MANAGING FOR DEVELOPMENT RESULTS THE EXPERIENCE OF IMPLEMENTATION

MANAGING FOR DEVELOPMENT RESULTS THE EXPERIENCE OF IMPLEMENTATION COORDINATION UNIT OF THE PRIME MINISTER’S DEPARTMENT, MALAYSIA MOHD KHIDIR BIN MAJID DEPUTY DIRECTOR EVALUATION DIVISION National Evaluation Capacity Conference Casablanca, Morocco 15 -17 December 2009

| ICU JPM | OUTLINE Introduction – roles of government Administrative Mechanism for Development Monitoring and Evaluation(M&E) Mechanisms Issues and Challenges Outcome Based Approach (OBA) – the new dimension of M&E Summary 2

ROLE OF GOVERNMENT • Efficiency • Effectiveness • Transparency • Multichannel Implementation of Development Projects Delivery Of Services • Improving Quality of Life • Increasing Capacity of People • Empowering the People Security VOLUME SPEED ACCURACY Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia

ADMINISTRATIVE MECHANISM FOR DEVELOPMENT Directive No. 1 Structure CABINET (Final Decision Maker) National Planning Council National Action Council (MTN) National Development Planning Committee National Action Working Committee (JKTN) EPU ICU JPM Ministerial Committees IAPG Private Sector State Econ. Planning Communities Department / Agencies Under State Govt. Ministries Federal Department 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

| ICU JPM | Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia 5

| ICU JPM | Implementation Coordination Machinery FEDERAL 1 National Action Council 1 National Action Working Committee 27 DISTRICT STATE 14 13 State Action Council State Action Working Committee 132 District/ Divisional Action Working Committee Ministerial Action Committee 6

| ICU JPM | Monitoring Initiatives P-Forensic 1 Regular Visits Trouble Shooting 2 Intervention 3 Data Trading Center Inspection Bilateral HEALTH CHECK 7

DEGREE OF CHALLENGE • Inter Ministry / Agency • Inter State • Foreign Loans CAPACITY TO DRIVE PROGRESS • Leadership • Technical Expertise / Competency • Track Record QUALITY OF PLANNING, IMPLEMENTATION AND PERFORMANCE MANAGEMENT PPEERRSS PP EE CC TTIIVVEE O FF MOON N II TT O O RR IINNGG M • Project Brief • CBA • Stakeholder Plan • Scheduling • Reporting Mechanism OUTCOME DELIVERY • Clear Objective • Targets • 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

PROJECT MONITORING SYSTEM II (SPP II)

| 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 10

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| ICU JPM | Benefits of SPP II Producing flexible report writing format Standard and up-to-date information obtained from data centre SPPII Information can be submitted online Featuring maps, graphics and pictures Coordinated projects code Accessible information at anytime 12

| ICU JPM | OUTCOME EVALUATION & RESULT BASED MONITORING “No Use Of Projects Without Delivering Desired Outcome” Tun Abdullah Badawi “Emphasis – Outcome Not Output” Dato’ Seri Najib Tun Razak 13

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 To secure the interest of the target groups and to ensure that they are not being marginalized by the development programs

| ICU JPM | Evaluation’s Chain KEY RESULT AREA (KRA) KPI’s 15

| ICU JPM | Guideline Circular 24 August 2005: Guideline On Development Program Evaluation 16

| ICU JPM | Why Evaluation? 1 2 3 4 STRATEGIC TRANSFORMATION SUSTAINABLE DEVELOPMENT VALUE FOR MONEY STAKEHOLDER EXPECTATION 5 6 7 PUBLIC BENEFIT ACCOUNTABILITY & INTEGRITY DELIVERY SYSTEM 17

| ICU JPM | CURRENT PRACTICES 4 SELECTIVE EVALUATION – 5 CRITERIA ONLY FOR COMPLETED PROGRAM/PROJET OUTCOME EVALUATIO N 1 2 ISOLATED APPROACH 3 EMPHASIS ON PROJECT RATHER THAN PROGRAM 18

| ICU JPM | The Obstacles Of Evaluation Lack Of Stakeholders Involvement Incompetent Resources To Conduct Evaluation Denial Syndrome – Lack Of Awareness Time Consuming For Data Collection And Limited Man Power Output Oriented– Financial And Physical Evaluation Lack Of Enforcement 19

| ICU JPM | THE SHORTCOMINGS OF 9 th MALAYSIA PLAN APPROACH The present monitoring system was mainly focused on implementation and monitoring of physical projects (output oriented rather than outcomes based). There were no explicit linkages between implementation levels and the higher level outcomes at the sectoral as well as national level. Unsynchronized planning Lack of stakeholder engagement in M&E The focus was more on projects rather than on programs. Redundant / duplication in efforts and functions Insufficient resources (money and manpower) for evaluation 20

| ICU JPM | TRANSFORMATION OF 10 th MP Integrated Development Planning Results Based Budgeting Results Based M&E Management Information System Integrated Performance Framework: Personnel Performance System Source : Ministry of Finance, 2009 21

| ICU JPM | PLANNING National KRAs and Dev. Goals Sub-sector Programs and Outcomes Ministry/Dept Projects & sub-outcomes Expenditure (Input) Evaluation MONITORING Monitoring For Results Framework Outputs Outcomes and Impacts IMPLEMENTATION 22

| ICU JPM | Desired Outcome KPI Measurable KPIs Clearly Defined Set Objectives Program/Project Delivery and Evaluation • Physical and Financial Progress • Outcome Delivery • Assessment of Delivery Chain • Best Practices Lead Agency: ICU Operational and Organizational Effectiveness • Efficiency and effectiveness of government service delivery • Transformational Process • Compliance to service targets • Best Practices Lead Agency: MAMPU Measurement Tools Reporting Framework Realistic Targets Budget and Financial Management Organizational and Personnel Effectiveness • Budgetary • Leadership Performance and Result • Financial Management • Best Practices Lead Agency: Treasury Effectiveness • Personnel Effectiveness • KSUs Performance • Best Practices Lead Agency: JPA KPI FRAMEWORK Financial Governance and Accountability • Financial Management • Best Practices Lead Agency: Audit Negara 23

| ICU JPM | OUTCOME’S WINDOW COST HIGH INVESTMENT BUT LOW IMPACT LOW INVESTMENT AND LESS IMPACT EQUALS INVESTMENT VALUE FOR MONEY – LOW INVESTMENT BUT HIGH IMPACTS OUTCOME 24

Thank You Implementation Coordination Unit Prime Minister’s Department Putrajaya, Malaysia