MfDR at the Coordination Unit of the Primes Minister's Department
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

MfDR at the Coordination Unit of the Primes Minister's Department

on

  • 2,909 views

 

Statistics

Views

Total Views
2,909
Views on SlideShare
2,903
Embed Views
6

Actions

Likes
0
Downloads
64
Comments
0

2 Embeds 6

http://www.slideshare.net 5
http://webcache.googleusercontent.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

MfDR at the Coordination Unit of the Primes Minister's Department Presentation Transcript

  • 1. | ICU JPM | Introduction of ICU Assessing Where We Are Managing and Administering Development Monitoring and Evaluation(M&E) Mechanisms Outcome Based Approach (OBA) – the new dimension of M&E Summary 2
  • 2. Corporate Video of ICUJPM
  • 3. ROLE OF GOVERNMENT • Improving Quality • Efficiency of Life • Effectiveness • Increasing • Transparency Implementation of Delivery Of Capacity of People • Multichannel Services Development Projects • Empowering the People Security VOLUME SPEED ACCURACY VOLUME SPEED ACCURACY Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
  • 4. • Sustainability / viability Value at • Value for money Economic Planning Entry • Integration of development • Acquisition management • People Harmony • Environment • Economic benefits • Total Asset Management Technical Planning Balanced • Stakeholder Focused Project •Enhanced project outcomes •Standardised processes & practices Output Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
  • 5. MALAYSIAN QUALITY LIFE INDEX
  • 6. POVERTY ERADICATION Miskin Poor Miskin Tegar Hard Core poor 49.8% 50 40 30 20 10 5.7% 0 1.2 3.6 0.7 1970 2004 37 year 2007 s 92.8% Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
  • 7. GLOBAL COMPETITIVENES INDEX (GCI) AND HUMAN DEVELOPMENT INDEX (HDI) Per Capita Gross Domestic Product (2008)
  • 8. GLOBAL COMPETITIVENES INDEX (GCI) AND HUMAN DEVELOPMENT INDEX (HDI)
  • 9. Monitoring Machinery
  • 10. Directive No. 1 Structure CABINET (Final Decision Maker) National Action Ministerial Committees National Planning Council Council (MTN) National Development National Action Planning Committee Working Committee (JKTN) EPU ICU JPM IAPG State Econ. Private Sector Ministries Planning Communities Department / Agencies Federal Department Under State Govt. At State Level MINISTRY/STATE GOVERNMENT Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
  • 11. | ICU JPM | Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia 14
  • 12. | ICU JPM | Implementation Coordination Machinery FEDERAL STATE DISTRICT National Action Council State Action 132 District/ Divisional Council Action Working National Action Working Committee Committee State Action Working Ministerial Action Committee Committee 15
  • 13. | ICU JPM | Monitoring Initiatives P-Forensic Regular Visits Trouble Shooting Intervention Data Trading Center Inspection Bilateral HEALTH CHECK 16
  • 14. | ICU JPM | Monitoring Network Of ICU SDO Kedah FDD Kelantan SDO Perlis SDO Sabah SDO Terengganu SDO P. Pinang SDO Perak SDO Pahang SDO Selangor Putrajaya SDO F.T KL SDO N. Sembilan SDO Sarawak SDO Melaka SDO Johor 17
  • 15. | ICU JPM | DEGREE OF CHALLENGE QUALITY OF PLANNING, IMPLEMENTATION AND PERFORMANCE MANAGEMENT • Inter Ministry / Agency • Inter State • Project Brief • Foreign Loans • CBA • Stakeholder Plan • Scheduling • Reporting Mechanism PERSPECTIVEOF PERSPECTIVE OF MONITORING MONITORING • Leadership • Technical Expertise / Competency OUTCOME DELIVERY • Track Record • Clear Objective CAPACITY TO DRIVE • Targets PROGRESS • Indicator • Measurement RISK OF IMPLEMENTATION / LIKELIHOOD OF DELIVERY Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia 18
  • 16. 1 Malaysia, People First, Performance Now Delivering programs and projects in the context of current environment Meeting the Desired Outcome Projects must be delivered FAST
  • 17. Conceptual Framework for Managing Development Results Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
