Table 4 is the summary of total number of villages by category and district within DARA andLKWJ
former areas. Out of 1,193 total number of traditional villages in Pahang, there are 246traditional
villageslocated within former DARA and LKWJ areas. Orang Asli Village is the second highest
category with 261, and 6 of them are located within former DARA and LKWJ areas. FELDA,
FELCRA and RTP withinDARA and LKWJ records a total of 74 villages. Maran records the highest
number for FELDA with 28 villages while FELCRA has only one (1) village located in Jerantut,
Pekan and Temerloh respectively.
(c) Development Allocation from ECERDC and State Government for DARA and LKWJ
Former Areas
The table below is the summary of RM410,000,000 allocation breakdown received to
developapproved projects from 2010 until 2020 by district within former DARA and LKWJ areas
for allocation under ECERDC.
Table 5: Total Projects and Allocation for Each District by Former DARA and LKWJ Areas
DARA LKWJ Jumlah
District Project Allocation Project Allocation Project Allocation
(No) (RM) (No) (RM)
(No) (RM) 87 48.9
87 48.9 158 61.9
Temerloh 0 0 21 3.1 172 73.0
150 66.4 292 44.8
Bera 137 58.8 292 44.8 108 105.9
157 75.5
Maran 22 6.6 00 974 410
00
Jerantut 0 0 550 163
Pekan 108 105.9
Rompin 157 75.5
TOTAL 424 247
Source: ECERDC Report, 2021
Overall, based on Table 5 above, Pekan received the largest amount of allocation compared toother
districts under DARA and LKWJ former areas cumulatively from 2010 to 2020. Pekan received the
largestamount with RM105.9 million for former DARA areas despite having a smaller number of
projects as compared to Rompin which only received RM75.5 million of development allocation
alone for 157 projects being carried out.
From the development allocation criteria via ECERDC, it shows that DARA and LKWJ former areas
stillreceived monetary allocation even after their dissolution. It clearly states that there is no need
for re- establishment of both agencies. However, there is no more additional allocation for Node 7:
former DARAand LKWJ areas through ECERDC under Rolling Plan 1, Twelfth Malaysian Plan
(RMKe-12).
Apart from that, the state government even allocated RM7,118,308,889.18 through theNinth
Malaysian Plan (RMKe-9) up until the Eleventh Malaysian Plan (RMKe-11) to districtswhich
encapsulated former DARA and LKWJ areas. The allocation breakdown consists of several sectors
namely (1) infrastructure, (1) public amenities, (3) operation and maintenance,(4) social and
community, (5) economy, and (6) policy, plan, design and guideline. Referring to Table 6,the
monetary allocation for RMKe-9 until RMKe-11 was largely allocated for infrastructural sector,
whichis RM3,754,227,384.40 followed up by public amenities sector (RM1,999,42,621.57).
Table 6: Monetary Allocation Breakdown for Ninth Malaysian Plan (RMKe-9) – Eleventh MalaysianPlan
(RMKe-11) to Districts Encapsulating DARA and LKWJ Former Areas.
Malaysia P RMKe-9 RMKe-10 RMKe-11 Jumlah(RM)
(RM) (RM) (RM)
Infrastructure
Public Amenities 2,537,898,502.00 770,296,285.44 446,032,596.96 3,754,227,384.40
1,564,104,226.00 307,961,999.28 127,376,396.29 1,999,442,621.57
144 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
Malaysia P RMKe-9 RMKe-10 RMKe-11 Jumlah(RM)
(RM) (RM) (RM) 123,916,948.00
Operation dan
Maintenance 79,500,000.00 37,377,348.00 7,039,600.00
Social dan
Community 219,200,000.00 85,968,619.47 133,344,240.00 438,512,859.47
Economy 530,983,705.00 182,764,155.00 66,669,366.74 780,417,226.74
Policy, Plan,
Design and 16,645,000.00 4,296,849.00 850,000.00 21,791,849.00
Manual
TOTAL (RM) 4,948,331,433.00 1,388,665,256.19 781,312,199.99 7,118,308,889.18
Source: RMKe-9, RMKe-10, RMKe-11, Economic Planning Unit Malaysia (BPEN) Pahang
Therefore, based on the physical development criteria by the state government for DARA and LKWJ,
there is no need to re-establish DARA and LKWJ.This is in consideration that there are other ministry
agencies from various sectors apart from direct allocation by the state government which had contributed
to developing former DARA and LKWJ areas besidesECERDC and KPLB through RMKe-9, RMKe-
10 and RMKe-11.
(d) Comparison with other LKW and ECERDC
The figure below shoes the summary of population income comparison between former DARAand
LKWJareas and other RDA.
Figure 2: Summary of Population Income Comparison Between Former DARA and LKWJ Areas andOther RDA.
MEDIAN INCOME COMPARISON BASED ON DISTRICT BETWEEN DARA ANDLKWJ FORMER AREAS WITH
OTHER RDA
Source: HIS Report, Department of Statistics Malaysia, 2019
Even with the dissolution of DARA and LKWJ, the population income continuously increasesas compared
to to other RDA. The wealth distribution collection for the RDA, and former DARA and LKWJ areas
clearly shows that most of the distribution of income is still within thelower percentile of B40 category
either for the existing or dissolved RDA areas. According to the criteria of household income compared
with other existing RDA, there is no need to re- establish both agencies because the median household
income in former DARA and LKWJ areas is continuously increasing.
145 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
Table 7 Shows The Estimation Of Expenditure For RDA from 2018 until 2020. The table
alsostates theestimated expenditure issued by ECER for former DARA and LKWJ areas.
Table 7: Estimation of Expenditure for RDA for 2018 – 20202.
RDA/ Agency 2018 (RM) 2019*(RM) 2020*(RM)
KETENGAH 20,521,011 34,000,000 42,666,000
KESEDAR 53,209,000 57,100,000 56,400,000
KEDA 32,743,557 35,955,800 41,000,000
KEJORA 16,900,000 23,400,000 35,500,000
PERDA 8,796,000 7,300,000 12,600,000
Dissolved RDA
Trust Fund 3,900,000 7,400,000 6,400,000
Allocation**
8,500,000 5,500,000 17,900,000
ECERDC***
Note:
* For 2019 – 2020, it is an estimation of expenditure based on KPLB Federal Estimated Expenditure.
** Allocation for socioeconomic project
*** (NODE 7 – Former DARA and LKWJ Areas)
Source: Laporan Tahunan LKW and ECER Annual Report
The table above shows that despite the dissolution of both RDA (DARA and LKWJ), the former
operationareas still received expenditure from other agency, mainly ECERDC. Overall, based on
the analysis of monetary allocation for other RDA areas and ECERDC operation area, it clearly
shows that there is no need to re-establish both agencies. It is becauseformer DARA and LKWJ
areas still receive allocation from ECERDC and KPLB.
