United Nations Public Service Awards Case Studies

A Brief Introduction Of Sarawak Oral Health Division
Malaysia is made up of Peninsula Malaysia and the states of Sarawak and Sabah. Sarawak is situated in the north western part of Borneo, the third largest island in the world and is separated from Peninsula Malaysia by the South China Sea. It has a population of 2,071,506 and a land size of 124,450 sq km.
The Sarawak Oral Health Division is a component of the Sarawak State Health Department which is headed by the State Health Director. The Oral Health Division/Programme in turn, is headed by the Deputy State Health Director (Oral Health).
The Oral Health Division is the lead agency in the provision of oral healthcare services to the population through a comprehensive network of dental facilities. Oral health care is rendered by dental officers (dentists) and dental nurses (dental therapists) with the latter group of personnel providing oral health care for schoolchildren up to 17 years old. It is virtually a “fee-free” service for the population. On the other hand, private dental practitioners set up their dental practices in the major towns in Sarawak and they charge based on ”fee-for service” basis.

There were 2 major problems faced by Sarawak Oral Health Division:
A. Poor Oral Health Especially Amongst Schoolchildren
Oral health services for schoolchildren in Sarawak started in the early 50s through the establishment of dental clinics in major towns and schools. Although comprehensive and incremental oral health care for schoolchildren was instituted in 1985, improvement in oral health amongst schoolchildren has been marginal.
In 1997, for the very first time, a nation-wide oral health survey of schoolchildren in Malaysia was carried out. Prior to that, oral health surveys of schoolchildren were conducted separately in Peninsular Malaysia, Sabah and Sarawak and over different periods of time.
Since this was a national survey, it was possible to compare the oral health status of schoolchildren in Sarawak (DMFT 2.5)* with that in Peninsula Malaysia (DMFT 1.6)*. Based on this and also making references to a survey done in Peninsula Malaysia in 1988 (DMFT 2.4), it was found that the oral health status of schoolchildren in Sarawak lagged about a decade behind their counterparts in Peninsula Malaysia.

B. Inadequate Emphasis On Human Capital Development
Until 2002, there was no master plan, no specific direction for staff of Sarawak Oral Health Division to work towards to. It was just business as usual, day after day.
Oral health personnel, particularly those in the managerial positions were inadequately trained in leadership and management skills. Across the organization, training was mainly adhoc and inadequate. As such, the workforce was largely an in-cohesive group, struggling to meet the challenges posed by the poor oral health of the population with high unmet needs.
In addition, the dentist to population ratio was 1:21,845 as compared to the World Health Organization’s (WHO) recommendation of a ratio of 1:7,500. Research and quality initiatives were few and clinic facilities were drab and not customer-centered.

* The acronym DMFT stands for Decayed, Missing and Filled Teeth. The higher the score, the worse is the oral health status.

