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M&E of the Malaysian 10th Development plan at the Economic Planning Unit
 

M&E of the Malaysian 10th Development plan at the Economic Planning Unit

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    M&E of the Malaysian 10th Development plan at the Economic Planning Unit M&E of the Malaysian 10th Development plan at the Economic Planning Unit Presentation Transcript

    • TO DELEGATES FROM ASIA-PACIFIC COMMUNITY OF PRACTICE ON MANAGING FOR DEVELOPMENT RESULTS 2009 ANNUAL MEETING 23-26 NOVEMBER 2009 KUALA LUMPUR, MALAYSIA Welcome to the Economic Planning Unit, Prime Minister’s Department, Putrajaya
    • DEVELOPMENT PLANNING OF 10th MALAYSIA PLAN USING OUTCOME BASED APPROACH Kalawathy Kathiraveloo Development Budget Section Economic Planning Unit, Prime Minister’s Department 23th November 2009 2
    • MAIN FUCTIONS OF EPU  Formulate development policies and strategies  Formulate long and medium term plans  Prepare and evaluate development budget 3
    • BRIEFING OUTLINE 1. 1 Introduction to development planning in Malaysia 2. 2 Ninth Malaysian Plan - Planning Perspective 3 3. 10th Malaysian Plan Planning Perspective –Outcome Based Approach 4 4. Conclusion 4
    • 1 Introduction to Development Planning in Malaysia 5
    • PLANNING HORIZON  LONG TERM PLANNING  Vision 2020 (1991-2020)  First Outline Perspective Plan (OPP 1) – 1971-1990  Second Outline Perspective Plan (OPP 2) – 1991-2000  Third Outline Perspective Plan (OPP 3) – 2001-2010  MEDIUM TERM PLANNING  Five Year Development Plans  Mid-Term Review (MTR) of Five Year Plan  SHORT TERM PLANNING  Annual Budget 6
    • Major Policy Evolution VISION 2020 Balanced Development Building a Resilient and National Mission Policy Competitive Nation, 2001-10 National Development Balanced Development, Policy 1991-2000 New Economic Growth with Equity Policy 1971-90 • Laissez-faire / export-oriented Post- independence • Economic and rural development 1957-70
    • DEVELOPMENT PLANNING MACHINERY PARLIAMENT Cabinet Ministers National Planning Council National National Economic Action Development Draft Policy Council (NEAC), National Council Economic Consultative National Development Council (NECC) Planning Committee Secretariat Draft Implementation & Economic Planning Unit Coordination Unit Private Sector Proposal General framework Dialogue Inter-Agency Planning Group Circulars Proposal Proposal Consultations Circulars Federal Ministries & Agencies State Governments Private Sector 8
    • 2 Ninth Malaysia Plan - Planning Perspective 9
    • Ninth Malaysia Plan Planning Perspective GO Macro economic a nd N ed at Private n limit framework, national & tio sectoral policies and strategies, part icipa el poli cy lev projects and budget Limited ctor Planning Pri v at e s e n Single Plan scope for atio focus particip Document reprioritisation Five Year and on project Input-output Five Year Development tendency implementation based - project Planning Cycle Budget of over commitment outcome Projects Projec not identified at t Cost approved for 5 years planning Tota stage l cos Projects prepared & t (DE OE + submitted in large numbers - cons ) not i proje dered fo bunching of project ct a p r implementation prov al 10
    • MP9 Mid-Term Review Efforts to measure project outcome unsuccessful as project outcome not identified & defined at planning stage Close monitoring of selected project implementation indicated the importance of stakeholder participation and horizontal & vertical integration in project planning and implementation An Outcome Based Approach for Planning, Monitoring and Evaluation of Policies, Programmes and Projects 11
    • MP9 Mid-Term Review Policy & Strategy Framework VISION 2020 NATIONAL MISSION POLICY, 2006-2020 POLICIES THRUST 1 THRUST 2 THRUST 3 THRUST 4 THRUST 5 To move the To raise the To address To improve the To strengthen capacity for persistent socio- standard and institutional and economy up the knowledge and economic sustainability of implementation value chain innovation and inequalities quality of life capacity nurture first class mentality  Enhance  Improve the quality  Reduce incidence  Improve accessibility  Integrate services productivity and of accessibility to of poverty to and quality of across agencies competitiveness education health care STRATEGIES  Improve income  Increase  Make national distribution  Provide affordable confidence in  Generatenew schools the housing and water  Reduce regional electronic-based sources of preferred choice and electricity to the disparity services growth poor  Provide tertiary  Restructure education of  Improve  Pursues outcome- employment  Expand into new international repute transportation based planning, pattern markets network monitoring and  Nurture R&D and  Restructure wealth evaluation  Improve public innovation capability ownership pattern safety  Develop BCIC  Foster a society with  Improve the exemplary values environment  Address issues related to children and women 12
    • 3 3Tenth Malaysian Plan Planning Perspective – Outcome Based Approach 13
    • THE TURNING POINT 17 September 2008 Government decided to formulate a Rolling Plan Concept to move towards implementing outcome based approach for 10th Malaysia Plan. 14
    • ROLLING PLAN Planning & implementation of programmes & projects on a continuous basis & reviewed annually.. Ensure seamless planning and implementation between current plan and next plan. 15
    • The Rolling Plan Outcome Based Programme 5 Year Plan Document -- Mission Cluster Groups Macro economic ( government, NGOs and Budgeting framework, national private sector ) identify Key policies, strategies, Results Areas (KRAs) , MP10 outcomes and KPIs Outcome, KPIs and and budget Programmes for new projects Public Sector Investment Identification & approved Plan every 2 years - list of formulation of in 2010 programmes, projects, programmes and outcome, KPIs and budget - Vertical and accommodate priority, projects using Logical horizontal integration technological and economic Framework Approach through programmes environment (LFA) to identify & project selection changes outcome, output and and approval based KPIs clearly on national policies and strategies 16
