Electronic Registry of Societies System (eROSES)
Registry of Societies

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Established Since 1949, The Registry Of Societies, Malaysia (ROS) is a department under the Ministry Of Home Affairs handling non-governmental organizations (NGOs). The main functions of the department is to administer and enforce the Societies Act 1966, Societies Regulations 1984 and policies pertaining to NGOs. To successfully enforce, administer and facilitate growth of NGOs, there are several challenges that had limit our capabilities, we have identified challenges which involves resources, systems, practices and technology that had possibly restrained the dynamics of interaction between ROS and the NGOs. REGISTRATION IS A SLOW PROCESS. As the preamble of the act is about maintaining security, public order and moral, Registering an NGO in Malaysia is a meticulous process. Only a portion of applications met the client charter of 3 Months, some even take years to process. Certain categories of NGO have been identified as high risk and need to be referred to the relevant agencies either for a vetting process by the police or by agencies that are relevant to the objectives of the NGOs and the time taken is beyond the control of RoS. MINIMUM DELEGATION OF POWER. Only fourteen State Directors have the authority to approve state level NGOs while the Director General approves the national level. By December 2011, there are 4,212 applications and all of this applications is processed manually by paper submission. This resulted into unnecessary delays and took away valuable resources from RoS core function of controlling and monitoring registered NGOs. FAIL TO CONTROL AND MONITOR NGOS. All registered NGO is responsible to submit their annual return consisting information about their activities, failure to do so will resulted into deregistration. As at 31st December 2011 the number of registered NGO including their branches is 118,006 and with only 250 staff nationwide and seventy percent (70%) of the agency’s resources is allocated to registering NGOs, the role of monitoring NGOs has taken the back seat. This resulted into dormant, under performed and poorly managed NGOs that are open to abuse and unable to contribute to their members and the nation. OBSOLETE SYSTEM, PROCEDURES AND PRACTICE. The last societies management system is only for internal use, none data sharing with the public or the NGOs. To ensure the information is up to date, data from the NGOs annual return have to be re-entered into the system by the officers and with the increasing numbers of NGOs registered, by 2011 officers only capable to enter vital information of NGOs. FOR THE 3rd SECTOR. Before, most NGOs fail to comply with the regulations set by RoS due to the confusing, unnecessary and sometime obsolete requirements. To play the role of enabler to propel the 3rd Sector towards a greater role in nation building and expanding the size, scope, and capacity of civil society in Malaysia, RoS have to come with ways to facilitate the administration of NGOs.

B. Strategic Approach

 2. What was the solution?
From necessity, the project eROSES (Electronis Registry of Societies) is born. A full-fledged societies online management system, it will enable NGOs to manage their business with RoS using the internet. Not only it expedite the registration process of a NGOs from 3 months to 5 days, it will covers the full spectrum of NGOs management. It will also harness the initiative benefits and pass it on to the public, NGOs and other agencies in line with the RoS motto – Reverence of Sharing. The idea came about after a brainstorming session involving RoS, Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) and Ministry of Home Affairs in 27th April 2011, it was decided then the Agency have to go through a business process re-engineering in order to stay relevant and the project will be develop in-house using existing resources and limitation. BACK TO BASICS. A holistic process review have been done to ensure that all the regulations and requirement are in accordance to the act and eliminate all the unnecessary procedures and obsolete practices. A standard will be developed to reduce the inconsistencies in approving applications thus allowing faster result. Glass Ceiling have to be broken, the vetting and referring process will only be done when there is a real threat to national security. The information needed from NGOs is also minimize to the basic as per required by the legislation and this ease the documentation process in registering or submitting annual report which is unnecessary and added no value to the agency objective in monitoring and controlling NGOs. EMPOWERMENT. Due to the increasing number of registered NGOs, officers will be empowered to handle all applications by NGOs. They will be delegated with the same power as the state directors while the state directors role is now to overview the whole process and consult when necessary. As for the NGOs, the reporting will be available to the stakeholders and public, a step towards transparency and good governance. STRATEGIC PARTNERSHIP. Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) agreed to become the consultant while Ministry of Home Affairs is willing to deploy their developers recruited across the agencies to work on this project. Academia is also engaged by doing the research on the NGOs annual returns especially their finances and develop a risk based approach to identify NGOs that is at risk of being abuse. SIMPLIFICATION. AUTOMATION. COMPUTERISATION eROSES will be able to overcome various critical disadvantages and further satisfy internal and external needs. All the applications by NGOs will be simplified as per stated in the Act. Only the key information needed and all the red-tapes are eliminated. No more documents need to be submitted, no paper work, no query and no reference. All applications will be treated without prejudice and with a sense of urgency. All applications will be done online via portal www.eroses.gov.my. Having an automation in place allows all conditions to be met, self checking ability thus eliminate technical and clerical error. This initiative also brings typical benefits of having a computerized system such as a complete database, real time information, analytic capabilities thus better understanding the need and state of the NGOs.

