A Proposal on The EKSA Administration of Masjid Nurul Hidayah

FACULTY OFADMINISTRATIVE SCIENCE AND POLICY STUDIES
DIPLOMA IN PUBLIC ADMINISTRATION

PAD 253
PRINCIPLES OF PUBLIC SECTOR QUALITY MANAGEMENT

A Proposal on The EKSA Administration of a Public Facility
Masjid Nurul Hidayah, Seri Manjung, Perak.

TEAM MEMBERS
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ACKNOWLEDGEMENT
First and foremost, we would really like to explicit our special thank you of a gratitude to

our lecturer Dr. Nor Raihana Asmar Mohd Noor for her guidance, understanding, patience and
most importantly, she has provided a positive encouragement and a warm spirit to finish this
proposal. It has been a great pleasure and the honor to has her as our lecturer.

Next, our deepest gratitude goes to all of our family members. It would not be possible to
write this proposal without the support from them. We would also like to thanks to our classmates
and supportive team members who helped together in finalizing this proposal within the limited
time frame. Not to be forgotten is the individual named Ustaz Haji Abdul Aziz Bin Haji Ahmad
who is willing to be interviewed by us about the Masjid Nurul Hidayah, Seri Manjung, Perak.

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ABSTRACT
The purpose of this study is to determine the concept and application of EKSA in the Public

Facility which is Mosque. It is to create the awareness and responsibility for their social, physical,
and natural environments by working independently and collaboratively for the benefit of
communities. Ekosistem Kondusif Sektor Awam (EKSA) is a rebranding of 5S Practices. It is the
improvement of the 5S elements by supporting the creation of a conducive work environment. The
result shows the concept of EKSA is easily understood by all members because it requires only a
conventional knowledge, discipline, and commitment. This practice can be implemented in all
organizations. In addition, the continued commitment of the management and the involvement of
all citizens are conducive to the successful implementation of 5S.

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TABLE OF CONTENTS i

Team Members ii

Acknowledgment iii

Abstract 1
1
1. Introduction To EKSA 1
1.1 Definition of EKSA 2
1.2 Objectives of EKSA 2
3
2. Overview of The Mosque 4-5
2.1 Background of The Mosque 6
2.2 Management Structure 6-8
2.3 Services and Activities 9-14
15
3. Proposition for EKSA Administration 15-18
3.1 Committee Structure 19-23
3.2 Identification of Zones 24
3.3 Documentation of Issues and Recommendation of Rectifications 25
3.3.1 Issues of The Mosque from Perspective Of EKSA 25
3.3.2 Recommendation of The Rectification 25
3.3.3 Benefit from The Implementation of EKSA to Mosque 26

4. Conclusion and Learning Reflections 27
4.1 Conclusion
4.2 Learning Reflections

References

Appendices

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1.0 INTRODUCTION TO EKSA
1.1 Definition of EKSA

Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) has
taken the initiative to improve the existing Public Sector 5S Practice through a rebranding exercise
that has resulted in the introduction of the Public Sector Conducive Ecosystem or EKSA. This
move is in line with efforts to improve public sector agencies' organizational cultures of high
performance and innovation by providing a favourable environment, work culture and positive
values for public servants. EKSA includes the implementation of a new auditing model that
includes both generic and specific criteria to account for the diversity of government agencies. The
previous one-size-fits-all approach had been found to be insufficient in meeting the needs of all
agencies. As a result, the improved EKSA criteria can conform to the location of the agencies.

1.2 Objectives of EKSA
EKSA is a rebranding of the 5S Practices that have been adopted in the public sector since

2010. The main components in EKSA implementation are still based on the 5S Practices and
addition of several new elements. EKSA is not intended to replace the 5S concept previously
practiced, instead improving those 5S elements by supporting the creation a more conducive work
environment. 5S practices are improved with added five new elements such as corporate image,
creativity and innovation, green practices, conducive environment, and agency diversity.