(e) Views of Relevant Parties
Table 8: Summary of Views of Relevant Parties and Stakeholders
Summary of ViewsEXCO/ ADUN & Penghulu Result
of RelevantParties/ Re-establishment
Stakeholders Re-zoning
Re-establishment
ADUN Strategy ✔✔
Tioman Infrastructural & Agree = 25
Allocation Disagree =
ADUN Overlapping with
Pulau ECER ✔ ✔0
Tawar High Impact No
Project Response =7
ADUN Maintenance of
Kuala Local Authority ✔✔
Sentul Area
Leftover Asset
✔✔✔✔✔✔
✔✔✔✔✔✔
✔ ✔ ✔ ✔
146 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
Land Office (PDT)/ Local AuthoritiesSummary of Views Result
Re-establishmentof RelevantParties/
Re-zoningStakeholders
Re-establishment
StrategyPenghulu✔ ✔ ✔
Infrastructural &Mukim✔✔✔✔✔✔
Allocation✔✔✔✔✔✔ ✔✔
Overlapping withPDT✔✔✔✔✔✔
ECERRompinX✔✔✔✔✔ ✔
High Impact Agree = 36
ProjectPDT✔✔✔✔✔✔ Disagree = 1
Maintenance ofPekan
Local Authority ✔ No Response
AreaPDT =3
Leftover AssetJerantut
✔✔
Majlis
Daerah ✔✔
Rompin
Majlis
Daerah
Pekan
Note: (✔) = Agree, (X) = Disagree and () = No Response
Source: Findings from Interim Report of Study of Re-establishment of Development Authority of Pahang Tenggara (DARA)
andJengkaRegional Development Authority (LKWJ) (2021)
The table above shows the summary of views of relevant parties and stakeholders pertaining to
the re- establishment of both agencies. Overall, it can be summarized that most interviewed parties
and stakeholders agreed with the re-establishment of both agencies, considering several factors
namely re- zoning, re-establishment strategy, infrastructural and allocation issue, overlap of
function with ECER, high impact project, maintenance of local authorities’ areas, and leftover
asset.
(f) Take Over and Handover of Functions to Other Agencies
The table below shows the privatisation agreement obligation by both companies responsible to
manage former DARA and LKWJ areas based on ECERDC Privatisation Agreement and Report
(2010).
Table 9: Privatisation Agreement Obligation by TDKSB and WJHSB
Teras Dara Konsortium Warisan Jengka Holdings
Sendirian Berhad (TDKSB) (M) Sdn Bhd (WJHSB)
Commercial Activities Housing Property Housing Property
i. Bringing commercial development: development:
development to RDA 9,382 (bumiputera lot not
areas which area taken 1,037 units (bumiputera
over; specified) lot not specified)
ii. Assist in nurturing Commercial space
Bumiputera development: Commercial space
entrepreneurs in areas 298 units (246 development:
bumiputera) 111 units (111
bumiputera)
147 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
that were taken over Teras Dara Konsortium Warisan Jengka Holdings
according to relevant Sendirian Berhad (TDKSB) (M) Sdn Bhd (WJHSB)
schemes.
Industrial development: IIndustrial development:
26 hectares (bumiputera 138 hectares (bumiputeralot
lot not specified)
not specified)
Social Obligation All obligation and contribution had been carried out within 5 years
i. Contributing a sum of • Community harmony programme
money to execute social • Sports and recreational programme
develoment programmefor • Social and institutional programme
the first five (5) years
Urban Services Urban service works being Full take over of urban
i. DARA- Carrying out undertaken by Indah Bandaran (not service works by local
urban service works including council operation area) authorities (for Council
for5 years; through allocation by KPLBTrust operation area only).
ii. LKWJ- Relevant Fund
localauthorities.
Handover of Land
andAsset
i. According to According to Privatisation According to Privatisation
Agreement, some of the land
Dissolution Act (2000),it must Agreement, some of the land and and asset has to be handed
over by LKWJ to WJHSB
be handed over to the asset must be handed over by
government (Federal Land DARA to TDKSB.
Commissioner).
Source: Privatisation Agreement (1999), ECERDC Report (2010)
To summarize this analysis, the obligation of privatisation agreement criteria states that there is
no need to re-establish both agencies because the obligations of the activities outline in the
agreement have been fulfilled.
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Table 10: Take Over of Function by Other Agencies
Planning &
Coordination
Road Work
Water Supply
Housing
Land Development/
Agriculture
Development of
Traditional Villages
New Urban Growth
Centres
Social and Community
Development
Urban Service &
Maintenance
Strategic & High
Impact Project
Entrepreneurship
Federal ✔ ✔✔✔ ✔ ✔ ✔ ✔ ✔
KPLB ✔ ✔ ✔ ✔
JAKOA ✔ ✔
KEMAS ✔✔ ✔ ✔ ✔ ✔✔
MARA ✔ ✔✔
✔ ✔✔✔ ✔ ✔✔
FELDA ✔✔
State ✔ ✔
BPEN ✔✔ ✔
✔✔ ✔✔
PKPP
JKR ✔✔
PAIP
Local ✔
PBT
✔
✔✔ ✔ ✔
✔ ✔✔✔✔ ✔ ✔ ✔
Source: Findings from Final Report of Study of Re-establishment of Development Authority of Pahang
Tenggara(DARA) and JengkaRegiona Development Authority (LKWJ) (2021)
In conclusion, for the criteria of take over of DARA and LKWJ function by other agencies, there is
no need to re-establish both agencies. This is because the functions and services have been handed
over to the receiving agencies and were properly handled.
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CONCLUSION
The matric summary of the comparative criteria and discussion are as shown in Table 11 below:
Table 11: Matric Summary for the Assessment of the Necessity to Re-establish DARA and LKWJ
Socioeconomy Physical Development Comparison Views of Relevant Legal and
Development Allocation with other Parties Administration
RDA
EXCO/ Obligation of
/ Privatisation
Poverty / Infrastructure X ECERDC Population X ADUN/ X
Incident X Income Penghulu Agreement
Traditional X Allocation
Income Village, Orang Mukim
/ Asli Village dan
FELDA X State Land Office/ Take Over of X
Settlement government X Local / Function By Other
Authority Agencies
Source: Findings from Final Report of Study of Re-establishment of Development Authority of Pahang Tenggara (DARA) and
Jengka Regional
Development Authority (LKWJ) (2021)
MCDM analysis based on the six (6) criteria and 12 sub-criteria concluded that there is nonecessityto re-
establish both DARA and LKWJ. The analysis is based on the findings below:
a. Socioeconomy – The median income in every district within DARA and LKWJ formerareas is still
under the B40 category. Despite that, in terms of income criteria, the population income for
DARA and LKWJ is continuously increasing.
b. Physical development – the infrastructural amenities and utilities are adequate and holistic. Some
of DARA and LKWJ former areas encapsulating traditional village (kampung tradisi), JAKOA
and FELDA continues to receive specific allocation.
c. Development Allocation – There are specific allocation received from both ECERDCand State
government despite the dissolution of both RDA.
d. Comparison with other RDA – Despite the dissolution of DARA and LKWJ, the population
income continuously increases as compared to other RDA.
e. Views of relevant parties – the majority of EXCO, ADUN, Township Chief (PenghuluMukim) as
well as local authorities agree that there is a need to re-establish DARA andLKWJ, specifically to
focus on the development of the under-developed former areas.
f. Legal and Administration – All of the privatisation agreement obligation has been fulfilled, and
most of the former DARA and LKWJ areas have been taken over by thelocal authorities.
The outcome of this study shows that there is no need to re-establish new entity in former DARA and LKWJ
areas. However, this study recommends that one of the improvements that can be made is that theexisting
agency under the Ministry of Rural Development (KPLB) or Pahang State Development Corporation (PKNP)
can be further empowered by considering addition scope and function. New unit(s) can be established to give
special focus specifically for the development of former DARA and LKWJ areas.
150 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
REFERENCE
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Pembangunan Luar Bandar.
(2021). Final Report of Study of The Re-establishment of Development Authority of PahangTenggara
(DARA) and Jengka Regional Development Authority (LKWJ).
