PROLOQ:
While serving the Public Service at the Wisma Bapa Malaysia, around 10:00 hours, after heavy meetings occasionally me and some colleagues would get ourselves relieve with good coffee at the Cafetaria by the Basement level. Normally we would just mixed around, seniors and juniors. We poke funs. We need to surge our adrenaline hormone production to give us fresh mental strength before normally another series of meetings from 10:30 to 12:30 later.
(3) From the SPU, he then was promoted to Deputize the CMD HRM Unit Director. After a week there, he joined our SPU team for coffee. It was normal for us to query how was he doing at the HRM Unit. With a friendly smile he glazed at us, his junior and said "You know, to 
be a boss, you must be smart". Definitely as young eager to learn type of officer, I starred back with full attention. "Yesterday, I passed by my boss's office on my way to the loo. From the glass door, I could see piles of files were on his table". Rashid was a very sentimental type of person. He loved to pause in most of his communication. My long mixing with him, he never rushed in anything. Then about three to five minutes or so after making few sipping of his coffee, he continued: "On my way back to my Office, I saw his table was clean. The piles of files were gone. I wonder how did he do it in a short span of time?" Then he threw us with big smile and a little bit of giggle. "You know what, as I opened my door, there I saw the stalks of files were on my table". We really laughed. "As a boss, we must know when to pass our loads to our subordinates - after he relieved himself to the loo".
1. PURPOSE AND ORIENTATION OF THIS WRITING:
I'm already in my 65 years in existence. Whole of my 1986 - 2024 life was filled with lots of busy craziness. I hardly have time to seclusively sit down, think and writing. I have been on this ambition for long, even after I had left the active service on 31 Dec., 2011. Now I begin to see, I had ambitions yet I love to "deviate". But I believe, Allah always has His way to put me back to my ambition(s) which seem to be His agreed destine(s); for this, since 14 Oct., 2024 He awarded me the big chance and luxuries to honor my writing ambition. Since the 14 Oct., 2024 I spent most of my immobile condition thinking researching and writing.
(2) This writing is about my once "being a king". In the old days, to be and or being a king, one need to go to war. It was not exempted for me. "Being a king" then, I was sort of being sent to a combatant zone. There I need to fight for so many unpredictable and unknown battles. Thus I believe, it worth writing to lay all those for others to "look - look see - see" may be if not to learn and be inspired.
(3) Herein, people may noticed that I mostly using the term "I" rather "we or us" for the very merit at such point in time. Being someone whom had served the SPU - the very "prestige central agency" then ie from 1986-1999, people would look up upon "me" to be "we be together" to get things initiated and done. That was one reason, but probably the real "bloody reason" was the "culture of such position since Brookes' to that period" it was a "king", so much so people were accustomed to let the "king" to decide for all. May be. But then, would that be a handicap or an advantage? I'll provide my insight into those. In Shaa Allah.
2. THE BIRTH OF SARAWAK:
(2) Before these early kingdoms in Sarawak came about, the Hindu Funan Civilization, which housed a multiethnic conglomeration of Austronesian and Austroasiatic peoples together with Indian administrators, subsisted in Mainland Southeast Asia on what is now Cambodia was described by Chinese and Arabic sources, to have the same religion and customs as the kingdoms in Sarawak. Upon Cambodian, Khmer conquest of Funan, its people fled to Sarawak where its royal family the Sailendra dynasty set up new kingdoms using refugees from Funan.
(3) Barter traders from china and Siam started out for Borneo in the 6th century and by the 11th century had reached Santubong village, the first capital of Sarawak. During this period, Buddhism and Hinduism were spread to Sarawak by the Sumatra-based Srivijaya and Javan-centered Majapahit empires.The eastern seaboard of Borneo was charted, though not settled, by the Portuguese in the early 16th century. The area of Sarawak was known to Portuguese cartographers as Cerava and by the early 19th century, Sarawak had become a loosely governed territory under the control of the Brunei Sultanate. According to the Salasilah Raja-Raja Brunei, the Pengiran Muda Tengah Ibrahim Ali Omar Shah, better known as Raja Tengah, accepted the offer by his elder brother, the Sultan of Brunei, to be the Sultan of Sarawak in 1598. He brought along 1,000 warriors and a coterie of nobilities to help him administer the new country.
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(6) Rajah Charles introduced public administration system. Charles Vyner Brooke, the second son of Charles Brooke, succeeded his father to become the third Rajah of Sarawak on 24 May 1917. Vyner Brooke formulated a new constitution, which put an end to the absolute power of the Rajah in 1941. The Council Negeri was given the power to ensure that no law could be passed or money spent without its consent.
(7) On 16 December 1941, Japanese forces landed at Brighton beach in Miri and scaled up Tanjong Lobang to reach the lighthouse where they killed the caretaker. The Japanese forces rapidly moved towards Kuching and occupied it on Christmas Eve that year. The administrative and economic infrastructures were severely damaged
during the three-and-a-half year occupation. The Japanese forces built an iron bridge (which can still be seen today) across the Sadong River in Serian. The civilians also suffered much hardship as much of their rice crops were seized by the soldiers from The Rising Sun. Japan sought peace on 15 August, 1945 and all regular resistance to the occupation forces ceased on that date. The Australian armed forces under Major-General Wootten entered Kuching on 11 September 1945 to receive
the formal surrender of the Japanese army in Sarawak, which was immediately placed under British Military Rule administered by the Australian Military until 15 April 1946.
(8) After the war, the Brooke government did not have enough resources to rebuild Sarawak. Brooke announced his intention to cede Sarawak to Britain in early
1946. The British government sent two Malay-speaking Members of Parliament to Sarawak to ascertain 
whether the people were in favour of cession. It was found that there was sufficient support for cession to be put before the Council Negri. This motion was subsequently debated for three days in the Council Negri. The Bill of Cession was read for the third time on 17 May 1946 and was passed by 19 votes against 16.On 1 July 1946, Sarawak became a British Crown Colony with Sir Charles
Arden Clarke made the first British Crown Colonial Governor.The people of Sarawak were largely divided over the question of cession. The passing of the motion by a small European majority in the Council Negri did not end this issue. Dissatisfaction mounted and culminated in the mass resignation of the 388 Malay civil servants and
the assassination of Sir Duncan Stewart, the Second British Governor in 1949 by Rosli Dhoby in Sibu. This marked the awakening of the political consciousness of the people of Sarawak. The British reaction to this attack was swift and the protest movement virtually died out by 1950.
(9) On 27 May 1961, Malayan Chief Minister Tunku Abdul Rahman Putra Al-Haj proposed a merger for closer political and economic co-operation between the Federation of Malaya, Singapore, Sarawak, North Borneo (as Sabah
was known then) and Brunei. British Prime Minister Sir Harold Macmillan supported the idea and the first Malaysia Solidarity Consultative Committee (MSCC) meeting was held in Singapore two months later. In 1962, a five-man team of 2 Malayans and 3 British representatives headed by Lord Cameron Cobbold conducted a referendum amongst Sarawakians on the proposed Federation of Malaysia. The findings of the Cobbold Commission led to the Malaysia Agreement signed on 9 July 1963 by Malaya, Sabah, Sarawak and Singapore. As spelt out in the 20-point requirements raised by Sabah and 18-point by Sarawak, the Agreement sought to protect the interest, rights and autonomy of the people of the two states after the formation of Malaysia.
3. THE BIRTH OF "THE KING":
In 1841, Sarawak had an indigenous population of about 8,000. The Dayaks were the largest 
indigenous group in the interior: comprising Iban, Bidayuh and other interior tribes such as the Kayan, Kelabit, Kenyah, Lun Bawang and Penan, while coastal areas were dominated by the Sarawak local Malays, Melanau and Kedayan. The government of Sarawak welcomed the migration of Chinese workers to boost the economy. Following various immigration schemes initiated by the Rajahs, the population increased to 150,000 in 1848, 300,000 in 1893, 475,000 in 1933; and 600,000 in 1945.
(2) Prior to the establishment of the Sarawak Administrative Service under Charles Brooke, there had been no formal civil administration. The Brookes engaged British officers to run district outstations where the residents became exposed to and trained in many British and European methods and culture, while retaining the customs of the local natives. After the acquisition of more territory, Sarawak was divided into five divisions, each headed by a Resident. A Resident's job was to establish law and order, convene courts to settle disputes, punish crimes, be accessible at all times to the natives, and "gain the confidence of the chiefs of the wilder tribes and to lead them to accept the Sarawak flag and the benefits of the Rajah's government". In the Rajahs', British and to 1970s, the Resident was treated as the "Divisional King". In those days, whoever came to the division, one must firstly have a courtesy call upon the Resident. I belief to this day, a visitor book is kept for this very purpose.
(3) In my time, since I was not bred through the pure administrative side, the routine ritual of the Resident and District Office, R&DO was never my concern. Many times those big men coming from Kuching and since they were mostly coming from those 1960s batch, they made all the effort to drop by and signed the Visitor Book despite my absent. I normally always on the move to be with the people so much so, their coming always to my "ignorance". By the way, they can't say much for "I'm the King" and I have my "kingship priorities" then. Nonetheless I would catchup and normally treated them for late noon or evening coffee at the hotel where they stayed. Of course I love the normal kedai makan if they don't mind.
4. THE FIRST POKE ON ME:
Sarawak State Service was small then. All in by the year 2000 I would say was about only 20,000 workforces. We don't have many executive level staffs. Even prime agency such as the SPU, we only operated with about 10 - 13 executives from 1986 to 2000. The JPA "blocked" our growth. To be effective in managing our delivery system, Sarawak Civil Service should be created independent of the Federal System. The JPA I would believe due to Little Napoleon attitude and lack comprehension of a Federation, I would say their sympathy and empathy to Sarawak would be marginal. Nonetheless the spirit of the Malaysian Civil Service, Mahathir's Privatization and Taib's step in Quasi Public agencies setting should gave us a pretty good system that we need to develop and apply.
(2) Around mid July 1999, I received a Memo ordering my transferred to the R&DO Bintulu. I was given till end of the month to report to duty. I was sadden. Whole morning I was not in the mood to work. I was damn sad and frustrated. Nonetheless, around 10:00 hours on that day, I went over for tea break at the Cafetaria. I have my "small coffee buddies" to get together basically to relieve ourselves to nonsense jokes and talks after our routine hectic secretariate works. Normally there would be 4-6 of us on a round table. That day, was a bit unusual. All six plus another two were present. I came the last. As I walked down the staircase, I saw all of them seem eager to "receive my presence". Before I could pull my chair to sit, everybody extended their handshake congratulating me for the "promotion". I don't say much for in my mind, I would love to appeal of not going, which in fact I did discussed with the then Deputy State Secretary, Abdul Aziz Hussein, Datuk Hj whom was incharged of Human Resources, which definitely he said no - "You must go for your own good".
5. A SET DESTINY:
In my kid days, being treated by dad to join him for shopping in Simunjan town was really a big deal. The captive then was the crushed ice cream - Aiskrim Kepal, failing which I'll share with him a cup of Milo and Roti Cicah at Kapitan Bong Coffee Shop. Simunjan was about an
hour and half walking distance from my Kampong Sedilo. We have to pass through small walking trail along paddy fields or muddy and bushy pathway - jalan setapak before reaching the Jalan Sabun crushed coal gravel road. Our move was slowed for I have small short legs and there will be instances where I would sunk to my knee in the muddy trail. Sometimes I would cried aloud to attract for dad's helped but he normally acted indifferent which indeed now when I look back, he was a great guru - I must fight and be ready to face lots of things alone. Dad being dad, doesn't matter how hard was his heart, after cleaning my feet, he would then carried me on his shoulder. Today Kg Sedilo is just a two minutes drive to Simunjan town.
(2) In those day, we have to pass by the DO's Bungalow, then walked on belian walk path before arriving at the Town. When passing the Bungalow, I always asked dad who owned that huge place. That where I believe the term DO cropped into my mind and heart. Mom being
mom, normally she definitely was eager to know her kids ambition. In those days, by age around 3-5 years kids were accustomed to start learning the Al Quran reciting from their parents. I was not spared. Normally the session started after our evening meal and such was also a period of family get together event. While kids were having their session, the elders
normally joined by neighboring folks would have evening coffee with some tip bits - banana or yam or cassava tempura. I believe on one of the night at one of my Al Quran reciting session, my mom may had asked me - "What would I be when I'm grown up?". Definitely apart from the hard lives of my dad and his relatives, the DO position was my best thought then. My answer was to be a DO. Once I was a bit matured, my aunties used to tell me that mom would always sit by my side while I recited the Al Quran, stroking my back when I have difficulty in phrasing some verses, then she will always said: "You must always be good, and be a good DO".
mom, normally she definitely was eager to know her kids ambition. In those days, by age around 3-5 years kids were accustomed to start learning the Al Quran reciting from their parents. I was not spared. Normally the session started after our evening meal and such was also a period of family get together event. While kids were having their session, the elders
(3) In 1990-92, while coordinating the Sarawak Agriculture Perspective Plan, SAPP Study financed by Canadian International Development Agency, CIDA, I was trained and assigned to develop and manage the SPU Geographical System, GIS. A GIS Section was established and a group of seven staffs were well trained in both the GIS operation and Remote Sensing analytical skills. A good data networks between all State agencies GIS users were accordingly established.