The main objective of the rebranding of the 5S Practice to EKSA is to enhancing corporate
image when office facilities, supplies and equipment are managed in a systematic and orderly
manner. Next, enable government departments/agencies for encouraging creativity and innovation
activities in line with stakeholder claims. Encourage activities towards creating green environment
through cultivation Green Practices. It is because the implementations of EKSA directly will
supports the efforts to strengthen of high-performance organizational culture among public
facility. Then, expanding implementation in agencies government to create an environment that
conducive and also can increased the productivity and quality of public services. Lastly, the
objective of EKSA is to ensuring audit elements meet the diversity needs of government agencies.

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2.0 OVERVIEW OF THE MOSQUE
2.1 Background of the Mosque

The site of this mosque is a three-acre plot of land that has been designated as the Manjung
District Mosque. Construction of the building began in mid-June 1987. The contractor in charge
of the project site was having difficulties. The infrastructure project, on the other hand, is moving
too slowly. The extended deadline till the project's completion in early 1991. A significant
occurrence occurred during the construction of this mosque. There was a hindu temple on the
construction site, and some hindu residents in the town refused to move it. The state government
then wisely provided a plot of land in Kg Dato Seri Kamaruddin, allowing only Indians and his
clan to relocate the temple. So, after an almost four-year preparation period, Masjid Nurul Hidayah
opened in January 1991, with a prayer room for 1500 people.

Architectural characteristics and construction forms based on the plan for mosque
construction in the state of Perak and the design by the state of Perak's architectural division of the
public works department. In 2005, the expanding population, along with the physical state of the
existing structure, made it impossible to accommodate so many congregations. As a result, the
committee agreed to establish a mosque development bureau to design plans for the expansion of
the building, lecture hall, women's bathrooms, renovating men's bathrooms, and multi-purpose
halls in accordance with predetermined specifications, including project cost estimates.

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2.2 Management Structure
The organization chart below shows the organizational structure of the Masjid Nurul Hidayah,
Seri Manjung, Perak: -

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2.3 Services and Activities
Masjid Nurul Hidayah is a district mosque for Manjung district. In this mosque, there are

various activities and services performed by the mosque authorities to make the mosque more
visitors and attract more users to visit and choose this mosque as the main mosque. Among the
activities and services that are often performed by this mosque is often organizes religious lectures
for free to the congregation who visit the mosque. Lectures related to this religion are often held
after the Subuh, Maghrib and Asar prayers. This has attracted more pilgrims to come to this
mosque and perform congregational prayers together. For example, after completing the Maghrib
prayers in congregation, they can spend their time listening to religious lectures while waiting for
the time of Isya’ prayers. Therefore, they are to some extent able to listen to the sharing of
knowledge as well as, praying in congregation together.

Apart from that, Masjid Nurul Hidayah also often holds knowledge sharing activities which
are also free to the surrounding residents. In other words, the management of this mosque often
organizes courses such as Fardhu Ain Course, Fardhu Kifayah Course and on Women's Fiqh for
free and open to all residents around the nearby mosque and residents around the Manjung district.
These activities are not done simultaneously, but they are scheduled and done at a very flexible
time and time such as on holidays so as not to disturb people who work or civil servants who work
but want to participate. Among the examples, the courses offered are teaching the correct way of
praying, regardless of men or women and the correct way of praying for people who are sick and
ill to perform prayers. In addition, funeral prayers and proper funeral management will also be
taught in the course.

Besides, Masjid Nurul Hidayah also provides services such as providing a place for the
public to rent a closed hall to hold any event. As we can see, Masjid Nurul Hidayah provides a
place like a closed hall to outside NGOs to share program sessions and knowledge presentations.
For example, Al-Quds Agency is an agency that provides services to bring pilgrims to perform
umrah. Therefore, this agency often uses the hall as one of the places to give tazkirah and briefings
on initial preparations to the pilgrims before leaving for the holy land of Mecca to perform Umrah
and Hajj. This is because the facilities provided by this mosque is to make it easier for the public
to find a place to rent in a day or more and these places make it easier for the public to come
because it is a central place.

