mfdr at the coordination unit of the primes minister's department

http://www.pdfonline.com/easypdf/?gad=CLjUiqcCEgjbNejkqKEugRjG27j-AyCw_-AP

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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



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



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)

ICU JPM

Directive No. 1 Structure

Ministerial Committees

MINISTRY/STATE GOVERNMENT



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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

132


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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



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



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

24

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


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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

31


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

39

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

40

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

41


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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

42


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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

43


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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

44


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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

46


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The Result Framework

11

22

33

44

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.

47


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Example of an Annual Work Plan format with monitoring component

48


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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


49


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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


50


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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


mfdr at the coordination unit of the primes minister's department

Travel

managing development

icu jpm source

khalid ramli osman

development results

project management

project planning

magnitude of projects

monitoring machinery