemplary teaching resources
online. This will begin with a video library in 2013 of the
top Guru Cemerlang delivering daily lessons in important
subjects of Science, Mathematics, Bahasa Malaysia, and
English language. Other subjects will be added to the video
library over time. This resource can be used by teachers for
inspiration, or even by students as a revision tool.
Maximise use of ICT for distance and self-paced
learning to expand access to high-quality teaching
regardless of location or student skill level. In the
future, students will enjoy greater personalisation of their
educational experience. They will be able to pursue subjects
that are not offered at their own school and learn directly
under the best teachers in the country through distance
learning programmes. They will also be able to learn at
their own pace, with teachers acting as facilitators rather
than direct content providers. Pilot programmes for these
innovations will be rolled out from 2016, with successful
programmes scaled up nationwide.

Executive Summary
E-30
Shift 8: Transform Ministry delivery
capabilities and capacity
Why it is needed: Malaysia’s education delivery network
is extensive. It employs approximately 6,800 officials
and support staff at the federal level, almost 6,400 at
the state level, and a further 6,000 at the district level.
This is in addition to approximately 420,000 principals
and teachers in schools, and more than 13,100 officials
and support staff in IPGs, IAB, and matriculation
colleges. Implementing policy across a network of this
size is complex. Issues identified include overlaps in the
responsibilities of the federal, state, and district levels;
limited coordination across divisions and administrative
levels; policies that are sometimes rolled-out with
inconsistent information or insufficient support; and
weak outcome-based monitoring and follow-through.
The PPD, in particular, has been identified by the
Ministry as a key point in the education delivery chain.
PPDs were historically conceived as an administrative
arm of the federal and state levels. As the needs of
schools have evolved, however, so too has the scope of
activities expected of the PPDs. As the closest Ministry
entity to schools, PPDs are now expected to be very
hands-on. They should provide direct support to school
leaders and proactively manage school performance
to ensure student outcomes improve. However, the
Ministry’s resourcing structure has yet to shift to meet
this demand, resulting in schools receiving uneven
levels of support.
What success will look like:The transformed Ministry
will have strong leaders at every level, new processes
and structures, and a culture of high performance. The
roles of the federal, state and district levels will be
streamlined, with the federal or Head Office focused
on policy development and macro-level planning, and
the State Education Departments or Jabatan Pelajaran
Negeri (JPNs) and PPDs strengthened to drive day-to-
day implementation. The organisational structure will
be rationalised with more personnel deployed to the

E-31
frontlines. These measures should yield more consistent
and effective policy implementation across all states
and districts.
Empower JPNs and PPDs through greater decision-
making power over budget and personnel from
2013, and greater accountability for improving
student outcomes. The Ministry will streamline roles and
responsibilities across federal, state, and district levels and
move towards a more decentralised system of operations.
JPNs and PPDs will increasingly be able to make key
operational decisions in budgeting, such as maintenance
allocations for schools, and in personnel, such as the
appointment of principals. Due to this increased operational
flexibility, JPNs and PPDs will be held accountable
against a common set of KPIs that align with the system
targets of access, quality, equity, unity, and efficiency. To
support district and state officers in delivering on these
new responsibilities, the Ministry will invest more in their
continuous professional development.
Deploy almost 2,500 more personnel from the
Ministry and JPNs to PPDs in order to better support
schools by 2014. Schools will receive more hands-on
support through the deployment of almost 2,500 teacher and
principal coaches across all PPDs in Malaysia. Regardless
of function, all PPD officers will also be expected to shift
their focus from work at the PPD to hands-on engagement
with schools. This is to ensure that they fully understand the
contexts in which each school operates. The goal is for PPDs
to function as the first line of support for schools and their
single point of contact with the rest of the Ministry.
Strengthen leadership capabilities in 150-200 pivotal
leadership positions from 2013. The Ministry has
identified 150-200 pivotal leadership positions at the federal,
state, and district levels that particularly impact the activities
of the 10,000 schools in the system. These positions include
the heads of 138 PPDs and 16 JPNs and several key central
functions such as teacher education. The Ministry has started
reviewing competency profiles and developing succession
plans to ensure that these roles are staffed with highly-skilled
individuals capable of transforming the departments and
schools under them. As with teachers and principals, the
intent is to promote officers to these critical roles based on
their performance and competency, and not by tenure.
Strengthen key central functions and rationalise
structure from 2016. The Ministry recognises that some
functions will be particularly critical to the rollout of the
Blueprint. These include policy research and planning,
teacher education, curriculum development, school
inspections, and examination and assessment. The Ministry
will review each of the relevant divisions responsible for
these functions to determine what steps are required to
strengthen their capabilities. This could include setting
up the divisions as centres of excellence to increase their
independence, and/or targeted hiring of external specialists.
Following the refinement of federal, state, and district roles,
the Ministry will also rationalise and realign the entire
organisational structure of the Ministry to reflect the changes
in responsibilities and functions.