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Furthermore, Masjid Nurul Hidayah also provides the assistance and funds to the Mualafs
or known as new Muslim brothers who have just embraced Islam and are new to Islam. The
management of the mosque has also set up a special post that controls and monitors all
management activities involving the Mualaf. These converts will be assisted in terms of assistance
to start a new life, clothing, food items and counseling advice to them to be stronger and continue
living as a reborn life. Thus, it can inspire them to survive and build a more successful new life,
as well as they will fall more in love with Islam as the true religion.

Last but not least, Masjid Nurul Hidayah also provides Food Bank counter services in the
mosque area which aims to help those who are less able to buy necessities at that time. In this case,
the Mosque will allocate a small budget to buy essential items such as sugar, salt, rice, flour, and
cooking oil to be placed at the Food Bank counter for donation. Therefore, the less affluent and
overcrowded have no money, they to some extent feel less burdened with this assistance.

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3.0 PROPOSITION FOR EKSA ADMINISTRATION
3.1 Committee Structure

EKSA can be implemented in an orderly manner through the establishment of an EKSA
Implementation Committee and setting a clear implementation action plan. The diagram above
shows organizational chart of Proposal on the EKSA Administration of a Public Facility. It will
provide a detailed plan for how the job is to be done as well as the procedures necessary to
guarantee that this data is communicated with the appropriate people within the organization.
Every public sector has their own organization. As seen in the organizational chart, everyone has
their responsibilities and roles. Therefore, continuous monitoring needs to be done to assess the
effectiveness of implementation at all levels, while a review also should be conducted to determine
the improvement measures that need to be taken.

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First and foremost is an advisor. The advisor’s job includes to determining the overall
direction of EKSA implementation, formulating an action plan for execution, and establishing
EKSA mosque policies, regulations, and guidelines. Advisor also need to determine the suitable
budget and financial resources, establish recognition or award system to committee and appoint
coordinators, sub-committee heads and facilitators. As the one who is the highest position in EKSA
Implementation Committee she is also will monitor and evaluate implementation progress through
examples of best practices.

Second is a coordinator. When the advisor is unable to attend the EKSA Management
Committee Meeting, the coordinator will take over. She is also in charge of scheduling
Implementing Committee meetings and coordinating all EKSA mosque-related initiatives and
programs. She also has to report on the progress and status of EKSA implementation whether it is
effective or not. Next, she is also the one who is assisting in the management of promotional
activities, training, and audits, disseminating the latest information on EKSA implementation in
the organization.

Third is facilitator. Facilitator is the most significant members of a committee. This is
because the secretary’s role provides training and guidance to every zone leader and member to
ensure all groups comply with the rules and guidelines provided. In fact, a facilitator will determine
the division of zones to started creating a group responsibility area for facilitate the implementation
and monitoring of EKSA. She is also needed to be an intermediary to deliver the latest information
between management and implementing groups, coordinate and monitor all the activities and
programs.

Next, the head of promotion as an important individual that need to prepare an
implementation to plan and organize the EKSA promotional events or campaigns. This promotion
need related to cleanliness or tidiness such as EKSA contests by using posters, banners, and other
materials to promote awareness and ensure the successful implementation of EKSA. Meanwhile,
the next responsibility is to analyze the effectiveness of previously implemented promotional
activities that can be implemented as planned. This is because to make sure the improvement still
continuously works to give the best services to the users. Lastly, he needs to report the status of
implementation of EKSA activities and level of awareness among departments/agencies.

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Aside from that, the head of audit. The head of audit is basically needed to prepare auditing
related to EKSA implementation in the mosque. She is responsible for reviewing the audit criteria
at EKSA from time to time as required. She also suggests improvements to the weaknesses
identified during the auditing process. In addition, she has conducted inspections and follow-up
actions if necessary. Following that, prepare reports and analyses of EKSA’s internal audit results
to the EKSA implementation committee. By all the roles related to auditing she also needs to
determine the frequency of audit activities in EKSA at the mosque.