What is the initiative about? (the solution)
Pinnacle 2010 Masterplan addresses both external and internal customers. This overarching focus is enshrined in the main theme “Pinnacle 2010: - A Better Tomorrow For All”. I. IMPROVEMENT TO SERVICE DELIVERY (Benefits to external customers) A. Improvement In Oral Health The percentage of 6-year-old schoolchildren with caries free permanent teeth has increased from 82.0% in 2002 to 88.9% in 2007 whereas the tooth decay status (Decayed, Missing, Filled) has decreased from 1.9 in 2002 to 1.5 in 2007! B. Increase In Coverage Of Oral Health Services The coverage for pre-school (4-5 years old) has increased from 43.2% in 2002 to 59.6% in 2007 whereas the coverage for primary schoolchildren (6-12 years old) has increased from 90.0% in 2002 to 94.3% in 2007. C. Customer Satisfaction Results of an external customer satisfaction survey conducted in all Main dental clinics in Sarawak in 2008 shows that 99.3% were satisfied with our services compared to 97.4% in 2004. 98.6% of primary school teachers in a study conducted in 2004 expressed satisfaction with our dental nurses while 99.6% were satisfied with our school dental clinics. D. Physical Development As a result of meticulous planning and execution, we created history by succeeding in securing an unprecedented financial allocation of Ringgit Malaysia (RM) 32 million (the largest amount ever allocated to any State in the country) in the 9th Malaysia Development Plan (2006 – 2010). This has enabled the establishment of 21 additional Mobile Dental Teams, 11 mobile dental clinics and a bulk of RM10 million for the upgrading of facilities especially the replacement of dental chairs. II. HUMAN CAPITAL DEVELOPMENT (Benefits to internal customer) A. Capacity And Capability Building There has been an unprecedented increase in number of personnel (mid-level managers) eg. from 17 senior dental nurses (year 2001) to 48 (year 2008) and 1 senior dental technologists in 2001 to 23 by 2008. Results of internal customer satisfaction surveys conducted among oral health personnel in Sarawak in 2004, 2006 and 2008 revealed increased satisfaction with the training received, from 79.5% to 84.4% to 94.4% respectively. B. Organizational Excellence – A Recognition Since the implementation of this initiative, our organization has received awards from both internal as well as external sources. This includes recognition of excellence in areas of a). Quality Management in the organization; b). Financial management and; c). innovation. These include: • First runner up in the Malaysian Ministry of Health’s Quality Counter Service Award 2004 • Winner of Sarawak Federal Secretary’s Quality Award 2006 • Winner of Sarawak Chief Minister’s Quality Award 2006 • Special Award for the Sarawak Federal Secretary’s Quality Award 2007 • Winner in the Malaysian Ministry of Health’s Financial Management Award 2008 • Winner of Malaysian Ministry of Health’s Innovative Project Award 2008 • Winner of Sarawak Federal Secretary’s Innovation and Creativity Award 2008 • Winner of Malaysian Prime Minister’s Innovative Award 2008. Hence, Pinnacle 2010 masterplan has truly brought about a better tomorrow for all, as reflected in its main theme.

Who proposed the solution, who implemented it and who were the stakeholders?
a) Who Proposed The Solution The Pinnacle 2010 Masterplan was initiated by Dr. Ling Kwok Sung, Deputy State Health Director (Oral Health) Sarawak in 2002 with inputs from every staff. The National Oral Health Survey of school children conducted in 1997 revealed that the oral health status of the school children in Sarawak was about ten (10) years behind that of their counter parts in Peninsular Malaysia. Dr. Ling Kwok Sung assumed the post of Deputy State Health Director (Oral Health) in Sarawak in November 2001. He envisioned the urgent need to “do something fast” to improve the oral health status of the people of Sarawak, especially that of the school children. “The best way to predict the future is to create it” (Peter Drucker). Hence, instead of moaning and groaning over the “backwardness”, Dr. Ling initiated a Masterplan to correct the situation. He invited ideas from every staff, senior and junior alike which led to the formulation of Pinnacle 2010 Masterplan. Hence, it is indeed a “team work” in the formulation of Pinnacle 2010 Masterplan and every staff has a share in it. b) Who Implemented It The Pinnacle 2010 Masterplan is implemented by every staff! Administratively, Health Department Sarawak has four (4) levels namely State, Division, District and Unit. The Deputy State Health Director (Oral Health) heads the State level whereas at the Divisional level, it is headed by the Divisional Dental Officer and at the District level, by the District Dental Officer. The Unit level encompasses the Main Dental Clinics and School Dental Clinics. The Pinnacle 2010 Masterplan is implemented through the Annual Business Plan (ABP). Through the Leaders Forum (by December of the year), Dr. Ling would confer with Divisional Dental Officers and relevant senior staff to formulate the New Year’s business plan, incorporating the relevant strategies from “Pinnacle 2010-the strategic plan”. The ABP is then presented to all senior staff early in the year at the Annual Conference. Using the State Business Plan as a guide, the Divisional Dental Officers would then prepare their Divisional Annual Business Plan which they present to all their staff. The District and Unit levels would subsequently prepare their respective District and Unit Plans for the year. The Divisional Dental Officers also have to present their ABP to Deputy State Director (Oral Health) Sarawak within 45 days after the State Business Plan presentation by Dr. Ling. Hence, it is apt to conclude that Pinnacle 2010 Masterplan is implemented by every staff, through the Annual Business Plan at State, Division, District and Unit levels. c) Who were the stakeholders Pinnacle 2010 Masterplan addresses the needs of both the external and internal customers. Hence, there are both internal and external stakeholders. The main external stakeholders obviously are the patients, 70% of which are the school children. The other stakeholders include Education Department, School authorities, Public Works Department and Ministry of Health, Malaysia. The main internal stakeholders are our very own staff and State Health Department Sarawak.

