9th ASEAN & Japan High Level Officials Meeting on Caring Societies: Human Resource Development in the 

sectors of Welfare and Health

Tokyo, Japan25th – 28th October 2011

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Poverty Reduction Programme by the Malaysian g y y

Government • Poverty Reduction Programme through the

National Key Results Area-Low-Income H h ld NKRA LIH i d d i J lHouseholds or NKRA-LIH - introduced in July 2009.

• NKRA-LIH adopted 3 approaches: - in a sustainable manner;- to ensure aid reaches to the needyquickly and efficiently;q y y

- to create opportunities for theLIHs to earn income independently.

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p y

National Key Results Area – Low Income Households

In addressing the issue of poverty under the NKRA LIH, three key areas were identified:

S d di i h d fi i i f l i i(A)Standardization the definition of low-income groups i.e. the poor and extreme poor according to the geographical areasareas.(B)Implementation of quick, high impact initiatives immediately and longer term actionsimmediately and longer term actions.(C)To put enabler in place to ensure the poverty eradication programmes are both effective and efficientp gPLUSthe e-Kasih system

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the e Kasih system

1AZAM PROGRAMME

• To encourage the low-income households to venture into services business i.e. car washing etc.T t i d d l th LIH t• To train and develop the LIH to become entrepreneurs particularly womenwomen.

• To provide economic resources for LIH t t i t bLIH to venture into agro-base industries.

• To provide job opportunities for LIH• To provide job opportunities for LIH.

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Note: Women entrepreneurs are defined as those with a net income of RM3,500 (USD1,000) per month or more (for a consecutive period of 3 months).

Budget for NKRA LIHg• For 2010, RM1,166,500 million was spent:

• RM415.66 million (operating expenditure) and RM750.84 million (development expenditure)

• For 2011, an amount of RM198,336 million is allocated

• RM84.436 million (operating expenditure) and ( p g p )RM113.3 million (development expenditure)

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Note: RM3.50 is equivalent to USD1.

Achievements under theAchievements under the NKRA LIHNKRA LIH

• Some of major wins of NKRA LIH in 2010:a) to reduce 44,643 extreme poor households to zero

per cent by the end of 2010b) 15 868 34% f 46 000 h h ldb) 15,868 or 34% of 46,000 poor households were

removed from the poor categoryc) 2 000 women were trained and developed asc) 2,000 women were trained and developed as

entrepreneurs. 580 women have successfully become entrepreneursbecome entrepreneurs

d) 35,095 (80%) units of the Projek Perumahan Rakyat and Perumahan Awam (housing project for the poor)

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( g p j p )offered for sale to current tenants

SECTION 2 CASE STUDYSECTION 2: CASE STUDY

JOB COACHING IN MALAYSIA: STRATEGY AND IMPLEMENTATION

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DSW‐JICA COLLABORATIVE EFFORTDSW JICA COLLABORATIVE EFFORTIn 2005, the Department of Social Welfare (DSW) withthe support of Japan International Cooperation Agency(JICA) embarked into job coaching as one of theemployment support services under the Project foremployment support services under the Project forCapacity Building on Social Welfare Services for Personswith Disabilities.

The project was carried out in 2 phases:Phase 1: July 2005 – July 2008; andPhase 2: September 2009 – August 2012.

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DSW‐JICA COLLABORATIVE EFFORTDSW JICA COLLABORATIVE EFFORTJob Coaching refers to training andrelated support given to disabledemployees by job coaches to help themlearn and perform job tasks as well aslearn and perform job tasks as well asinterpersonal skills necessary to beaccepted as workers and to enablethem stay on their employment.

Job Coaches also help employers andJob Coac es a so e p e p oye s a dother employees in understandingdisabilities and the needs of disabled

lemployees.

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STRATEGY OF JOB COACHINGSTRATEGY OF JOB COACHING Phase 1 and 2:

t it b ildi d i ispent on capacity building and raising awareness on supported employment and job coaching (seminars and workshops)workshops).

Personnel from both government as well as private t t t J d th hi fsectors were sent to Japan under the sponsorship of

JICA to be trained as job coaches.

22 personnel (Government agencies, private and NGOs) were trained as job coaches. In addition, 90

i l lf ffi l t i d l ll ( fsocial welfare officers were also trained locally (as of September 2011)

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IMPLEMENTATION OF JOB COACHIMPLEMENTATION OF JOB COACHIn 2007 - Job coaching was put into practice inGCH Retails which runs Giant hypermarkets,Guardian pharmacy, Cold Storage

k tsupermarkets.The first batch recruited consists of 12 persons

ith l i di biliti h l dwith learning disabilities who were employed asgeneral workers in Giant Hypermarkets in July20072007.By July 2008, a total of 125 persons withlearning disabilities were employed and placedlearning disabilities were employed and placedin various Giant Hypermarket and Cold Storageoutlets in the Klang Valley

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outlets in the Klang Valley.

ACHIEVEMENTS/IMPACTACHIEVEMENTS/IMPACT

Three years after the initiation of job coachingThree years after the initiation of job coaching,115 (92%) of the disabled employees remainedin the employment with GCH Retails.in the employment with GCH Retails.

Job coaching in GCH Retails proved to beg peffective and bear some positive outcome -

created sustainable employment.broke the barriers of isolating PWDs fromparticipating equally in the open labour

k tmarket.

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CHALLENGESCHALLENGES

The trained Job Coaches (mostly among thewelfare officers) are burdened up with the existingjob scopes as welfare officers and as the coaches.As such these trained officers are not able toperform their services as job coaches.

Lack of financial resources to train more JobCoaches;;

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THE WAY FORWARDJob Coaching as one of services provided by the DSW, commencing from September 2011.

As a long term strategy, the DSW plans to engage in smart partnership with more non-governmental organisations in training more Job Coaches.

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THE WAY FORWARD (Cont )THE WAY FORWARD (Cont.)The trained Job Coaches will be mobilized in all

t i th h t th t t i tgovernment agencies throughout the country to assist PWDs who are employed in the government agencies to adapt their working environment.to adapt their working environment. This strategy would in turn assist the government, as the biggest employer, in achieving policy on 1% of gg p y , g p yPWDs employed in the public sector.The implementation of the policy on 1% job p p y jopportunities for PWDs would be extended to the private sector.

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