Any government whose funds are chronically inadequate must ensure
their appropriate and efficient use. Waste and corruption are a curse that cripples most
newly independent countries, and ineffective fiscal accountability is an international
problem. Yet the task of holding government departments accountable often devolves upon an
auditor, whose office is a bureaucratic backwater with limited mandate, and whose reports
are ignored.
Such was the situation in Malaysia until May 1976 when TAN SRI AHMAD
NOORDIN, already extended beyond normal retirement as Deputy Secretary of the Ministry of
Finance, became Auditor- General. His was a surprise appointment: he lacked a university
degree and was the first to be selected from outside the Audit Department.
NOORDIN was born February 18,1921, in a small kampong (village) in the northeastern
state of Kelantan, into a traditional Islamic family. His education began in a rural Malay
school and continued in a government English school until halted by Japanese occupation of
the peninsula in 1941. After World War II, while supporting a family as a clerk in the
Price Control Office, he studied nights and weekends. In 1947 he passed the Cambridge
School Certificate Examination which enabled him to join the Kelantan State Civil Service.
Eight years later, just before Malaysia became independent from Britain, he entered the
Federal Civil Service and earned distinction in successive posts for his searching mind,
capacity for innovation, integrity and hard work.
With his appointment as Auditor-General nine years ago, NOORDIN began to make an indelible
mark on government. The law requiring a report on the accuracy of state and federal
accounts he found too narrow. Declaring "my clarion call is to propagate the concept
of public accountability," he persuaded parliament to amend the Audit Act of 1957,
thus enabling his office to ascertain whether funds were actually used as appropriated and
managed efficiently.
Concentrating upon performance auditing, NOORDIN shattered the complacency of bureaucrats
and politicians. His first audit in 1977 uncovered abuses ranging from procurement of much
overpriced noodles by the army, to discrepancies in Ministry of Education grants totaling
nearly US$35 million. But the role of an auditor, he believes, is to "analyze the
weaknesses which give rise to such faults, and secure cooperation of the heads of the
audited organizations to rectify them and to strengthen their internal controls in order
to prevent recurrence."
In 1982 Malaysia was rocked by a scandal involving almost US$1 billion in bad loans by the
Hong Kong subsidiary of the state-owned Bank Bumiputra. Public doubt of the government's
ability to investigate its own financial institution was met by appointment of a
three-member special committee of inquiry with NOORDIN as chairman. Its blunt, extensively
documented findings made NOORDIN and his colleagues folk heroes and restored faith in the
national banking system.
NOORDIN is guided by deep moral convictions that began with his rural village family life
and religious training. He believes that, depending upon their talents, all human beings
have something to contribute to society, first by doing their own work well. He states
that one becomes a sinner against society by giving in to pressure by influential figures,
rather than protecting the rights of the powerless. "A career in public
service," he says, "should be viewed as more than earning a living. A public
servant must recognize social injustice, and work towards reducing it with courage and
determination."
Modest in manner and lifestyle, NOORDIN has shown that a devoted civil servant, through
his strength of character and excellence of performance, can restore confidence in
government. In the process he has lent added impetus to Malaysia's exceptionally rapid
economic progress.
In electing TAN SRI AHMAD NOORDIN BIN HAJI ZAKARIA to receive the 1985 Ramon Magsaysay
Award for Government Service, the Board of Trustees recognizes his effective, fearless
exposure of inefficiency and corruption in government, making a reality of public
accountability.