 3. How did the initiative solve the problem and improve people’s lives?
NO ADDITIONAL HUMAN RESOURCE, ADDITIONAL ALLOCATION AND AMENDMENT TO THE LAW. Those are the parameter that have been set. Thinking outside the box, all possibilities have been discussed and explored in-depth with the objective and vision of having a system that not only benefits RoS but also to all stakeholders. IN-HOUSE DEVELOPMENT Never in history of the Government of Malaysia that a project with this scale being developed in-house. eROSES allows improvements in various operational area with huge potential and the benefits later will be extended to NGOs. FULL-FLEDGED ONLINE SYSTEM The goal is to develop a system capable of handling all kinds of applications under the Act online. As RoS only sets up office at Capital City, eROSES allow the services to be extended to anywhere in Malaysia and even outside the country and other perks of having an online system. BENCHMARK RoS have done a survey well before 2008 in order to benchmark our performance against Singapore, Canada and other commonwealth counterpart. The benchmark then was decided Charities Commission UK. eROSES envision to be more encompassing all possibilities and potential of a computerized system and extending all the benefits to NGOs.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
OFFICIATING DEVELOPMENT TEAM. To ensure full commitment and minimize turnover, developers which have been recruited from various agencies under the Ministry of Home Affairs is officiated. Having an endorsement signed by the Chief Secretary himself, this allows developers to focus on the development work of eROSES. APPOINT SUBJECT MATTER EXPERTS (SMEs). To ensure participations from the officers of RoS, SMEs have been appointed from various ranks and states. This appointments creates a sense of ownership and buy-in from the officers. SMEs is given full responsibilities to review the work process and to suggest improvement if any. CHALLENGING THE NORM. QUESTION EVERYTHING. In order to have a relevant and sustainable system, SMEs have the privileged to questions any practices, guidelines and circulars that in their opinion is not relevant and not accordance to the Act. They can suggest improvement, replacement or to remove any processes. If there’s a dispute, it will be taken to the Directors Meeting for deliberations and decisions. In the course of developing this system, all the regulations have been reviewed and some of it have been removed to facilitate the new way of doing business. CLEAR STRUCTURE. To ensure that there’s no overlapping in terms of task, a clear structure have been put in place, detailing the roles of all the partners involve. MAMPU is the Project, Development And Database Consultant while MOHA is the project Coordinator. The owner of the Project is RoS with the director general also takes the role of Project Advisor while the SMEs is considered process owner. STEERING COMMITTEE. This committee role is to ensure the project is completed on time and act as platform to resolve any issues raised between developers and SMEs. It is also facilitate any additional requirements by the development team. The progress of eROSES will be discussed in details and having co chaired by RoS and MOHA, it shows the close collaboration between the top management. AWARENESS. Since 2010, RoS have started engaging public about the future of NGOs management and actions were taken to prepare them for eROSES. At that time however, the focus is more on annual reporting and not the full applications in the Act. In May 2011, all Roadshow in 5 Pilot states have start engaging NGOs in all their existing program about the development of the eROSES. The potentials is being highlighted and all recommendations were taken into consideration. TIMELINE FOR eROSES. 22 July 2010 ROS requested MAMPU assistance in upgrading the current societies management system 27 April 2011 Brainstorming session, preparing the scope and requirement of the new computerization project with MAMPU as the Consultant 12 May 2011 To overcome the shortage of IT officers in ROS, the development team member will be recruited from across the agencies under MOHA 16 January 2012 PILOT PROJECT – eROSES is being introduced to the public in 5 Major States 23 FEBRUARY 2012 LAUNCHING OF EROSES BY MINISTER OF HOME AFFAIRS 2 April 2012 Start Development - Phase 2 2 July 2012 National Roll Out Phase 1, eROSES have been rolled out nationwide, with 5 Modules; • Account Registration • Societies Registration • Branch Registration • Constitution Amendment • Payment 18 March 2013 National Roll Out Phase 2, 7 new modules have been introduced; • Update Information; • Compliance; • Dissolution; • Office Bearers; • Societies search; • Appeal; and • Gazette.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