Executive Summary
E-32
Shift 9: Partner with parents,
community, and private sector at scale
Why it is needed: International experience makes it clear
that learning happens well beyond the school walls and
can occur at home and in the community. In Malaysia,
approximately a quarter of a child’s time from the ages
of 7 to 17 is spent in school. The priority is thus to shift
from “school learning” to “system learning” by engaging
parents, the community, as well as the private and social
sectors as partners in supporting student learning.
Critically, international evidence is clear that some forms
of involvement make more of a difference. For example,
evidence from the OECD studies on PISA indicate
that certain parent-child activities—such as reading to
their children on a daily basis or discussing how their
day was—can significantly raise student outcomes,
regardless of socio-economic background. Similarly,
international research has found that schools that
engage with businesses, civic organisations, and higher
education institutes enjoy benefits that include higher
grades and lower student absenteeism.
What success will look like: Every parent will be an
active partner in their child’s learning, not only through
the standard raft of activities like report card and
sports days, but also a strengthened Parent-Teacher
Association or Persatuan Ibu Bapa dan Guru (PIBG) that
provides input on school-based management matters,
as well as parent toolkits to support student learning.
Schools will also have a network of community and
private sector partners that contribute expertise to the
school’s development. The involvement of all these
stakeholders will create a learning ecosystem that
reinforces the knowledge, skills, and values taught to
students at school.
Equip every parent to support their child’s learning
through a parent engagement toolkit and online
access to their child’s in-school progress. In the
future, parents can expect to work more closely with teachers
to improve their child’s performance. Parents will sign
home-school agreements that specify simple actions they
can take to help their child, from ensuring that the child is
always on time for school, to helping them build literacy and
numeracy skills at home. Parents will be supported in this
process through the provision of online access to their child’s
progress on school-based and national assessments (via
the School Examination Analysis System or Sistem Analisis
Peperiksaan Sekolah, (SAPS)) and initiatives that promote
adult literacy, ICT and parenting skills. These initiatives may
be driven by the Ministry or a new Parent Support Group that
will be established within each PIBG.
Invite every PIBG to provide input on
contextualisation of curriculum and teacher quality
from 2016. In the future, the role of the PIBG will evolve
from typically being focused on fund-raising, to working
collaboratively with school leadership to improve student
outcomes. Specifically, PIBGs will be invited to provide input
on how the school can make the national curriculum more
relevant to the needs of the local community, and to provide
feedback on the quality of teaching and learning experienced
by their children. PIBGs and school leaders will then work
together to define solutions for the identified issues. In some
cases, this may mean securing parental support to take on
roles as supplementary coaches and teachers for school
activities.
Expand Trust School model to 500 schools by 2025
by including alumni groups and non-governmental
organisations, (NGOs) as potential sponsors. A
greater diversity of private and social sector entities will have
the opportunity to get involved in the school improvement
process. This will be done through the expansion of the
Trust Schools programme which enables a private sponsor
to partner with school leadership to manage a school.
Initial results from a pilot started in 2010 have been
promising, and the Ministry intends to not only expand
the number of schools, but also the type of schools that are
involved. The Ministry sees particular promise in expanding
the programme to include schools that cater to more
disadvantaged communities such as indigenous and minority
groups, students with special needs, and rural schools.