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The following strategies were used to implement the Pinnacle 2010 Masterplan: 1. Dissemination Of Information Pinnacle 2010 master plan was launched in 2002. As it was a new initiative, the initial strategy was to disseminate information, reduce resistance to change, and get every staff to “buy into” the vision and mission of Pinnacle 2010. Thus, the inaugural theme was “Change: crucible for making things happen”. The objectives of Pinnacle 2010 were communicated to every level of the organization. Information is also disseminated through monthly assemblies, regular visits to the “ground” by top management (Management By Wandering Around) and circulation of quarterly and annual in-house bulletins. 2. Involvement Of All Staff The principle “harness the intellect of every employee” (Bill Gates, Microsoft) was one of the strategies used. Following the launch of the Pinnacle 2010 Masterplan, a task force comprising senior staff of the Oral Health Division was formed to formulate the Pinnacle 2010 Strategic Plan. In addition, all staff were invited to contribute ideas on how to implement this Strategic Plan. 3. Rites And Rituals Organizational membership and ownership of Pinnacle 2010 was reinforced through rites and rituals. The Pinnacle 2010 song is sung at all official functions, the Pinnacle 2010 logo is printed on T-shirts and official letterheads, and specially designed calendars and planners are distributed annually. At all facilities, the logo, objectives and goals of Pinnacle 2010 are prominently displayed to constantly remind the staff of what we aim to achieve through this Masterplan. 4. Pinnacle 2010 Anniversary Celebrations The Pinnacle 2010 anniversary celebration is held annually. Awards such as “Best Main Dental Clinic”, “Best School Dental Clinic”, “Best Individual”, “Best Leadership”, “Best Idea” and “Best Innovative Project” are given to recognize and reward outstanding individuals and groups. This creates “short term wins” and encourages healthy competition amongst the staff. Attending the celebration also serves to motivate the staff and enhance a sense of “togetherness” as they strive towards achieving the objectives of Pinnacle 2010. 5. Annual Business Plan (ABP) Pinnacle 2010 is operationalized through the ABP which addresses five areas of concern i.e. 1) Management emphasis and expectations 2) Financial management 3) Service delivery 4) Human capital development and 5) Research and quality initiatives. 6. Monitoring Quarterly meetings are held to assess implementation of the strategies outlined in the Annual Business Plan at both State and Divisional levels. 7. Commitment To Quality Most of the facilities under the Oral Health Division, Sarawak have received MS ISO 9000 certification. In addition, we have been actively involved in quality improvement efforts such as research, quality assurance projects and innovative projects. 8. Strengthening Organizational Leadership Leaders are continuously being moulded at all levels, through training courses e.g. “New Managers Meeting”, “Local Managers Meeting”, and “Leaders’ Forum”. Leadership principles e.g. 5Ps “Proper Preparation Prevents Poor Performance”, “Return on Management (ROM),’ People First Policy” (practiced by Federal Express), authentic leadership, fair process and the application of Blue Ocean Strategies have served to build capability amongst mid and top-level managers.

