Mobilising The Community For Effective Service

YSS has been working closely with local communities in implementing social programmes for the past two years using the special grant by the Ministry for National Unity and Social Development. We have systematically worked with local communities both at the urban and rural areas.

For this weekend review we need to ask some hard questions in reviewing the programmes carried out in order to chart out strategies for the future. Three questions come to mind.

What lessons have we learnt through programme delivery?

What issues have emerged which require specific handling?

What are the possibilities for the future?

Many different lessons, issues and future possibilities can be identified but I am listing out five under each category. These could be expanded and other dimensions could also be added. It is not a comprehensive listing but could be regarded as the key aspects.

LESSONS LEARNT

Firstly, what we can see is the emergence of a people movement on the ground. In the first phase of implementation we reached about 70,000 people and in the second close to 60,000. This in it self shows the interest of people in the various programmes organized on he ground. In addition a majority of the programmes were organized with local neighbourhood committees and different Indian based organizations. Ordinary people can be seen as taking leadership and ownership for the programmes.

Secondly, there is a shift away from adhoc to more systematic and continuous programmes on the ground. This is important. In the past local leaders only organized special programmes that were one off rather than the regular ones such as tuition, special classes for weak students, self-help and self-support groups. We are seeing more local committees moving towards systematic organizations of local resources.

Thirdly, there is a shift towards specific target identification and intervention. In the past only the good people or youths will attend. There is now the outreach to specific target groups at the local levels such as single mothers, underachieving students and high-risk youths. This development has therefore given clear focus to reducing social problems and meeting human need at the local levels.

Fourthly, there has been a development of good networking with government agencies and departments. In the early days it was with the City Hall of Kuala Lumpur’s Nadi programme, which partnered with YSS in running computer centres. But now other smart partnerships have emerged such as that with the Family Planning and Development Board (LPPKN) in the running of pre-marriage courses. Also significant is the partnership with the Police through Malaysian Crime Prevention Foundation. (MCPF).

Fifthly, while YSS was more focused with the Indian community especially when people lived in the squatters, however with the shift towards permanent housing at flats, YSS has enlarged its approach by working with all communities thereby adopting a multi-racial approach. This is so at Petaling Utama and more recently at Lembah Pantai and Wangsa Maju flats.

ISSUES

Firstly, while YSS has been successful in recruiting about 20 staff and over 300 regular volunteers a majority who are from the local communities we now identify the need for in-depth training. With the intervention to more specific target groups require greater input of knowledge and skills in addressing the needs and issues.

Volunteers have little difficulties in handling ordinary children but when it comes to a very weak academic student who lacks self-motivation or supporting parents then the volunteer requires greater skills in handling this person. This is also the case in tackling high-risk youths or real problematic families who require systematic and regular intervention. Such in-depth training packages are lacking in Malaysia and therefore there is a need to develop them for effective impact.

Secondly, personality conflict among local leaders or among sub-groups within the local community is one of the major hindrances to community organising. We are increasingly finding out that there is a need for greater competencies in managing conflict. Conflict management at the inter-personal and among groups within the community is urgently required.

Thirdly, while YSS and its partners are reaching a sizable target number of people however this outreach figure is still inadequate. YSS now operates with local partners in 41 neighbourhoods in 8 states. In the second phase of implementation we carried out 746 activities reaching 58,796 people. A majority of the programmes are in the Klang valley and in order for us to enlarge our outreach we need infrastructure that will require additional funding.

Fourthly, there is a lack of support from a number of key Ministries. We receive very strong support from the National Unity and National Welfare Department however the active involvement of the Youth Department and access into their institutions is still inadequate. With the establishment of the National Social Council at the district and local levels will we hope facilitate greater partnership and collaboration.

Fifthly, the current allocation of 10% for administrative cost is inadequate as it is costing YSS much more to deliver the programme and ensure effective and efficient results. Furthermore the current method of claim has a strain on YSS and the partners. This is because the process of carrying out the programmes, then making reports and claims takes time. Often there are delays and we feel the pressure of carrying out the programmes within the stipulated time frame.

FUTURE POSSIBILITIES

Firstly, there is an urgent need to equip the staff and volunteers with appropriate knowledge and skills building on the basic training programmes carried out in light with emerging issues and future requirements. This is difficult for YSS as there are very few local trainers and those with experience in handing high-risk groups is absent. We might have to look resource persons from other countries and who have effectively tested models.

Secondly, YSS as an organization needs to be consolidated at the main house together with enlarging the outreach through sustainable institutional structures outside the Klang valley. This is institutional consolidation with the creation of units with supporting staff at the headquarters level.

Thirdly, in this context to establish YSS coordinating centres at the State and district levels. YSS will undertake a process of identifying the locations and the personnel required. It is difficult to run all the operations from a central office of KL without coordinating centres in others parts of the country.

Fourthly, YSS is in the process of working out the proposal for the 3rd phase of funding. We will take into effect that we will shift from general type of programmes to more specific targeting. We might ask for more as in many places the outreach is moving beyond the Indian community to also include other racial groups residing in low-income locations.

Fifthly, YSS will foster greater partnership with relevant agencies especially in accessing programmes delivered by the agencies/departments. This is especially so in the case of the Ministry for Youths and Sports. We will continue to strengthen all partnerships at the federal, state and local levels.

There are many challenges ahead and it is necessary for us to work together and build on what has been done. Opportunities are also available and we need to enhance them for the common good. YSS firmly believes and we can achieve the impossible if we work hard and smart with a genuine interest of ordinary people at heart.

Extracts from the speech delivered by Dr Denison Jayasooria at the YSS Programme Review Workshop held on September 6-7,2003 at Hotel Sri Malaysia, Gentings.

(Submitted on 15th September 2003)