Last but not least, is head of training. Among its responsibilities is to prepare a plan for the
implementation of training activities to cultivate the culture of EKSA to all employees in the
organization in the mosque. Moreover, he must identify the sorts of training required by staff on a
regular basis in order to boost EKSA activities. Finally, he must coordinate and ensure that all
employees receive proper EKSA training. This shows that everyone plays an important role in
ensuring that all EKSA work runs smoothly as well as planned.

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3.2 identification of Zones

Based on the mosque we visited, this mosque has a very large area and has two floors. If
you look at the plan of Masjid Nurul Hidayah, Seri Manjung that we presented above. The ground
floor of the mosque has two toilets, one for men and one for women. Furthermore, the ground floor
of this mosque also has two rooms for prayers, namely prayer rooms for men and women. Masjid
Nurul Hidayah, Seri Manjung has two large halls, namely an open dining hall and a lecture hall
and has a rest room for mosque committee members.

As for the upper floor, the Masjid Nurul Hidayah, Seri Manjung has a male prayer room. Next,
there is also an administrative office space and a meeting room for the committee members of the
mosque.

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1. Main prayer room

The main prayer room of Masjid Nurul Hidayah, Seri Manjung is very spacious and
comfortable. The prayer room of this mosque also has various equipment for the congregation
of the mosque. Among them have comfortable carpets as well as adequate air conditioning.
There are two shelves of reading materials such as the Quran, Yassin, and current affairs. There
is also a pulpit where the imam reads the Sermon during Friday prayers. Finally, this main
prayer room has one main door and one back door and the door of the mosque committee
member's room.

Figure 1: Main prayer room for Masjid Nurul Hidayah

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2. Administration office

The purpose of the mosque's Administration Office is for mosque committee members to
do work such as calculating electricity bills and looking after the welfare of the mosque. In
addition, the welfare of the villagers is also the responsibility of the mosque in ensuring that
those in need can be helped as best as possible. In the administration office of this mosque has
a table and shelves that store various important documents.

Figure 2: Administration office for Masjid Nurul Hidayah

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3. Meeting room

The purpose of this meeting room is for discussions between mosque committee members
to address issues that arise. This meeting room is also the place where the ideas for the program
organized by the mosque itself came from. The Meeting Room also has complete equipment
such as air conditioning and a comfortable desk to use.

Figure 3: Meeting room

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4. Lecture Hall

This Lecture Hall is widely used for the purpose of studying and seeking science. Among
them are a place to study the Al-Quran and Fardhu’ Ain classes for children in the villages of
the Nurul Hidayah mosque area. This place also has many scientific books such as Al-Quran,
Yasin and other reading materials.

Figure 4: Lecture hall

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5. Main Hall

This Main Hall is a place to do the face -to -face programs with the villagers that are stay
close to at the Nurul Hidayah mosque. Among them are the distribution program of “bubur
lambuk”, distribution of aid to the villagers and so on. Certain parties can also if they want to
rent the hall for beneficial purposes, such as talks and scientific programs.

Figure 5: Main Hall or open dining hall

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3.3 Documentation of Issues and Recommendation of Rectifications
EKSA can be implemented in an orderly manner through the establishment of the Mosque’s
governance and management actions that include the following – 1. establish the EKSA
implementation committee; 2. set a clear implementation action plan; 3. create work sectors or
zones; 4. conduct the training programs; 5. hold the launch of EKSA department or agency.

The level of implementation for each stage of action taken as follows should be reported
periodically to top management through established mechanisms. Continuous monitoring should
be done to assess the effectiveness of implementation at all levels. Meanwhile reviews also should
be done to determine the improvement measures that need to be taken.

