The document discusses monitoring and evaluation mechanisms for development projects in Malaysia. It introduces the Implementation Coordination Unit (ICU) and its role in managing and monitoring development projects. It outlines ICU's monitoring initiatives and machinery, including its project monitoring system called SPP II. The document emphasizes the importance of outcome-based approaches and monitoring outcomes rather than just outputs to evaluate effectiveness. It also discusses challenges with current monitoring practices and the need to transform to more results-based frameworks.

2. | 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

3. Corporate Video of
ICUJPM

4. 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

5. • 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

7. MALAYSIAN QUALITY LIFE INDEX

8. 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

9. GLOBAL COMPETITIVENES INDEX (GCI) AND
HUMAN DEVELOPMENT INDEX (HDI)
Per Capita Gross Domestic Product (2008)

10. GLOBAL COMPETITIVENES INDEX (GCI) AND
HUMAN DEVELOPMENT INDEX (HDI)

12. Monitoring Machinery

13. 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

14. | ICU JPM |
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia
Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia 14

15. | 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

16. | ICU JPM |
Monitoring Initiatives
P-Forensic Regular Visits
Trouble
Shooting
Intervention
Data Trading Center
Inspection Bilateral
HEALTH
CHECK
16

17. | 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

18. | 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

19. 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

20. 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

21. 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

22. 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

23. PROJECT MONITORING SYSTEM II
(SPP II)

24. | 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

25. | ICU JPM |
Panduan Rancangan Buku
Hijau
The Red Book
25

26. | ICU JPM |
Agencies Involved
26

27. | 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

28. | ICU JPM |
28

29. | 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

30. OUTCOME MONITORING

31. | 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

32. 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

33. | ICU JPM |
Evaluation’s Chain
33

34. | ICU JPM |
Guideline Circular
24 August 2005:
Guideline On Development
Program Evaluation
34

35. | 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

36. | 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

37. | ICU JPM |
CURRENT PRACTICES
SELECTIVE EVALUATION
– 5 CRITERIA ONLY FOR COMPLETED
PROGRAM/PROJET
ISOLATED
EMPHASIS ON PROJECT
APPROACH
RATHER THAN PROGRAM
37

38. | 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

39. | 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

40. | 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

41. | 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

42. | 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

43. | 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

44. | 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

45. | ICU JPM |
Desired Outcome
Measurable
KPIs
KPIs Clearly Reporting
Defined Framework
Set Measurement Realistic
Objectives Targets
Tools
KPI FRAMEWORK 45

46. | ICU JPM |
EXAMPLE OF PROGRAM EVALUATION
46

47. | 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

48. | ICU JPM |
Example of an Annual Work Plan format with monitoring component
48

49. | 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

50. | 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

52. | 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

53. Implementation Coordination Unit
Prime Minister’s Department
Putrajaya, Malaysia

54. | ICU JPM |
To be the premier central agency in
coordinating and monitoring for
ensuring an effective
implementation of national
development programs.
54

55. | 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

57. | 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

58. | 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

59. | 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

60. | ICU JPM |
Bottom-up And Top Down Planning
60

61. | 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

63. | 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

64. | 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

65. | ICU JPM |
Directive : No.1, 2004
National Action Council
65