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Summary
Outcome Based Approach (OBA) – the new dimension of M&E
Monitoring and Evaluation(M&E) Mechanisms
Managing and Administering Development
Introduction of ICU
Assessing Where We Are
Corporate Video of ICUJPM
ROLE OF GOVERNMENTROLE OF GOVERNMENT
Implementation of Implementation of Development ProjectsDevelopment Projects
Delivery Of Delivery Of ServicesServices
• Efficiency• Effectiveness• Transparency• Multichannel
• Improving Quality of Life
• Increasing Capacity of People
• Empowering the People
SecuritySecurity
VOLUME SPEED ACCURACYVOLUME SPEED ACCURACY
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
Technical Planning
Economic PlanningValue at Value at EntryEntry • Integration of development
• Acquisition management
HarmonyHarmony
Balanced Balanced Project Project OutputOutput
• Sustainability / viability
• People• Environment• Economic benefits
• Total Asset Management• Stakeholder Focused•Enhanced project outcomes •Standardised processes & practices
• Value for money
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
MALAYSIAN QUALITY LIFE INDEXMALAYSIAN QUALITY LIFE INDEX
0
10
20
30
40
50
19702004
2007
49.8%
5.7%
3.61.2
0.7
Miskin Miskin Tegar
POVERTY ERADICATIONPOVERTY ERADICATION
92.8%92.8%
37 years37 years
Poor Hard Core poor
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
GLOBAL COMPETITIVENES INDEX (GCI) AND HUMAN DEVELOPMENT INDEX (HDI)
Per Capita Gross Domestic Product (2008)
GLOBAL COMPETITIVENES INDEX (GCI) AND HUMAN DEVELOPMENT INDEX (HDI)
Monitoring MachineryMonitoring Machinery
CABINET(Final Decision Maker)
National Planning Council
National Development Planning Committee
EPU
IAPG
State Econ. Planning Communities
Department / Agencies Under State Govt.
Federal Department At State Level
Private Sector Ministries
National Action Working Committee (JKTN)
National Action Council (MTN)
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Directive No. 1 Structure
Ministerial Committees
MINISTRY/STATE GOVERNMENT
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
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14Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in Malaysia
Implementation Coordintaion Unit (ICU), Putrajaya, Malaysia
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Implementation Coordination Machinery
FEDERALFEDERAL STATESTATE DISTRICTDISTRICT
National Action CouncilNational Action Council
National Action Working National Action Working CommitteeCommittee
Ministerial Action Ministerial Action CommitteeCommittee
State Action State Action CouncilCouncil
State Action State Action Working Working CommitteeCommittee
District/ Divisional District/ Divisional Action WorkingAction Working
CommitteeCommittee
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Monitoring InitiativesMonitoring Initiatives
P-Forensic Regular Visits
Data Trading CenterBilateral
HEALTH CHECK
Trouble Shooting
Intervention
Inspection
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FDD Kelantan
SDO Terengganu
SDO Selangor
SDO N. Sembilan
SDO Melaka
SDO Johor
SDO Perlis
SDOP. Pinang
SDO Perak
SDO Kedah
SDO Sarawak
SDO Pahang
PutrajayaSDO F.T KL
SDO Sabah
Monitoring Network Of ICU
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PERSPECTIVE OF MONITORING
DEGREE OF CHALLENGE
• Inter Ministry / Agency• Inter State• Foreign Loans
QUALITY OF PLANNING, IMPLEMENTATION AND PERFORMANCE MANAGEMENT
• Project Brief• CBA• Stakeholder Plan• Scheduling• Reporting Mechanism
CAPACITY TO DRIVE PROGRESS
• Leadership• Technical Expertise / Competency• Track Record
OUTCOME DELIVERY
• Clear Objective• Targets• Indicator• Measurement
RISK OF IMPLEMENTATION / LIKELIHOOD OF DELIVERY
PERSPECTIVE OF PERSPECTIVE OF MONITORINGMONITORING
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
1 Malaysia, People First, Performance Now1 Malaysia, People First, Performance Now
Delivering programs and projects in the context of current environment
Meeting the Desired Outcome
Projects must be delivered FAST
Conceptual Framework for Managing Development Results
Source: Khalid Ramli & Osman Md. Yusoff. (2009). Issues and Challenges in Managing Development in MalaysiaImplementation Coordintaion Unit (ICU), Putrajaya, Malaysia
Buiding Materials
Land
Delays in handing out
Development Order
Ceiling
Site
Award
Warrant
EOTConsultant
UtilityDes
ign
Ex-Gratia
ContractorTrespassers
Delays in Preparation
of Technical Specification
Physical Obstacles
Project Cost
exceeding ceiling
Endorsement of
Design by Owner
Agency
Planning
Deferred
AllocationProject BriefVO
NOCProject Scope
Price Escalation
Payment t
o
Sub-Contra
ctor
Inappropriate
Site
Weath
er
Delays in NegotiationContractor’s