b. What were the key development and implementation steps and the chronology? No more than 500 words
The findings of the National Oral Health Survey of Schoolchildren in Malaysia 1997 prompted Dr. Ling Kwok Sung, who took over the post of Deputy Director of Health (Oral Health) Sarawak in 2001, to formulate a bold and challenging Masterplan to strategize appropriate actions to meet this challenge. Known as “PINNACLE 2010”, the Masterplan aimed to fast-track the improvement in oral health status of the population of Sarawak, especially schoolchildren, whilst concurrently moulding an exemplary and excellent workforce to face up to the challenge. In 2002, under the tutelage of Dr. Ling Kwok Sung, a task force was formed, comprising senior top- and mid-level managers, to meticulously formulate a framework for the Masterplan. This Masterplan was officially launched by the Director General of Health, Malaysia on 27th July 2002. Subsequently in 2003, the “PINNACLE 2010 STRATEGIC PLAN” document was published and distributed to the relevant staff throughout the organization for reference in planning, executing and monitoring oral health initiatives and activities annually. Every year, from 2002 to 2008, there is an annual theme (please see the write-up on the initiative being sustainable and transferable) to reflect the emphasis and focus of the Management. The Annual Business Plan is subsequently formulated in accordance with these annual themes. To create awareness amongst the employees, the Masterplan was promoted through such activities as Management By Wandering Around (MBWA), viz. top- and mid-level management visits to the ground. The annual state-level Oral Health Conference held at the beginning of each year is another avenue to communicate to mid-level managers the plan of action for the year. Before the conclusion of each year, the leaders’ forum is held for top and mid-level managers to plan for the coming year. Effective internal communication, team-building and healthy competition amongst workforce (spirit of esprit d’corp) are promoted through rites and rituals such as “PINNACLE 2010” anniversary celebration, quarterly bulletin, shared learning, mentor-mentee system, new and local managers meetings and appropriate awards. Feedback on the organization’s performances from the internal and external clients is done through regular Internal and External Customers’ Surveys. Scheduled meetings with the Workers’ enables the latter to work in goal congruence with the management towards meeting the aspirations of Pinnacle 2010. Quarterly performance assessment is done to monitor and assess the achievement of pre-set goals. Another quality improvement effort implemented is certification under ISO 9001:2000 of the regional dental offices throughout the state which is planned and carried out incrementally each year. Since then 8 out of the 11 regional dental offices are already certified. To promote inter-sectoral collaboration on improving service delivery involving other governmental and non-governmental agencies, meetings and discussions are promptly organized whenever necessary, to discuss any issues that may be a stumbling block to the implementation and success of the Masterplan. In 2007 the mid-term review of the Masterplan was undertaken. Necessary amendments to the document resulting from the situational analysis done were performed and distributed to all levels of functions involved for their necessary actions.