(Jun 2010). Final Report Strategic Review of the Dissolution of DARA and JENGKA Regional
Development Authority. East Coast Economic Region (ECER).
(September 1994). Kajian Pelan Induk Operasi Wilayah Jengka (1993-2010), Laporan AkhirJilid 2,
Penemuan-penemuan Kajian. Lembaga Kemajuan Wilayah Jengka, Kementerian Pembangunan Luar
Bandar
EPU, (2013). Rancangan Malaysia Kesepuluh (RMKe-10). Journal of Chemical Information and
Modeling, 53(9), 1689–1699.
Indah Water Konsortium Sdn Bhd (IWK). (n.d.). Sustainability Report 2017-2018.JKR Pahang, Jalan
Persekutuan (2020)
(2021). Interim Report of The Study of The Re-establishment of Development Authority of
Pahang Tenggara (DARA) and Jengka Regional Development Authority (LKWJ) LembagaKemajuan
Johor Tenggara (KEJORA). (2017). Laporan Tahunan KEJORA 2017.Lembaga Kemajuan Wilayah
Kedah (KEDA), (2016). Laporan Tahunan 2016 KEDA.
Lembaga Kemajuan Wilayah Pulau Pinang (PERDA). (2018). Laporan Tahunan PERDA2018.
Economic Region Development Council, ECER Annual Report
Malaysia, J. P. (n.d.). Laporan Sosioekonomi Negeri Pahang, 2019.https://www.dosm.gov.my
Malaysia, J. P. (2020). Household Income Survey Household Income & Basic Amenities2019.
PLANMalaysia (Jabatan Perancangan Bandar dan Desa). (n.d.). Laporan Akhir PenentuanSempadan
Kampung dan Penandaan Kedudukan Spatial Kemudahan Awam Kampung di Semenanjung Malaysia
dan Labuan Fasa 2, Negeri Pahang, Jilid 1.
Review of The National Water Resources Study (2000-2050) and Formulation of NationalWater
Resources Policy, Volume 12 Pahang, Final Report, 444 (2011).
Economic Planning Unit. (2006). The Ninth Malaysian Plan (RMK9) 2006-2010. Downloaded from
Economic Planning Unit (EPU), Prime Minister’s Office (PMO).
Economic Planning Unit. (2018). Policy Execution Plan, Mid Term Study, The EleventhMalaysian
Plan 2016-2020. In Percetakan Nasional Malaysia Berhad
151 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
RESEARCH TITLE:
INFRA TRAINING EMPOWERMENT ANDSTRATEGIC PLANNING 2021 – 2025
Dr.Sharifah Syahirah S. Shikh, Prof. Madya Dr Suhaily Mohd Ramly, Dr.Fadilah Puteh,
Dr Nurisyal Muhamad, DrNisrin Alyani Ishak dan Dr. Norhaninah A. Ghani, Prof.
TS Dr. Hajah Anitawati Mohd Lokman.
Kolej Universiti Poly Tech Mara (KUTPM)
Universiti Teknologi MARA (UiTM)
152 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
INFRA TRAINING EMPOWERMENT AND STRATEGIC
PLANNING 2021 - 2025
Dr.Sharifah Syahirah S. Shikh, Prof. Madya Dr Suhaily Mohd Ramly, Dr.Fadilah Puteh,
Dr Nurisyal Muhamad, DrNisrin Alyani Ishak dan Dr. Norhaninah A. Ghani,
Prof. TS Dr. Hajah Anitawati Mohd Lokman.
1Kolej Universiti Poly-Tech MARA (KUPTM)
2Universiti Teknologi MARA (UiTM)
ABSTRACT
As an institution established to provide training to strengthen the well-being of rural communities, The
Institute for Rural Advancement (INFRA) is responsible for ensuring good and effective training modules
and implementation. However, preliminary study findings revealed that INFRA 2016-2020 training
implementation has not yet met the standard as a comprehensive and effective rural communitytraining
centre of excellence. As a result, strategic training planning must be developed as the base for
comprehensive and practical training programmes that align with INFRA's vision and mission as a centre
of excellence for rural training and research. This article describes the construction of a strategicplan with
four specific objectives; (i) examine the achievements and implementation of INFRA trainingprograms
during the 11th Malaysia Plan (2016-2020), (ii) review issues and challenges in the implementation of
training under INFRA, (iii) recommend improvements in governance and INFRA training programs for
rural communities, and (iv) formulate the INFRA Training Plan (2021-2025) to improve the well-being of
rural communities in line with current changes. This study uses the ProLL Model (Program Logic &
Linkages) as the basis for analysing the extent of training needs, delivery effectiveness and program
outcomes. Data is gathered through official document reviews, focus groupstudies, surveys, and interviews.
The analysis was conducted using the 3P Assessment Framework, SWOT and TOWS Matrix, and Impact-
Complexity Matrix (MIK). In the INFRA Training programme,this study identified 18 key issues and
challenges. Thirty-five (35) strategy proposals were put forwardand incorporated into the INFRA Training
Strategic Plan 2021-2025. In fact, ten (10) main INFRA Training Strategies covering 16 programmes, 52
initiatives, and 54 target indicators were developed. Insummary, the ten strategies address the following
areas: (i) strengthening training offerings, (ii) development of infrastructure, technology, and coaching, and
(iii) a comprehensive system for evaluating the effectiveness of training programmes. This research
resulted in a comprehensive and systematic INFRA Strategic Training Plan document (2021-2025), which
was approved by INFRA management. The implementation of this strategic plan has the potential to assist
INFRA in its transformation into a rural centre of excellence (INFRA CORE).
Keywords: INFRA, Training, Empowerment, Strategic Planning
153 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
INTRODUCTION
The Institute for Rural Advancement (INFRA) is a training institution established in 1996 under the
Ministry of Rural Development (KPLB). The main objective of INFRA is to providetraining for the
empowerment and well-being of rural communities. INFRA is responsible forensuring that all modules and
services offered can add back to the lives of rural communities in line with the Rural Development Policy
and the Ministry of Rural Development Strategic Plan (2021-2025). As a training institution that seeks to
achieve the status of a centre of excellence in the field of rural training and research, INFRA has
collaborated with various parties to ensure the empowerment and well-being of the rural community are
achieved. The implementation of INFRA training is divided into (i) Institutional Leadership and
Administration, (ii) Entrepreneurship and Technical Skills, and (iii) Special Target Groups.
The main purpose of this article is to discuss INFRA's strategic planning for 2021 to 2025. Therefore, there
are four (4) specific objectives of this study namely (i) to examine the achievements and implementation
of INFRA training programs during the 11th Malaysia Plan(2016-2020), (ii) review issues and challenges
in the implementation of training under INFRA,
(ii) recommend improvements in governance and INFRA training programs for rural communities, and
(iii) formulate the INFRA Training Plan (2021-2025) to improve the well- being of rural communities in
parallel with current changes.
The findings of this study have identified the weaknesses and strengths of INFRA's training programmes,
and it is hoped that they will assist INFRA in restructuring its working proceduresin the future to reduce
weaknesses and improve the effectiveness of training programmes. Fromthe standpoint of knowledge, this
study has strengthened and expanded knowledge and data onthe needs of rural communities in Malaysia. It
has identified best practices and procedures forimproving training programmes that other countries can use.
The study also directly brings therural community's voice on training needs and their point of view to
strengthen human capital,particularly in leadership, governance, special skills, and entrepreneurship.