(4) Being initially posted to the SPU and had worked hard for 10 years to improve myself to be able to serve the SPU better, I had a dream of being the Director, one day. To accomplish my ambition, I then applied for further Study in 1996. In August 1996, I flew off to the USA for .jfif)
the Study. Thus while doing my postgrad study, I always communicated with my GIS Staffs in the SPU on all kind of spatial database that they need to develop. My intent, upon my return later, I want to build a much thorough Sarawak Spatial Development Plan to guide the State long term physical development agenda. Therefore, immediately upon my return from my Study in Sept. 1998, I pushed the idea of having Digital Villages Database. Around June-July 1999, I was travelling whole breath of Sarawak to explain on the idea wrt development of Digital Village Profile for whole of Sarawak to the Residents and DOs. This was a program whereby the District Offices will collect all the Village Profiles as format given and inclusive of their geographical coordinates. All these information will later be integrated into the SPU GIS System and forms the Socio-Economic Development Status Database for villages all through Sarawak. Since I was incharged of the Rural and Agriculture Development Sector of the State, this Database will be of great importance to monitor the extend of development of the sector. Both macro and micro planning of the sector becoming much faster and distributional of resources will be much cost-effective.
(5) Nonetheless upon my return from the Bintulu division trip around mid July 1999, I saw a Memo on my table commanding me to report duty to Bintulu immediately. I was very sadden then indeed, I have no choice and need to comply. Looking back, my wish and mom approval during my kid's days and the GIS exercises, I would say all was due to my mom praying of whom she wanted me to be: "You must always be good, and be a good DO". In Islam, the saying of our parents are their doa - and Allah will always listen to their prays. On the 31 August., 1999 around 0700 hours I left my home in Kuching, I drove alone to Bintulu. I left my small young family in Kuching for my wife then was a teacher and need to apply for transfer before I could haul them and be with me. It was an eight hour non-stop drive through tough road. Around 10:00 hours on 1 Sept., 1999 I knocked on Abdillah Aton, Dr office whom was then the Resident, he signed off the Handing Over Notes and I took on the duty as the incoming Resident. I was the youngest Resident then at 39 years old. Officially there and then, "I was the new King", a prestige opportunity for my next career development. Well I was not a very good Muslim then, a forgetful Muslim indeed, whereby, I should there and then said my Sholat Syukur and thanks Allah for enabling me to fulfill my promise to my mom and dad.
6. STRATEGIZING MY COMPETITIVENESS:
Few days, prior leaving the SPU bound for Bintulu, I went over to see firstly Abdul Aziz Hussein, Datuk Hj whom then was the Deputy State Secretary for Administration and Human Resources. I seek his view on what should I do in Bintulu. His respond was simple: "Provide a grassroot leadership - change the people mindset". My relationship with Aziz in those early.jfif)
days was not really "cordial". In lots of meetings where he chaired, I usually being seen as a young officer whom "talked without much thinking or doing my home works". I can't figure-out then why, just sometimes wondering, may be due to my developing of no fear no favor attitude. Sometimes I got nice comments from my contemporary - "You are too blunt brother". Even some of my seniors in the SPU used to advice me: "You be careful with your mouth". Well I took all those cautions as encouraging advise and deep in my heart, I just told myself, keep reading, observing, practicing and have gut - the Kiazen, In Shaa Allah with good intent and deed, Allah will always be around to guide.
(2) Secondly I went to see Hatta Solhee, Datu Dr., whom was the Deputy State Secretary for Development. He was my former SPU Big Boss. Hatta knew I am a bulldozer type of a person. His advised was "a great coach style - First, never exert your authority. Second, be mindful of facts and do your good homework. Last but not least, open up your sphere on connectivity." I didn't meet the State Secretary, for his schedule was so tight. But about a month later when I was attending a meeting in Kuching, I was called to his Office. His challenge to me then was "Could you help to resolve the working relationship of your R&DO Office and Bintulu Development Board BDA - the local government authority and the two of you work together and resolved the local development and social issues".
(3) Basically, I want be sure what did the bosses expected out of me. The Term and Conditions of the post is one thing, but the bosses thought and expectation probably could be very different. Nonetheless, to me, both Aziz and Hatta wanted me to be a "winning grass root frontline leader". In the army, such is what they called "field commanding officer". Those were the perfect Brookes' and British expectation of "the king" then and here to these days.
(4) In those days, both the R&DO and BDA was not really in harmonial working term. Each had their own priority and view point. For me, I was fortunate, for I knew the GM of BDA since day one of joining the service. We had been together in many administrative dealing both at 
Projects and Ministerial levels. He was 10-15 years my senior. That made thing much easier for me. In the eyes of the public and service protocol, I'm the King and he was the Prince. But in any function, I'll made him be the King and I withdrew to be a Prince. I always took the seat left to him when we attended any function together. Even after I delivered my speech I will always invited him to give his wise advices. In that sense, not only I gained his respect but most important, I'll get all his local authority backup in executing my duties - I was sending a signal to his staffs - your boss is my buddy. In the hearts and minds of the public, both of us were very Cham Chia. I focused on winning the war rather to fight. In my mom tradition, when I got a fight with my elder brother - she will aways came to my side and starred at me with a tough grin on her face, in Javanese she will firmly says: "Cobak ngalah - just back off - in the army later I learnt - retreat to win".
(5) Probably my biggest advantages then was, I knew all of the ADUNs and MPs for Bintulu-Tatau. Calestine Ujang, YB Datuk, ADUN for Kemena, was the Minister of Land Development whom his portfolio came under my coordination. Talib Zulphilip, YB Datuk, ADUN for Jepak, was SEDC Executive Chairman whom I used to deal with in my works in the SPU. Micheal Sim Kiam Hui, ADUN for Kidurong was formerly a civil servant whom used to serve at Wisma Bapa Malaysia. We used to bump on each other in many things. John Sikie Tayai, YB, ADUN Kakus. Parliamentary-wise, Bintulu was under DAP representative while partly Tatau was under Joseph Entulu, YB, MP for Selangau.
(6) Prior leaving the SPU, in 1998 I was having a thought that SPU should be restructured. We were have too many things to handle. The Director then was Wilson Baya Dandot, Datu. He requested me to come up with the "ideal structure". Our view then was SPU must have
its arms in all the divisional level. So much so, we had to look at the R&DO as our immediate outfits. Cost, manpower and overlapping of functions were our concern. At the SPU level, we divided the Unit into three specialized Units, namely the SPU, SIMU and SPrU - the State Planning Unit, the State Implementation Monitoring Unit, and Special Project Unit with all be supported by a common Administration Section. At the R&DO level, I cooked up the idea that apart from the DOs to administer the districts, the Resident should focus more toward coordinating and spearheading the socio-economic development of the whole division. Thus, his Deputy the Development Officer will remain to his function and add on SAO to take care of all the local social issues was added on. We then get the State Cabinet to agree on those and was approved. The SPU and R&DO then were instrumentalized toward developing officers with good grasp on socio-economic development planning, coordination and implementation M&E. Our intent was to ensure good supplies of competent officials to handle such subject matters at the Ministerial and agencies level.
7. THE HECTIC FIRST THREE MONTHS:
Sept., to Dec., 1999 was a real tough testing period for me. First, the 1997 Asian Financial Crisis impact was so bad, that both the Federal and State Government were at a very deficit of trust situation. Malaysian politic then was very disturbing. The way Anwar tried to fence himself from the "immoral and abused of power accusation" was politically corrupt in a sense. .jfif)
He brought the whole nation into political chaotic. Anwar in Malays, his behavior is what being term as, "suka meludah ke langit" - spiting above his own face, now despite he is in control of the government, he can't even prove any of his bad mouthing of his opponents. On the Christmas Eve 25 Dec., 1997 due to heavy haze problem, two of the twelves 400K tonnes SMDS plants exploded and such created a sense of safety trauma for the people of Bintulu. Thirdly, the Tatau Pulp & Paper and numerous Plantation projects land and relocation dispute flared the political uneasiness among the locals. Fourth, Bintulu was a booming economies then. Despite so, the Government and particularly the local government were not well prepared to face the upsurge of the population growth - inadequate educational, medical, affordable housing, poor maintenance of urban facilities, squatters infiltrating all over, last but not least the rural development gaps were glaring. The impacts of all these issues was the huge socio-economic and political challenges that I have to face.
(2) To the interior of Bintulu, Bakun Dam construction was started in 1996. Within the same period, resettlements of the 13 (?) affected communities was carried out. This Project, by itself not only the State was having though time to manage all the domestic issues, but indeed it had triggered international concern. From firstly social, it creeped into environmental issues, then to into logging and last into politic. Indeed, from all those, the matter expanded to the 1MDB scandals at the national level. Since access to the Project area was much convenient through Bintulu, therefore the immediate socio-psychological effect was in Bintulu.
(3) The year 1999 was the national GE year. The GE was held on 29 Nov., 1999. The Federal Government, GOM then came with the Economic Stimulus Packages whereby lots of small projects were geared to be implemented at the grassroot ie districts level. A special direct nego and direct award procedures were instrumented for any project valued less than RM500K (?). Advanced and prompt payments were also facilitated. Each district was allocated RM2.50 million to be finished within the Oct., - Dec., 1999 period. The R&DO was given full mandate to plan and implement the projects.
(4) Since I was the proponent of the Digital Village Profile, upon resuming my duty at the Bintulu Resident and District Office (R&DO) I immediately embarked on the Project. I get all of my DOs, SAOs and even the supporting staffs to undertake the exercise as immediate as possible. Indeed my timing was really correct whereby the exercise coincided with the GOM launching of the Economic Stimulus Packages. Bintulu was initially given RM5.00 million to be spent within that three months period. In view of our readiness in the Digital Village Profiles and also my continuous good relationship with my former SPU and the SDO staffs, so much so, Bintulu R&DO was able to implement more than RM10.00 million worth of small rural projects. We exhausted any fund available and couldn't be spent by other R&DOs. The projects covered minor rural infrastructures, water supplies, electricity supplies, community halls and resource centers and religious places. I pushed all the relevant agencies, the contractors and the Village Heads to work fast and hard to get the projects implemented as scheduled, cost and qualities. As far as I could remembered, no village was neglected and the rakyat really could start feeling the significance presence of the Government system. In order to meet the perceived objectives, projects implementation and resources were sorted among the local and spread equitably.
(5) Personally none stop, every days I spent my time going out to visit the villages be they far into the coast and or inland. Kuala Serupai, located to the South of Kuala Tatau, comprising of 3-4 longhouses, their main income was from farming. The sandy soil nature of their land made their area as good water melon farming area. Unfortunately, they could only
do the farming during the rainy season ie Nov., - April, for each year. Water supply was their farming main problem. Nonetheless, their challenges didn't stop at those. Nov. - March normally is monsoon period and the sea is very rough. Their main communication was through Kuala Tatau and thereon they took the boat up river to Tatau to market their produces. Together with some of my officials, I paid a quick visit to the area. We went in the morning by boat. In the late noon we returned through Kuala Tatau, the challenge was - when we wanted to enter the Kuala Tatau river mouth, our boat hit and stuck at the sand dune - the feeling of the Titanic hitting the iceberg lingered in our minds. The sea was rough. The dark evening was coming. Luckily the tide was coming fast, we reached the Kuala Tatau wharf around Maghrib time. Next day, I called up the DID to survey the area between Serupai-Kuala Tatau and put up a budget of RM250K to dig a canal to link the two settlements. The project was "classified as minor rural road" despite indeed was a canal. The canal serves as waterway while the dug up soil to form an earth road by the canal side and also to drain the area for a better farming purposes.
(6) The Economic Stimulus Package launched by the GOM was really helpful. Within that Sept., - Dec., 1999, period, we managed to cover almost all villages within the Bintulu division and extended whatever assistance that we could. Kuala Serupai was not the toughest. We went further up to Nanga Tau far upriver of the Tatau river. There was a clinic there, but with no water supplies. Ever since completed, the clinic was without continuous water supplies. They depend on rain fed system. The very funny thing was, the clinic was built by the JKR, the local water supplies was piped from a nearby hill based on gravity feed system. JKR won't allowed the Medical staffs to connect both system in view for they were worried the piping system might burst. I can't imagine how they managed the smooth operation of the clinic during draught period. Their answer was, they collected the gravity feed water at a point and transport those to the clinic. When I returned to Bintulu, I called upon the JKR divisional engineer and see what could be done. We provided some fund for it and thereon he instructed the pipe be connected and so far until I left by end of 2001, no complain was heard. We had an URA - Up River Agent up there, and he supposed to inform us on what are the problems there, I saw no report, my checking found out he used to be MIA. I called him out and closed down the URA station and assigned the Offices and quarters to be used by the Medical Service staffs whom frequent the area.
