The aspiration for a sustainable development with fair and equitable economic distribution has been consistently prioritized over decades. As Malaysia unveils the 12th Malaysia Plan on the 27th September 2021, the key focus would be providing an inclusive growth for the nation as we progress forward as Keluarga Malaysia. Over the years, social enterprises in Malaysia have played a catalytic role in narrowing the development gaps through grassroots initiatives. This has been further endorsed through the Government’s support in creating a conducive ecosystem to nurture the next generation of changemakers and improved participatory approaches in social re-engineering policymaking.
As we advance further, the 12th Malaysia Plan should now strengthen the role of social enterprises through institutionalization. Social entrepreneurs have proven to be key allies for Governments across the world in bringing about structural changes at community-level. There are establishments in the likes of Office of Social Innovation in the Prime Minister’s Office, emphasizing the importance of delivering a sustainable approach towards nation building. As Governments aim to build trust among the people, integrating social enterprises in the delivery mechanism of national policies has demonstrated to improve transparency, accountability, and governance.
When the pandemic hit our nation, these groups responded effectively at the forefront. From distributing food aid, producing PPEs, to building capacity among the vulnerable groups to continue sustaining their livelihood. For instance, social enterprise Masala Wheels leveraged on e-Kasih data to deliver food aid for validated and deserving beneficiaries. This is indeed the power of collaboration between Government and social enterprises. Through an open information approach, the Government accelerated social innovation in addressing societal needs. This should be further incorporated across the specific targets that would be envisioned within the 12th Malaysia Plan, where sustainable social innovation models could be adopted nationwide.
The 12th Malaysia Plan should also focus on collaborating with social entrepreneurs as intermediaries to achieve specific and measurable impact. We should move from the mindset of pledging to support social enterprises as part of a Corporate Social Responsibility, to renewed approaches in institutionalizing them as delivery intermediaries. This would bridge silos between Government institutions and build dedicated grassroot networks that could foster synergies between public and private stakeholders. For an example, the PETRONAS SEEd.Lab is a model of institutionalization within corporate, giving a new breath of social changemakes in the likes of FoodLab and Teman Malaysia. The efforts to promote collaboration could be enhanced from existing initiatives, including the Government Social Procurement and Buy For Impact.
As the nation recovers from the pandemic, digitalization plays a crucial role in shaping a resilient community. The 12th Malaysia Plan should mainstream the role of social enterprises as partners in accelerating digitalization. These efforts could further reduce the digital divide among Malaysians by leveraging the grassroots network of social enterprises and capitalizing Government’s digital resources. The next 5 years would be critical for Malaysia as we chart our path forward, giving equal importance to sustainability and economic growth. This plan should be an avenue for social enterprises to contribute effectively towards nation building, consistent with our fellow ecosystem practitioners globally.
This article is written by
Ir. Kuhan Pathy
Chair of Catalyst 2030 (Malaysia) Chapter.
As we advance further, the 12th Malaysia Plan should now strengthen the role of social enterprises through institutionalization. Social entrepreneurs have proven to be key allies for Governments across the world in bringing about structural changes at community-level. There are establishments in the likes of Office of Social Innovation in the Prime Minister’s Office, emphasizing the importance of delivering a sustainable approach towards nation building. As Governments aim to build trust among the people, integrating social enterprises in the delivery mechanism of national policies has demonstrated to improve transparency, accountability, and governance.
When the pandemic hit our nation, these groups responded effectively at the forefront. From distributing food aid, producing PPEs, to building capacity among the vulnerable groups to continue sustaining their livelihood. For instance, social enterprise Masala Wheels leveraged on e-Kasih data to deliver food aid for validated and deserving beneficiaries. This is indeed the power of collaboration between Government and social enterprises. Through an open information approach, the Government accelerated social innovation in addressing societal needs. This should be further incorporated across the specific targets that would be envisioned within the 12th Malaysia Plan, where sustainable social innovation models could be adopted nationwide.
The 12th Malaysia Plan should also focus on collaborating with social entrepreneurs as intermediaries to achieve specific and measurable impact. We should move from the mindset of pledging to support social enterprises as part of a Corporate Social Responsibility, to renewed approaches in institutionalizing them as delivery intermediaries. This would bridge silos between Government institutions and build dedicated grassroot networks that could foster synergies between public and private stakeholders. For an example, the PETRONAS SEEd.Lab is a model of institutionalization within corporate, giving a new breath of social changemakes in the likes of FoodLab and Teman Malaysia. The efforts to promote collaboration could be enhanced from existing initiatives, including the Government Social Procurement and Buy For Impact.
As the nation recovers from the pandemic, digitalization plays a crucial role in shaping a resilient community. The 12th Malaysia Plan should mainstream the role of social enterprises as partners in accelerating digitalization. These efforts could further reduce the digital divide among Malaysians by leveraging the grassroots network of social enterprises and capitalizing Government’s digital resources. The next 5 years would be critical for Malaysia as we chart our path forward, giving equal importance to sustainability and economic growth. This plan should be an avenue for social enterprises to contribute effectively towards nation building, consistent with our fellow ecosystem practitioners globally.
This article is written by
Ir. Kuhan Pathy
Chair of Catalyst 2030 (Malaysia) Chapter.