E-33
Capture efficiency opportunities, with funding
reallocated to the most critical areas such as teacher
training and upskilling. The Ministry will carefully review
spending patterns at federal, state, and district levels to establish
appropriate spending benchmarks and refine procurement
processes. Departments and offices that are spending above the
expected benchmark will be required to bring their spending
patterns back in line. In line with this practice, the Ministry
is committed to taking action on any issues highlighted in the
annual Auditor-General report. The Ministry will also shift
towards need-based financial aid programmes. Low-income
families will continue to receive the aid they need to keep their
children in schools, while higher-income families who can
afford more will receive significantly less aid. Funding that
would otherwise have been spent on these programmes will
be reallocated to the areas with the greatest impact on student
outcomes, namely teacher training and upskilling. An initial
RM1 billion in operational expenditure for the period of 2013-
2015 has been identified for saving and reallocation, and a
review of development expenditure is still ongoing.
Shift 10: Maximise student outcomes
for every ringgit
Why it is needed: In 2011, 16% of Malaysia’s annual
federal budget was spent on education—the largest
proportion among all ministries. Malaysia’s education
budget, as a share of GDP, is also one of the highest in the
world. This significant investment is an indication of the
Government’s commitment to education. However, it is
unlikely that substantially more funds can be diverted to
the education system away from other priorities. Instead,
it is critical for the Ministry to increase the efficiency and
effectiveness of how it allocates and spends its funds.
What success will look like: Given the ambitious
transformation effort that the education system is
about to undertake, the Government will continue
to invest an approximate level of expenditure—16%
of the federal budget—in the education system. The
Ministry will allocate these funds to the priorities set
out in the Blueprint, and away from other lower impact
programmes and initiatives, The Ministry will also track
and report the captured return on investment for every
initiative, with further investment conditional of having
delivered improved outcomes.
Link every programme to clear student outcomes,
and annually rationalise programmes that have low
impact. Moving forward, every programme launched by the
Ministry will be linked to specific targets in terms of student
outcomes. The federal, state, and district offices will undertake
an annual review exercise to evaluate the programme’s success
in meeting these targets. Funding for the following year will be
conditional of having demonstrated improved outcomes. With
this outcome-based budgeting approach, parents, teachers,
and principals can be assured that every programme is aligned
with the Blueprint’s priorities and adds value. This move will
also reduce the risk of initiative overload so that teachers and
principals are not overburdened.

Executive Summary
E-34
Shift 11: Increase transparency for
direct public accountability
Why it is needed: The GTP and Economic
Transformation Programmes signalled a fundamental
shift in the way the Government made itself
accountable to the rakyat. Anything less is now deemed
unacceptable. This was reinforced during the National
Dialogue where stakeholders frequently stressed the
need for the Ministry to engage and communicate more
with the public on types and progress of initiatives being
undertaken and the results being delivered.
What success will look like: All stakeholders will have
access to regular and transparent information about
the Ministry’s progress against the Blueprint. This
information will enable them to engage in a constructive
dialogue with the Ministry on existing and forthcoming
initiatives, and to get involved in their local community
school or the broader education system, as per Shift 9.
This will lead not only to an informed and empowered
populace, but also a more accountable and responsive
way of policy-making in the Ministry.
Publish an annual public report on progress against
Blueprint targets, starting from the year 2013. The
Ministry will publish an annual report on the progress made
against each initiative outlined in the Blueprint. Where
relevant, this will also include clear explanations of how
KPIs like the NKRA school performance band have been
calculated, and ongoing efforts to improve how the system
measures success. All stakeholders will enjoy a degree of
transparency that has never before existed.
Conduct comprehensive stock-takes in 2015, 2020
and 2025. The Ministry will undertake a stock-take at key
milestones in the reform journey. As part of this stock-take,
all stakeholders will be able to provide input through a
National Dialogue process on what is or is not working well
within the system, and what the Ministry could do about the
situation. Thirteen years is a long timeframe, during which
changes to the overarching strategy or specific initiatives are
likely to be required. If major policy decisions are required
during a non-stock-take year, the Ministry will conduct a
national survey to gather input from relevant parties.