(7) One very shocking event happened on 13 Sept., 1999. It was my second week serving Bintulu. I normally came to work very early. By 0730, normally I'll be in the Office. That day, as I arrived at the Office, big crowd of people were gathering inside the R&DO Office compound. 
The guard informed me that they were from the Tatau Pulp and Paper Project affected local population. They wanted to demonstrate their unhappiness with the Government compensation value then. I can't exactly remember the value, but personally I would say, too low. Since I was new, they didn't know who was I. That made easier for me to talk to them. I promised "to see the Resident and see what he can do." I was also informed that they was a blockage in the Project area. I called up the Bintulu Police Head, the ACP for a briefing. Despite the Police objection, the next day I proceed to visit the blockage point. My role there was not to argue on behalf of the Government and or the investor. I just want to listen to the affected rakyat point of view. I want to listen to their story. I put on jean and simple T-Shirt. I must looked not official. I put on cap. My hair was a bit long, so I looked not as the usual formal civil servant they were used to. I can communicate in Iban, their language. I only went up there not in government boat, a hired kampong owned. Only three of us went - we kept the number really small. Those were my instinctive psychology advantages over them - first not formal and small, and secondly be one of them - and in Malays such is not extraordinary for "to hunt a chicken, a fox need to be berbulu ayam" - chicken-feathered.
(8) At the blockage area, about 15-20 families encamped themselves on very basic hut structures. They do rotational sort of taking charge to guard their area. They blocked any entrance to their place. They brought the whole families to the site. Women and kids meddling in muddy compound. Only few men were around for most need to go out to look for their basic food stuffs. Only by night and or anticipating of intrusion would the whole men be around. 
Sanitation, water supplies and rubbish all were in messed. In such a situation, I always having a tendency of mingling among the kids, then the women before slowly approaching the men. My subjects of concern would mostly on schooling, comfort, foods, and safety. I avoid any formal discussion. How I handled the men, my military trained eyes will look for an isolated person, better if he was and elderly. People should learn from the fencing strength of the adult elephants over their endangered calves. Thus to kill, the tigers or wolves isolating hunting strategy need be deployed. Once I spotted him, I approached and started a casual conversation. Well, I'm a joker, so I poked funs that made him at ease, but my jokes usually with double intents - to be friendly and to dig in. Surely, slowly the other men would join in and definitely thereon I would love to explore - basically to look for what key matters that concern them and who would be some hidden hands with them.
(9) The communication psychology here is very simple. Once we seem to be friendly and acceptable to the kids, the moms definitely would keep a close watch. Once the kids are very at ease, the moms would love to join in, and that will make the fathers be very watchful. But noticing their wives are comfortable, just that we must limit our contact and communique, their sense of acceptance definitely is building. Sure our next move to befriend the elders, that give us all the advantage to win over the whole community. My simple understanding why our natives love to live in a long house environment help a lot - commune living style
(10) What I discovered then was very simple. The people had to surrender in total all their affected land and long houses for the Paper Mill construction. They were to be located to certain new area. To my simple judgement, that surely be hell lots of socio-economic distress to them. I also visited the proposed new resettlement location and have a look at the Model of the new long house that being promised. This was another Bakun Sg. Asap Resettlement 
semblance of Project except not in a clustering manner. The whole Project was a "total rampas" program indeed - the capitalist winner take all. Well, Allah is always being around, after returning to all these visits, by "accident" when having coffee break at one of the Cafe in Bintulu town, I was approached by a nice legal person. We talked on this incidence. Professionally his view was the Government must instruct the Company ie Bintulu Pulp & Paper to pay the people to their right commercial values. The logic was simple, once these people were uprooted from their familiar living area, they need to rebuild and acclimatize themselves with the new one which may take long period to settle. The trauma definitely will be there. Unfortunately, despite the Project was to be a JV between the Government and the Private Sector, I could see the social preparation was not properly undertaken. Worst the grassroot government agencies were kept totally in the dark, which when a social unrest occurred most would love to act "indifferent". Well I'm not a best Muslim, but I can see despite Muhammad SAW know nothing why the Quraish Jahilliah existed when if Allah wants, being the Almighty, everything on this earth should be as "perfect" as we could expect. Despite such, Muhammad SAW diligently dedicated his soul and luxury to duty. I was not acting the people hero, but my gut told me, let get everybody to gain. Roughly and upon listening to the people, their request so that the land compensation rate must be around RM12K-13K/ha.
(11) The exercise to evacuate the people was postpone to somewhere in mid 2000. Thus settlement need not be rushed before the GE November 1999. The hearing to the people appeal was also postponed. When I was called up to attain a meeting in Kuching wrt the Project by the SAG Office to prepare for the Appeal Case, to no fear and favor, I told the SAG JC Foong, Datuk Sri then that the Company must pay the people a value not less than RM12,500.00/ha for their land compensation on two grounds; firstly "the Project was a Total Rampas Project" and secondly, in the plantation development in Bintulu-Miri, developers were willing to buy land at the price range of RM10K-15K/ha. The affected people have all the justification and precedence to their right. Interestingly, one day after returning back to my SPU office, somewhere in 2002, JC Foong was with me in the lift and he said: "I admire your tough and daring decision to be with the people and it really helped us to move on". Looking back, then I have no idea on how the corporate things and worst corporate-people marriage could be arranged, after serving the LCDA and now being in a true corporate world and a social entrepreneur myself, indeed the Bintulu Pulp & Paper was not a difficult and costly development undertaking. The LCDA land development models are there to look at closely.
8. "TICKLING" MAHATHIR:
My fast move to collect and collate all the relevant socio-economic information of Bintulu really giving me the upper hand on what to prioritize and how to deal on all those priorities. Indeed at a closed door heart-to-heart State and Federal Civil Servants dialogue in Kuching in around November 1999 with the then PM Mahathir, based on my quick situational analysis of Bintulu socio-economic status, during the Q&A session, I ensure I grabbed the microphone the first. I need Mahathir to honor the Federal Government responsibilities that Bintulu deserved.
(2) In my opening remark, I told him that I may sound harsh and sharp, not because I want to be rude, all I need then was for the Government to appreciate the ground problems and let really work out to settle those. Indeed I spoke in Kedahan. I wanted Mahathir to pay serious attention. I raised and informed him on how bad the social wellbeing of the "rich" poor Bintulu at that point in time. Analogically, I compared Bintulu with Kodiang and Jerlun, two kampong within his Kubang Pasu, Kedah constituency. It was a long "harsh frank to the point criticism" from me to Mahathir. Provision and maintenance of public educational, healthcare, road system, housing, street lighting, government institution offices, security, safety, etc were either very poor or inadequate. Say for example in education, the divisional average for students to classroom ration was 20:1 which was very excellent, yet in Bintulu town the ratio can go up to 45-55:1 which was very bad. There even not enough classes and the students need to use the canteen as the classroom. Indeed the numbers of schools approved for implementation was more than enough but nothing get off the ground.
(3) I believe my most catchy phrase that I uttered onto Mahathir then was "I can't go along 
with the Government by keep telling the people that they are well taken care, when in reality things on the ground are chaotic. I really won't collude with the Government to give false hope to the rakyat." I said such to Mahathir, without a feel of fear and favor. I just said it, and get myself listened and taken care off. I was amazed indeed with the way Mahathir handling me at that point in time "Tak apa saya sudah buat catatan", that much was his replied. And few weeks later, flux of officials from Kuala Lumpur came down to Bintulu and few months later I could see lots of things were implemented - new federal offices, infrastructures improvement, the army facilities, new hospital, new airport, new schools, teachers quarters, the full swing of the MLNG III and even the Shell SMDS rehabilitation and lots of minor rural projects gearing fast in implementation. I wish one day I could meet Mahathir in private to thank him for listening to my criticism then.
(4) The way I carried myself then was really not a real me. I was tough and harsh. My tone was high and sharp. In me then were lots of deep "frustration and anger". Both Siti Hasmah and Taib turned their heads to see me when I raised my voice. Indeed after the dialogue, at refreshment time, friends avoided sitting with me. It was Hatta Solhee, Dr Datu the DSS whom approached and seated with me: "You got the points, but why must you be that harsh to your Mahathir? You should be very diplomatic." Hatta knew I was a kin follower of Mahathir. My replied to him: "Every body is very humble and polite. Things don't get done. Let it just be me the rude to be heard". Later only some friends joint me with caution: "Jaqa-jaga Pok (friend), Kapit if not Belaga may be your next station".
(6) One very interesting wrt political-based development or what is termed as Pork Barrel Projects. In implementing these type of Projects, the politician and even the civil servants used to inform the recipient Villages or persons that such and such a project was from such and such YB. I believe such was not correct. The source of fund was from the Government. Therefore, I would believe it was much correct just to inform the people that the Government whom gave them the Projects, not the YB per se. Such an approach would give a fair treatment to all the Governing YBs and thus a much easier to pool the rakyat collective supports. My very strategy was to avoid "popularity warfare among the YBs", not only such was unhealthy but such was an indication of even within the Government there were "back stabbing and or scratching" syndromes. Government projects must never be made to be seen as a particular YB's courtesy but a collective responsible government efforts.
9. MANAGING THE Y2K ISSUE:
The term year 2000 problem, also commonly known as the year 2000 bug, Y2K problem, Y2K scare, millennium bug, Y2K bug, Y2K glitch or Y2K error or simply Y2K, refers to potential computer errors related to the formatting and storage of calendar data for dates in and after the year 2000. Many programs represented four-digit years with only the final two digits, making the year 2000 indistinguishable from 1900. Computer systems' inability to distinguish dates correctly had the potential to bring down worldwide infrastructures for computer-reliant industries. The problem was the subject of the early book Computers in Crisis by Jerome and Marilyn Murray (Petrocelli, 1984; reissued by McGraw-Hill under the title The Year 2000 Computing Crisis in 1996). Its first recorded mention on a Usenet newsgroup is from 18 January 1985 by Spencer Bolles.
(3) When I was in R&DO Biintulu, I see no logic in worrying of the Y2K matter. I can't see that as an issue. Nonetheless, it was then Bintulu was among the nation key income generator due to the O&G Industries, to both Shell and Petronas particularly the MLNG, Y2K was really a thrill. While serving in R&DO, I never have lunch at home but normally just eat out as my way to reach to more clients outside the formal avenues. At the Kedai Makan, all sort walks of life could meet and discuss with me anything on impromptu basis. Y2K was discussed as hot as the past Nov., GE 1999 then.
(4) The basic concern then was, the Computer might switched everything to "0000" digit once the clock strike at 2400 hours on 31 December 2000. The argument then was, the Computer by that H-hour will bring any figure either to the nearest tenth, hundredth or .jfif)
thousandth. Say my birth date was 1960, then the Computer would converted the date to 2000. or say if my account having a balance of RM99.00 in 31 Dec., 1999 then by 1 Jan., 2000 the figure would be RM100.00. Therefore people especially the CEOs and IT staffs were to be watchful of the Computer within 60 minutes before and after the so called H-hour. But again, say if the bug strike as speculated, what should one do? This was where the Big Joke then, I would say: "Shut Down the Computer". Well such may be logical if the entity was running on full scale computerization. In the year 1999, what were those that really running on full computerization? I would say very minimal. Therefore, my simple logic was "let just shut down all the PC" by 17 hours on the 31 Dec., 1999 and see what will happen on 3rd January 2000. Just check 31 December 1999 was on Friday. Definitely 1st January 2000 was a public holiday and even 2nd December was Sunday. So by 3rd January 2000, the whole world would wake up in case there was a big problem. Relatively, Tokyo and Hong Kong will be the first to be hit. So why worry. I was among those whom have very good sleep and rest on that 31 December 1999 - 2 January 2000.
(5) Googling was not the culture as yet even to the last 2015. Today 14 Feb., 2025 I googled on the matter, and see what it says: "Some experts who argued that scaremongering was occurring, such as Ross Anderson, professor of security engineering at the University of Cambridge Computer Laboratory, have since claimed that despite sending out hundreds of press releases about research results suggesting that the problem was not likely to be as big as some had suggested, they were largely ignored by the media. In a similar vein, the Microsoft Press book Running Office 2000 Professional, published in May 1999, accurately predicted that most personal computer hardware and software would be unaffected by the year 2000 problem. Authors Micheal Halvorson and Michael Young characterized most of the worries as popular hysteria, an opinion echoed by Microsoft Corp".
(6) I was puzzled even the well read and careful person such as Mahathir, due to Y2K hoaxes, I think GOM spent around RM200.00 million (?) to "upgrade our systems". In 1997 Asian Financial Crisis, Anwar succumbed to IMF prescription and brought the nation into some economic turmoil. Indeed I dare to say, the way we dealt with the Covid 19 was another bloody stupid foolish steps submitting ourselves to the WHO recommendation. Even now we are enslaving ourselves again by subscribing to the IMF prescription with the introduction of taxes to handle our high debt and dwindling economies when their bloody home ground, the America is doing the reverse especially in the current initial Trump 2025 MAGA strategies.