LITERATURE REVIEW
Previous studies on the training needs offered specifically to rural communities from various countries
found three main training themes which are leadership aspects, entrepreneurial and technical aspects, and
human capital development aspects of rural special target groups, particularly youth and women.
Leadership and governance have been identified as a major thrust of rural community development in most
countries, including the Netherlands, Australia,America, and Argentina, as studied by Landini et al. (2017),
Castro-Arcea & Vanclay (2020),Carrizao et al. (2009), Horlings et al. (2018); Miles & Morrison (2020),
Etuk et al. (2013), andLamm & Priest (2019). The application of entrepreneurial attitudes in leadership and
governance is an important aspect of rural community development. To develop rural economies and
entrepreneurial ecosystems, rural leadership must pay attention to factors suchas identifying, evaluating
and exploiting opportunities, as well as developing networks, supportprogrammes, infrastructure, and
entrepreneurial culture (Horlings et al., 2018; Miles & Morrison, 2020).
Past studies have shown that rural leadership development programmes positively impacted human capital,
rural community network resources, community capacity, knowledge, leadership skills, and motivation
(Etuk et al., 2013). However, measures of programmeeffectiveness such as the ability to apply skills,
community satisfaction, and community changeas a result of leadership development training are debatable
and should be prioritised (Etuk et al., 2013; Landini et al., 2017). Even leadership development
programmes are frequently criticized for a lack of thorough evaluation following programme
implementation (Lamm & Priest, 2019).
According to Tenzin and Dorjin (2017), Kulkami & Narkhede (2016), Kobba et al (2019), Pratiwi & Suzuki
(2017), Mamun et al. al (2018), Hazarika (2016), Courney & Powell (2020),Onitsuka (2019), Iqbal (2011),
Mahmud et al. (2017), and Noor & Dola (2010), entrepreneurialaspects and technical skills are critical
requirements in generating income. Previous researches have shown that entrepreneurship training
154 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
programmes play an important role in rural development by raising living standards, expanding business
opportunities, and closing the income gap between rural and urban populations (Hazarika, 2016; Kulkarni
& Narkhede, 2016;Patowary & Parida, 2014; Prayitno, 2020; ).
The content of the entrepreneurship training programme should be expanded to include more practical
elements such as hands-on, interaction with other entrepreneurial partners, financial department
partnerships, and successful entrepreneurs. Improvements in training programme modules need to be
improved on a regular basis (Babel & Sharma, 2016; Iqbal, 2010; Kobba et al., 2019; Moreira & Martins,
2009; Rural Skills Training: A Generic Manual on Training for Rural Economic Empowerment (TREE),
2009).
Past studies also indicate that participation in agricultural skills training programmes such as paddy
cultivation, livestock, and fisheries have successfully increased household income and business
performance (Mahmud et al., 2017; Noor & Dola, 2010). However, skills training followed by the provision
of assistance such as crop materials, livestock breeds, agricultural inputs, and related services, can help the
underprivileged become more productive (Mahmud et al., 2017). The E-kasih micro programme, for
example, demonstrated a positive relationshipbetween the duration of participation and theamount of loans
to household income. Nonetheless, it was discovered that the amount of training had no significant effect
onhousehold income (Mamun et al., 2018).
Previous research has also concluded that training needs to go through several stages, includingincreasing
knowledge of appropriate agricultural fields, emphasizing the need to improve the eco-quality of
agriculture compared to conventional methods, and involving stakeholders fromthe private and public
sectors from the beginning to the end (Simes & Brito do Rio, 2020). Training programmes must be
innovative to increase productivity (Kulkarni & Narkhede, 2016; Tenzin, 2018).
A review of previous studies such as studies in India, Portugal, Cambodia, Sub-Saharan Africa,Nepal, and
the United Kingdom, indicates that human capital development of target groups, particularly youth and
women, is important for the well-being of rural communities. Entrepreneurship training programmes have
also been effective in increasing women's confidence in areas such as skills, application, and financial
management (Kathleen Collett & Gale, 2009; Dessallien, 2005; Patowary & Parida, 2014). Training
completion should include group learning, integration of training with technology, improved networking,
and lobbying abilities (K Collett, 2010; Pratiwi & Suzuki, 2017). Participation of local leaders in training
programmes is critical for increasing rural community involvement and support (Amaechi, 2019).
METHODOLOGY
The overall framework of this study, named the FANS Strategic Planning ConstructionFramework, is
represented in Figure 1. The ProLL Model (Program Logic & Linkages) (Rasappan et al., 2010) was also
used as the basis for creating the INFRA 2021-2025 TrainingStrategic Plan in this study. This model is
comprised of three (3) major components: needs analysis, programme delivery, and programme outcomes.
Official document review, focus group study, surveys, and interviews were used to collect and analyse data
for these three (3) components. The analysis was made based on the 3P Assessment Framework, SWOT
and TOWS Matrix, and Impact-Complexity Matrix (MIK).
To achieve its goals, the INFRA 2021-2025 Training Strategic Plan was built on the ProLL Model (Logic
& Linkages Program) (Rasappan et al., 2010). The model is divided into three parts: needs analysis,
programme delivery, and programme success. The study used a variety of methods to collect data. Official
document review, focus group study, surveys, and interviews were used to collect and analyse data for
these three components. The 3P Assessment Framework, SWOT and TOWS Matrix, and Impact-
Complexity Matrix were usedto conduct the analysis (MIK). Figure 1 depicts the study's framework, known
as the FANS Strategic Planning Construction Framework, and a description of it can be found in the
following paragraphs.
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Figure 1: FANS Strategic Planning Construction Framework
Source: INFRA Training Needs Study (2021)
There are four (4) methods that have been used in this FANS Strategic Planning Development Framework,
namely document review, focus group study, survey and interview. First, a document review was made
involving nine (9) main INFRA references. Among the key documents referenced are the Rural
Development Policy, KPLB Strategic Plan 2021-2025, andthe Draft INFRA Strategic Plan 2021-2025. The
list of documents analyzed qualitatively are 1) Rural Development Policy 2019, 2) KPLB Training Plan
2018 - 2027, 3) Training Proposal Paper, 4) Training Module, 5) KPLB Strategic Plan 2021 - 2025, 6) Core
Leader Presentation Slide INFRATraining, 7) Evidence Documents, 8) Draft INFRA Excellence Master
Plan, and 9) Draft INFRA Strategic Plan 2021-2025.
The results of the qualitative analysis of this document were adapted into a 3P Assessment Framework
built specifically for the INFRA study. This 3P Assessment Framework was adaptedand formed as a result
of: Equiframe for Social Inclusion, UNESCO (2016), Sebarkaya (Valorization) Framework, UNESCO
Malaysia (2017), MEG-SDG APPGM Solution Project Framework (2021), Nakao (1980), Pallof & Pratt
(2007), Abdu & Gupta (2016), Bresko (2011).Briefly, this 3P Evaluation Framework refers to the 10
Planning indicators, 8 Implementation indicators and 8 Achievement indicators that have been identified.
The second research method is to use a focus group that involves three (3) sessions with INFRAofficers.
The first and second sessions were conducted for the purpose of obtaining the results ofthe 3P evaluation,
namely Planning, Implementation and Achievement, and to further evaluate the performance of the INFRA
training program for 2016-2020. The third session, a focus groupwas held to obtain information and
implement the mapping process of the INFRA Strategic Training Plan. There are five (5) work processes
to evaluate documents based on the 3P Evaluation Framework, namely; (i) INFRA Training 3P Evaluation
Workshop, (ii) Evidence document evaluation, (iii) Improvement workshop, (iv) Improvement form
evaluation, and (v) Overall score calculation.