E-35
What Impact Will This Transformation Journey Have?
Teachers
Teachers will develop the world-class
capabilities needed to facilitate
desired student outcomes and gain
more enjoyment and fulfillment from
their jobs. With the new teacher career
package, they will enjoy more fulfilling
professional development, improved
career pathways, and fair and
transparent evaluation processes that
are directly linked to relevant
competencies and performance.
Teachers will have the support they need to
succeed. They will have access to more
school-based professional development
opportunities. They will participate in
constructive feedback discussions and dialogue
that focus not on blame and punishment, but on
learning and development so that areas for
improvement can become areas of strength;
Teachers will enjoy better working
conditions, performance-based rewards
and enhanced pathways. They will work in
schools with adequate facilities and appropriate
working conditions. They will have a reduced
administrative burden so that they can focus
their energy on their core activities of teaching
and learning. They will enjoy exciting
performance-based rewards including faster
career progression and can develop their
interests along distinct pathways: teaching,
leadership, and subject specialism; and
Teachers will be immersed in a culture of
collaboration and professional excellence.
They will collaborate with one another to tackle
issues and share best practices. They will have
greater pedagogical flexibility in the classroom in
their quest to ensure that every student learns.
In return, teachers will be asked to stay open to
learning and to new ways of working, to involve
parents and students in the learning process,
and to model the mindsets, values and
behaviours expected of students.
Students
Students will make significant gains in
their development irrespective of their
background. Students will study in
conducive learning environments, and
will feel stretched and nurtured by
their school experience. When they
leave school, students will have world-
class knowledge and skills, strong
moral values, and will be capable of
competing with their peers in other
countries.
Students will learn in an environment where
the fundamental belief is that all students
can learn and all students can succeed.
Teachers will have high expectations of students
regardless of their background or prior
achievement, and will provide them with the
necessary support to meet those expectations;
Students will have a richer school
experience, both academic and non-
academic, so that they can excel in life.
There will be more project and group-based
work to develop students’ higher-order thinking
skills and ability to work both independently and
collaboratively in groups. There will be more
community-based projects and cross-school
activities to foster interaction with individuals
from all walks of life. There will be more
opportunities for students to learn at their own
pace and to pursue their interests in academic,
vocational or technical streams; and
Students will have greater say in shaping
their learning experience. Teachers will work
with them and their parents to set their own
learning targets. Teachers will also encourage
them to be advocates for themselves so that
teachers understand what learning styles work
best for each of them.
In return, students will be asked to try their best
at all times and to work collaboratively with their
teachers to reduce disruptive classroom
behaviour. All students will have the collective
responsibility to help make their school safe and
conducive to learning.
For the transformation of
the Malaysian education
system to be effective and
sustainable, each
participant must
understand the critical
role they each play and
the benefits that they will
enjoy. It is envisaged that
the programme defined in
this Blueprint will lead to
a collective set of
desirable benefits, rights,
and responsibilities for
each group.