10. INSTITUITIONAL & IMAGE STRENGTHENING:
The original T&C of the R&DO ie to be responsible to keep law and order within a division 
was a very broad definition line of responsibilities. It could mean, a regional governing bodies, dealing with anything under the sun. In the olden days, when communication was really hard up, the Office could act so freely to almost an independent kingdom by itself. Nonetheless, as an independent sovereign State, for the same reason why Brooks' then abandoned Sarawak and handed over to the British, ie funding issue, I could see from the 1960s to 1970s, the R&DO was a mere "law, order and ceremonial" institution; the very "ceremonial king style" of an institutional and purposes.
(2) Even to the 1980s and 1990s, still the R&DO was not honored as it should be ie as key frontliner coordinator to peace, order and development progress of the division. Many times as I was in the SPU, once there were particularly social disorder within the division, the frontliner would only be called to face such a problem. Why? Well funding is one reason, but we are still too far from democratizing our management and development undertaking process. JPA whom controlled the creation of posts and grades, I would say they can't get out of the GOM "pension liability" issues, yet when come to the PTD scheme of service, they acted to the contrary. By the way, in 2000s Taib began to facelift the R&DO offices, but not the "operating system" as yet. How today Abang Johari initiative turning R&DO into "IRDAs - Integrated Regional Development Authorities" I would say a good move but may be very much lacking of the legal framework. Sarawak Civil Service Scheme of Service should stand on a much independent framework to the Federal JPA system. To me, staff motivation for greater cost-efficiency delivery system should be our focus.
(3) Nonetheless despite all the unclarities, as Hatta then pointed out, probably I could set the "new standard of R&DO" and knowing my tenure won't be long, while in R&DO Bintulu, I tried to work on, among others:
10.1 The R&DO Computerization:
Upon returning back from the US, I made a courtesy call to the SIANS CEO, Teo Tien Hiong,.jfif)
Datu whom was among my senior in the SPU in 1980s1990s. SAINS was instituted to spearhead the SCS digitalization. They suppose to assess, plan, budget and implement the digitalization system in all the departments, yet after its establishment in 1991, nothing much had been done. Probably then the biggest hinderance were high cost and the State "lukewarm" ambition in the digital economy pursuit. I would say, Mahathir dream of the Super Corridor IT then had not been well understood by many. I was lucky for Allah sent me to Denver USA where lots of my study paper works required for extensive usage of the computer. Personally I bought an IBM Activa brand running on Pentium 2 then for U$D1,100.00. The PC not only was helpful for my researches and studies, but also for my small young family to connect to Home Malaysia through the Radio Highway on the net. Internet was free there.
(2) SPU was the first agency at the Wisma Bapa Malaysia to be fully computerized. Our push then was simple, we need big, fast and up to date data collection, analysis and sharing capacities. Dealing with Annual, 5-Yearly Budget, Project Planning and M&E and time series Macro and Sectoral Socio-economic data management, tonnes of Papers preparation and ever expanding State and Federal agencies, we can't anymore be dealing our work with even the best electronic typewriter. Even our old PCs running on not up to date OS couldn't cope with our huge work loads. Almost daily I rang up or queried his men at our coffee break on the need to immediately implement the SPU Digitalization Plan. To me then, SPU should have no issue in getting the Government approval on the matter. Alhamdullilah by end of 1998 SPU was fully computerized. We ran on fully LAN. By then WAN based was still a luxury. Since then I was also the Office Manager, all the "absolute" PCs we retained to be used as our Inhouse Computing Training Facilities and or used by the supporting staffs.
(3) In 1999 and even to 2010, I would believe the R&DO was never in the radar of the State
Administration Digitalization Program. I dare to say, even such program never exist then. When I reported to duty, the first thing that I would check was the Computer. We have only four of them, one at my office, second for my PA, one at my "Deputy" and another at the main office. I can't recalled the OS, probably the OS 286 at that time. It was way absolute as compare to the Pentium series. Interestingly, the "Deputy's PC" was never even being switched on since the delivery, just as books left on the shelve with the purpose to collect dust - still wrapped in its plastic cover. The staffs were never given any computer training; no budget.
(4) Thus first I wrote back to the Director of SPU, my good buddy Abdul Kadir Zainuddin was the AO taking over my function then, asking his permission to transfer all the SPU absolute PCs that had been replaced to our R&DO. He agreed. We got about 6-8 of them. Quickly we
registered those as our inventory. Here, we tricked SAINS. We requested SAINS first to give priority to R&DO Bintulu as their frontline Office Digitalization Program and subsequently we request for fund to replaced "our" absolute PCs. The CEO was very supportive and definitely he was sympathetic with our "inefficient office system". By juggling around the 2000 centralized fund for the Digitalization Program, SAINS approved our request and the new PCs were delivered. We were not on LAN-based then, data and documentation transfer and management still on that floppy disk. I then pushed every body to learn how to use the PCs. Personally I trained my PA to do both Word Processing, Data Entry and Graphic Presentation and thereon she coached everybody else to follow suit. The SPU absolute PCs were pushed down to the Community Heads for them to play with. With such exercise, we could collect, analyze and present all sort of data to justify and formulate whatever development needed for the Division. I would say, R&DO Bintulu was the pioneer frontline agency whom could get rid of the computer-phobia syndrome then - we broke the digital divide culture.
(5) There is nothing savvy about office digitalization. It is a tool to make up our manpower & skills shortage and ease & comfort of communication. Definitely, cost-effectiveness is a must sort after function and competitiveness. It is just like machine in any production line, people could still produce by their bare hands, yet machine could produce more. With type writer, people can still types what ever they want and can. Even with their hands. Just that computer would help one be more efficient and productive. As our population are growing, resources are much competitive, we need cost-efficiency in whatever we want to produce. In my mind, I always having this thought: "How could Allah be an Almighty? He know everything at all time. Would not He have the hyper IT system to deploy?" "Yesterday" we need lots of things to carry if we are habitually "workaholic, heavy socialize and books worm person" - pen, papers, books, walkman etc. "Today" we just need a good handphone. "Tomorrow" I believe we just need an "eyes glass".
10.2 Working Culture Changes:
The Resident was the king. A ceremonial figure. The DOs, the princes. Guardian to custom and protocol. Those were the perception of the R&DO then. I can't accept those. I'm not interested with status and protocol. As Muslim, one must know such. Prophet Muhammad, despite his big responsibility to bring peace and order to all humankind, he was only bestowed the title the messenger of Allah ie SAW in short. He was never a king as King David and King Solomon. He was a messenger - "office boy as in the administration or runner if in the military" indeed. R&DO need to reorient ourselves to be prime frontline agency to build the people and division, such was my hard view and struggle.
(2) For that very reason and purpose, I made my Office and the DOs' to be an integrated entity. No such things despite we being known as R&DO, yet we portrayed and carried ourselves to be distinct and separated. Except, jurisdiction of geographical responsible area must be maintained but assets and all other resources are considered a pool. Financial management was the key tool that I used to get both the DOs to the discipline - a Quarterly Budget Session was instituted. My Office and the DOs' need to present their Budget and Expenses on Quarterly basis. I was the fund controller, such gave me the power to equitable distribute the fund and strictly M&E their expenses and results. Fund given not due to protocol but priority and importance of tasks. Every tasks must with clear rationales, objectives, justification and quantitative KPIs and I trained them to come to such standard. I deployed my Budget and M&E experiences of 14 years serving the SPU therein. For Annual 2000 - 2002, the R&DO Bintulu Budget proposal to the State Financial Secretary Office were never being "cut" as many others. Not much negotiation even. The SFS then Chin Jew Bui, Datu was my former senior in the SPU, and we usually talked a lots on the weaknesses of the Budget preparation among the agencies. Most would raised their request 50 - 75 per cents higher for they knew, the SFS would do a "50-70 per cents across the board cut". Ours, we laid all the details and requested only for the true exact figure. My attitude was simple, for an item, either you give me full or just give me zero. With such "no barging" attitude, the SFS and even the EPU of the PMO, they never disturb our figures and in almost all instances we got 10-15 per cents (R&DO, SPU and LCDA) higher than we asked "to take care of the inflation factor as they used to say".
10.3 Making Myself Very Accessible:
The spirit of "the king" to certain extend need be maintained and or expanded. Not as the Brookes' and or British kings, my kingship style was very much "the humble Malays' Sultan" - be with the rakyat - abiding to the concept of "Raja adil Raja disembah, Raja zalim Raja .jfif)
disanggah". I made myself and my office to be accessible to anybody at anytime. This spirit I carried through not only in the R&DO but SPU and LCDA. My PA was given all the authority to arrange all my appointments. She was given a very clear instruction - no favoritism and or colluding. All through my service, I never allowed my PA to do any personal matters. I clearly fenced personal and official matters. The reason was simple, I don't want my PA to be "the second boss" in the office and or taking any immoral advantages. She just decided there and then to arrange for the appointment. She need not have to wait for my approval. People can just poke in as long I was free but time limit must be accorded accordingly. To ease her duty, I normally would not like to be disturbed from 0800 - 10:00 for I need times with my staffs and accordingly after 16:00 for by 17:00 hours I must get off to have coffee and or be with my kids and nice for sport and or gardening activities.
(2) My wife then was a teacher, and my kids one was in kindy and another in Primary School, so they left home around 0630 after I attended to their breakfast. I occasionally only took very light breakfast and never having my lunch with them except compulsory for dinner. I usually went off to office driving on my own car and I kept to such practice all through my 1986-2011 service terms. I'll drop by to any cafe for breakfast from 06:45 - 07:30 in town and normally changing every now and then. Sometime, I would also go for 10:00 - 10:30 tea break. The same for lunch from 12:30 - 14:00. In the evening, my coffee session would be from 17:00 - 18:00 before taking my kids to run around. I told my PA and officers if anybody would like to have some informal meet up with me, so just look for me at such and such cafe or Kedai Makan. Sometimes, the breakfast, tea break and or lunch were pre-arranged and thus I need to bring along my officers to deal on the matters immediately.
(3) The private sectors - MLNG, SMDS, the Bank, industries, planters etc would always be around for quick consultation. For the afternoon tea, the local communities leaders would just poke in mostly for courtesy. Civil servants they choose to be formal except if urgent. If I don't have any function in the evening, then I have my political group coffee session around 20:30 - 22:00 be they the government and or opposition side. Mixing with these groups to me was vital for they would gave me their political views of anything under the sun. I need intellectual discourses to keep myself enlightened with things. Sure, as being trained by the Army, I was doing what we termed as "Appreciation Exercise". I need to know public and political view of our deeds and conducts. Where things were not correct, then I would thanks and acted accordingly.
10.4 Doing Bintulu Regional Perspective Plan and leading to Bintulu Urban and
Regional Study:
For the smooth preparation of the 8MP (2001-2005), in early 1999, the SPU issued a circular for each R&DO to prepare the Divisional Perspective Plan. The idea was to give the R&DO a lead role in determining the individual division and district needs and priority. All these while, the Ministries and their agencies took the central role in initiating what best and where, which to certain extend seem to be regional biased. The R&DO proposal would give SPU some balancing consideration in "approving" the Projects for the coming 5-Year Development period.
(2) Not many R&DO did take the exercise seriously. First by reason, they were short of
manpower. Secondly, they don't have the skill to do a Perspective Plan. Third a lot were having the view, such would be a useless exercise, for the Ministries and agencies most of the time never take the R&DO views and proposition serious and or had been ignoring them. Bintulu was lucky for I was among those whom would like to see the R&DO active roles in the State regional development planning and management. The then DSS, Hatta Solhee, Datu Dr whom was the former SPU Director, had been longing mooting the idea, now with his new position, incharged of development matters, so together we pushed hard for it. My presence in the Bintulu R&DO I would say was a "guinea pig".
(3) The exercise was nothing difficult. First we just need to set our Terms of Reference, TOR. Then organized all the divisional agencies, Federal and State and some key private sector for a series of meetings to do simple SWOT exercise, brainstorming on what should be the division priorities, defined strategies and last to come out with needed supporting programs. The SPU and couples of Ministries were ever ready to help out if need be. The dateline for submission was supposed to be around December 1999, before the State 8MP Taskforce would embarked to screen, coordinate and consolidate all the proposal for approval by the Cabinet which normally done in May., 2000. Theron will be the tabling to the Nov., DUN sitting.
(4) With the R&DO quick digitalization action that we took, plus my personal experiences and expertise, despite the busy "Sept. - Nov to accomplish our political hard works" that we were facing and the open-friendly working culture we adopted, we enjoyed over whelming support from all sectors and we got the Divisional Perspective Plan communicated to the SPU around December 1999.
(5) With the Divisional Perspective Plan, DPP exercise, I realized that the Bintulu Regional Development Plan which was done in 1975 (?) had never being revisited, and the DPP indeed revealed lots must be done to really take advantage of the growing O&G industries plus all the other resources that Bintulu was having - land, forest, fish, and energy generating. The key point was how should Bintulu be developed so that the prevailing mounting social issues be resolved on the long term gains. We mooted a Second Bintulu Regional Masterplan be prepared to cover at least 2001 - 2020 perspective. I volunteer to Draft the Study TOR and communicated to the SPU so that the Study could be initiated within the 8MP period. Accordingly, in the BDA BoD meeting, I proposed the Plan be prepared and informed that I had forward the idea to the SPU to look at. It was then agreed, the Study be done and funded by the BDA.