  • 18. Bu id i ng Pro M me ex ject at er tco ation er cee C Ex ia O u lu th din ost -G ls a Ev ea ra W gc ti a eil ate i ng in g pri Ph Sit e nn p ro ost ysi cal La nd Pl a d ap In e ject C g re Ob sta Co Co f er Sit Pro eedin ntr De Exc ling T cle ns ut EO De s ac ul go of of la y Tec s in P to r ta nt din rder nt me wn e r Cei h n re p nt rra n ha O e ors by O ic a a in ent End ign l Sp aratio Tr e W s s Ex-Gratia ec i n spa lay pm De ncy fica sse Utility De velo Ag e Payment t io n rs Ceiling De e cop Allo ct S NOC Proje cati on Pr oj e ct Brief VOP Aw Del ign a Neg ys in ar s VO De d VOP o ti a tion Outcome Evaluation Co Des s Cre ntrac ig n er dib tor Co n rk ilit ’s tio m o ala W y pe n tio sc te eE isi Pr nc c Pri M oje qu y Ac an ct ag em ra o or nt t t en ct Co n b- m e t Su Pay
  • 19. Apparent weaknesses in project planning and management due to :- • Increase in number of projects • Nature & complexity of projects • Mega projects A drastic increase in the multitude and magnitude of projects being managed Need to strengthen Project Management within Ministries and Agencies
  • 20. PROJECT MONITORING SYSTEM II (SPP II)
  • 21. | ICU JPM | HISTORY OF PROJECT MONITORING SYSTEMS IN MALAYSIA 2001 SPP II 8th & 9th MP Scope covers complete lifecycle from Project Application to Payment, with data capture at source 1996 SMBSS 7th MP Project Information : Financial & Physical Progress. Focus on Monitoring 1991 SIAP 6th MP Stand alone System. Focus on Physical Progress 5th MP 4th MP 1981 SETIA Distributed Processing System. Focus on Financial Progress 3rd MP 1971 PMS I 2nd MP Ministries and agencies sent Project Physical Progress in hard copy to ICU for central processing 1st MP RED BOOK 2nd Malaya Plan 1957 1st Malaya Plan Project information were kept and updated in the RED Book 24 24
  • 22. | ICU JPM | Panduan Rancangan Buku Hijau The Red Book 25
  • 23. | ICU JPM | Agencies Involved 26
  • 24. | ICU JPM | Modules of SPP II - Web based Monitoring • Program • Project • Problem • Attached document • Contract • Works Document • Report Support • References • Organization • User’s Profile • Contractor’s Profile Maintenance • Changes • Announcement • Email massages • Report 27
  • 25. | ICU JPM | 28
  • 26. | ICU JPM | Benefits of SPP II Producing flexible report writing format Standard and up-to-date information obtained from data centre Information can be submitted online SPPII Featuring maps, graphics and pictures Coordinated projects code Accessible information at anytime 29
  • 27. OUTCOME MONITORING
  • 28. | ICU JPM | OUTCOME & RESULT BASED MONITORING “No Use Of Projects Without Delivering Desired Outcome” Tun Abdullah Badawi “Emphasis – Outcome Not Output” Dato’ Seri Najib Tun Razak 31
  • 29. OBJECTIVES OF OUTCOME BASED MONITORING To evaluate the effectiveness of programs/projects to the target group To assist management in making balanced decisions To develop corrective actions in overcoming issues relating to unachievable desired outcomes Central agencies will distribute resources to ministries based on the real outcomes achieved by programs/projects
  • 30. | ICU JPM | Evaluation’s Chain 33
  • 31. | ICU JPM | Guideline Circular 24 August 2005: Guideline On Development Program Evaluation 34
  • 32. | ICU JPM | Why Evaluation? 1 STRATEGIC TRANSFORMATION 2 SUSTAINABLE 5 PUBLIC BENEFIT DEVELOPMENT 3 6 ACCOUNTABILITY & VALUE FOR MONEY INTEGRITY 4 STAKEHOLDER 7 DELIVERY SYSTEM EXPECTATION 35
  • 33. | ICU JPM | Performance measurement must be evaluated to ensure the implementation meets the expected result and desired outcomes Example :: Serdang Hospital Example Serdang Hospital Resource Program Output Outcome Impact -Increase public standard of health - Improved health Budget, Hospital facilities Human resource, A -Increase Development Consultancy, Hospital productivity Project - Reduction in Infrastructure mortality rate -Increase life expectancy Cost : RM624.085 million 36