Executive Summary
E-36
School leaders
School leaders will become excellent
instructional leaders, and act as
agents for change. They will enjoy
closer support and enhanced services
from federal, state, and district
education officers. They will gain
access to world-class leadership
training, as well as best practices from
their peers in Malaysia.
School leaders will have the support and
resources they need to guide their schools
effectively. They will receive better preparatory,
induction, and ongoing training to help them
develop their leadership skills. They will see
improved responsiveness from PPDs on issues
they face, from deployment of principal coaches
to the provision of additional resources if the
school is in greater need;
School leaders will enjoy better working
conditions and performance-based
rewards. Principals, assistant principals as well
as subject and department heads will work in
schools with adequate facilities and have a
reduced administrative burden so that they can
focus their energy on instructional leadership.
They will enjoy exciting performance-based
rewards including faster career progression and
“extra credit” for successful deployment in
under-performing rural schools; and
School leaders will be empowered through
greater school-based management. They
will have operational flexibility commensurate
with their school’s performance on matters such
as curriculum timetabling and budget allocation.
They will enter into a professional partnership
with their PPDs, with input into their school’s
annual performance targets, and will enjoy
greater transparency with regard to decisions
affecting their school.
In return, school leaders will be asked to perform
to the high expectations set and agreed to for
their school. They will need to stay open to new
ways of working, to involve the community in
school improvement, and to serve as coaches
and trainers to build capabilities in their staff as
well as for other schools.
Ministry officials
Ministry officials will develop as change
leaders, with the skills and attributes
needed to support schools. They will
become better managers, coaches, and
supporters of school excellence. They
will benefit from greater meritocracy,
greater empowerment with
accountability, and will move away
from hierarchy and control.
Ministry officials will receive targeted
support, training, and resources needed to
fulfill their new roles and responsibilities.
They will have new roles focused on supporting
schools, and have access to more professional
development opportunities. They will participate
in constructive feedback discussions that focus
not on blame and punishment, but on learning
and development;
Ministry officials will work in a collaborative
and transparent environment. Silos between
divisions will be broken down, and roles and
responsibilities will be streamlined to eliminate
duplication of functions and activities. Information
will be shared efficiently to allow for evidence-
based decisions. There will be greater clarity
about how decisions are made; and
Ministry officials will receive greater
operational flexibility and accountability. The
system will move towards decentralisation with
more decision rights being awarded to state and
district offices. Officials will have more say in
identifying areas of improvement for their states,
districts, and schools, and in tailoring solutions to
specific contexts.
In return, Ministry officials will be asked to stay
open to feedback from schools and from the
community. They will champion the changes the
system is about to undergo. They will need to be
highly responsive in providing schools with the
support and resources they need, as well as to
keep all internal and external stakeholders well-
informed.
Parents
Parents will see tangible and sustained
improvements in the educational
experiences of their children. There
will be increased transparency around
a school’s performance and priorities,
and parents will be constantly kept in
the loop as to how their child is doing
at school, both in terms of
achievements and areas for
development. Parents will feel like true
partners with schools in facilitating
their child’s learning.
Parents will have a better understanding of
how their children are developing, and how
they can help them improve. They will have
regular contact with their children’s teachers,
not just when there is a problem. They will have
full visibility and access to their children’s
performance on national examinations and
school-based assessments. They will get
guidance, from parenting tips to adult education
classes, on how to best support their children’s
learning and development; and
Parents will have more opportunities to
provide input into their school’s
improvement strategies. They have the right
to be fully informed about the school’s mission,
current performance, and annual improvement
programme. They will be able to, via their PIBG,
provide input on matters such as teacher and
curriculum quality. They will feel welcomed and
valued for their commitment to their children and
to the school.
In return, parents will be asked to support their
children in meeting their learning potential (for
example, ensuring that they complete their
homework and attend school on time), and to
model commitment, engagement, and
openness for their children. Parents will need to
communicate input and concerns to schools in
a constructive manner and actively participate in
activities at school.

E-37
Sequencing the
transformation
The envisaged reform is broad and complex. Consequently,
many initiatives have been developed as part of the reform.
While each individual initiative is important and meaningful,
it is critical to streamline and sequence them so that the
system is not overtaxed and execution fatigue is avoided.
Common to all successful transformations in the private
and public sectors is the prioritisation of some areas of
improvement, sometimes at the expense of others. This
prioritisation is driven both by the system’s starting point
as well as international evidence on the factors that make
the most difference in improving student outcomes. Given
the need to build the system’s capacity and capability
successively, the Ministry has sequenced the transformation
to occur in three waves (Exhibit 9).
▪▪ Wave 1 (2013-2015): Turn around system by
supporting teachers and focusing on core skills.
The Ministry’s focus during this phase will be on delivering
a rapid turnaround programme. During this period, the
focus will be on raising teaching quality by upskilling the
existing pool of teachers, raising school leadership quality
by improving how the education system appoints and
trains principals, and improving student literacy (in both
Bahasa Malaysia and English language) and numeracy
through intensive remedial programmes. The Ministry
will also strengthen and empower state and district offices
to improve the quality of frontline support provided to
all schools. By the end of Wave 1, the Ministry will ensure
that all teachers, principals, and schools have achieved a
minimum quality standard.
▪▪ Wave 2 (2016-2020): Accelerate system
improvement. During the second wave, the Ministry will
roll out structural changes aimed at accelerating the pace
of change (Planning for all these initiatives will likely need
to begin during Wave 1). These include moving all 410,000
teachers and 10,000 principals onto a new career package,
restructuring the federal, state, and district offices to align
with the revised roles laid out in Wave 1, and introducing
a new secondary and revised primary curriculum that
addresses concerns regarding the knowledge, skills, and
values needed to thrive in today’s global economy.
▪▪ Wave 3 (2021-2025): Move towards excellence
with increased operational flexibility. By the start of
the third wave, all schools, teachers, and principals should
be performing well above the minimum standard. As such,
the Ministry will focus on increasing operational flexibility
to cultivate a peer-led culture of professional excellence.
The Ministry will also move most, if not all schools, onto a
school-based management model, and scale up successful
models of instructional innovation. The goal is to create
a self-sustaining system that is capable of innovating and
taking achievements to greater heights.