a. Registry of Societies i. Dato’ Abdul Rahman bin Othman –Project Owner ii. Noor Azah Bt Abdul Rahman – Project Manager iii. Dasmond Das Michael Das – Head - Subject Matter Expert iv. Liew Joo Tee – Process Owner v. Abdul Hafidz Ridwan Wong – Database vi. Abdul Rasyid B. Abdul Wahid - Programmer vii. Lim Jit Ngoh – Subject Matter Expert viii. Amirthavalli a/p A.V. Muthiah – Subject Matter Expert ix. Arsad b. Kamaruddin – Subject Matter Expert x. Eizzat Syuaqi Bin Ahmad – Subject Matter Expert xi. Pang Chin Fang – Subject Matter Expert xii. Noraffendy Bin Abdul Khalid – Subject Matter Expert b. Ministry of Home Affairs i. Y. Bhg. Dato’ Haji Wahab Bin Mohd Yasin - CIO ii. Y. Bhg. Dato’ Mohamed Rosli Bin Saad - Advisor iii. Latifah Bt Omar – Advisor iv. Md Ali Bin Aziz - Advisor v. Fadlilahton Ismail – System Design vi. Noor Hafiza Md Rawi - System Design vii. Mohammad Naim B. Mohd Ibrahim - Database viii. Siti Rahim Bt Kasim - Database c. Malaysian Administrative Modernisation and Management Planning Unit i. Kathirrasan K Kupusamy - Consultant ii. Nor Suzana Bt Abd Hamid - Consultant iii. Norazah Bt Ab Latif - Consultant d. Accounting Research Department, Universiti Teknologi Mara i. Prof Dr Normah Omar - Researcher ii. Assoc Prof Dr Roshayani Arshad - Researcher iii. Prof. Norbijan Abu Bakar - Researcher iv. Dr Intan Salwani Mohamed - Researcher e. National Registration Department i. Norli Adiba Mohd Noor - System Design ii. Mohd Azizi Morni - Programmer f. Royal Police) i. Wan Mohd Faizul Mat Yasim – Programmer ii. Loo Hon Tung – Programmer g. Others i. Fadhillah Bt. Mohd Salleh (National Anti Drug Agency) – Programmer ii. Yashaiful Yayah (Prison Department) – Programmer h. NGOs are invited to participate during the development program. Awareness was done by riding on the current program at that time.
 6. How was the strategy implemented and what resources were mobilized?
FINANCIAL. None. The system is developed in-house. Using available resources under the ministry and the agencies involve. All unutilized IT Infrastructures have been redeploy for development work of this project. Using open source software and pool resources such as Public Sector Data Center further reduce the need for additional procurement. The benefits of having an in-house development is it can be very specialized system, satisfying every needs of the agency compared to procured system that in it basic form a standard off the shelves application that have been modified to cater the wide spectrum of agencies needs. By stepping outside the budgeting process, eROSES manages to be develop in record breaking time and the development and deployment of the system is back to back, running parallel in order to meet the set target date. Close relationship between the development team and SMEs allows dispute resolution resolve promptly and the Development team have in-depth understanding of the process. TECHNICAL. Software Development Lifecycle is being catered by having a scheduled review based on the input from the NGOs, Public and internal users, this is then brought to a Change Request Board in order to streamline all the changes. The problem with an in-House development is there is a tendency to revert the earlier decision due to the knowledge that the changes incurred no tangible cost, this is not healthy as every changes do contribute to late delivery of the project and additional resources to ensure it does ‘not get in conflict with the agreed processes. Therefore SMEs have been given the task to minimize the Changes by having Firm Procedures and Standard Work Flow, all of which need to be discussed and approved among the SMEs with the final say lies with the Process Owner. HUMAN RESOURCES. Strong support from the management allows RoS development team to be recruited using internal expertise from various agencies under Ministry of Home Affairs, bringing in fresh view on how to do things and also experience from past projects done by their respective agencies. Commitment shown by the developers is extraordinary as they are not being totally release from their duty at respected agencies, however they manage to allocate their time developing the system. With their assistance and insight, SMEs found many new ways of doing business, often borrowing their experience and apply it when relevant to the eROSES. The Developers also keep exploring the possibilities to establish a strategic partnership between RoS and their respective agencies especially involving information sharing, this helps RoS to extend the network with less time and effort as this developers have full knowledge of the process flow and the needs of the agency. FUNDER. Not Applicable. In-House development. Existing Resources.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