3.3.1 Issues of The Mosque from Perspective Of EKSA
Based on the results of our interview with one of the mosque committee, we found out that the
mosque is still weak in implementing the elements of EKSA. This is because, there are many parts
in this mosque that fail to meet the EKSA element as prescribed. Here are some issues of the 5S
(Sort, Set in order, Shine, Standardize, Sustain) in each zone we have found while doing this
proposal: -

Firstly, Masjid Nurul Hidayah was not provided and display the EKSA corner in a strategic
place either in a way of virtually or physically. The initiative to creating an EKSA angle by
showcasing the structure of groups and sectors or zones taking into the direction of the EKSA in
the mosque. The Mosque’s management fail to provide any elements of EKSA to show to the
public. Supposedly, the management should provide one corner for EKSA contains the EKSA
policy of the Mosque, Organisation chart, Pictures of before and after the activities, Floor plan of
the Mosque, Current mileage chart, Information or any announcements related to the Mosque and
EKSA corner update of the date. Without an EKSA angle it would be inconvenient for the mosque
committee to be sensitive to every element and responsibility they have to perform from time to
time.

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Figure 1 show the information boards at Masjid Nurul Hidayah was not updated.

Secondly, file or any important document related to the mosque is not labeled and neatly
arranged according to their respective categories. It is because all the document in the mosque’s
office is not standardized arrangement in the desk drawers or movable pedestal (mobile pedestal).
Therefore, the situation in the office is also in a disorganized and tidy state because it does not
practice the EKSA element which states that every item stored in a certain space is marked or put
an appropriate label. Problem like this will be difficult to the mosque committee to find certain
documents. Problems like this should be avoided when every document and equipment for use in
the mosque office is in an orderly, tidy, effective, safe condition and easily accessible. These
simple problems will be effect to the users at the mosque. It is because when the committee need
the important document it will having a delayed to find one by one.

Figure 2 show file at administrative office not labeled and neatly arranged.

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Thirdly, the mosque does not implement comprehensive energy or resource saving
programs such as pasting notices or instructions on energy saving, use of energy -saving lights or
electrical appliances, setting the optimum temperature, saving paper, saving water and green
campaigns. According to the element of EKSA public facility should emphasis to the aspects of
Green practices in the mosque. Based on the picture it can be seen that there is no notice
emphasizing to the mosque users to save electricity consumers. In fact, each switch is also not
labeled to know the position of each lamp or fan. The effect of this will be difficult for mosque
users to turn on lights and fans in certain areas, especially when it involves a large space such as
the main prayer room.

Figure 3 show labels on light switches and fans are not properly labeled.

Next, the mosque management does not plan and implement any programs or activities
related to EKSA on a regular basis. In fact, they do not implement creativity and innovation
programs such as creativity using the used items, decoration in the Mosque is not using any used
items and that is not decoration or use of EKSA.

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Figure 4 show there are not creativity or any Go Green to attract user to use it.

Lastly, the issue of the Mosque from perspective of EKSA is leaving untidy work desk
conditions and equipment not properly arranged. In addition, the situation in the administrative
office also does not provide labels on each storage space on the work desk. Based on the picture,
the work desk area for mosque staff is in a disorganized state because there are documents or
papers that are not arranged neatly according to an effective arrangement technique to facilitate
search and can be reached within 30 seconds.

Figure 5 show the position of tables and chairs for mosque committees is irregular and there is no segregation of
certain documents on the table.

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3.3.2 Recommendation of The Rectification
Due to the challenges faced by the mosque, we suggest some corrections to the management of
the mosque so that this problem can be overcome in the future. All suggestions are based on the
element of 5S. it is because this element describes how the mosque management department
organizes the work area by identifying and storing used items, maintaining the area and items, and
following new orders to improve efficiency and effectiveness. The decision-making process is
usually based on conversations about standardization, so that employees understand how to get the
job done.
1. Sort (Sisih)

Sort is classifying all the items in one place and removing all unnecessary items. The
management of the Mosque must select unused items and dispose of the unused items or rubbish
into the rubbish bins that is available in the Mosque. Sort is also one of the procedures for
separating job items that are needed and does not needed. The separation procedure is useful in
identifying what is needed now and in the future, and it should be held in specified storage
facilities. This way can improve the work environment in the Mosque’s office because office’s
items can be segregated according to specific uses. The committee of the mosque can implement
the 3R initiative which are reduce, reuse, and recycle. Reducing is selecting to use something with
care in order to limit the quantity of trash produced. The continued use of objects or parts of goods
that still have useable qualities is referred to as reusing. Recycling is the utilisation of trash as a
resource.