Executive Summary
E-38
EXHIBIT 9
The education transformation will take place over 13 years
▪ Tailored on-the-ground teacher coaching
to raise teaching standards, particularly in
core subjects of Bahasa Malaysia (BM),
English language, Mathematics, and
Science
▪ Higher entry standards for new teachers
▪ Dedicated principal coaches for Band 5,6
& 7 schools and enhanced selection
criteria for principals to improve quality of
school leadership
▪ Examination questions revamped with
greater proportion focused on higher-order
thinking skills
▪ Uniform standards for BM rolled out at
primary level, with remedial support for
students struggling in BM and English
language
▪ National 1BestariNet rolled out to
integrate ICT into day-to-day learning
▪ District support focused on under-
performing schools, including those for
students with specific needs, to accelerate
school improvement
▪ Enrolment drives, greater parental
involvement, and better vocational
programmes to increase pre- and
secondary school enrolment
▪ Enhanced practicum in vocational
programmes through greater private
sector collaboration
▪ Ministry transformation beginning with
best leaders placed in pivotal JPN and
PPD positions to improve delivery
▪ Enhanced teacher coaching and
support to improve delivery of
knowledge, skills, and values across
all academic and non-academic
aspects of curriculum
▪ Competency and performance
based progressions, enhanced
career pathways, and improved
pre-service training to revitalise
teaching profession
▪ New secondary and revised
primary curriculum rolled out to
raise content and learning standards
to international benchmarks
▪ Peralihan class ended, options for
increased English language
exposure piloted, and additional
language provision strengthened
to improve overall language
proficiency
▪ ICT innovations accelerated
especially for distance and self-
paced learning
▪ Enhanced programmes for groups
with specific needs such as
Indigenous and other minority
groups, gifted, and special needs
▪ Expanded vocational options
through off-take agreements with
private vocational providers
▪ Strengthened core divisions,
streamlined federal, state, and
district roles and restructured
Ministry to improve delivery capacity
and capabilities
▪ Greater school-based
management and autonomy around
curriculum implementation and
budget allocation for most, if not all
schools
▪ Peer-led culture of professional
excellence where teachers and
principals mentor one another, share
best practices and hold peers
accountable for meeting professional
standards
▪ Innovations and options to
continuously raise BM and English
language proficiency are scaled up
and more choices of additional
languages provided
▪ Nationally rolled out ICT
innovations and programmes for
groups with specific needs to raise
learning standards
▪ Ministry strengthened and
transformation institutionalised
with enhanced career progression for
Ministry officials
▪ School structure review to
determine if further optimisation of
pathways and schooling options are
necessary
▪ 100% students literate in Bahasa
Malaysia and numerate after 3 years of
schooling; target for English literacy to be
determined after baseline is established
▪ 92% preschool, 98% primary, 90% lower
secondary, 85% upper secondary
enrolment
▪ 25 % reduction in the urban-rural gap
▪ Malaysia’s performance at par with
international average at the next
TIMSS and PISA cycle
▪ 100% preschool to lower secondary
enrolment. 90% upper secondary
enrolment
▪ 50% reduction in the urban-rural gap,
25% reduction in the socio-economic
and gender gap
▪ Malaysia’s performance on TIMSS
and PISA in top third of systems
▪ Maintain or improve enrolment
▪ Maintain or improve urban-rural
gap, 50% reduction in the socio-
economic and gender gaps
Wave 3 (2021-2025)
Move towards excellence with
increased operational flexibility
Wave 2 (2016-2020)
Accelerate system improvement
Wave 1 (2013-2015)
Turn around system by supporting
teachers and focusing on core
skills
Key outcomes