SAVES TIME. INCREASED APPLICATIONS. eROSES enables the time to process a registration of NGOs in 5 days compared to 3 months previously. Even though the numbers of registration applications have increased from 4,212 in 2011 to 8,209 from Jan to November 2013, eROSES have enable the officers to process applications within the client charter. Even the number of officers assigned to this task have been reduced in half and this allows resources to be allocate to the most important role which is controlling and monitoring. eROSES a comprehensive solution, manages to tremendously improve the end-end operational process from registration to compliance. EASE OF ACCESS. As RoS sets office only at State Capitals with the exception of Miri, eROSES have widen the access for NGOs anywhere to do business with RoS, a full-fledged online societies management system. There are 9 functions enabled in eROSES that shall improve administration and enforcement processes. CENTRALIZED DATA MANAGEMENT. Anyone can access the information of any NGOs from anywhere. Due to the migration exercise that have been done on 18th March 2013, all the legacy data is now available for viewing. The final process of migrating NGOs with the latest information is due by 31st December 2013, by then all the NGOs in the system will be considered live and administered by the secretary of the NGOs. REAL TIME INFORMATION. Anytime, the NGOs may update their information in eROSES. General Information, Changes in Office Bearers, and Amendments to Constitution. All this information is vital for the stakeholders. As the access of eROSES is also extended to any person, it is vital for NGOs to have their information updated. COMMUNICATION AUTOMATION. In-line with current technologies, with eROSES all communication between RoS and NGOs is done by email, this will ensure every person registered as office bearers will be notified and well informed about any updates concerning their NGOs. Automation also allows reminder to be set up for NGOs to fulfil their requirements under the Act. In summary eROSES solution allows the government to save RM 8 Million development cost, enhance development of internal resources, provide total ownership to each stakeholder and increased flexibility for progression in future.

 8. What were the most successful outputs and why was the initiative effective?
STEERING COMMITTEE. This committee oversee the whole implementation of the project. With the presence of the ministry representatives and MAMPU which strongly support this initiative, all problems and issues will be tabled and solved. The committee also provide the timeline for the project and ensure that it is being strictly followed, knowing that any delays will hamper the moral of the team member and momentum of this project. DIRECTORS MEETING. Issues pertaining new process flow, review of the current regulations and proposal for new approach in handling application via eROSES is being tabled here. The Directors are also responsible in preparing the staff and NGOs in changes brought by the new system and collect feedback. SUBJECT MATTER EXPERTS (SMEs). Even though each SMEs have been assigned with specific activities, discussion between SMEs is highly encourage, knowing the fact that a third party view is important in ensuring nothing have been overlooked. Peer review is important in making sure that all angles have been covered and in case there is a dispute, the project owner which is the Director General will have to decide and the decision made will be carried out promptly. NGOs PARTICIPATION. Since 2010, awareness for eROSES have been started to prepare NGOs and to gather any feedback and recommendation during the development phase. Invitation to join eROSES have been sent in March 2013 and since then, eROSES roadshow nationwide have been the main programs. Here the NGOs will be given comprehensive guide on how to migrate their NGOs to the new system in order for them to harness the benefit of computerization, automation and simplification of eROSES. Till 4 December 2013, 16,000 or 33% of legacy NGOs have come on board the new system. WEEKLY REPORT. In recent months, the monitoring of migration of NGOs to eROSES have become top priority. By year end, the NGOs that fail to migrate will be considered cease to exist. This clean up of the registry of NGOs will reflect the true health of the 3rd sector in Malaysia. This exercise is monitored weekly and hopefully the registry will be cleaned by 1st January 2014. With the clean registry, RoS will able to plan better program and activities to empower the existing active NGOs.