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
1. Difficulty in information dissemination It is a challenge to disseminate information on Pinnacle 2010 from headquarter level to all the staff. This is so because of the vastness of the State and also a very low population density of only 16 people per sq km. To get our staff to “buy in” on Pinnacle 2010, information is comunicated to the divisional heads and mid-level managers during Annual Conference, New and Local Managers Meetings and quarterly assessment meetings. Staff are then informed through regular meetings at respective divisions. To enhance the sense of belonging, logo, objectives and goals are displaced at all the facilities. Achievements are monitored and presented to staff quarterly and yearly. Further reinforcements are through annual themes and anniversary celebrations. 2. Shortage Of Human Capital The geographical terrain of Sarawak with scattered population has created limited accessibility to oral health care. Workload is still heavy especially at the rural areas. However, there are inadequate human capital especially Dental Officers to provide services to the population. As such, the Dental Officers treat only selected classes of secondary schools but not the entire school. With the limited number of staff, there is a need to nurture the staff so that they can perform at a maximum capacity. Over the years, there has been intensive capacity building and capability building. From 2001 to 2008, the total number of posts has increased by 59.3% and the totall staff strength has increased by 50.7%. The mid-level managers has also increased from 18 to 71 in number. As for capability building, staff are well trained and motivated to perform efficently and effectively. Various trainings are given to the staff to enhance their knowledge and skills. Training need assessment is carried out to identify the relevant trainings required which are given through courses, seminars and lectures. Shared Learning has also been practised for books such as “Our Iceberg is Melting” and “The Starbuck Experience”. 3. Financial Constraints Delivery of oral health service in Sarawak is more costly as compared to other States in Malaysia. This is so because of the vastness of the State and “ruralness” of the population. Our dental officers and dental nurses have to travel to these rural areas, often having to stay for days in order to render oral health service. Stringent financial management is practised focussing on “High Return on Management” and de-centralised purchase to get value for money. 4. Physical Facilities There are inadequate physical facilities to provide services in such a huge state, especially to reach out to the rural areas. There is also a need to upgrade the existing facilities. The 9th Malaysian Development Plan (2006-2010) is strategically used as a springboard to achieve the aims of Pinnacle 2010. The Oral Health Division of Sarawak, with meticulous and yet bold planning, has successfully secured the highest financial allocation of RM32 million. In 2008 alone, 50 dental units were replaced costing RM4.1 million, a “first” for any State in Malaysia.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
Resources Used for the Pinnacle 2010 Initiative A. Financial Resource The Oral Health Division, Sarawak Health Department operates financially through its Annual Operating Allocation. In 2008, the financial allocation from the Ministry of Health, Malaysia was RM 52 million. B. Facilities Oral health service delivery is heavily dependent on equipment and physical facilities. The total number of dental facilities has increased from 218 in 2001 to 253 in 2008 with a very notable increase in Mobile Dental Squads from 43 to 65 and dental Specialist clinics from 3 to 7 over the same period. C. Human Resource Between 2001 and 2008, the number of government dentists in Sarawak increased from 42 to 90, (dentist to population ratio of 1:30,380).The number of dental nurses (equivalent to dental therapists) increased from 266 to 366 (dental nurses to primary school children population ratio of 1:1,044). Total staff strength increased from 724 to 1091, with 81.5% of posts filled. Costs Associated with Pinnacle 2010 Initiative Delivering oral health services to the people of Sarawak is a great challenge due to vast size of the State and its scattered population. Despite the limited number of available facilities, human resources and financial constraints, the Sarawak Oral Health Division has managed to provide more and better quality oral health services at minimal extra cost, through the following efforts: 1) Detailed planning of annual activities, as spelt out in the Annual Business Plan 2) Good financial management, with emphasis on obtaining value for money, good “Return On Management” and prudent spending. 3) Emphasis on Human Capital Development with focus on capacity and capability building of the people in the organisation. Mobilizing Resources to Achieve Pinnacle 2010 The application of the “Let Managers Manage” principle has empowered managers at all levels to handle and manage financial allocations more effectively. Purchases of items or services is decentralised, thus enabling local managers to use their financial allocation based on local need and to obtain “best value for money” as well as minimize wastage. People are the greatest asset of an organisation. In line with the objective of Pinnacle 2010 i.e. “to mould an exemplary workforce”, various training courses have been conducted not only to improve technical knowledge and skills, but also to develop “soft skills” and enhance personal development. Despite the small training budget, Sarawak Oral Health Division has improved the quality of oral health services through enhancing the capability of existing staff as shown by the number of excellence awards won. Capability building is emphasized for mid-level managers, who are crucial in ensuring effective implementation of the Annual Business Plan. Leadership principles such as Return on Management (ROM), 5Ps (Proper Preparation Prevents Poor Performance), authentic leadership, fair process and Blue Ocean Strategy have been introduced during annual management training courses. Managers have to be “hands-on” and must visit their staff through “Management By Wandering Around” (MBWA). Emphasis is placed on caring for staff, listening to them, showing empathy and practising the “People First Policy” as crafted by Federal Express.

Is the initiative sustainable and transferable?
Pinnacle 2010 is a documented Master Plan in which all goals, objectives, strategies, implementation stages and timeframes are clearly spelt out and from 2002 till now, there is a continuous increase and consolidation of gains achieved from previous years. The key impetus to sustain the Pinnacle 2010 Masterplan is through the preparation of Annual Business Plan where an annual theme is selected to reflect the Management focus for that particular year. The annual themes are as follows: 2002 – Change – crucible for making things happen 2003 – Pinnacle 2010: A better tomorrow for all 2004 – Working together works 2005 – People: Raison d’être Organizational excellence 2006 – Effective communication: Lifeblood of an organization 2007 – Our customer our future 2008 – Kaizen through innovativeness The annual theme for 2003 is also the main theme till year 2010. The sustainability and transferability of this initiative can also be seen through the annual Pinnacle 2010 Anniversary Celebrations. The venue for this celebration is chosen a year ahead so that the ground staff as one whole year to prepare and a different venue is chosen every year to host the anniversary celebration. The number of entries for competitive awards in the areas of research, innovation, best clinic, best teamwork, best leadership and most outstanding staff has increased over the years. In addition, we have won numerous awards (please see write-up on the key benefits resulting from the initiative) for excellence, innovativeness, financial management and quality improvement efforts that have been received by the organization since the launching of Pinnacle 2010 in 2002, as mentioned in the section on key benefits. The organization’s commitment to quality services has resulted in improvement of services to not only external customers, but also to the staff themselves (the internal customers). Internal customer satisfaction surveys carried out in 2004, 2006 and 2008 show increasing trends in customer satisfaction and this adds further credence to the sustainability of this initiative. The ability of Divisional Dental Officers to successfully organize the Pinnacle 2010 Anniversary Celebration is a further indication that the attention to detail and commitment to quality required in the organizing of this major event is transferable from one Division to another. It is also proof that human capital development activities conducted under the umbrella of Pinnacle 2010 are sustainable and transferable. The success of the Pinnacle 2010 initiatives has also put the spotlight on Sarawak and thus a number of states within Malaysia (Kedah, Penang, Johor, Sabah, Federal Territory) as well as neighbouring Brunei have visited Sarawak to learn the secret of what makes the Oral Health Division, Sarawak so successful and to emulate its success. Our Deputy Director (Oral Health) was invited to speak on Pinnacle 2010 during a conference on Oral Health Services in Brunei. The clarity of the twin objectives of Pinnacle 2010, its easily understood goals and the simple yet effective, formats for monitoring these goals, financial reports, quality initiatives and training activities are assurances that this initiative is sustainable and transferable.