10.5 Placing Development Push as Prime Role:
The R&DO had longing being perceived as "ceremonial" agency. Sure at the times of the colonial, the post Resident was important to ensure the region citizen submit and abide to the Master's needs. In view, there was only such institution was available at the grassroot level then, definitely the Resident was a "king" by himself - the white king. Nonetheless, as time passed by, Sarawak gain independent, and accordingly expanded in term of financial capacities, with progressive population growth, numerous Ministries and agencies were established. Each then branching out into the region and thus "replacing" the vary function of the Resident except in certain areas particularly wrt to social matters. Such a shift had changed the images of R&DO being originally a peace and order to inclining to much ceremonial function.
(2) Why such a shift? My case was indeed a test case. R&DO Bintulu was a good showcase to show how such a very important frontliner agency - to care for divisional peace and order, turned "ceremonial". The function to keep peace and order had never been properly defined, but to socio-economic planner as me, and what more to say, let look at those from the Islamic perspective - indeed the scopes of peace and order are so wide. From the general population perspectives - their access to five basic needs must be facilitated and safeguard - their lives, food, shelter, education, and health. Without great care of all those how could peace and order be established? Those are socio-economic development priorities. Thus, the R&DO must be part and parcel of the overall integral to honor such responsibilities. All these while, the R&DO didn't take the first step to ensure the real meaning and scopes of peace and order. Almost every responsible related agencies were there at the division and district.
(3) Until 1969, Bintulu was a mere poor fishing village. Every thing changed when large reserves of natural gas were discovered off the coast of Bintulu in 1969. Following this, a
feasibility study was done in 1975, and Tanjung Kidurong was found to be a suitable site for a deep-water port. On 14 June 1978, the MLNG I was established by Petronas for Liquefied
Natural Gas LNG processing. On 8 July 1978, the Bintulu Development Authority BDA was established by the Sarawak state government for infrastructure
feasibility study was done in 1975, and Tanjung Kidurong was found to be a suitable site for a deep-water port. On 14 June 1978, the MLNG I was established by Petronas for Liquefied
development and to promote industrial investment in the area. On 1 June 1992, MLNG II was incorporated and operational by May 1995. On 8 November 1995, MLNG III was incorporated and its first LNG was delivered in March 2003. Petronas had expanded its LNG production by way of commissioning Petronas Floating LNG production facilities in 2016 and becoming the world first to have such facility. Accordingly, in 1993, Shell MDS Malaysia was commissioned and was the world’s first, one-of-its kind GTL plant. The GTL plant’s convert liquefied natural gas (LNG) to ultra-pure liquid fuels, lubricants, chemicals and solid waxes. It has the capacity to convert approximately three million cubic meters per day of natural gas into some 14,700 barrels per day of ultra-pure GTL products.
(4) From 1970 - 2000, for every 10 years period, the Bintulu population double. In the year 2000, the population peak to almost 140,000. In 2020, Bintulu population was estimated at 235,099 persons. Thus, within the last 50 years period, the population increased by average of 4,600 persons annually. With this population boom, the BDA was not able to prepare all the needed social infrastructure requirements. My predicament now, probably BDA management was too focus as regulatory urban management agency rather a broad regional development management agency. Accordingly, in term of development push, they were too dependent on internal resources rather going for farm out. BDA management then bloated with too much internal process and management issues. They can't meet the urban facilities demand. To such an effect, in the GE 1995, the people of Bintulu staged their unhappiness to the ruling government. The basic issues were inadequate social infrastructures, social "unrest" due to aggressive logging, plantation development and side effect of the Bakun Dam construction and escalating cost of living.
(5) I was having great advantage for coming from the SPU. Quickly I get access to all the projects approved within the 7MP (1996-2000) and quickly workout the needed projects for the 8MP (2001-2005). As a product of my "daring harsh face-to-face talk with Mahathir in Nov., 1999" four secondary schools, rebuilding of one primary school, one centralized teachers quarters, new airport, new hospital, the Federal Court House, new roads and many others were gearing for implementation. On bimonthly basis we had the Divisional Action Committee, DAC meeting to coordinate and facilitate for inter-agencies requirement to speedup the implementation of all the approved Projects. The State Secretary then, Hamid Bugo, Tan Sri advised me to abide by the Monthly meeting as requested by the State Circular, I did not comply for to reason - first not productive ie at the Divisional and District level there were only some handful of Projects, and secondly I preferred on monthly site visit and problem solving approach. Indeed by record, Bintulu division performance was always ahead of all the others - our strategy then was - we really work hard to push for big projects implementation while all those minor projects we let the DOs and community leaders work to their sweat.
(6) With regard to squatters issue, the State HDC indeed had plenty of affordable housing in Sg Plan area. The only problem then was, not much takers. All due to one simple lope hole in regard to their marketing strategy. They had forgotten and or didn't carefully study the sociology and psychology of these "poor migrants". I was lucky, the HDC CEO then knew me quite well. When he was at the SAG Office at Wisma Bapa Malaysia, we used to have fun coffee session. In one of his trip to Bintulu, he paid me a courtesy called, There and then I pointed out their marketing weaknesses and got those quickly rectified. They must not only be talking to their potentials clients at Shopping Malls, hotel galleries, public offices and Kampongs, but to go deep into the squatters areas and the Sunday and Night Market with their Sale Booths be made immediately available. Their local officers must move within the squatters area. At the same times, I get the Land & Survey Office and Forestry to issue eviction notices to the squatters whom occupying the state land. "With carrots and stick" strategy, all of the hundreds units of HDC units were snapped in short time span and new construction were pushed accordingly.
10.6 Bridging Divisional With Kuching and Kuala Lumpur:
Where the divisional and or district level agencies were having problem with their HQ in Kuching, I would shot letters and even rushed down to have discussion with them. I normally gave the Kuching side a month or so to respond. Failing which, I have no hesitation to even write to their HQ in Kuala Lumpur and the Ministerial level. I crossed all the needed boundaries of authorities to get things done. My attitude then was simple, I was "the king", so much so the welfare of "my kingdom" matter most. My trump card was "Bintulu is the nation and state gold mine, such it must be treated well". The graph below indicates Bintulu export contribution on monthly basis ie on average of about RM5.50 billion - the figure speaks by itself.
(2) Few cases where I would say I had made many people not happy yet was beneficial for the rakyat:
10.61 The Court House:
Bintulu Magistrate Court had been placed at the R&DO building, I won't have the record, probably ever since. The demonstration on the 13 Sept., 1999 really made my day. So as being "the king", yet "my Istana" was conveniently being used to stage a demonstration, I can't accept it. Now, the point is "How could I take the role of ensuring the divisional peace and order, when my very "throne" was infiltrated with public unrest?". The incident took me to walk around my Office compound. What I saw were really disturbing. First, there was a store place. Half walled concrete and half wired. Full of documents belonging both to the R&DO and the Magistrate Court. Hell in mess. Secondly, I saw cigarette buds scattered all over except the entrance to my office. The demo, the store, the buds and our aging security person - what then triggered into my mind was "fire hazard".
(2) I invited the Magistrate for coffee at our Cafe. I queried what was the Federal Government Plan wrt to build own Court House. His answer was "frustrating with hopeless head shakes". I get my DDO to check. There, indeed site and allocation had been provided since the 6MP (1991-95). I then informed him that I'm going to issue him a "love hate" letter. I ordered the Court to evacuate their office and the court place within three months period. Well it worked. With the letter, he pushed hard for the immediate construction of the Bintulu Court House. The MoJ boys rushed down to Bintulu, as I was informed. I don't bother about whose fault, but I anticipated I had stepped not on someone toe but head. I could feel and see then. Without notifying me on the progress, I saw site clearing work had started. By accident, the contractor whom got the work was joining my breakfast in one morning, and I knew he was a good delivering person. Knowing such, I wrote the Magistrate a letter withdrawing my previous order and let the Court remain until the proper Court House completed.
10.62 Teachers Quarters:
There was an acute shortage of affordable houses in Bintulu. Due to the prospective third economic boom in view of the MLNG III on going project as well as lots more major mega construction works - road, hospital, airport, various, schools etc definitely the non-local civil servants will be facing serious housing problem. They can't afford the prevailing housing rent.
(2) The existing schools can't accommodate the teachers housing demand. Either they have not enough quarters and or no land to build extra quarters. The police was also facing similar problem. At the districts and subdistricts level, I had to let go all those State government quarters that are available to be occupied by these Federal staffs. Looking at all the approved list of projects for Bintulu, indeed the Teacher Centralize Quarters had been approved at Tg. Kidurung at the 7MP. By right the Project should had been completed and commissioned for used. Therefore, again I had to bridge between Bintulu-Kuching-Kuala Lumpur. The Project then takeoff in 2001 if I'm not mistaken.
(3) School condition in the whole Bintulu was really bad. Maintenance was poor. In Bintulu town itself, the schools were insufficient to cater for the incoming of high in-migration population. Indeed four new schools had been approved also for the 7MP (1996-2000) implementation. Yet by 1999, nothing had been done. Again we have to push Kuching and Kuala Lumpur to get those moving fast. Within 2000 - 2001, the whole four new schools were under construction.
10.7 Resolving Land Disputes:
I was not only concern about urban builds. Urban economies are for the educated, skilled and young people. The rural economic well-being of the rakyat was also a subject that need special attention. Rural economies are sources for foods and even manpower to the urban economies. Rural economies could also be a cushion especially at times of national and or global economic crisis. A balance of both need be strike. Macro-economically Taib knew what he was doing. The sectoral balancing policy was well established. The key issue was implementation modus operandi - a bit disintegrated.
(2) On the coastal and interior Bintulu, lots of land were given to big plantation either to do oil palm or reforestation projects. The largest single piece was the Bintulu Paper & Pulp project in Tatau. The natives, be they the Iban, Orang Ulu and or Malays-Kedayan, they staged customary claims, NCR over many of these plantation areas. Whether they are genuine or not, it would take long process and costly to settle. Unfortunately, the investors were left on their own to deal with those delicate social issues. Being commercial entities, their approach mostly would be on "money talk" strategy which over time would be costly and counter productive. To them, they had paid the Land Premium, thus the land must be theirs without paying attention to the details of the Leasing T&C which clearly stipulating - "people land must be excluded". Their argument then was, such should be the Government responsibility. This "passing the bug and or chicken and egg" issue was the real hinderance to the smooth restructuring process to the rural economy and the betterment of the people livelihood. The ramification approaches need beyond the technical, legal, financial and administrative expertise and maneuvering; the psychological, sociological and even anthropological - the soft humanistic part need to be gauged and managed carefully.
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(5) My simple point of view, lots of local issues were flaring into serious conflicts, all were due to the existence of those Little Napoleons among the government agencies. Authority makes one's be "a king" yet not realizing or arrogantly denying the fact that one's is merely just "a servant" - a should be a civil(ized) servant - hamba Allah. Secondly, exposure to diverse concept and experiences were missing. But then, the key was, most were not willing to do own research - reading. Today, such is very easy, very very easy. Just be good to play with your fingertips. All are there in the cloud.
10.8 Installing Civil Service Good Images:
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(2) I was happy to see lots of government cars also turning up very early, even earlier than me. The only thing puzzled me was - I don't see the related officers. So I began to wander whom were using all those SG Vehicles for early breakfast? I kept observing for few weeks. What I found out then were, all those vehicles were driven by the drivers stopping for breakfast prior picking up their bosses. Well, quickly I browsed the GO wrt the officer entitlement to car and driver, as far as the State government was concern no such thing especially at the divisional and district level. Vehicles are for field visits. I was lucky, since day one to the end of my service, I never relied on government transport except for official purposes only. Even being invited for social function, I preferred to drive on my own with my own car. With such, I issue a letter to all the HoD to control usage of government cars. The respond from the public was interesting "it seem all the mice hide deep into their nests once a hunting cat is around".
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(3) I'm bloody strict about time. If I organized an internal meeting, I normally called by 0815 and or 1415 hours sharp. I would normally locked the meeting room once the clock strike the H-hours. For external meeting, I normally having sharp at 0900 and or 1430 hours. I will just started the meeting and that made those late comers, to be uneasy and or shameful of themselves. Within 15-30 minutes of my meeting, I normally had gone through almost 40-60 per cents of the agenda.
(4) When I went to visit the Kampong and or long houses, I even set a strict time schedule if I want to have dialogue session with the people and or their JKKK. With them my degree of tolerance normally will be only around 30 - 45 minutes, failing which I'll just go off and sent my officer to talk to them, if ever such practice be repeated, I'll never visit them again.