 9. What were the main obstacles encountered and how were they overcome?
CHANGE MANAGEMENT. eROSES brings not only superficial changes but a business process reengineering with roles, regulations and requirements have been changed. With a total revamp of the current work processes, officers have to Learn, Unlearn, and Re-learn the whole applications processes to prepare them for the NGOs. In-house training by Zone have been held nationwide, hands on by the officers with all the SMEs involved, this allows officers to understand the changes that have been made and the justification for it as per explained by the process owners. NGOs READINESS. They are concerns in the beginning of the project whether NGOs in Malaysia is ready for a full-fledged online societies management system, especially NGOs that are based in remote area. As it turns out, these NGOs in remote area do have access to the internet and eROSES have make a trip to RoS office which is only located in state capital unnecessary. In urban area, eROSES have been embraced as a timely effort, however there still exist NGOs that need our assistance in terms of facilities or guidance and to overcome this, terminal have been set up in every states for their perusal. An officer will always be on on duty to assist them in doing their applications. In three years, around 10,000 NGOs have been registered using eROSES which is 18% from the total registry since it is enactment in 1966. SUPPORT SYSTEM. A helpdesk is also set-up in every state to caters inquiries regarding the new system. However, with 250 staff and 44,000 potential NGOs doing their migration by year end, RoS will surely unable to cope. Therefore a self help channel in YouTube have been created https://www.youtube.com/user/myROStv. Till 12th December 2013, this channel have more than 8,500 views.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
HEALTHIER ENVIRONMENT FOR THE 3rd SECTOR. Even though the preamble of the Act is to control and monitor, it is undeniable that NGOs have played a great part in Nation Building. Realizing that RoS should play a major part towards empowering civil society, it is our calling to create a friendly, healthier environment for NGOs to prosper and the first step is to ease the process of registering an NGOs. This will attract more citizen to be involved with NGOs and surely it will benefited them in multiple ways and therefore the society. We believe NGOs in Malaysia have a lot of potential if they can focus their effort on empowering themselves rather than tied down to the administrative work especially in relation to RoS, by having eROSES we hope we can ease the problem with automation, computerization and simplification and that’s why we strive for a full-fledged online societies management system. For comparison pre-eROSES 2011, only 4,212 NGOs applied for registrations but in 2013 the number have double to 8,209. GOOD GOVERNANCE. It is timely that Malaysia have a 3rd Sector that are able, inclusive and effective. Having a benchmark can help NGOs strive to improve its effectiveness while fulfilling their legal responsibilities thus instilling good governance. For starters eROSES have featured transparency features which is option for NGOs to Voluntary Disclose their information’s including their finances, this is a step to instill the sense of accountability to the members of the public that indirectly have interest in the NGOs. Under the current law, office bearers only responsible to disclose the NGOs financial information to their members but charitable NGOs especially which finance by grant, donation and contribution of the public have the moral responsibility to disclose their financial management. As of today almost 50% of 10,000 NGOs that submitted their annual returns opt to disclose their information and this is a good indicator of the readiness of the NGOs in term of transparency and integrity. COMPUTERIZING THE SOCIETIES. With the computerization, RoS can move forward to explore potential applications of all the data harness using eROSES. Among the agenda is to have a risk-based approach or profiling to identify NGOs that is high risk to be used for illegal purposes or abused. This effort have start with the introduction of composite annual reporting in 2011 and it is now have been incorporated into eROSES. RoS is working closely with Accounting Research Institute, Universiti Teknologi Mara to develop this system. Mobile applications is also a potential that RoS is looking into, mobile apps have the ability to channeled information direct to the public and it is more accessible. It is also equipped with features that are not available in PC and with the right planning it can be a powerful tools for office bearers in managing their NGOs program and activities and even administration. FULL COMPLIANCE. It is responsibilities of RoS to ensure NGOs complies with all the legal requirement of the act in order to safeguard the members of the society and public interests. However due to to constraint in resources, a number of NGOs have failed to fulfill their legal requirements for years especially regarding the submission of Annual Return. With eROSES each NGOs will be reminded of this responsibility automatically through electronic notifications and failure to do so will result in deregistration. By year end, 23,000 out of 43,000 NGOs is under risk of being deregistered due to failure in submitting annual return. There are also other requirements that have been automated such as Property Officer, Asset Procurement and Non-Citizen Applications to hold office and with eROSES the room of making a mistake regarding the mentioned applications is minimize.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