Figure 6 show three bins representing reduce, reuse and recycle to set aside each trash.

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Besides in this way, it will also make it easier for the mosque office staff to find items they
want to use and be able to find out items that should not be in the office anymore. The Mosque
Committee can analyze all items in a mosque and determine whether or not their existence is
useful. Then, they can remove unnecessary items as soon as possible. After the sorting is done,
they should keep the working floor clear of materials except for those that are in use for production.

Figure 7 show the condition of the document after sorting.

2. Set in Order (Susun)

Set in order is arranging all materials needed in the best possible place for them to perform
their functions in the workplace. The items in the Mosque should be organize and store in an
orderly manner so that can be easy to take and return to its proper location. Sorting and labelling
are done after all of the non-separable items have been removed. The primary goal of organising
is to ensure efficient use of space, tidier, and to ease the process of tracking and retrieving items
in the future.

It can be implementation by the committee of the Mosque if they are arranged workstations
in such a way that all tooling or equipment is in close proximity, in an easy to reach spot and in a
logical order adapted to the work performed. They can place all of the components in the order in
which they will be used and with the most often used components closest to the workspace. Then,
organise all necessary items such that they are easily found and picked up. Items that have been
thoroughly labelled are easy to restore to the right area and can also be easily identified if there are
any missing items.

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Figure 8 show example of the set in order the office equipment.

3. Shine (Sapu)

Shine is an action to frequent sweeping or cleaning the workplace, tools, and machinery.
Washing or cleaning work should be done carefully so that there is no dust or grime on the floor,
machinery, equipment, or workplace environment. All staff at the Mosque require a clean
environment in order to feel comfortable and pleasant at work. Sweeping can improve the level of
safety in the workplace and the equipment used. It is also can increase work efficiency. Sweeping
is used to remove dust or dirt that has clung to the floor, the machine at work, or goods that are
being sorted and stacked. A checklist should be put in place to enable staff members in this activity.
With an effective maintenance schedule, the committee of the Mosque can keep their equipment
cleaned at all times.

Basically, when in place that anyone is not familiar to the environment must be able to
detect any problems within 15m (50 feet) in 5 sec. so to avoid this matter the committee of the
Mosque can clean the workplace and equipment on a daily basis, or at another appropriate (high
frequency) cleaning interval.

Figure 9 show the differences between before and after shine.

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4. Standardize (Seragam)
The term "standardise" refers to the practise of standardising the methods used to sort,

arrange, and clean the workplace. Observing environmental quality standards in the workplace to
maintain a clean and orderly environment at all times. Uniforms can only be done after the sort,
organise, and sweep activity has been completed. Maintaining workplace hygiene at home or
wearing a uniform is critical to ensuring that the work done in the previous three activities is not
wasted. Employee activities will create a sense of belonging and a love of cleanliness in the
workplace. Employees must follow the user to ensure the quality and standards specified.

The committee of the Mosque can implementation with develop a work structure that will
support the new practices and make it part of the daily routine. It will guarantee that everyone
understands their roles in sorting, organising, and cleaning. They can use images and visual
controls to ensure that everything is in order. They can also use audit checklists to examine the
state of 5S implementation on a regular basis.

Figure 10 show how committee of the mosque can labeled the switch.

5. Sustain (Sentiasa Amal)
Sustain refers to the procedures that have been built by the workers' self-discipline. It is

also meaning "do without being instructed". The committee of the mosque should practice the 5S
methodology until it can become a habit in the workplace. It is because to comply with the
specified principles and standards, an excellent work culture may be built.

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Hygiene practices can be inculcated in the individual by providing guidance through the training
program at regular intervals. Other solution for the management of the mosque is they can provide
training to groups involved in 5S and other members of the mosque. This is to enable all the
committee of mosque know what their role should be implemented in 5S.

Training sessions should be organised as part of the implementation of EKSA. The
management of the mosque can conduct frequent audits to ensure that all established criteria are
implemented and adhered to. The feedback from the consumer may be quite useful in identifying
areas for development. When problems emerge, determine the root reason, and make the required
modifications to prevent recurrence.