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To support the research evidence, the study applied a quantitative method where a survey was conducted
online. The respondents are INFRA participants nationwide. The study applied several development
research phases. First, the development of survey questions, followed by apilot study and its analysis,
conducting an enumerator workshop and explaining the datacollection process, and lastly, the data analysis
process. The data were analysed descriptively using SPSS software. However, for open-ended questions,
data were analysed using NVIVO andAtlas.ti software.
In addition, a series of in-depth interviews with INFRA senior officers were conducted to addressissues,
causes, and suggestions. The tools used in this phase are SWOT and TOWS matrix analysis. The SWOT
matrix is an acronym for Strengths (S), Weaknesses (W), Opportunities (O), and Threats (T). Strength
Analysis is made to identify the advantages possessed by INFRAto achieve organisational objectives.
Weakness analysis is done to identify the shortcomings thatexist in the INFRA organisation. Next, an
Opportunity analysis is made to identify the external factors that give advantages to INFRA. Finally, a
Threat analysis was conducted to identify external factors that constrained the achievement of INFRA.
Following that, the TOWS Matrix is used for mapping; (1) strengths and opportunities, (2) weaknesses and
opportunities. (3) threats and weaknesses, and (4) threats and weaknesses An analysis of strengths and
opportunities is performed to determine what the organisation can do by leveraging its strengths to capitalise
on available opportunities. While the analysis of strengthsand weaknesses is for the organisation to take
advantage of the opportunity to optimise the opportunities available to reduce organisational weaknesses.
Following that, a threat and strengthanalysis is performed to enable the organisation to leverage its strengths
to reduce risk. Finally,an analysis of weaknesses and threats is performed so that the organisation can plan
to minimiseweaknesses and avoid risk. The TOWS Matrix provides an opportunity for the organisation to
develop a strategy that can be implemented using the organisation's resources.
This phase also conducts the identification of strategic priorities based on the Complexity ImpactMatrix
(MIK) (Refer to Figure 2).
Figure 2: Complexity Impact Matrix (MIK).
Source: INFRA Training Needs Study (2021)
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The MIK is specifically designed to assess the level of strategic priorities based on economic,social,
political, cultural factors, program implementation costs, manpower availability, availability of expertise,
integration with stakeholders, and time. MIK is used to determine thepriority level of the strategies
developed in the previous phase. MIK is evaluated based on fourindicators namely; (1) Low Impact, (2)
High Impact, (3) Low Complexity, and (4) High Complexity. Based on the information obtained from the
above phases, this study then builds a draft strategic planning plan by applying the ProLL model. The draft
results were then reviewed with INFRA management.
FINDINGS
This section will discuss the results of the study obtained based on (i) the evaluation of the INFRA training
documents; (ii) surveys; (iii) interviews and (iv) focus group studies.
Results of the study based on Evaluation of INFRA training documents
The 3Ps evaluation framework was used to review documents related to INFRA training during2016-2020.
The results of the study found that only 17 programs out of a total of 25 programsplanned by INFRA for
the year 2016-2020 were successfully implemented. Meanwhile, 9 outof 25 INFRA training programs,
which is 36%, have not been implemented during 2016-2020.
The documents related to this training are categorised into 5 main training cores (1) Entrepreneurship
Thrust which consists of 4 types of courses/training; (2) Core skills containing 5 types of courses/training;
(3) Core Target Group consisting of 5 types ofcourses/training; (4) Leadership Thrust which contains 6
types of courses/training; and (5) Institutional Administration Thrust which consists of 5 types of
courses/training.
The analysis of training evaluation using the 3P framework is divided into 3 main parts that areevaluated
based on several main indicators, namely (i) Planning - 10 indicators; (ii) Implementation - 8 indicators;
and (iii) Achievement - 8 indicators. Each of the 25 INFRA training programs during the year 2016-2020
was evaluated and given an evaluation score scaleas shown in Figure 1 below:
Figure 3: Evaluation Score Scale
Source: INFRA Training Needs Study (2021)
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Table 1 below summarises the results of the INFRA training document review study for the year 2016-
2020 based on the 3P Evaluation Framework. It depicts 9 out of 25 training programmes were not
implemented. Only two training programmes achieved 80% and above while eight programmes achieved
70% and above marks. It shows that 10 out of 16 trainings are well implemented and fulfilled the training
requirements. However, there are 6 trainings need improvements, particularly on its implementation and
evaluation stages.
Table 1: INFRA Training Performance Evaluation (2016-2020)
Source: INFRA Training Needs Study (2021)
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Survey
This survey involved 567 respondents who had attended courses organised by INFRA from allover
Malaysia. The views of these respondents or participants were analysed to find out their views on the
training conducted by INFRA that they had attended. Figure 4 below summarisesthe demographics of the
survey respondents that were conducted.
Figure 4: Demographics of Survey Respondents
Source: INFRA Training Needs Study (2021)
The views of these participants were measured through 4 main indicators: (1) participants’ reactions to
INFRA training; (2) learning obtained from training; (3) changes in participants' attitudes after training;
and (4) improved outcomes after receiving INFRA training. The survey's findings revealed a downward
trend in respondents' perceptions on attitude change and improved outcomes following training. However,
the investigation revealed that the respondents were satisfied with the training offered to them. The 5 core
training programmes have an average score of 4.0 or higher. Based on the five training cores, Figure 5
highlights theparticipants' perspectives on the INFRA training. Based on their experience as INFRA training
participants, survey respondents also had a favourable impression of the training programme for 2016-
2020.
Figure 5: Participants' views on INFRA training.
Source: INFRA Training Needs Study (2021)
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Focus group study and interviews
This study revealed several issues, causes, and challenges faced by INFRA, as well assuggestions to
overcome issues and challenges. Figure 6 depicts the major concerns, challenges, and recommendations
based on the findings of focus groups, surveys, and interviews. INFRA Training Planning, INFRA Training
Implementation, INFRA Training Evaluation, and INFRA Governance are the four (4) categories in which
these concerns, important challenges, and recommendations are classified.
5 challenges, 6 causes, and 9 recommendations have been identified under the INFRA TrainingPlanning
category. Meanwhile, 6 concerns, 7 causes, and 16 recommendations were discoveredin the Training
Implementation category. Following that, 3 issues, 5 causes, and 5 recommendations were identified for
the INFRA Training Evaluation. In addition, the findings also revealed 4 issues, 6 causes, and 5
difficulties regarding INFRA governance. The 18 issuesfindings are summarised in Figure 6
below.
Figure 6: Issues, Causes, and Recommendations of INFRA Training
Source: INFRA Training Needs Study (2021)
The five issues that INFRA training planners face: (i) Lack of an INFRA training strategic planfor 2016-
2020; (ii) Training planning that is too ambitious; (iii) The selection of participants was not done
thoroughly, sometimes with haste; (iv) Lack of instructors and expertise to conduct training; and (v)
Unbalanced and improper training site. Meanwhile, the six primary challenges encountered in the
implementation of INFRA training are as follows: (i) 36% of scheduled programmes were not carried out;
(ii) Training is not done according to procedures; (iii) Incomplete and outdated modules; (iv) Training is
failing to satisfy the mission of excellence and comprehensiveness; (v) Unbalanced and inconvenient
training site; (vi) Fewer practical courses andactivities.