E-39
Delivering the Roadmap
The Malaysian education system will need to undergo
a complete transformation if it is to meet the ambitious
aspirations set out in this Blueprint. This is a task of great
complexity in both breadth and depth, particularly given that
most education system reforms around the world have fallen
short of their aspirations. Of the 55 school systems that took
part in PISA 2000, only 12 have managed to demonstrate
improvements in student outcomes over time—the rest either
stagnated, or fell behind. This track record is not dissimilar to
that of corporations undergoing major transformations—only
one third is successful.
The Ministry has carefully reviewed international and
national evidence to identify what the Ministry would need
to do differently to deliver significant, sustainable, and
widespread results. Based on this research, the Ministry and
the Government are committed to the following actions:
▪▪ Sustaining leadership commitment and focus
at the top: Top Government and Ministry leadership,
including the Prime Minister and the Minister of Education,
are committed to regularly reviewing progress, providing
guidance, and resolving issues with regard to the Blueprint.
The Ministry leadership is also committed to identifying,
cultivating and developing the leadership capabilities of the
next generation of system leaders to ensure continuity and
consistency of the transformation efforts.
▪▪ Establishing a small, high-powered delivery unit
to drive Blueprint delivery: The Ministry will build
on existing delivery capabilities to install an Education
Delivery Unit (EDU) tasked with driving Blueprint delivery.
Specifically, the EDU will monitor progress, problem solve
implementation issues with the responsible officers, and
manage communication with stakeholders with regard to
the transformation. The EDU will draw from both the public
and private sector to secure the best talent available.
▪▪ Intensifying internal and external performance
management: Successful school reforms go beyond
programme design to dramatically improve the
effectiveness and efficiency of the Ministry of Education
itself. As such, the Ministry will establish a performance
management system that sets high expectations of
individuals through clear KPIs. This system will invest in
capability building to help individuals achieve their targets,
reward strong performance, and address poor performance
without creating a culture of blame. The Ministry will also
publish performance results annually so that the public can
track progress on the Blueprint
▪▪ Engaging and winning over Ministry officials and
other stakeholders: The Blueprint development process
was unprecedented in its attempt to engage and secure the
input of the rakyat and the system’s biggest constitutents:
parents, students, teachers, princials and Ministry officials.
As the Blueprint initiatives are rolled out, the Ministry will
continue to solicit feedback from these parties and will
regularly communicate progress to ensure that the entire
education system is engaged in the transformation process.Image by esharkj, Flickr CC 2.0

Executive Summary
E-40
Gains will be delivered
within the next year
The Malaysian education system is entering an intensive
period of change. Transformation of an education system
takes time and some of the most significant results of
these changes, such as improvements in performance on
international assessments, will only be visible a few years
down the road. Nonetheless, over the next twelve months,
the public can expect to see significant changes in the way
the system is run. These changes will form the foundation for
future results. Exhibit 10 offers a sampling of what to expect
over the coming months.
Run-up to the Final
Blueprint
Once this Blueprint is released, the Ministry will embark on
a second round of intensive public consultations to gather
feedback through Open Days and roundtable discussions
with different stakeholder groups. The Ministry welcomes the
rakyat’s input, and therefore encourages all interested parties
to attend these sessions or to submit feedback by letter or
online. The Malaysian Review Panel and the International
Review Panel will also formally review the Blueprint and
submit a final round of feedback. By mid-December 2012, the
Ministry will have consolidated all feedback, incorporated it,
and submitted the Final Blueprint to the Cabinet.
Malaysian education stands at a crossroads, and the
Ministry, taking the voices of the rakyat to heart, has chosen
the more difficult, but ultimately more rewarding path.
However, the Malaysian education system can only fulfil its
ambitious aspirations through the continued support and
commitment of all stakeholders. This Blueprint is a chance
to carve out a brighter, bolder future for all Malaysian
children—an ambitious mandate, but an inspiring one. It is
the responsibility of every single Malaysian to work towards
making these aspirations a reality, and it is only through all
stakeholders working together that all Malaysian children will
get the future they truly deserve.