    • Integrated Development Planning  Systematically link outcomes at all levels of planning and implementation ;  Integration of outcomes achieved by cascading Key Result Areas (KRAs) at national and sectoral levels to the implementation levels.  For each KRA, one or more national outcomes will be identified and for each national outcomes, a set Key Performance Indicators (KPIs) will be established;  National Development Planning Framework developed to identify national priorities and targets systematically. 17
    • 10MP Integrated Planning Framework National Vision National Mission Policy Thrust 1 Policy Thrust 2 Policy Thrust 3 Policy Thrust n Strategic Thrust 1 Strategic Thrust 2 Strategic Thrust 3 Strategic Thrust n MP-KRA 1 Outcome 1 MP-KRA 2 Outcome 2 MP-KRA n Outcome n 10MP – KRA Strategy KPI Strategy KPI (At National level) Strategy KPI MP KRA Ministry MP KRA Ministry MP KRA Ministry Outcome 1 Outcome 2 Outcome n 10MP – KRA Strategy KPI Strategy KPI Strategy KPI (At Ministry level) 18
    • 10MP Integrated Planning Framework VISION 2020 NATIONAL MISSION THRUST 1 THRUST 2 THRUST 3 THRUST 4 THRUST 5 VERTICAL INTEGRATION EPU KRA 1, KRA 2, KRA 3, KRA 4, KRA5 , Strategies, Strategies, Strategies, Strategies, Strategies, LEVEL Outcome Outcome Outcome Outcome Outcome (MCG) and and and and and Programme Programme Programme Programme Programme KRAs KRAs, KRAs, KRA s, KRAs, MINISTRY Strategies, Strategies, Strategies, Strategies, Strategies, Outcomes Outcomes Outcomes Outcomes LEVEL Outcomes and and and and and (OE+DE) Programmes Programme Programme Programme Programmes s s s HORIZONTAL INTEGRATION Projects Projects Projects Projects Projects 19
    • Integrated Planning Framework VISION 2020 NATIONAL MISSION THRUST 1 VERTICAL INTEGRATION EPU KRA 1, Strategies, Outcome LEVEL (MCG) & Programme KRAs Strategies, KRAs, Strategies, KRA s, Strategies, MINISTRY Outcomes and Outcomes and Outcomes and LEVEL Programme Programme Programme MINISTRY A MINISTRY B MINISTRY C (OE+DE) HORIZONTAL INTEGRATION Projects Activities Project Activities Projects Projects 20
    • Programme-Based Budgeting Programme - A strategic management tool to achieve outcomes at the implementation level; • Integrating projects (Capex)  Budget allocation linked with /activities (Opex) within a programme outcomes ; programme and linking it to national outcomes ensure:  Flexibility to review programmes and projects to (i) Better programmes & projects achieve expected outcomes; selection to achieve outcomes; (i) Opex aligned to national  Eliminate redundancy - development planning policies value for money; and strategies as total cost implication is considered for  Ensure optimal use of project selection scarce resources. 21
    • LOGICAL FRAMEWORK APPROACH (LFA) ANALYSIS PHASE PLANNING PHASE Stakeholder Analysis Logframe identifying & characterising major defining the project/programme stakeholders, target groups & structure, testing its internal logic, beneficiaries, defining whose problems formulating objectives in will be addressed by a future measurable terms, defining means intervention and cost (overall) Problem Analysis Activity Scheduling identifying key problems, constraints and opportunities; determining cause determining the sequence and and effect relationships dependency of activities; estimating their duration, setting Analysis of Objectives milestones and assigning developing objectives from the responsibility identified problems; identifying the Resource Scheduling means to ends relationships from the activity schedule, develop Strategy Analysis input schedules and a budget identifying the different strategies to (both DE and OE) achieve objectives; selecting the most appropriate strategy (ies); determining the major objectives (overall objectives and project purpose/outcome) 22
    • Logical Framework Matrix (LFM) HORIZONTAL LOGIC Project Description KPI (or OVI) MOV (Intervention Logic) (Objectively Verifiable (Method of Assumptions Indicators) Verification) (1) (2) (3) (4) Goal: Measures of the extent to which a Sources of information and The broader development impact to sustainable contribution to the methods used to collect which the Programme/project goal has been made. Used during and report it. VERTICAL LOGIC contributes at national and ministry evaluation. levels. Purpose/Outcome: Conditions at the end of the Sources of information and Assumptions The development outcome expected programme/project indicating methods used to collect concerning the at the end of the that the Outcomes have been and report it. purpose/goal linkage. Programme/project. achieved and that the benefits are sustainable. Outputs: Measures of the quantity and Sources of information and Assumptions The direct measurable results (goods quality of outputs and the timing methods used to collect concerning the and services) of the of their delivery. Used during and report it. output/objective programme/project which are largely monitoring and review. linkage. under programme /project management’s control Activities: Inputs and Resources The tasks carried out to implement Work Plan, Equipment, Manpower, Pre-Conditions the project and deliver the identified and Budget outputs. 23
    • BRIEFING OUTLINE 4 Conclusion 4. Conclusion 24
    • Managing Change Project planning Updating guidelines training for officers related to project in ministries & planning & departments implementation Updating project Initiating monitoring and institutional changes evaluation system 25
    • Conclusion  Integrated outcome-based approach to better plan, implement & evaluate development planning.  Require an holistic approach and commitment & cooperation from many to succeed to achieve development goals towards becoming a developed nation.  Results-oriented public service delivery to realize value for money.  Government commitment to achieve high standards of good governance, improved accountability and transparency. 26
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