  • 34. | ICU JPM | CURRENT PRACTICES SELECTIVE EVALUATION – 5 CRITERIA ONLY FOR COMPLETED PROGRAM/PROJET ISOLATED EMPHASIS ON PROJECT APPROACH RATHER THAN PROGRAM 37
  • 35. | ICU JPM | The Obstacles Of Evaluation Lack Of Stakeholders Incompetent Resources Involvement To Conduct Evaluation Time Consuming For Denial Syndrome – Lack Data Collection And Of Awareness Limited Man Power Output Oriented– Financial And Physical Lack Of Enforcement Evaluation 38
  • 36. | ICU JPM | THE SHORTCOMINGS OF 9th MALAYSIA PLAN APPROACH The present There were no monitoring system explicit linkages was mainly focused between The focus was Redundant / on implementation implementation more on projects duplication in and monitoring of levels and the rather than on efforts and physical projects higher level programs. functions (output oriented outcomes at the rather than sectoral as well as outcomes based). national level. Lack of stakeholder Insufficient Unsynchronized engagement in resources (money planning M&E and manpower) for evaluation 39
  • 37. | ICU JPM | TRANSFORMATION OF 10th Malaysia Plan N IO U AT Setting the vision AL EV PLA A NN ING Defining the Managing and results map and using evaluation E B RBM Framework Stakeholder participation Implementing Planning for and using C monitoring and D monitoring evaluation MONI TO RING * Source : UNDP 2009 40
  • 38. | ICU JPM | The RBM Results Chain How? What do we want? Why? INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT Actual or intended The short-term The financial, Action taken changes in human The products, and medium-term human and through which development as capital goods and effects of an material resources inputs are measured by services that result intervention's used for mobilized to people’s well- from development outputs; change in development produce specific being; interventions development intervention outputs improvements in conditions people’s lives Resources Result PLANNING IMPLEMENTATION 41
  • 39. | ICU JPM | Outcome-Output-Project Nexus NATIONAL Corporate GOAL Reporting and Strategic Plan Outcome Outcomes e.g. UNDAF Outcome Outcome PLANNING PLANNING MONITORING MONITORING Country Sub Sub UNDP Programs outcomes outcomes Programs Outcomes Outputs Outputs Outputs Outputs Outputs UNDP UNDP Projects Projects Projects Projects Projects Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009 42
  • 40. | ICU JPM | Monitoring For Results Framework National KRAs and Dev. Goals Sub-sector Programs and Outcomes MONITORING Ministry/Dept Projects & sub-outcomes PLANNING Expenditure (Input) Evaluation Outputs Outcomes and Impacts IMPLEMENTATION 43
  • 41. | ICU JPM | Outcome Based Monitoring Outcome Not Output 1 Clear Objective 2 Specific Target Group 3 Desired Outcome 4 KRA 5 KPI 6 Measurement 7 Enforcement 44
  • 42. | ICU JPM | Desired Outcome Measurable KPIs KPIs Clearly Reporting Defined Framework Set Measurement Realistic Objectives Targets Tools KPI FRAMEWORK 45
  • 43. | ICU JPM | EXAMPLE OF PROGRAM EVALUATION 46
  • 44. | ICU JPM | The Result Framework MEANS OF RESULT INDICATORS BASELINE TARGET RISKS & ASSUMPTIONS VERIFICATION Impact statement Measure of progress Assumptions made from (Ultimate benefits for against impact outcome to impact. Risks 1 1 target population) that impact will not be achieved. Outcome statement Measure of progress Assumptions made from (Short-to-medium-term against outcome outputs to outcome. Risks 2 2 change in development that outcome will not be situation) achieved. Outputs (Products and Measure of progress Assumptions made from services – tangible and against output activities to outputs. Risks 3 3 intangible – delivered or that outputs will not be provided) produced. Activities (Tasks Milestones or key targets Preconditions for undertaken in order to for production of outputs implementation of 4 4 produce research activities. outputs) 47