(5) The other areas, that I was very particular was wrt offices and living quarters cleanliness. Definitely everybody was hard up of fund, yet one should never made such as an excuse of not keeping their working and living place tidy and clean. I encouraged people to organize voluntary compound cleaning and really be serious about it. They can't leave everything to be tackle by the JKR or government. Wrt living quarters, while the general upkeep was the responsibility of JKR and BDA, certain part of the compound must be kept tidy by the person whom occupied the place. I use to go around to see things were in order, failing which either got all those improved within stipulated time frame or be evicted. Any additional structures and or activities not agreed by either the JKR and or BDA, all need be dismantled. In those days, some people love to have all sort of things by the quarters compound - stores, chicken bund and many other as if the quarters area was just like those traditional kampong far in the rural areas.
(6) My intent then was simple. Civil servant must abide to the GO in keeping to exercise their rights, privileges and conducts. For me those were basic, if they can't comply, then all the hanky panky will follow suit. I need clean and well discipline people be in my team to manage Bintulu. Winning the rakyat support is not only about having all sort of good and adequate support services, the overall image of the government must be kept well. We can't only be seen good prior to the GE and or SE, thereafter, we behave couldn't careless. To me consistency is a must.
10.9 Mediating the politicians and civil service:
As I earlier said, Bintulu then was facing the booming economic phenomena, lots of things were not adequately provided, so much so social distress was very high. As a result, Bintulu fall into the opposition in 1996-1999. Despite we managed to rastle Bintulu Parliamentary seat back into the government side, the urban DUN ie Tg Kidurong was taken by the opposition. The people sentiment over the BDA was the main caused. So much so both the MP and the ADUN seem continue to attack the government. To certain extend, those created a heavy blow to certain entities in view of their very shortage of resources.
(2) As the BDA BoD, I tried to help out to get the BDA to honor their responsibilities well. But then, I don't really know what exactly was my authority as the BoD member, which being the Resident and BoD member, my authority was very powerful indeed. I could have direct access .jfif)
to Taib as the chairman of the BoD. I didn't know and or did such then. I did asked BDA to provide me with the BoD TOR, they can't furnished me any. So I was groping in the dark. But then, my intervention sometimes really helped and BDA did responded very quickly. Most of the complains were wrt poor or inadequate road, street light, drain development and maintenance and slow projects approval. But not all were under BDA purview. Some were of the Federal government responsibilities. BDA were a mere local executing agency. Thus another game play had to be instituted - that where I "shouted at Mahathir in the 1999 dialogue".
(3) Political grouses on other agencies, I would just facilitated those parties to go on eyes-to-eyes or face-to-face discussion. Most of the problem were due to misunderstanding and to certain extend, both were egoism.
10.10 Pushing the JKKK to be functional:
In regard to Kampong and or Long Houses level of minor development, I had this very interesting incidence. A Kapitan ie the Sebauh Town Chinese Head, came to see me. What really surprising me was, he talked on behalf of the poor nature of Kg Melayu Hilir Sebauh not really on his Sebauh Towhship society. The Kampong was just next to the town except split by a small stream of about 3-5 meter wide. The Kampong was connected to the town with just motorcycleable timber bridge. His complain was the Kampong had been neglected and the Ketua Kampung KK was very old and not active. The Kapitan knew about the Economic Stimulus Projects. So he asked me to help out the Kampong- at least to look at the connecting brigde.
(2) I rushed to visit the Kampong immediately. I met the KK and asked him to quickly see me with list of Projects he need for his Kampong within two days. He did come, but with empty handed. The reason was, he had not having a meeting with his JKKK as yet. Well, what can I say? I made another quick visit. I called up on few able young kampong men and ladies to have a small discussion with me. I just asked them few basic information such as how many people were there, how about their kids educational performances, the youth recreational place and place to pray or get together. Then I get the SAO to identify a central place were all those social infrastructures could be built as an integrated facilities. Wrt the bridge, I get JKR to design and estimate the cost and then talked to BDA to take care.
(3) With this incident, I called on my DOs to have a review of all the Communities Heads tenure and profile. Where thing need be changed, they must be quickly replaced. Indeed, there I found, lot of the Community Heads had requested for replacement, yet their request were not given due attention. The very reason given was - then political system preferred these people to stay on for they were very loyal. I can't accept such argument and even I have doubt over it. I talked to the related YBs and suggested the matter be dealt accordingly by the DOs. They agreed. In implementing the Economic Stimulus Projects, I got all the Communities Heads to be the main movers. R&DO were mere facilitator and regulator. I mobilize the Temenggongs, Pemancas, Penghulus and KKs or TRs to be very active. I made them as "site project supervisor and monitoring person". The R&DO vehicles were placed as pool and could be utilized even by the Communities Heads if need be. The Temenggong, Pemanca and Penghulu mobilities were greatly facilitated. The exercise gave me the eagle view of how weak were our grassroot level of leadership which later I pay great attention to impose the changes.
(4) After the GE 1999 and while preparing for the SE 2001, we then really get the KKs to be active. I began to visit the kampongs and Long Houses. Kampong level development initiatives need to be push creatively.
11. SPECIAL ATTENTION AREAS:
State Election SE could be called anytime in 2000-2001. Therefore immediately we have to make sure, there be minimal political issues that could cloud in. After wining the GE 1999, there were still so much things that must be done. I had workout and put in place the mechanism on how to get all the major works be executed accordingly as I had laid out above. Now I want to focus to the much at the rural people hearts' issues, and among those that really got my serious attention were:
11.1 Introducing the 4K Program:
There were very lack communication between the government system and the people. Civil service will only operate from 0800 - 1700 hrs daily on working days. Their connectivity with the people will be only on official dealing. Similarly with the local political representative. Worst the people had been nurtured and painted with segmentation perception of government assistances. Rural related minor projects especially those value below the RM500K were always being introduced as Project from such and such YB rather from the Government. The YBs and or the system made these projects as personal assistances. Real Pork Barrel approach. To me such practices were not healthy and could be a backstabbing among the YBs. So we need a real good PR with the people and accordingly, every help and or development by be treated and presented as coming from the Government. The YBs and civil servants are mere executing agents. We noted, what the people needs was simple, even if nothing could be done within their area, they should never be ignored. The people need good socialization between them and the government - be they the civil service and or the politicians.
(3) The 4K is not a stand alone Progarm. Where they be an MRP for that particular Kampong and or Long House, we will blend all those into a package so as to get the better impact. With the 4K Program, the relationship between the R&DO and the grassroot institution becoming very close and meaningful. Personally I would say with the 4K program, I gained first hands on all the grassroot issues and thereon we workout what needed be done.
11.2 Acessing the Punan and Penan:
Penan and Punan are of the same ethnic rural population. The Penan are the nomadic Punan which had adopted to settled-type life system. There were two places that interest me - Kg Yoh and Muscat. Kg Yoh was reported as very stubborn population. Government assistance had been pouring into the Kampong, yet the people didn't improved much. They kept to their living style and environs. They were classified as Punan about 30-40 KM away from Bintulu town. The Muscat - the name really attracting me - sound like an Arab ie the Capital City of Oman. Muscat was upriver Kemema in Ulu Sebauh.
(3) How to solve their problems. As far as the local agencies including even our very own R&DO, all had gave up. Every time I talked about this Kampong, people will just either giggled or be silent, which mean hopeless. Allah, He helped me. In one of my many visits, I asked the KK - do they have any higher ground to shift their village. To change these people, there must be an element of Hijrah. As a Kampong they don't but he has - a 20 acres of hill by the side of the Kampong. There were about 20-25 homes then. So to me, a five acres land would be enough to build their new Kampong. I talked to him wrt the worldly and heavenly rewards that he could gain if he could help his own people. He said he was willing but don't know how? He has five kids, three already a grown up and having own families. They all stayed in one same house.
(4) I made a tradeoff. He surrender his five acres of land to us. I'll get that surveyed, divided into lost and gazetted as Kampong Yoh. BDA volunteered to provide FOC service. A proper Kg Yoh Layout Plan was made and gazetted. BDA even willingly to come up with the development of access and internal Kampong road. A surau, a community hall and playground were also immediately provided to them. As trade off, we'll help him to built four houses for him and his kids. That would worth about RM200,000.00 then. Accordingly, he will be allotted with six housing lots and he has the right to choose which and where among the lots created. He agreed, so the first huddle to move for next transformation was removed. We then talked to the DDO in Kuching to get the Federal PPRT Housing Projects for these 20-25 Punan families. Fortunately, the Communities were classified as "must be helped sector of the population" then our task becoming very easy. They got what they need. We then initiated the 4K program for them. Without failure if not on monthly basis, bimonthly I would dropped by any time without notice to see the progress of the Kampong folks.
(5) In one visit, at about 10:00 hours, I dropped by on my way to another Kampong. I saw their kids were not schooling. I shouted to my throat and called for the KK. I told him, in my next visit if I see their kids were not in School I either hang their kids on the tall tree nearby or I get their parents to attend the schooling. Definitely both were impossible. But they knew my character, I want what I want, not for bad for their own good. But then I found out why their kids hate the school - they used to be bullied. So I talked with Headmaster. The gift from Allah - one day while I was doing some shopping at the Riverside Mall, a young man came to shake hand. He asked me: "Do you remember me?". Surely not. So he said: "I was that Kg Yoh Boy that you hold and wanted to hang on the tall tree for I didn't go to school". Definitely I just laughed and "So what had happen to you". His reply then was: "Saya baru graduated dari UiTM in Plantation management". Well the deep satisfaction, I can't say what I felt then. I can't really say how I felt my blood rushed all over my body then. But then I suggested and given my number to him: "Go and work with Golden Hope. If need help just text me".
(6) Kg Penan Muscat was a another cattle. Ideally they should also be classified as Punan. They had settled except their livelihood was very basic. In out reaching this Kampong, I organized a Raya Visit to them. I get both Petronas and Shell to sponsor the trips. Quite a number of local government heads and some political boys did join for the crushed upriver Kemena with me. A blend of good mixed government, private, political and NGOs entourage. After the visit, there were series of helps flowing into the Kampong. When I was assigned to the LCDA, Muscat was among the few first villages that I get our Plantation JV partner to get their NCR land be developed properly.
11.3 Resolving the nagging Nyalau land dispute:
Nyalau consist of three Kampong - Laut, Tengah and Ulu. Nyalau Laut have nice beach and rock out crop area. They got three KKs - Sabtu for Laut and Minggu for Ulu. I can't remember the name for the Tengah which most of the time I called Rabu ie the midday of the week.
Well these were the Kedayan ie the Brunei Malays descendants. There were about 200 (?) occupied houses there then. I have this very caution about the Kedayan then. Once my granddad went up doing some trading among them, not sure which but in Miri. They were very hospitable. They served my granddad to a meal. While eating, sort of to be polite, my granddad helped to flip the half finished fish that they have. On the way return, he nonstop vomited blood. Being a Rhiau man, to him either he die or he must take back his pride, so he made a returned to the Kampong and politely asked "What wrong had he done to the extend he was unnecessarily punished?". They told him the local taboo that he had violated. Overturning the half finished fish has two curses to it - first, he prayed for their boat to overturn and they were fishermen; secondly, his act was very immoral ie he flipped their wives sarong. The matter were settled by the KK for misunderstood of cultural differences. My granddad used to remind me of "Jaga-jaga dengan orang Kedayan".
(3) Wrt their road access within the Kampongs and to connect the whole three, I got the BDA to design and estimated the costing. We bid for RM7 (2001-2005) allocation and was approved with many others by the KPW&LB. In regard t their Kampongs access to the outside, I did't know how, indeed I just poked fun, yet becoming a truth. Originally I wanted the Kampong people to do the 4K Programs. We supplied them with lots of fruit seedling since 
their Kampongs were having plenty of land. These Kedayan people, they were very chicky - matched with my joker style - they questioned why I wanted them to plant all those fruits trees? I suggested, since their Kampongs were surrounded by the plantations, demand for fruits will be huge. So they can do warong buah-buahan by the road side. But then the plantation road was muddy during the rainy season and dusty in dry period. So I just throw them this idea "Don't worry the proposed Bintulu-Miri Coastal Highway will cut right in the middle of your kampongs". In fact I was just joking for their chicky attitude. I don't have any information wrt the "proposed Bintulu-Miri Coastal Highway". Sure they questioned me back the chicky way "Betulkah itu Tuan, jangan-jangan angin saja. Kami di laut ini banyak angin bah?". Well I poked them back by, well again jokingly, "Kamu ini orang Kedayan, berapa banyak ilmu kamu ada?". Not to belittling them, but well they are traditional Malays they know how to read in between the line. Sure I remember my grandpa "caution", so I quickly reenforced my joke "Kamu Kedayan betul banyak ilmu - ilmu bikin perahu, ilmu tangkap ikan, ilmu buru payau-rusa, ilmu pikat burung, ilmu ubat-ubatan, macam-macam ada, tetapi kamu tidak tahu apa ilmu yang saya ada". Well my idea was to get them to have trust on me. I just replied them with "Ilmu boleh bisik-bisik dengan Taib Mahmud". They all laughed and sure they said that part we definitely kalah. My revisit to the Kampong in 2007 ie six years after I had left Bintulu, all of them said: "Tuan hebat, Highway betul-betul potong kampong kami dan sekarang ramai orang buka warong jual macam-macam. Ilmu tuan memang lebih banyak dari kami. Kami kenang tuan sampai bila-bila." Indeed these made me cried and smiled deep into my heart and pressed Allah for all His helps "even at time I was just bull shitting".