Credibility
Competency Project
Management
VOPOutcome Evaluation
Acquisi
tionW
orkers
Outcome
Evaluation
Project Cost
Exceeding
Ceiling
Ex-GratiaPayment
Design
VOP
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
PROJECT MONITORING SYSTEM IIPROJECT MONITORING SYSTEM II(SPP II)(SPP II)
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HISTORY OF PROJECT MONITORING SYSTEMS IN MALAYSIA
SIAP
SETIA
PMS I
RED BOOK
19961996
19911991
19811981
19711971
19571957
SMBSS 7th MP
6th MP
5th MP
4th MP
3rd MP
1st Malaya Plan
8th & 9th MPSPP II20012001Scope covers complete lifecycle from Project Application to Payment, with data capture at source
Stand alone System. Focus on Physical Progress
Ministries and agencies sent Project Physical Progress inhard copy to ICU for central processing
Project information were kept and updated in the RED Book
2nd MP
1st MP
2nd Malaya Plan
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Project Information : Financial & Physical Progress. Focus on Monitoring
Distributed Processing System. Focus on Financial Progress
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Panduan Rancangan Buku Hijau
The Red Book
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Agencies Involved
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Support• References• Organization• User’s Profile• Contractor’s Profile
Monitoring• Program• Project• Problem• Attached document• Contract• Works Document• Report
Maintenance• Changes• Announcement• Email massages• Report
Modules of SPP II - Web based
Featuring maps, graphics and pictures
Information can be submitted online
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Benefits of SPP II
SPPIISPPII
Producing flexible report writing format
Standard and up-to-date information obtained from data centre
Coordinated projects code
Accessible information at anytime
OUTCOME MONITORINGOUTCOME MONITORING
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OUTCOME & RESULT BASED MONITORING
“No Use Of Projects Without Delivering Desired Outcome”
Tun Abdullah Badawi
“Emphasis – Outcome Not Output”Dato’ Seri Najib Tun Razak
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OBJECTIVES OF OUTCOME BASED OBJECTIVES OF OUTCOME BASED MONITORINGMONITORING
To evaluate the effectiveness of To evaluate the effectiveness of programs/projects to the target groupprograms/projects to the target group
To assist management in To assist management in making balanced decisionsmaking balanced decisions To develop corrective actions in To develop corrective actions in
overcoming issues relating to overcoming issues relating to unachievable desired outcomesunachievable desired outcomes
Central agencies will distribute resources to Central agencies will distribute resources to ministries based on the real outcomes achieved by ministries based on the real outcomes achieved by programs/projectsprograms/projects
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Evaluation’s Chain
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24 August 2005:
Guideline On Development Program Evaluation
Guideline Circular
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Why Evaluation?
STRATEGIC TRANSFORMATION
1
SUSTAINABLE DEVELOPMENT
2
VALUE FOR MONEY3
STAKEHOLDER EXPECTATION
4
PUBLIC BENEFIT5
ACCOUNTABILITY & INTEGRITY
6
DELIVERY SYSTEM7
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Performance measurement must be evaluated to ensure the implementation meets the expected result and desired outcomesPerformance measurement must be evaluated to ensure the implementation meets the expected result and desired outcomes
Resource Program Output Outcome Impact
Budget, Human resource,
Consultancy,Infrastructure
Hospital Development
Project
AHospital
- Improved healthfacilities
- Reduction in mortality rate
-Increase publicstandard of health
-Increaseproductivity
-Increase lifeexpectancy
Example : Serdang HospitalExample : Serdang Hospital
Cost : RM624.085 million
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CURRENT PRACTICES
SELECTIVE EVALUATION – 5 CRITERIA
ISOLATED APPROACH
ONLY FOR COMPLETED PROGRAM/PROJET
EMPHASIS ON PROJECT RATHER THAN PROGRAM
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The Obstacles Of Evaluation
Lack Of Stakeholders Involvement
Denial Syndrome – Lack Of Awareness
Output Oriented–Financial And Physical
Evaluation
Incompetent Resources To Conduct Evaluation
Time Consuming For Data Collection And Limited Man Power
Lack Of Enforcement
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THE SHORTCOMINGS OF 9th MALAYSIA PLAN APPROACH
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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.