  • 45. | ICU JPM | Example of an Annual Work Plan format with monitoring component 48
  • 46. | ICU JPM | llustrative example of Planning Matrix for monitoring: Enhanced Capacity of Electoral management Authority Indicator (with Baselines & M&E Event with Data Time or Schedule Expected Result (Outcomes & Outputs) Indicative Targets) and Collection Methods and Frequency Other Key Areas to Monitor Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009 49
  • 47. | ICU JPM | Illustrative example of Planning Matrix for monitoring: Mean of Verification: Responsibilities Resources Risks Data Source and Type Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009 50
  • 48. | ICU JPM | Summary To plan programs and projects according to available resources 1 and the end objective in mind, with extensive participation; 2 To monitor programs and projects implementation efficiently and effectively, with good governance; 3 To ensure optimum use of resources and compliance to existing rules and regulations; 4 To assess impact and outcome to ensure national development agenda and objectives are met; and 5 To achieve the ultimate development objective of national unity with balanced physical and spiritual development. 52
  • 49. Implementation Coordination Unit Prime Minister’s Department Putrajaya, Malaysia
  • 50. | ICU JPM | To be the premier central agency in coordinating and monitoring for ensuring an effective implementation of national development programs. 54
  • 51. | ICU JPM | Synergizing the nation’s developments through coordination, monitoring, evaluation of policies, programs and projects implementation through excellent working culture and good governance. 55
  • 52. | ICU JPM | Malaysia’s Development Efforrts The New Economic Policy 1971 - 1990 3 National Policies The National Development Policy 1991 - 2000 The National Vision Policy 2001 - 2010 OPP 1 1971 - 1990 3 Outline Perspective OPP 2 1991 - 2000 Plans (OPP) OPP 3 2001 - 2010 1957 - 2006 10 Five-year Development Plans 57
  • 53. | ICU JPM | 5 Year Development Plans NINTH MALAYSIA PLAN 2006 - 2010 OPP 3 (NVP) EIGHTH MALAYSIA PLAN 2001 - 2005 SIXTH MALAYSIA PLAN 1991 - 1995 OPP 2 (NDP) SEVENTH MALAYSIA PLAN 1996 - 2000 FIFTH MALAYSIA PLAN 1986 - 90 OPP 1 (NEP) 1981 - 85 FOURTH MALAYSIA PLAN THIRD MALAYSIA PLAN 1976 - 80 SECOND MALAYSIA PLAN 1971 - 75 FIRST MALAYSIA PLAN 1966 - 70 SECOND MALAYA PLAN 1961 - 65 FIRST MALAYA PLAN 1957 - 60 58
  • 54. | ICU JPM | Development Cycle Planning ‘a deliberate, comprehensive time specific effort, initiated and sustained by the central government for the purpose of creating and maintaining conditions that will accelerate economic growth and social development in the country’ Evaluation Implementation ‘analytical assessments addressing results ‘carry into effect planned policies of public policies, organizations or programs that are translated into programs that emphasize reliability and usefulness of and projects’ findings to improve information and reduce uncertainty’ 59
  • 55. | ICU JPM | Bottom-up And Top Down Planning 60
  • 56. | ICU JPM | Planning, Monitoring And Evaluation Machinery CABINET NATIONAL ACTION COUNCIL (MTN) NATIONAL NATIONAL ACTION DEVELOPMENT WORKING PLANNING COUNCIL COMMITTEE (JKTN) EPU (ICU JPM) IAPG TWG MINISTRY/STATE GOVERNMENT 61
  • 57. | ICU JPM | THE 5 THRUSTS OF RMK-9 Moving the economy up the value chain Raising the capacity for knowledge and innovation and Improving the standard and nurturing “first class mentality” sustainability of quality of life Addressing persistent socio- economy inequalities constructively Strengthening the institutional and productively and implementation capacity 63
  • 58. | ICU JPM | Definition of Monitoring Monitoring can be defined as the ongoing process by which stakeholders obtain regular feedback on the progress being made towards achieving their goals and objectives (UNDP, 2009) 64
  • 59. | ICU JPM | Directive : No.1, 2004 National Action Council 65