THE FIVE STRATEGIC THRUST AREAS PROPOSED

By Datuk Dr Denison Jayasooria

The five strategic thrust areas (FSTA) envision a Transformational Agenda for Malaysian Indians with a specific focus on the bottom 40% and will concentrate on delivery and implementation of programmes in 38 districts from 9 States where 95% of Malaysian Indians reside.

These are:

FSTA 1           Neighbourhood community building

FSTA 2           Addressing the concerns of dysfunctional families in those neighbourhoods

FSTA 3           Concerns of high risk youth

FSTA 4           Effective coordination and implementation

FSTA 5           Policy research, analysis and advocacy

Some details of the five strategic thrust areas:-

FSTA 1           Neighbourhood Community Building

We recognise that due to rural-urban migration and displacement especially of the plantation community from estates into squatters, long houses and eventually into high rise low cost flats, and also recognising that this a recent phenomenon, there is an urgent need to strengthen social support and social control systems in the newly formed local urban poor neighbourhoods.

Many of the low cost high rise flats are densely populated and the size of the Indian population at these neighbourhoods could be very high between 40% to 60% in some cases. There is a need for fostering social cohesion with the Indian community as well as enhance relations between urban poor Indian and other ethnic communities.

Based on the demographic data a majority of Malaysian Indians are located in 38 districts in 9 states of Peninsular Malaysia (Selangor, WP Kuala Lumpur, Johor, Penang, Negeri Sembilan, Kedah, Perak, Malacca and Pahang). It is proposed to identify all the locations of urban poor and low income Indians who are residing in flats, long houses, low cost housing, former unresolved estate lands and squatters. The enclosed two tables provide the demographic details.

Establish Operational Centres or Hubs (like an operations room) in all 38 districts with a staff, team of volunteers cum part timers and voluntary organisations including displaying local map with all the key neighbourhood locations.

Enabling the Indians to form neighbourhood based self-help groups for mutual support and aid is a necessary for their economic and citizens empowerment role in Malaysian society

Establishing strong support networks between the urban poor Indians and other communities is essential and one key institutional mechanism is the RT which is currently under participated by Malaysian Indians.

FSTA 2           Addressing the Concerns of Dysfunctional Families

One of the major concerns of urban poor and low income families are the dysfunctional nature of the family unit. There are both structural and personal reasons for this break down. However, we need to recognise that the family unit faces many challenges in fostering a safe, peaceful and happy home environment.

The manifestations of dysfunctional families include domestic violence, alcohol and substance abuse, gang related activities, lack of positive values and unconducive home environment for nurturing children in religious and ethnic values and culture, educational underachievement in children and also their lack of interest in studies.

Establish counseling support, mediation and self-help services for high risk families at the neighbourhood level.

Organise pre-marital, post marital, and marriage/family enhancement courses.

Institute a hand holding process to enable them to identify the root of family problems and intervene in an appropriate way with assistance of trained family mentors/mediators.

Address some of the economic and legal issues through systematically organised income generation, skills training and legal aid activities.

FSTA 3           Concerns of High Risk Youth

One of the major concerns of the Indian community at the bottom 40% especially among the urban poor and low income families are the issues surrounding young people between the ages 13 to 17 (school age) and then those among 18-21 and also among those between 21 to 30 (young adults).

There are sufficient evidences for educational underachievement, social dislocation, anti-social behaviour, crime, violence, drug and alcohol abuse and gang culture, high incidences of youth unemployment. Many have major issue with Police and law enforcement.

The approach taken thus far does not seem to be addressing the root causes, the outreach is not large enough, very ad hoc in response and not holistic in approach addressing both root causes and tough law enforcement.

Therefore there must be a program implementation and coordination team which brings together all the initiatives of the public and voluntary sector in a multi-agency and multi-disciplinary way. There needs to be specific targeting and individual monitoring of young people. This must also include a mentoring program and hand holding process.