Next, for the achievement aspects of INFRA training, there are three main difficulties faced are as follows;
(i) Analysis of participants feedback was not conducted; (ii) There was no collection of information on
participants’ success; and (iii) There was no training or follow-upaction. While in the aspect of INFRA
Training Governance, there are four major problems to consider, namely, (i) The absence of INFRA
Strategic Plan (2016-2020), (ii) Irregular/inadequate/poorly administered human resource management,
(iii) Control overtraining financial allocation is uncertain, (iv) Ineffective access and dissemination system
as rural community training hub.
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To overcome the issues and challenges faced, there are 35 suggestions submitted for the
attention and action of INFRA as summarised in Table 2 below:
No Suggestion
1 INFRA Training Planning
i. Develop the INFRA Training Plan 2021-2025 in accordance with the KPLB Training
Plan (2018-2027), the KPLB Strategic Plan (2021-2021), the Strategic Focus, and the
INFRA KPIs.
ii. Conduct a complexity and impact analysis for each programme, taking into account
the training needs analysis (TNA), as well as financial, personnel, and infrastructure
assessments. It is also requested that the INFRA Policy Division give training
adjustments for all forms of training to be undertaken.
iii. Set specific conditions and criterias for participants, ensuring that they are suitable
for the target population and met the training objectives.
iv. Fill vacancies with qualified trainee officers in order to meet the short-term goal of
increasing the number of certified officers in INFRA. Furthermore, enlisting the
assistance of experienced industry specialists may be able to solve the problem.
v. Choose a location that is easily accessible by the participants without spending a lot
of time and in accordance with the ratio of participants.
2 Implementation of INFRA Training
i. Determine 80% of planned training and 20% of ad-hoc training. In addition, INFRA
needs to identify training according to four categories namely (i) compulsory, (ii)
advanced, (iii) general, and (iv) specific. The training calendar also needs to be
updated and published online.
ii. Provide procedures for module development, implementation and improvement.
INFRA should also establish a Special Assessing Committee for module review and
impact analysis from time to time.
iii. Complete course preparation in accordance with systematic module development
procedures and provide modules in the form of ebooks. In addition, INFRA needs to
establish strategic collaborations with stakeholders, assign module ownership and
improvements as well as audit modules/reports on a regular basis.
iv. Consider rebranding as an institution of excellence that conducts comprehensive
training. In line with that, INFRA needs to act as a one-stop center/hub for advisory
services & matching agencies for training.
v. Explain the Terms of Reference to stakeholders to better understand the importance
of training to the rural community. It is also to ensure that information and feedback
analysis is obtained and shared with stakeholders. INFRA needs to hold discussion
sessions with stakeholders to make improvements based on feedback analysis.
vi. Improve course content by balancing theoretical and practical aspects. This can
diversify training activities and give attraction to participants.
3 INFRA Training Achievement
i. Develop a training portal that collects all the information of each program.
ii. Perform a Tracer Study after 3-6 months of training is conducted to identify how
participants use the acquired skills, and obtain suggestions for training
improvements.
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iii. It is necessary for INFRA to; (i) introduce a post-training platform to participants
toobtainfollow-up information such as capital raising methods, marketing network
and follow-up training, (ii) establish collaboration with other HEIs/agencies, and (iii)
introduce the Mentor- Mentee Program.
4 INFRA Administration
i. Develop the INFRA Strategic Plan and the INFRA Training Plan in line with the
direction of KPLB.
ii. It is necessary for INFRA to; (i) establish a systematic online (cloud) task and file
delivery system, and (ii) analyse human resource needs based on the existing
workload and current strategic planning.
iii. Determine the amount of regular training and allocate only 20% of the training in the
form of ad-hoc including the distribution of financial allocation for training that has
been planned.
iv. Appoint a website and social media administrator along with a list of tasks that need
to be done to ensure that the information is always updated.
Source: INFRA Training Needs Study (2021)
CONCLUSION
This study has developed ten strategies to be implemented in order to materialise INFRA's main strategy
as a centre of excellence for rural training and research. To attain the 54 target indicators that have been
specified, 16 programmes and 52 initiatives will be implemented under these 10 core strategies. The KPLB
Strategic Plan 2021-2025 is the foundation for the INFRA Training Strategic Plan (2021-2025). It also
aligns with the INFRA Center of Rural Excellence 2021-2025. (CORE). The focus strategic, strategies,
programmes, initiatives, and targets are planned according to the wants, expectations and needs of specific
target groups particularly the rural communities.
Annual accomplishments should be monitored, assessed, and reported periodically. Thisprocedure can
ensure the performance is evaluated and periodical improvements are made. Less encouraging
achievements must be examined and action taken to guarantee that the term'sgoals are met. In order to
maintain continuity, succeeding strategic plans must be established in advance based on a study of the
current term's annual achievements. The development of this strategic plan will assist INFRA in developing
a more planned and systematic training programme for the rural community's benefit.
The three main ways forward need to be emphasized namely strategic planning, operational details, and
attainment of Ministry of Rural Development (KPLB) KPIs. The strategic planning that needs to be
implemented are (1) Resource planning, including staffing and allocation, (2)Planning and scheduling of
each programme and initiative, (3) Implementation of each programme and initiative, (4) Regular
monitoring of programmes and initiatives (every three months), (5) Reporting achievements on a regular
basis (every three months), and (6) Intervention of programmes and initiatives if targets are not met are all
aspects of strategic planning that must be implemented. While operational intricacies necessitate INFRA
providingthorough operational documents for each programme and project, including guidelines and
Standard Operating Procedures (SOP). In addition, INFRA also needs to ensure that performance fulfils
the Key Performance Indicator (KPI) that has been set by KPLB, namely the empowerment of modules
and training towards accredited certification.
This study also suggests that INFRA serves as an information hub for other KPLB agencies' training
programmes, particularly JAKOA, KEMAS, RISDA, FELCRA, and MARA. Second, INFRA is
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recommended to be a training institution that provides information and educates stakeholders to be more
sensitive about the rural communities' well-being. Third, the INFRA Training Plan should be the primary
focus of the INFRA Strategic Plan, as training accounts for 70% of INFRA's core activities. Finally, each
INFRA training should comply with the training implementation processes outlined in the 3Ps Assessment
Framework.
ACKNOWLEDGMENT
A highest appreciation to the Ministry of Rural Development (KPLB) for providing fund for this study to
be implemented. Thank you to the Institute of Rural Development for providing documentation,
participating in focus group sessions, interview sessions and assisting researchers in survey activities.
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RESEARCH TITLE:
IMPACT STUDY ON RURAL ECONOMICFINANCING SCHEME: (SPED)
Ts Hj Yuriny Adnan, TsIntan Suraya Razak, Prof Madya Dr Ruslin Bin Amir,
Tn Hj Ishak Bin Hj Abd Rahman, Dr Azmi Bin Aziz, Dr Isa Bin Hamzah,
Cik Nur Afifah Binti Rozali, En Mohamad Afiq Bin Anuar
UKM Pakarunding Sdn Bhd
168 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
IMPACT STUDY ON RURAL ECONOMIC FINANCING SCHEME (SPED)
Ts Hj Yuriny Adnan, TsIntan Suraya Razak, Prof Madya Dr Ruslin Bin Amir,
Tn Hj Ishak Bin Hj Abd Rahman, Dr Azmi Bin Aziz, Dr Isa Bin Hamzah,
Cik Nur Afifah Binti Rozali, En Mohamad Afiq Bin Anuar
(UKM Pakarunding Sdn.Bhd.)