The focus was more on projects
rather than on programs.
Redundant / duplication in
efforts and functions
Unsynchronized planning
Lack of stakeholder engagement in
M&E
Insufficient resources (money
and manpower) for evaluation
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TRANSFORMATION OF 10th Malaysia Plan
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Stakeholder participation
AA
DD
BB
CC
EE
Managing and using evaluation
Setting the vision
Defining the results map and
RBM Framework
Implementing and using
monitoring
Planning for monitoring and
evaluation
PLANNING
MONITORING
EVALUATION
* Source : UNDP 2009
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The RBM Results Chain
The financial, human and
material resources used for
development intervention
Action taken through which
inputs are mobilized to
produce specific outputs
The products, capital goods and
services that result from development
interventions
The short-term and medium-term
effects of an intervention's
outputs; change in development
conditions
Actual or intended changes in human development as
measured by people’s well-
being; improvements in
people’s lives
INPUTSINPUTS ACTIVITIESACTIVITIES OUTPUTSOUTPUTS OUTCOMESOUTCOMES IMPACTIMPACT
How? What do we want? Why?
ResourcesResources ResultResult
PLANNINGPLANNING
IMPLEMENTATIONIMPLEMENTATION
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Outcome-Output-Project Nexus
MO
NITO
RING
MO
NITO
RING
PLAN
NIN
GPL
ANN
ING
UNDPPrograms
UNDPPrograms
Country Programs Outcomes
Country Programs Outcomes
Sub outcomes
Sub outcomes
Sub outcomes
Sub outcomes
OutcomeOutcomeOutcomeOutcome
Corporate Reporting and Strategic Plan
Outcomes
Corporate Reporting and Strategic Plan
Outcomes
NATIONAL GOAL
NATIONAL GOAL
OutputsOutputs OutputsOutputsOutputsOutputsOutputsOutputsOutputsOutputs
ProjectsProjects UNDP ProjectsUNDP
ProjectsUNDP
ProjectsUNDP
ProjectsProjectsProjectsProjectsProjects
Outcomee.g. UNDAF
Outcomee.g. UNDAF
Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009
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Monitoring For Results Framework
National
Sub-sector
Ministry/Dept Projects & sub-outcomes
KRAs and Dev. Goals
Programs and Outcomes
Expenditure (Input)
Outcomes and Impacts
Evaluation Outputs
PLAN
NIN
G
IMPLEMENTATION
MO
NITO
RING
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Outcome Based Monitoring
Outcome Not Output
1
2
3
4
5
6
7
Clear Objective
Specific Target Group
Desired Outcome
KRA
KPI
Measurement
Enforcement
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Set Objectives
Set Objectives
KPIs Clearly Defined
KPIs Clearly Defined
Realistic TargetsRealistic Targets
Measurable KPIs
Measurable KPIs
Measurement Tools
Measurement Tools
Reporting FrameworkReporting
Framework
Desired OutcomeDesired Outcome
KPI FRAMEWORKKPI FRAMEWORK 45
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EXAMPLE OF PROGRAM EVALUATION
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The Result Framework
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22
33
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RESULTRESULT INDICATORSINDICATORS BASELINEBASELINE TARGETTARGET MEANS OF MEANS OF VERIFICATIONVERIFICATION RISKS & ASSUMPTIONSRISKS & ASSUMPTIONS
Impact statement (Ultimate benefits for target population)
Measure of progress against impact
Assumptions made from outcome to impact. Risks that impact will not be achieved.
Outcome statement (Short-to-medium-term change in development situation)
Measure of progress against outcome
Assumptions made from outputs to outcome. Risks that outcome will not be achieved.
Outputs (Products and services – tangible and intangible – delivered or provided)
Measure of progress against output
Assumptions made from activities to outputs. Risks that outputs will not be produced.
Activities (Tasks undertaken in order to produce research outputs)
Milestones or key targets for production of outputs
Preconditions for implementation of activities.