(4) As I said, the Kedayan are chicky. They pickup my joke "Ilmu boleh bisik-bisik dengan Taib Mahmud". They asked me: "Bila tuan boleh atur supaya kami dapat bisik-bisik dengan Taib Mahmud juga?". What they want was, they need me to resolve their land issue. At the State SE 2001, I organized with the local BN candidate to bring down Taib Mahmud to the area. Taib agreed and during the lunch time, I seated the three KKs infront of Taib and his wife. These KKs, they were not educated. They speak out what in their heart and mind. KK Sabtu was the joker among them. First he said to Taib: "Datuk tau berapa gaji kami KK? Teringin juga mau pergi Haji bah". Taib just starred at them and looked at me. I just smiled. "Satu ribu bah". Taib looked puzzled. the KK continued "Satu ribu satu tahun, mana dapat pergi Haji. Tambah sikit lagilah Datuk." But then KK Minggu, the eldest poked in. "Tidak apa itu Datuk. Satu ribupun syukurlah. Cuma kami punya tanah itu plantation kacau, tolonglah Datuk". There and then I just intercepted. "Itu saya sedang urus dengan L&S dan Forestry, kemudian barulah dapat bincang dengan YAB CM. Sekarang kita makan dan cerita-cerita suka-suka saja dulu". They agreed and Taib replied: "Ya Residen akan urus itu semua".
(5) Prior to Taib visit to the area, I had visited their so called water catchment area. I organized multi-agencies visit and accordingly got some fund to take care of their gravity feed water supply system. We also had made arrangement with the Plantation to really demarcated the real water catchment boundary and requested them to abide to the EIA requirement. All in about 1,500 acres were marked as the water catchment area and proposed be gazette as Community Forest Reserve. No farming would be allowed within the area. Therefore, the people were "not quite happy" for they "lost" about 3,500 acres as they intended to get. What they need was a farming area as well. That I had requested for the L&S to identify and put up to Taib for consideration. I was happy indeed Taib had agreed an area nearby size about 2,000 hectares, but I hold on not to inform the people as yet. I informed Taib on the potential complexity ie they will be chaotic in the Kampong if the land share is not properly organized. There will be a lots of infighting. A proper arrangement had to be organized. Not at such SE campaigning period. Taib agreed. After the SE 2001, we organized first series of discussion with the KKs only, then with the JKKKs and later with the people. They can't come to the 
conclusion on how. There and then at one of the Makan Tahun - a Yearly Whole Kampong Get Together Event, I told them that I'll be living the R&DO and would like the matter be finalized. One quite respectful gentleman Hj Saaban stood up: "Tuan rasa-rasa ilmu kami kurang dari tuan. Bagaimana kalau tuan saja yang putuskan. Kami ikut." See how chicky they were. They remembered your words. They will hit you back with your own very words. Thus, I must come up with the very best strategy to win and get everybody to agree. "Saya tidak akan buat keputusan dulu. Saya mahu pulang dan sholat Istiharah. Lepas itu saya akan bincang dengan kamu punya Temenggong, Pemanca, Penghulu dan KK. Kemudian akan maklumkan kepada YAB CM. Lepas itu baru saya maklumkan apa cadangan saya". Well the psychology here was - first I must seek idea from Allah, to them that was very important. Second, it will not be made a one-man-show decision making. It is a consultation with all their Community Heads. Third YAB CM must be in the know. So everybody agreed to my approach.
(6) Our land share distribution was organized along the following arrangement. The shares will only be allotted on family-based. Only to married living couple. Each couple will get two share. One for the husband and one for the wife on equal ratio basis. Since there were about 200 (?) families in the whole Kampongs, therefore 400 shares were created. Each share is equal to 2,000 hectares divided by 400 (?) which each will get a five hectares shares. 
Therefore each family will get a total of 10 hectares share which is equal to 25 acres. Both KK Sabtu and Minggu were widowers. My very trick was, if the two KKs agreed on the suggestion, meaning in the eyes of everybody they both were willing to sacrifice their deceased wives shares. Then any argument wrt those not in the Kampong yet they originated from there, must also be given shares. If such argument arose and there will be no end to the claims for some may put up a false claim. By the way, I had done my homework, all of their kids were married and were staying in the Kampongs. There'll be a good tradeoff. But along the way, I talked to Hj Saban that the people should allowed the KKs to have two shares for reason of their persistence in the fight to get the land. Indeed with the approved 2,000 hectares, they gain more than their demand. Now they are having 6,500 acres instead of 5,000 acres as their original request. All these I placed into perspective so much so forever they will remember my joke "Ilmu saya lebih dari kamu". Indeed Hj Saban himself have the same thought. So everything sale very well.
(7) Land alienation form the Government took some time. When I was assigned to lead the LCDA, then Taib had approved for the 2,000 hectares land be under the custody of LCDA. LCDA then should worked out on how best the land be developed, which then we arranged for a JV whereby the people got 35 per cents share, the developer 55 per cents and LCDA as trustee to get 10 per cents. Years later I discovered all the KKs had went for Hajj through the handsome dividend they got and even KK Sabtu at aged 70 ++ got remarried with very young 30 ++ lady.
11.4 Educating the Indonesian factories Workers:
JAIS Office was facilitated at the R&DO office. The staffs used to bump on me, and normally I would enquired what were they up to. One day in Ramadhan period, one o the Ustaz looked so in a rushed. I asked anything serious? He told me, they had got hold of the Muslim Indonesian having their meal in town openly. During one of the Terawih I also bumped on BDA staff. He complained that these thousands of Indonesian workers from the nearby factories would littered all over the town on the weekend. They were very busy on those days to clean up all the rubbish.
(2) After Raya in many of my late noon tea with the locals, I brought up the issues of these Indonesian misbehaving. So I get a meet them session be organized. I brought all the related enforcement agencies to be around for reason to educate them wrt our management system in Malaysia. First target was the Manuply a Korean Timber-based Factory whom hired about 
4,000 Indonesian. Sure lots of them were Javanese. While they now could understand what needed from them when they frequent the City, from their uneasiness gestures, I suspected they also have some grouses that they scared to voice out. I told then in Javanese "Nek eneng opo-opo jeng orak bener, yo moro neng kantor wae kapan-kapan". Their representative then turned up and informed me wrt - no proper split between Muslim and Non-Muslim at meal time, where Halal and Non_Halal food were mixed up; second the Management won't allowed for them to take for Sholat Break especially at Dzhohor and Maghrib period. I then called upon the Factory Management to get all those rectify and informed them to comply to the local custom and Law. JAIS was then directed to monitor their compliance. Thereon the rubbish issue was resolved and BDA had to provide more bins and placed those on much prominently. The next Ramadhan, I don't see the JAIS busy running around to catch those Muslim having food openly in town.
11.5 Helping schools with compound cleaning:
I trained my kids to hate littering. They also had to tidy up all their toys before they went for their sleep. While in the US with me, every day I took them to the nice clean public parks. They became acquitted with tidy and clean living environment. My boy was in Standard One while my girl was at Kindy. They went and came back from school with their mom. I never sent them to school.
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(3) I called up all the schools heads including JKR, BDA and local community leaders. Definitely the issue was, the school didn't have sufficient budget. We then organized gotong royong. The communities, the school staffs plus those contract workers that JKR and BDA got, all came down to help. I did also sent letters to the Divisional Education Office, Kuching and Kuala Lumpur to report on the matter and requested sufficient pools fund be provided. Thereon, the schools organized good landscaping work among them.
11.6 Changing the community perception of SM Teknik:
The Bintulu SM Teknik was among the new and good school available in Bintulu. In one of their open day, the Pengetua invited me to grace their occasion. The school was having the capacity of 650 students yet their intake was never exceeding 50 per cents. The Pengetua don't understand why. He had been giving talks to all the primary school around Bintulu to attract students enrolment. He can't made good progress. Personally I was then puzzled. Bintulu was in dire need of school, yet the SM Teknik was half empty. A very wrong signal had been picked up either by Kuching and or Kuala Lumpur in view of this.
(2) Accordingly, BDA was organizing some Expo in town. I called up BDA to give one booth by the entrance to SK Teknik Bintulu to set up their information center. When I visited the booth, I was shocked to see the materials and career development that they displayed - all those apprentices skill development and career paths. I was really shocked. I don't believe such was the objective and scope of SM Teknik establishment. The students could be enrolled into great Universities to graduate in all sort of professional fields. The presence of MLNG, SMDS and so many big industries in Bintulu are the future market of SM Teknik students not to those bicycle, home electronic appliances etc maintenance and repair. A very wrong images of SM Teknik had been displayed.
(3) Quickly I get the Pengetua to change all those. Sure my lunch and coffee break good relationship with all those big industrial boys in Bintulu really helped. I requested them to come and present a "highly technological career path for SM Teknik students". They were ever willing and felt very grateful being requested to contribute. After the changes, I saw the Pengetua was really to his neck in entertaining queries from parents. Marketing approach and substances changed everything.
(4) The very psychological ignorance that the Pengetua had made was, he talked to kids whom won't make the decision to which school he love or should go to. Secondly he had painted the apprentice image of the SM Teknik which won't attract the interest of the parents. Once all those be changed, he was shock with the effect. On the registration day for the year 2001, he rushed over to see me in the office and he really looked very joyful to see the effect of our campaign.
(5) I get the Communities Leaders to organize special session for me and the Pengetua to talk to parents wrt the SM Teknik. That was in 2000. Personally I went and talked to almost all of the Kampong around Bintulu and Tatau. By 2001 intake, the school was running on full scale. By 2002, I suggested to the Pengetua to take 10-15 per cents more students at least to accommodate the over crowding of all the other schools. A very different signal must be sent up to both Kuching and Kuala Lumpur wrt the school facilities adequacy.
11.7 Most Memorable Incidences:
I love driving around on the weekend if I'm not tied up with all the social function. I'll took my family along. My idea, despite my kids were still small, I just wanted to created good memories in them on how good or bad were the societies and their environments then. I love to see one day, they would also be dedicated to build this nation and societies to the best. On our driving around, we bumped onto these two very interesting Kampongs:
11.71 Kg Jabai Lots:
(2) I then get my DO to call the JKKK to have a discussion with me. I strictly mentioned I need the JKKK full attendance. But then to my shocking only 5 out of 12 of them did turned up. The reason, the KK only informed them on last minutes. So I asked them to disperse and requested for them to come back in full force soonest. I don't mind to see them even on the weekend. The KK was too old. He lacked the leadership and command.
(3) The second discussion was held. I got all the details of issues within the Kampong. I can't understand why the Kampong was left on its own. I asked about the bushy area left unattended seem to be for donkey of years. I was told, those land belong to BDA, not the Kampong land. So I called up BDA to find out the truth. I was then informed that the land had been lot surveyed and had been gazetted as the Kampong land. The KK had been informed officially on the matter 3-4 years ago to be distributed accordingly to the list of recipients as provided. I was confused. So I called back the JKKK and BDA including the L&S to really thrash out the matter. The case really a fun in the length of my service. The KK informed the meeting that there was yet a meeting to be called to accept and distributed the lots among the people. The candidate list was with him. That meeting had not being called. My query then was, what and who should call for the meeting. His replied really made my day. He said "He had not call his JKKK Meeting to inform the people and thus organize lot casting." Meaning the JKKK had never met or didn't do their work. There and then I said: "I leave this meeting. Within 30 minutes, I want you and your JKKK now to sit and discuss when you are going to .jfif)
inform and allot the lots to the rightful owners". I walked out in show of "anger". Well in less then 15 minutes, they called me back and said by the weekend they will organized all the potential recipients and inform them their individual lots.
(4) I then made a second visit to the place. Well, I spent more time with the people. There and then I decided what were all the MRP development that they should get. I discussed the matter with the DDO and got the fund and improved on their Surau, Community Hall, Playground and Kindy. Accordingly I get the DO to reorganize the JKKK and the KK be replaced. BDA then come in to improve their drainage and roading and street lighting system. The new JKKK then worked closely with BDA to keep the Kampong clean and tidy.
11.72 The Anaq Vaie:
It was normal for the local NGOs would made a courtesy visit to the incoming Resident. My PA gave me a list whom wanted to pay the visit to choose especially before the GE 1999. I saw this the Association of Anaq Vaie. Without checking, I strike out the name and allowed whom I thought were local to see me first. The outsiders and or foreign shouldn't rush, they can see me after the GE 1999.