ABSTRACT
The aim of this study is to evaluate the impact of rural economic financing scheme among Bumiputera
entrepreneur. A total of 347 participants who benefited from the scheme from 2014-2018 were chosen as
sample of this study. There are 6 terms of reference (TOR) or objectives with an additional objective to
give meaningful results. Data were collected using questionnaires, interview protocols, technical reports
and field observations. Informants were the ministry officials, bank officers, top executives of Bank
Rakyat and SME Banks and SPEDparticipants. Results of the study found that the selected bank have
applied best practices banking services of international standard. Since implemented in 2001, 4006
participants havebenefited from this scheme with a total of RM406,956,720 from the initial grant
RM270,262, 940.00. A total of 408 entrepreneurs have received the Muqasah Grant (30% incentives) for
fulfilling loan payment schedule accordingly. This scheme has brought positive impact on rural
entrepreneurs involved. Such financing facilities enabled them to increase business capital, buy
machineries, open newbranches or upgrade business premises. Participants also reported better living
environment and providing employments for locals. However, Covid-19 pandemic have created massive
lost among participants as businesses halted and amounted expenses to be paid. Researchers did SWOT
analysis to find out the strength, weakness, opportunity and threat of the financing scheme for future
references. Atthe end of the report, Balrige Model were proposed to be adapted at different level in
planning, delivering and evaluating any projects. Finally, four projects that is SPED 2.0, SPEL, SPEF
and SPEUD were put forward as an alternative project to upgrade the present scheme. More
comprehensive ruralfinancing programs need to carried out in order to emerge as an Entrepreneur Nation
by 2030.
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INTRODUCTION
This final report is submitted to the Ministry of Rural Development (KPLB) on the impact of the Rural
Economic Financing Scheme (SPED) program. The SPED program started in 2001 and until 2020 the
scheme has approved loans to 4006 participants with an original allocation of RM270 million. Since its
implementation, there has been no comprehensive and in-depth study on the impact of SPED on
entrepreneurs, especially in terms of the impact of funding onentrepreneurs, projects undertaken and the
community as well as the strengths and weaknessesin the implementation of this scheme. The government
and KPLB in particular decided to evaluate the performance and effectiveness of the SPED program since
its implementation twodecades ago. KPLB also wants to determine the best practices done by the
appointed implementing banks, namely Bank Kerjasama Rakyat Malaysia (BKRM) and Small Medium
Enterprise Bank (SME Bank). Inputs obtained from participants and SWOT analysis were conducted for
the purpose of improving programs for entrepreneurs in the future.
In terms of implementation SPED financing is used for the purpose of purchasing assets, machinery,
equipment, working capital for the purpose of procurement of raw materialsand stock, renovation or
upgrading of business premises. The uniqueness of SPED financing is the combination of loan and grant
allocation where a rebate of 30% in the form of a Government grant from the value of the approved
principal financing provided that the participant can settle the payment within the stipulated time. The
balance of the loan financingof 70 % with an interest/profit rate of 5 % will be charged to the borrower.
Minimum financinglimit was RM20,000.00 and not exceeding the maximum value of RM250,000.00 for
each application while the loan period is from 3 years to 7 years. (excluding the Grace Period of 6
months). The scope of financing covers the types of business sectors that comply with the lawand Shariah
principles.
OBJECTIVES OF THE STUDY
Specifically, the objectives of the study are to:
a) Identify the best practices of SPED financing implemented by Bank Rakyat and Bank SMEand
provide appropriate recommendations on the supervision, monitoring and evaluation of financing.
b) Evaluate the performance and effectiveness of the SPED financing program and the extent to which
this financing program ensures sustainable financing services and business continuity.
c) Identify the factors of strengths, weaknesses, opportunities and threats which affect the outcome of
the implementation of the SPED program.
d) Evaluate the impact of the SPED program on rural entrepreneurs and the socio -economic impact of
the local community through the improvement of economic status, vigorous economic and social
activities, entrepreneurial knowledge and skills.
e) Identify Non-Performing Loans or (NPL) issues among SPED borrowers and suggest effective
monitoring techniques or methods to reduce NPLs.
f) Propose improvements to the implementation of the SPED program based on the analysis offindings.
g) Identify the impact of COVID 19 on entrepreneurial projects and strategies taken in addressing the
situation.
170 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
RESULTS OF THE STUDY
Demographics
A total of 2,360 male entrepreneurs and 1,646 women entrepreneurs participated in the SPEDscheme
from across the country. In general, the SPED participants of the 2014-2018 cohort include entrepreneurs
from rural areas throughout Malaysia, from Perlis to Sabah. A total of 191 male entrepreneurs and 158
women entrepreneurs were involved in three categories of entrepreneurial projects, namely services
(295), manufacturing (44) and agriculture (10)participants.
Bank Best Practices
SME Bank and Bank Rakyat (BKRM) are responsible for implementing and managing SPEDbased on
the financial allocation provided by the ministry. Both banks are also responsible formanaging the
application and implementation of SPED. SME Bank and Bank Rakyat (BKRM)are also responsible for
conducting support programs, promotional activities and relatedmarketing. The Banks are also
responsible for taking legal action against customers. In terms of loan distribution from year 2001 to
2020, a total of 4006 people obtained loans with a total budget of RM406,946,720.71.
The study found that both banks have adopted the following steps which can be categorized asbest
practices;
a. Build good relationships with customers - good relationship refers to professionalrelationship
and assisted SPED participants in managing loans and loan distribution.
b. Perform supervisory and monitoring activities- bank officers visited the business premisesto obtain
information and conduct regular monitoring.
c. Conduct the selection process and process the application form - the credit officer assessesthe
eligibility of prospective borrowers/SPED participants and submits to KPLB for approval.
d. Adopt an effective instalment collection method - borrowers are asked to send a post-datedcheck to
the bank. The bank will remind those with pending payment.
e. Make announcements/Road shows -banks have made announcements of financing programson the
website as well as made road-shows regarding SPED loans.
171 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
SPED Output
In this study the output of the SPED program are changes that occur on the borrower in termsof physical,
financial, and personal changes. This output can be measured on those who have undertaken
entrepreneurial projects with SPED loans for a period of between 1-3 years. In addition to enabling SPED
participants to continue their projects, SPED funding has had a positive impact on participants in terms
of;
Business expansion planning (90.2%)
Increase in quality of life (90%)
Increased income (88.9%)
Improving entrepreneurial knowledge (87.2%)
Improving entrepreneurial skills (86.4%)
Apart from that, SPED loans can also build an entrepreneurial attitude among the participants.There were
also participants who gained recognition in terms of success in business from the products produced.
SPED Outcome
In this study the outcome of the SPED program is a change on loans in terms of increased sales,expansion
of business premises or increased productivity of goods. Among the positive effectsof the SPED loan is
to enable Bumiputera entrepreneurs to do things such as;
a. Business development (94.9%)
b. Purchase of machinery/equipment required in the project. (90.4%)
c. Developing business (86.3%)
d. Increase of capital (85.5%)
e. Strengthen company finances (80%)
Impact of SPED
Impact is a change that occurs to the local organization and community where the entrepreneurruns their
business for more than 6 years. There are two impacts that result from the SPED funding program, which
are the impact on the community and the economy. The direct impacton the community is in terms of the
existence of employment opportunities to the local community. The projects undertaken by the recipients
of SPED funding also provide convenience to the residents. Customers can get the services or goods they
need without havingto go to a big city far away from where they live.
172 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
The effect of SPED on the community received a moderate response (mean =
3.62).
The highest level of agreement for the items in this sub-construct was in terms
of social responsibility such as giving donations, alms and zakat (80%).