As the development of the eROSES was done in-house and using pool resources such as Public Sector Data Center, there are no major financial implication in terms of maintaining this system. By using open source software and having full ownership of the system, RoS is flexible to any foreseen changes in the near future. In short the development process will never stop. The SMEs have also been extended to include new directors for continuation of further developing and discovering new potentials of the computerization effort. eROSES is also considered as an initiative to computerized NGOs. Once NGOs is onboard, they will be able to harness all the benefits of having a computerized system such as ease of access, real time information and communication automation. It also open the possibilities of automating the administration of NGOs while enhancing the capabilities of RoS to monitor and control NGOs. Thus enable the NGOs to focus their effort in achieving their objectives. RoS hold the biggest Registry of NGOs in Malaysia and we have 5 other agencies that registers NGOs with specific purposes such as Sport, Youth, Veteran, Prime Minister Department and Company Limited By Guarantee. Many of the Act is enacted after Societies Act 1966 and most of the legal requirements was based on it. Therefore it is in our intention to replicate the success of eROSES to these agencies hoping that they will share the same benefits and thus saves the government from unnecessary expenditures. As the development of eROSES is benchmark against Charities Commission UK, we have the opportunity to visit them in May 2013 and we found that we are not far behind in terms of computerizing the Department and in some extent we have exceeded them especially in terms of computerizing the societies. During their counter visit, they are amaze of our level of computerization as they have been doing consultation work in neighboring countries and in their opinion this initiative can be emulated by our neighbors. They are now speaking on our behalf of the success of eROSES. We have also visited our counterpart in Singapore as their Act is almost identical with ours and we found out that our vision for eROSES is in line with what they are having. In September 2013, RoS received a delegation from Department of Associations, Turkey. Among their main agenda was to learn about the successful implementation of eROSES. It was an honor for RoS, knowing that Turkey have a long history of a charity giving society and have reached the level of developed civil society. The delegation have been briefed about eROSES by the state in order to showcase the successful implementation and the benefits that it brings for us as regulators.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
STRONG WILL. Management must be firm. The steering committee have to ensure that all issues be rectified immediately, creating the sense of urgency allows the team to work faster and smarter. Deadline must be followed, do not encourage delays due to any reason and fixed a clear goal for the team. Ensure that everyone knows where we are now and where we are going, give them a clear path to follow and steer them to the objectives. Push them to the limit as you will find out later that there are more to them than meet the eyes. In the same time, the management have to portray to the stakeholders frequently about things to come and our strong will to make it happen. MANAGING THE UNEXPECTED. Be ready for the unexpected, even after all consideration have been taken to ensure the successful development and implementation, set backs can come and often than not from beyond our control. Always have a back up plan in terms of system or the person in charge. Encourage discussion within small groups, make sure everybody is in the know of what is happening. Always be able to foresee the challenges ahead and prepared for it so the unexpected will become expected. DON’T WAIT FOR PERFECTION There is no such thing as perfection, just rolled on with what we have according to the timeline given. Most of the time the setbacks due to reviewing of the processes only contribute minimal improvement to the original recommendations. For eROSES, we have the luxury to go back and rectify later any shortcomings due to the nature of the project that is developed in-house. Allow people to make mistake as this is will be a steep learning curve for them, encourage them to experiment and to make decision and stand by them. Mitigate the risk but do not be afraid of failure, it is an undeniable risk in any development project and the most we can do is at least try. NECESSITY CALLS FOR INNOVATION. Spirit of innovation is always there, all we need to do is ask, officers and customers are the best qualified person to talk about your level of effectiveness, learn to listen. Management must be able to cultivate the culture of innovation in organization, empower your officers, give them the platform to participate. This in return will create a sense of ownership and belonging. Lift up the team spirits by empowering them to take the role of agent of change. Always think outside the box, explore all possibilities and do not afraid to ask for assistance, as this project have shown that all we needed to do in the first is to ask ‘Can you help us?’

Contact Information

Institution Name:   Registry of Societies
Institution Type:   Government Agency  
Contact Person:   Noraffendy Khalid
Title:   Director  
Telephone/ Fax:   603-55106427 / 603-55109281
Institution's / Project's Website:  
E-mail:   noraffendy.ros@moha.gov.my  
Address:   Level 16, Wisma MBSA, Persiaran Perbandaran
Postal Code:   40000
City:   Shah Alam
State/Province:   Selangor

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