What are the impact of your initiative and the lessons learned?
The twin objectives of Pinnacle 2010 Masterplan are: i). To fast-track the improvement of the oral health status of the people of Sarawak, particularly schoolchildren such that their oral health shall be amongst the best in the country by year 2010 and ii). Moulding an “exemplary workforce”. Impacts The impacts of the Pinnacle 2010 Masterplan on improving oral health status has already been described in the write-up on the key benefits resulting from the initiative. The impacts of this Masterplan on moulding an “exemplary workforce” are as follows: 1) Common vision and direction which has enabled staff of the Oral Health Division to move in unison towards a common goal (goal congruence) 2) Strong organizational leadership at all levels 3) Strong sense of organizational membership and ownership of Pinnacle 2010 Masterplan 4) Strong sense of teamwork, cohesiveness and esprit d’ corps 5) Striving towards continuous improvement (kaizen) 6) Inculcating a culture of learning and striving towards becoming a learning organization Pinnacle 2010 has brought about cohesiveness, teamwork and a strong sense of organizational membership. There is a strong sense of belonging, positive work attitude and a high level of commitment towards the realization of Pinnacle 2010 objectives. Underlying this is the strong belief that people are the greatest asset of the organization and the raison d’être of organizational success. The findings of an internal customer satisfaction survey conducted among staff of the Oral Health Division in 2008 confirm these views. It shows that 98.7% of staff are committed to the Pinnacle 2010 Masterplan. Lessons Learned The Oral Health Division, Sarawak has learned many lessons while implementing the Masterplan and these lessons have contributed much to sustaining achievements and moving the organization to a higher level. A summary of the lessons learned are as follows: 1) Pro-activeness - “The best way to predict the future is to create the future”. Instead of moaning and groaning over the “backwardness” of the State, we formulated the Pinnacle 2010 to make things happen. The organization is not a mere spectator of events but a force to be reckoned with, in creating an exemplary work force and bringing about improved oral health in Sarawak. 2) Seize opportunity – the 9th Malaysian Development Plan is a 5-year national plan aimed at developing the country for the period 2006 to 2010. We seize this opportunity to use this Development Plan as a springboard to achieve Pinnacle 2010. Due to meticulous planning, well-written proposals and visionary leadership, we succeeded in bidding for an unprecedented amount of RM32 million. 3) “People First Policy” works – By applying “People First Policy” as crafted by Federal Express, every staff is involved in the formulation and implementation of Pinnacle 2010 (please see write-up on who proposed the solution, who implemented it and who were the stakeholders). And such involvement brings about the success of our Masterplan. 4) Better Quality need not be expensive – a trained, committed and exemplary workforce is more effective and efficient. Proper utilization of existing workforce contributes to cost savings.


Institution Name:		Oral Health Division, State Health Department, Sarawak, Malaysia
Institution Type:		Government Agency
Contact Person:		Jit Chie Chia
Title:		Divisional Dental Officer Kuching
Telephone/ Fax:		006-082-250348
Institution's / Project's Website:		006-082-411278
E-mail:		chiafrancis@hotmail.com
Address:		Divisional Dental Office, Lot 806, 8th Floor, Wisma Saberkas, Green Road
Postal Code:		93150
City:		Kuching
State/Province:		Sarawak
Country:		Malaysia

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information