Many initiatives pertaining to skills training, character and values formulation, sports and games, music and drama must be made available to these disadvantaged and isolated youths who are now not part of any of the organised youth organisations but are increasingly becoming members of the organised and informal gang groups.

A well-coordinated crime prevention and community policing program must be introduced so that these young people have a positive response to law and order. Grievances and human rights violations must be taken seriously so that the Federal agencies institute an agenda to win hearts and minds of young people.

An effective underachiever’s educational, character modification and social preparation program must be introduced within the schools system to keep young people especially those between 13 and 17 in school with an effective program on reading, writing, counting, communications and soft skills development.

FSTA 4           Effective Coordination & Implementation

Review the Terms of Reference (TOR) and Structure including resources (Budget and Manpower) of the current 4 special units (SITF, Tamil School Action Council {PTST}, SEED and SEDIC) and chart out specific KPIs and deliverables for the next 5 years.

Have clear eight priority deliverables on all matters the Cabinet Committee on Indian community (CCIC) has already agreed upon; establish special mechanisms for implementation and set specific targets for - (SITF, Tamil School, SEED and SEDIC)

Establish an Implementation Coordinating Committee (ICC) with a dedicated staff (for in house coordination and communication) under the Cabinet Committee on Indian community (CCIC) made up of people from the 4 units and a few invited academics and civil society people. Also include the PMO special officers in this coordination so as to ensure the exchange of information is documented well and ensure effective delivery and impact

Enlarge the coordination unit to have operational centres in 38 districts with a visible staff team, volunteers and voluntary organisations working closely with the 4 special units and all relevant Federal government agencies

Institute a monthly ICC meeting which could also include key delivery organisations in the public sector

Ensure effective targeting of the bottom 40% among the urban poor and low income families and avoid leakage so as to ensure effective impact

Enlarge the outreach so as to cast a wider net across the community- that all the programs be extended to communities living in the 38 districts in 9 states.

Ensure effective documentation of all the work- services, programs, macro and micro stories and case studies including qualitative and qualitative data. There must be an effective recoding system which can be reviewed for the independent monitoring research unit.

Create a centralised data base which is engineered and controlled by the Master Hub at the programme Secretariat HQ in order to trace the growth and development of individuals and families that are recipients of service delivery and programme implementation.

Ensure a transparent and accountable process including effective partnership, cooperation and networking with civil society and local community based organisations.

Organise quarterly dialogues with all stakeholders especially the key voluntary sector community organisations and civil society

Organise an annual social dialogue meeting like that of a town hall session open to all NGOs and the Indian community so as ‘to win their hearts and minds’. Provide reports including all finances received over the year, including achievement, challenges and the way forward. Also include case studies of individuals, families and neighbourhoods and models of best practices.

Institute a monitoring and impact assessment unit headed by independent researchers and academics who can do regular socio-economic impact audit/assessment including financial audit.

FSTA 5           Policy Research, Analysis & Advocacy

It is important to note that many micro projects and programs have public policy implications. Therefore it is necessary to identify the structural issues and propose new policies and even legislation which might address specific concerns.

A number of examples can be cited. For example in the case of documentation for BC or IC or citizenship, the candidates are unable to produce required supporting documents, then there is a need for policy review. In the case of young people who have been dismissed or prematurely ejected out of the education system from school there might be a need for new policies to provide alternatives or in order to retain within the school system especially if they are between 13 and 17 which is the secondary school age.

In this policy analysis and advocacy role we need to also gather data on a longitudinal or long term basis over the next 5 years. This data collection, feedback analysis and policy review over the next 5 years (2016 – 2020) will enable effective articulation of issues, concerns and the resulting recommendations for the 12th Malaysia Plan.

During this current period in preparation for the Eleventh Malaysian Plan one realises that there are hardly any academic, technical and well written analysis or reviews based on data and past implementation success or achievement, failures or challenges so as to form the basis for charting out further action plans.

Therefore a policy research, analysis and advocacy unit must be established. There is a sizable pool of academics and personal from policy institutes who can play an active role.

  

May 5, 2015