E-41
All 70,000 English
teachers assessed
against internationally
recognised CPT
5,000 of these teachers
upskilled
SISC+ and SiPartners+
programmes expansion
to rest of the country
completed
Dec 2013Dec 2012
Early results within the coming 12 months
461 full-time SISC+ and
SiPartners+ introduced in
Kedah and Sabah to provide
teachers and principals in
Band 5, 6 and 7 schools with
tailored, on-the-ground training
Parent engagement
toolkit rolled out to all
10,000 schools to equip
parents to better support
children’s learning
LINUS 2.0
(including English
literacy) rolled out to
all primary schools
All 10,000 national primary and
secondary schools to receive 4G
coverage through 1BestariNet
rollout
All 1,608 schools requiring critical
repairs fixed
Teacher
recruitment bar
raised and
enforced at IPGs
and IPTAs
EXHIBIT 10
Early results within the coming 12 months

Executive Summary
E-42
There are eight chapters and seven appendices in the
Preliminary Blueprint
▪▪ Chapter 1 lays out the objectives and approach behind the
development of the Blueprint;
▪▪ Chapter 2 outlines a set of new aspirations for the overall
Malaysian education system, including aspirations for
every Malaysian child;
▪▪ Chapter 3 contains the detailed analyses on Malaysian
student outcomes and establishes the current performance
of the education system;
▪▪ Chapter 4 examines student learning in the Malaysian
education system, looking at solutions to effect the changes
necessary for the stated aspirations to be achieved. It
includes initiatives from Shifts 1, 2, 3 and 6 related to
curriculum and assessment, strengthening of language
skills, school improvement interventions, and education
for students with specific needs;
▪▪ Chapter 5 explores the roles of teachers and school
leaders as the frontline of the Malaysian education system,
with a focus on how to improve the quality of and support
provided to teachers and school leaders. It addresses
initiatives raised in Shifts 4 and 5;
▪▪ Chapter 6 looks at how the Ministry itself will develop in
order to best implement the policies and initiatives laid out
in this Blueprint, including by transforming the Ministry’s
fundamental approach to human resources and finances to
improve delivery capacity and resource productivity. This
encompasses the initiatives raised in Shifts 6, 7, 8 and 10;
▪▪ Chapter 7 examines the structure of the system, and
focuses on the phases of education, creating more varied
Overview of Blueprint chapters
educational pathways to address a broader spectrum of
student interests and abilities, developing preschools, and
better engaging with parents, local communities and the
private sector. It includes initiatives from Shifts 1 and 9;
▪▪ Chapter 8 outlines the overall transformation
programmes, including the sequencing of initiatives
between 2013 and 2025 with the ultimate objective of
improving student outcomes, raising the professional
quality of teachers and school leaders, and revamping the
structures of the Ministry and the education system. This
chapter includes initiatives from Shift 11 to ensure that the
Blueprint delivery is a success;
▪▪ Appendix I provides a brief overview of the major
developments in the education system since the British
Colonial period;
▪▪ Appendix II details out the different sources of inputs
drawn on for the Blueprint, from external experts such as
UNESCO, OECD and local universities, to the results of the
2012 National Dialogue;
▪▪ Appendix III maps out how key issues raised during the
National Dialogue have been addressed in the Blueprint;
▪▪ Appendix IV explains the methodology behind the
“Universal Scale” used in Chapter 3;
▪▪ Appendix V provides sample questions from PISA
2009+;
▪▪ Appendix VI details out all major Blueprint initiatives
across each wave of reform; and
▪▪ Appendix VII highlights the initiatives that have been
folded into the GTP2.0 NCRA on Education

Preliminary blueprint-execsummary-eng2025-140325035020-phpapp02

More Related Content

What's hot (20)

Similar to Preliminary blueprint-execsummary-eng2025-140325035020-phpapp02 (20)

Recently uploaded (20)

Preliminary blueprint-execsummary-eng2025-140325035020-phpapp02