Figure 11 show EKSA corners that consists the organizational structure and related information.

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3.3.3 Benefit from The Implementation of EKSA to Mosque
Firstly, the benefit from the implementation of EKSA to the Mosque is creating a quality

workplace environment. Quality workplace environment consist of clean, tidy, and neat. The
element of EKSA that has been introduced is one of the references to implement activities towards
creating a neat, clean, and organized work environment in the public sector such as mosque.
Therefore, by practicing EKSA, it will further increase the level of management of the committee
in the Mosque. It can be more conducive work environment as well as encourage more innovative
government agencies, which in turn contributes to increased productivity and quality of delivery
of a mosque.

Secondly, it can improve the efficiency and effectiveness of the mosque’s management. It
is because a good workplace environment is able to increase the motivation of employees in the
mosque to create a more conducive mosque environment. The initiative to publish the EKSA
Implementation Guide directly will supports efforts to strengthen a high-performing organizational
culture among public sector agencies through the provision of a conducive work environment and
a positive work culture. Besides, by improving the efficiency and effectiveness of the mosque
management it will maintain and improve the lifespan of machinery, equipment and facilities used.

Lastly, it can improve the image of the mosque. Indeed, the practice of EKSA is closely
linked to the efficiency and productivity of an organization. When office facilities, supplies and
equipment are managed in a systematic and orderly manner, then the execution of tasks by the
people of the organization will be more efficient and indirectly add value to work procedures. In
facts, work environment management is a quality control management mechanism that has proven
its effectiveness in creating an environment that is conducive, safe and helps in producing more
efficient output in an organization. People who visit this mosque will feel comfortable and want to
continue visiting this mosque again because of the very good and thorough management of the
mosque. This is also will give a positive perspective to the mosque congregation.

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4.0 CONCLUSION AND LEARNING REFLECTIONS
4.1 Conclusion

In conclusion, EKSA also introduced a new evaluation and auditing model that includes
Generic Criteria and Specific Criteria by also taking into the diversity of Government agency
premises according to the types of services provided. The one-size-fits-all approach previously
practiced was found to be inadequate to meet the needs of the diversity of Government agencies
at present. Therefore, the assessment of EKSA will be adjusted according to the locality of the
agency being audited. So, EKSA introduced is not intended to replace the existing 5S concept, but
to improve the 5S elements by supporting the creation of a conducive work environment.
4.2 Learning Reflections

Learning reflections that we can learn of EKSA are creating a quality workplace
environment like clean and tidy, improving the efficiency & effectiveness of organizational
management Identify, reduce & eliminate waste, improving the image of public sector agencies,
generating creative ideas among agency citizens, enhancing the spirit of esprit de corp, improving
the discipline of department staff, improving the quality-of-service delivery and establish clear
work standards. This reflection will make us more disciplined and responsible to better build a
resilient identity.

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REFERENCES
Ustaz Haji Abdul Aziz Bin Haji Ahmad. (2021). Ahli Jawatankuasa Masjid Nurul Hidayah, Seri

Manjung, Perak.
Harian Metro. (2014). Masjid Putra terima pengiktirafan EKSA. Retrieved from

https://www.hmetro.com.my/mutakhir/2014/12/18697/masjid-putra-terima-pengiktirafan-
eksa
Jabatan Pengairan dan Saliran Wilayah Persekutuan Kuala Lumpur. (2021). Amalan EKSA.
Retrieved from http://state.water.gov.my/wpkl/index.php/ms/eksa
MAMPU. (2021). Ekosistem Kondusif Sektor Awam (EKSA). Retrieved from
https://www.mampu.gov.my/ms/ekosistem-kondusif-sektor-awam-eksa
Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia. (2015). Panduan Pelaksanaan
EKSA. Retrieved from
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_EKSA.pdf
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s=&nama=&negeri=&daerah=

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APPENDICES
Interview session with mosque committee Ustaz Haji Abdul Aziz Bin Haji Ahmad: -

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