Meet the needs of the local community (73.5%)
Benefits to neighbours and the local community (67.5%).
Customers increased by 57.3%.
In terms of economic activity, the existence of entrepreneurial projects produces activitiesrelated tothe
project. The SPED program also had a moderate impact (mean 3.63)
The SPED program enables other entrepreneurs to learn the ins and outs of
business (74.4%).
Other businesses also benefited as business activities intensified (71.8%).
SPED loans also created employment and support activities (70.1%).
SWOT Analysis
SWOT refers to Strengths, Weaknesses, Opportunities, and Threats.
a.Strength
Strength refers to an advantage, privilege, or ability exclusively possessed by an organization as
compared to others.
• Participants of the Rural Economy financing scheme (SPED) agree that the SPED program
is a very attractive program and can help them start and develop their businesses;
• Participants felt that a grant of 30 percent of the total loan borrowed would motivatethem to
repay the loan on schedule;
• The majority of participants agreed that the value of the 30% grant offered was uniqueand not
available in other financing schemes;
• Participants of the SPED financing scheme also agreed that the financing allocationoffered
was also in line with their business needs; and
• Cashless financing reduces money leakage for purposes other than their businessdealings
(90%).
b.Weaknesses
Weakness refers to the factors that contribute to inefficiency or any elements that maycontribute to the
failure of an organization to compete and fail to lead the market. The results of interviews with SPED
173 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
recipients and the analysis conducted also identified some weaknesses in the SPED financing scheme.
Top most observed weaknesses and grievances from SPED participants are:
A relatively long waiting period for approval. There are applicants who have to wait for 6
months before their application is approved. 37% of respondents agreed that their
application period took a long time to be approved; and
No entrepreneurship development program after obtaining a loan. Lack of facilitation and
monitoring on the part of the Ministry and the implementing bank.
c.Opportunity
Opportunity is a positive external factor that can help in contributing towards improvingthe
performance of a business. Participants interviewed agreed that:
• SPED can help Bumiputera entrepreneurs realize their projects (93%);
• SPED can help entrepreneurs grow their business (90%);
• SPED can help produce more rural entrepreneurs (93%); and
• SPED succeeded in increasing Bumiputera entrepreneurs (90%).
d.Threats
Threats are external factors that are out of control that can cause business strategies to be
disrupted or businesses to stagnate. The results of interviews with entrepreneurs who receive
SPED funding and Bank officials who manage SPED funding are among the factorsthat can be a
threat to this financing scheme are:
• Failure of the borrower to repay the loan resulting in the borrower being categorized as
a non -performing borrower (NPL);
• Competition from other funders;
• Misuse of loans extended;
• Implementing bank management bureaucracy; and
• Slow return on investment.
Non -Performing Loans (NPLs)
Previous reports from Bank Rakyat and SME Bank showed that the non-performing loan (NPL) rate was
very high. As stated in the TOR of this study, the consultant only takes into account cases from year 2014-
2018. Data showed that participants from seven states namely Kelantan, Melaka, Negeri Sembilan,
Pahang, Penang, Sabah and Selangor recordedmore than 50% non-performing loans (NPL) cases. Internal
and external factors contributed to NPL problems. This study found that lack of knowledge in financial
or business management skills and abused loan were the main reason for NPL cases. Overall,the status of
non-performing loans shows that the percentage rate is still at an acceptable level (37.1%) The results
of the study found that
174 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
• Entrepreneurs strongly agreed (16.2%) and agreed (81.2%) that the main source of non
-performing loans (NPLs) was due to declining sales in the business;
• Entrepreneurs also strongly agree (10.3%) and agree (80.3%) that weaknesses in financial
management are one of the causes of non -performing loans (NPLs); and
• A handful of entrepreneurs disagreed (0.9%) stating non -performing loans (NPLs) dueto fierce
competition in business.
Effect of Covid-19 on SPED entrepreneurs
Consultants found that nearly 95 percent of SPED participants interviewed admitted business
was affected due to Covid 19 and the enactment of the Movement Control Order. The
following are some of the reported effects:
• Affected income;
• Decreased sales volume;
• Forced to close the premises;
• Had to reduce production volumes;
• Decreased number of customers;
• Forced to lay off laid off employees;
• Postponing project expansion; and
• Deferred loan installment payments (NPLs).
FUTURE PROGRAMS
Baldrige Model for Improvement
In USA Balrige Model is used to evaluate agencies and organization perfomance appraisal andaward at
national level (NIST 2009). The model has 7 criteria including leadership, planning dan strategy,
measurement, analysis and information management, customer, work force, process and decision
making. In the case of Rural Financing the ministry can adopt improvement at ministry, operating banks
and entreprenur level accordingly.
Rural Financing 2.0 (SPED 2.0)
Consultants found that SPED program has positive impact and beneficial to emerging entreprenurs.
Therefore rural financing scheme could be continued with some improvement. The ministry has more
than 20 years experience of conducting and monitoring the program and yeild desired outcomes. Future
participants should be choosen with more stringent criteriato ensure successful business ventures. Clients
need to have at least 3 years of projectexperience, strategic project location and viable business project.
Financing policy can adopt amatching fun
175 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
Expansion Financing Scheme (SPEL)
Expansion Financing Scheme can be considered as an extension of the current scheme with improvement.
Businessman who has completed their instalments can make new loan for expansion or extension
purpose. Successful entrepreneurs are invited to produce their business plan together with loan
application. Operating bank can help to identify potential candidates with good track record for the above
scheme.
Franchise Financing Scheme (SPEF)
The Ministry of Rural Development can consider on financing businessman who are interestedwith
franchise products. At present there are many franchaisors operating in Malaysia offering wide range of
well known products (KPDNHEP 2021). One of the advantages of franchais business is that franchaisee
have the opportunity to share the glamorous achievement by the franchaisor. For this to happen
cooperation is needed between goverment, franchaisor and franchisee.
Digital Economic Financing (SPEUD)
Three main factors are inter-related in digital economy that is digital empowerment, digital context and
digital outcomes (Recker.J, Briel V.F, 2019). Digital economy or business is blooming fast and has a lot
of potentials in Malaysia. It has no time, space and distance barrieras compared to traditional business.
This is a golden opportunity for young entrepreneurs to venture as the whole world is gearing for digital
living. We have graduates in ICT who are young and adventurous willing to work diligently in becoming
digital entrepreneur.
CONCLUSION
This study is to evaluate the impact of rural economic financing scheme of 347 participants who benefited
from the scheme from 2014-208. Six objectives were stated in research term ofreference. Data were
collected using questionnaires, interview protocols, technical reports andfield observations. Results of the
study found that the selected bank has carried out their dutiesby applying best practices of world-wide
banking services. It can be concluded that this schemehas brought positive impact towards 4006 rural
entrepreneurs involved. Such loan enabled them to increase business capital, buy machineries, open new
branches or upgrade business premises. Participants also reported better living environment and
providing employments forlocals. However, the emergence of Covid-19 pandemic have created massive
lost among participants as businesses halted and amounted expenses to be paid. SWOT analysis were
carried out to assess strength, weakness, opportunity and threat of the financing scheme for future
references. At the end of the report, Balrige Model were proposed to be adapted at different level in
planning, delivering and evaluating projects. Four new projects were put forward as an alternative project
to upgrade the scheme. More rural financing programs needto carried out in order to emerge as an
Entrepreneur Nation by 2030.
176 | J u r n a l L u a r B a n d a r S e j a h t e r a 2 0 2 1
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