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Example of an Annual Work Plan format with monitoring component
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llustrative example of Planning Matrix for monitoring: Enhanced Capacity of Electoral management Authority
Expected Result (Outcomes & Outputs)Expected Result (Outcomes & Outputs)Indicator (with Baselines & Indicator (with Baselines &
Indicative Targets) and Indicative Targets) and Other Key Areas to Monitor Other Key Areas to Monitor
M&E Event with Data M&E Event with Data Collection MethodsCollection Methods
Time or Schedule Time or Schedule and Frequencyand Frequency
Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009
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Illustrative example of Planning Matrix for monitoring:
ResponsibilitiesResponsibilities Mean of Verification: Mean of Verification: Data Source and TypeData Source and Type ResourcesResources RisksRisks
Source: Handbook on Planning, Monitoring and Evaluating for Development Results, UNDP,2009
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Summary
To plan programs and projects according to available resources and the end objective in mind, with extensive participation;
To monitor programs and projects implementation efficiently and effectively, with good governance;
To ensure optimum use of resources and compliance to existing rules and regulations;
To assess impact and outcome to ensure national development agenda and objectives are met; and
To achieve the ultimate development objective of national unity with balanced physical and spiritual development.
1
2
3
4
5
52
Implementation Coordination UnitPrime Minister’s Department
Putrajaya, Malaysia
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To be the premier central agency in coordinating and monitoring for
ensuring an effective implementation of national
development programs.
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Synergizing the nation’s developments through coordination, monitoring,
evaluation of policies, programs and projects implementation through
excellent working culture and good governance.
Malaysia’s Development Efforrts
3 National Policies3 National Policies
3 Outline Perspective 3 Outline Perspective Plans (OPP)Plans (OPP)
10 Five-year Development Plans
The New Economic Policy 1971 - 1990
The National Development Policy 1991 - 2000
The National Vision Policy 2001 - 2010
OPP 1 1971 - 1990OPP 2 1991 - 2000OPP 3 2001 - 2010
1957 - 2006
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5 Year Development Plans
OPP 3 (NVP)OPP 3 (NVP)
OPP 2 (NDP)OPP 2 (NDP)
OPP 1 (NEP)OPP 1 (NEP)
EIGHTH MALAYSIA PLANEIGHTH MALAYSIA PLAN 2001 2001 -- 20052005
NINTH MALAYSIA PLANNINTH MALAYSIA PLAN 2006 2006 -- 20102010
1996 1996 -- 20002000SEVENTH MALAYSIA PLANSEVENTH MALAYSIA PLAN
1991 1991 -- 19951995SIXTH MALAYSIA PLANSIXTH MALAYSIA PLAN
1986 1986 -- 9090FIFTH MALAYSIA PLANFIFTH MALAYSIA PLAN
1981 1981 -- 8585FOURTH MALAYSIA PLANFOURTH MALAYSIA PLAN
1971 1971 -- 7575SECOND MALAYSIA PLANSECOND MALAYSIA PLAN
1976 1976 -- 8080THIRD MALAYSIA PLANTHIRD MALAYSIA PLAN
1966 1966 -- 7070FIRST MALAYSIA PLANFIRST MALAYSIA PLAN
1961 1961 -- 6565SECOND MALAYA PLANSECOND MALAYA PLAN
1957 1957 -- 6060FIRST MALAYA PLANFIRST MALAYA PLAN
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Development CyclePlanning
‘a deliberate, comprehensive time specific effort, initiated and sustained
by the central government for the purposeof creating and maintaining conditions thatwill accelerate economic growth and social
development in the country’
Implementation‘carry into effect planned policies that are translated into programs
and projects’
‘analytical assessments addressing results of public policies, organizations or programs that emphasize reliability and usefulness of findings to improve information and reduce
uncertainty’
Evaluation
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Bottom-up And Top Down Planning
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CABINET
NATIONAL ACTION COUNCIL
(MTN)
NATIONAL ACTION COUNCIL
(MTN)
NATIONAL ACTION WORKING
COMMITTEE(JKTN)
(ICU JPM)
NATIONAL DEVELOPMENT
PLANNING COUNCIL
EPU
MINISTRY/STATE GOVERNMENT
Planning, Monitoring And Evaluation Machinery
IAPG TWG
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THE 5 THRUSTS OF RMK-9Moving the economy up the value
chain
Raising the capacity for knowledge and innovation and nurturing “first class mentality”
Addressing persistent socio-economy inequalities constructively
and productively
Improving the standard and sustainability of quality of life
Strengthening the institutional and implementation capacity
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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)
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Directive : No.1, 2004
National Action Council
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