(2) Probably people were excited to hear that I was a very different type of Resident, willing to listen to many things and got the problems resolved, one day while I was having my coffee alone at a stall, I was approached by 3-4 persons introducing themselves as the Committee of the Anaq Vaie Association. Yes, the looked local and yet how could they sound foreign - Vaie Segan. I was naively puzzled. So I seek explanation. Vaie is another name for the local Melanau tribe of Bintulu. The Bintulu Malays as the outsider used to called them indeed are the Vaie tribe. In Dalat, Mukah they called themselves Likau, so Vaie is for Bintulu. They pointed out that they felt very sad for I refused to see them when they are the rakyat jati Binutlu. Sure then I remembered I strike out their courtesy visit intent. I really have to apologize for my misunderstanding and confusion. I told them I thought Anaq Vaie must be a foreign association - sound very Dutch, among those expatriate working in all sort of foreign industries at Tg Kidurong.
(3) I treated them for Coffee and immediately set for them to see me in the Office. The discussion then lead me to Kg Vaie Segan, a bit out of the City, on the opposite river bank to the upriver. I paid a visit to this Vaie Segan Village. Well, the Kampong was within the City limit, yet they have no road access within the Kampong. They still having those plank walk. Their Masjid almost collapsed. They don't have Community Hall and playground. Kindy was totally absent. Quite a big Kampong. Probably a hundred or so households. With the Economic Stimulus Fund, quickly I get the JKKK to identify a piece of land sufficient enough for us to put up an Integrated Kampong Social Infrastructures - Masjid, Kindy, Community Hall and Playground. All those were done within the 1999 Sept., - Dec. period.
(4) I then having coffee with the BDA GM and talked to him on the road requirement for the Village. He then sent his men to see me and we worked out the proposal and budget. We seek funding from the KPW&LB and got sufficient fund to implement the proper road within the Kampong. In fact Nyalau and Vaie Segan benefited from my good relationship with some officers at the KPW&LB while I was in the SPU particularly in dealing with the poverty issues.
12. LEAVING THE FOOTPRINTS:
It was not my intent to be remembered. Just when I looked back, within 25 months serving Bintulu, definitely I have to reassess how far have I achieved. Among those, what would be personally be very touchy and sentimental.
12.1 Resource Center Cum Kindies:
SDO, State Development Office guideline, the purposes of MRP funds were limited to certain type of development. I had seen, lots of fund provided to the R&DO, they were not able to spent. Why? Even if they spent, the rakyat don't quite appreciate what being done. Why? My judgment of things on the ground was simple - give the rakyat what they really needed. Those needs either based on their request or our assessment. Normally I reassessed their request, and accordingly advised them what should be their priorities and why.
(2) Donkey of years, the Government had been providing as the people request. Therefore the follow up then should either improved or expand what had been provided. Unless too necessary then a new development could only be introduced. Those were my principles and guideline in infusing the MRP and or RTP development for the people. Then my analysis shown there were serious drop out among the Elementary and Lower Secondary School level. The figure was scary indeed. Those need to be resolved failing which the State and Nation would be facing serious Human Resource educational dan skill development gap. To the end, our social structure would be imbalanced. So where should the starting point to curb and or mitigate these issues. My two kids were my guinea pigs. They love their schools for they could do whatever their teachers wanted them to do. Why? They were well prepared. Not because they went for tuition. Because from their birth I pay attention to their reading and calculating skills. But what about if parents were not able to do what I did? So the answer was the Kampong must have Nursery and or Kindy.
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(5) Personalities such as Hj Abdul Kader Sahid, Ustaz Ali Sahid, Hj Sharkawi a MLNG official, the Temenggong and Penghulu of the Malays society in Bintulu were among those whom used to brainstorm with me at coffee shops in Bintulu to realise the MARTABAT development. Basically my strategy was to move the local community to work hard to get the idea be accepted and implemented. Upon leaving Bintulu in 2001, the then Deputy and later be the GM of BDA ie Muhhidin Ishak took the leading role to get the project implemented.
(6) Indeed, the so called Community Resource Centers that I pushed for almost every villages in Bintulu was my camouflage in the making of all kindies a better learning places. Allah guided me to push hard on the betterment of the educational sector whereby Bintulu was very much in dire need as a result of her fast population demographic shift. For that matter I even wrote to both Kuching and Kuala Lumpur to honor Bintulu with better educational facilities. I believe, my effort was noticed by Adenan Satem, when in one of his visit to the Division he passed me a book titled The Singapore Malays Dilemma - the book was about the Singapore Malays struggled to gain the better education.
(6) Adenan Satem, his memory of things I believe was very deep. One day in 2002, while waiting for the lift to my SPU Office on the 14th floor of Wisma Bapa Malaysia, Adenan arrived and saw me. He greeted me and asked "Where are you now Lah?". I told him, I'm back to the SPU. He invited me to join him using the VIP lift, and with his economical stingy words he uttered to me "Habislan plan kita". I just looked at him and be silent as well. Adenan is another highly intelligent politician. He has the people to his heart but on his flamboyant kampong style. I know what he meant despite we never talked about it, so much so every time I visited Bintulu in whatever capacity, I will always make a point to visit or talk with the kindy operators be they government, private and or NGO. Adenan love providing good educating for the rakyat.
13.2 Village Social Center Concept:
As people progress, their individual livelihood challenges and needs would slowly separated them. Such is nothing funny and or weird. That how nature being created. Each will has it's own territory. But the Almighty Allah, the Master designer, He still makes room for things to be together. Say the marine creatures, despite there might be tens of thousand species and varieties of them, they met in the one environment ie water. Men can always be pooled together by a fertile farming and or hunting place. So in order to strengthen and uphold village level societal cohesiveness, I really push for the idea that Village Social Infrastructure be organized in one place and or closely connected to each others: the Masjid or Surau, Community Hall, Kindy and or Playground, all should be clustered. Today in my urban designed I always emphasis of integrated socializing places.
(2) My vision was to see and let the kids, young, men, women and elders be together to celebrate their Kampong lives. Most important, all these facilities should be shared and multi-purpose in nature. Not all Kampong adopted this concept for by tradition, all those development in the past were never being thought along such concept, but a few did benefit from such clustering approach.
14. THE NAIVE KING AND CROWN PRINCE AUTHORITY & FUNCTIONS:
As I look back, and definitely after serving the LCDA, both as the Resident - the king, and BDA BoD - the prince ie the crown prince indeed, my authorities was so huge. As the Resident, I represent the people. The people security, safety and social interest were my main responsibilities in order to keep Law and Order. Just imagine, I served two MPs and four ADUN. In most occasion, their dealing with their affairs except wrt to strictly politic were always with our helps and or facilitation. Thus indeed I must have good, deep and broad insight into the people social issues and interests.
(3) My biggest regret, now as a retired person, looking at things to the Kampong level, where now I sort of spent most of my times, I should then had instrumented the reform and transform the Community Leadership System and Culture. I had started yet I didn't formalized the whole things. So much so to this day I could still see the great weaknesses of the past being inheriting through, I won't know when would be realized and rectified. The JKKK election, culture and system had not improved accordingly. Worst the very bad political, religious and social disintegration culture are practiced all over. The JKKK seem to work like a Club House to care on close-knighted members only. The overall social, security and economic well-being of the communities were left to no one to deal comprehensively and integratedly. The KKs seem to be only busy to deal on MRPs or now the RTPs for all those carries some perks and personal benefits. Sad to see how corruption is expanding into our even lowest system.
(4) Nonetheless, despite being new in the BoD matters and not knowing what exactly the role of the BoD, I believe, most of my decisions and acts while serving the R&DO Bintulu was with the best guidance and wisdom from Allah the Almighty. I just have gut to do what I have to do, not merely doing what I know to do and or being tasked to do. By trial and error, I took the gut to be a real grassroot type of leadership roles and functions. But one thing for sure, at least I had made a different image of the R&DO roles and functions among the Bintulu public, private and NGOs - the Resident is not a ceremonial figure, the function to keep Law and Order crossed beyond the local social sector but inclusive of socio-security-economic sphere.
15. MY GIVING AND TAKE:
Probably my gene if not Allah destined on me - I'm a bloody work focus person. Since kid's days - I don't loiter around. After school, normally I will tender to my vegetable garden or help 
my dad with his whatever farming works. By Sunday afternoon I'll harvest my produces, packed them nicely and on Monday morning on the way to school I'll pass those vegetables to any shop whom want to buy them - especially locally know as Kachew and Ahchek. They bought a five cents per wrist size bundle. The RM1.00 return was my whole week school expenses and some tabungan.
(2) Even at Lower then Upper Secondary School, I seldom sit still. I used to have all sort of school associations to run if not buried myself with books in the Library. At the University, academic was my second focus area. My primary was to run all sort of associations and activities including working to earn small money. In those days, I have no body to turn to, except myself. Just I was lucky, Allah always paired me with lots of good creative friends.
(3) From the day I reported to duty at the R&DO, I never stop working. Weekdays and weekends were just the same day for me. Well to rastle back Bintulu into the realm of the Governing party was not easy. All sort of mounting local social issues must be handle quickly and efficiently. Worst, the nation had not recovered from the bloody blow of the Asian Financial Crisis and couple with lots of greedy and dishonest political plays, as frontliner, life was really tough if one care to be sympathy and empathy. I had only small window for my young family - early morning breakfast, quick late noon games and early dinner, and see to my kids fooling with their books then off I was gone for all sort of functions. In my service to the public, I really gave myself to my career and tradeoff with my family time and leisure need. I don't regret but I believe I should had worked to balance things better. Just life is about a learning process, so I believe I grew up with time and experiences.
(6 Nonetheless, short to say, my clear sense, courage, determination and my character of no fear no favor in my dealing with the public, private sector, the politicians and the government bureaucrat I would say earned me Taib's respect and trust over my next career path. I believe I held a record of being a pushy and strict Resident at a very young age of 39 years old based on the norm of the Sarawak State Civil Service then. Thereon my movement was beyond my dream.
EPILOQ:
My grandpa from my maternal side, Kecot Othman, he came from Belitong Island of Sumatera. He first landed as land surveyor in the British Service and stayed in now Kg Baru of Kuala Lumpur. At the Japanese occupation of Malaya, he was captured and sent to Kelantan
enroute to be part of the Japanese Thai-Burmese Railway Construction forced labor. At Kg Telekong, somewhere around 15-20 KM from Kuala Krai where I did my Lower Secondary education, he managed to escape and went all the way to Singapore and took a sailing boat - kapal layar to head for Sambas. With no guide or so, the wind took them to Santubong and thereon his team headed for Kuching and later reside at Jalan Arang mixed up with some earlier Javanese migrants there. He joined the British PWD and involved in the constructing of the Kuching-Serian road. But then, being hardcore independent spirit person, he then changed his profession to trader. He traded household items whom he could get from the Chinese traders that he met along the way on his migration trip from Singapore-"accidentally Kuching instead of Sambas". He married my grandmom there at his very much matured age. He passed away in mid 1979 just few weeks after I (and my cousin) enrolled into UKM which made him very proud having "academically successful" grandkids where both of us later graduated as Botanist.
(2) My grandpa was a "bloody serious yet a joker". He was damn serious with all his kids and wife. None of his kids dare to sit close or talked to him, except for my mom and her elder adopted sister. The rest just played "mickey mouse and pussy cat" with him to his death. But, he loves his grandkids. I was his second oldest with my brother the eldest of his blood grandkids.
(3) He resided at Kg Terasi, Sadong Jaya while I put up with my paternal parents at Kg Sedilo, Simunjan. He was the one whom took the pain to sent me to school originally at SK Sg Putin in 1967 in order for him to force my mom eldest adopted sister to send her youngest kid to school as well. In those days, it took half day to paddle down the Btg Sadong to reach his home and during school holidays, I normally sneak out to be with him. His hobby was rearing
kampung fowls and tendering to his coconut-coffee-banana mixed farm. None of his kids followed his footstep, I now took those as my serious probably last profession.
(4) I have this one brilliant yet cunning story that he related during one of our get together during noon coffee in one of my stay with him after my Form 5 completion returned from Malaya. In the 1970s, regatta was a big thing for Simunjan. When regatta date was announced, people would worked to prepare to celebrate the event a month ahead of time. People from all over from Semera to Sebuyau will start building their temporary huts by the river bank and along the Jalan Sabun as shelters to watch the 3D&N events or participate in whatever "business that they could participate". Regatta really a Fiesta. Kg Terasi was and is a truly Sarawak just as Malaysia a truly Asia. We have all the racial mixed with extra inclusion of the Chinese, Indian and a MIA Korean. So there was this one syndrome, come any festival, there will always be theft on nothing else but fowls - curi ayam.
(5) My grandpa home was on stilt. So he turned part of it as chicken enclosure. He knew who was the culprit yet he just needed to be caught red handedly. So he sweet talked this person. The modus operandi was simple, at night he just need to deliver the stolen chicken into his "enclosure". A week later both of them would count and made the payment. Over the week, definitely news will broke in who and who lost their chicken. So he organized all these victims to be present at his home at the date and time he and the thief had agreed to meet up. All of them were to keep silent in the house until both of them were already in the deal. Well, the rest, I would leave for readers to figure out yourself, there and then, the person, to this day (he was about few years older than me now) turned an honest hard working person.
Kg Terasi, sadong Jaya
10 Feb., - March 13, 2025
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