Program Monitoring Mechanism
-
Upload
caribbean-development-bank -
Category
Leadership & Management
-
view
92 -
download
0
Transcript of Program Monitoring Mechanism
Program Monitoring
Mechanism
Presented by Mr. Reinier Starink
Executive Vice President
Note : Private & Confidential. This material can be only shared with the CLTF BFR Workshop
participants and should not be circulated without permission. Should you have any further
enquiry regarding this material, kindly contact Engku Fazuin (Tel : +60126956381, Email :
1
Program monitoring mechanism has 4 parts
1
2
3
4
Setting KPIs and targets for monitoring and
tracking
Tracking of on-the-ground implementation
Ongoing, recursive process of problem
solving at weekly, monthly, quarterly,
bi-annual and annual intervals
Review of performance by Prime Minister and
fellow Ministers
2
Step #5:
Set KPIs and Targets
The roadmaps are then translated into
detailed KPIs and targets for the whole
cabinet
2LABS
Establish in detailwhat needs to
be done
1STRATEGICDIRECTION
To ascertain thestrategic direction
required
3OPEN DAYS
Share lab outputwith people and
seek theirfeedback
4ROADMAP
Tell the peoplewhat we aregoing to do
6IMPLEMENTA-
TIONProblem-solvingon the ground
implementation
7Int’l Panel
& AuditExternal validation
on resultsachieved
5KPI TARGETS
Setting KPIs formonitoring and
tracking
8ANNUALREPORTS
Tell the peoplewhat we have
delivered
STEPS OF TRANSFORMATION
3
What is a Key Performance Indicator (KPI)?
A set of quantifiable measures that an organization uses to gauge its performance over time.
These indicators are used to determine a organization's progress in achieving its strategic
and operational goals, and also to compare performance against other similar organizationsDefinition
Main components of KPIs
Components of KPIs
AchievementKPI Description
• A description of the KPI to be measured.
Indicators chosen should be key to push the
delivery of the programme’s overall targets.
• KPI descriptions must be clear and specific,
focused on either outcome based or
milestone based
• KPI should be consistent with how the
achievements will be measured (i.e. if it is
measured by number of units, KPIs should
be described as such)
Total revenue from tourist arrivals (RM Million)
• Achievements
should be reported
frequently (i.e.
weekly, monthly)
• Achievement should
be supported by
valid and verifiable
documentation (e.g
same source as
baseline data) to
ensure credibility
Feb 2017: 20
(Source: MOTAC)
Baseline
• Current record of
the indicator to be
measured before
the intervention
• Data should be
from officially
recognised
institutions
producing it, e.g
Department of
Statistics for GDP
100
(Source: MOTAC)
Target
• Targets of what
the indicator
should show after
the interventions in
period measured
(e.g one year)
• Targets should
be stretched and
ambitious to
encourage effort
to achieve goals
200
Example:
4
Why are KPIs important?
1
2
3
Anchor on True North
Focus all stakeholders on the Goal and encourage
targeted efforts to improve on the agreed crucial
outcomes vs doing a lot of things that have no
impact on the outcomes (doesn’t move the needle).
Encourage accountability
Drive performance
A way to measure progress from original point and
to drive efforts from all stakeholders to make sure
that the target will be achieved as it is tracked on a
regular basis.
Ensure ownership of the targets so that it will be
followed through by the appointed person and
rewards/consequences can be meted out
accordingly.
5
Two types of KPIs are typically used: outcome based or milestone
based
Outcome
based
Milestone
based
Indicators
Value
Rankings
Construction type
Output
Initiatives in
developmental
stage
• Safety Perception Index
• Corruption Index Score
• Number of public transport ridership
• Total revenue from Tourist Arrivals (mil)
• Total revenue from MRO services (RM mil)
• World CompetitivenessYear Book Ranking
• Ranking in Dealing with Construction Permits
• Total length of roads built (km)
• Number of household with direct water
connectivity
• Percentage of completionof
construction works on Precinct 7 river
beautification
• Percentage of completion of testing &
commissioning of MRT
• Percentage development of ILMIA Labor
Dashboard
• Percentage completion for the ASEAN Banking
Integration Framework
Type When to use Examples
• Target can be
measured in terms of
actual figures
• Target is achievable
within the year of
measurement (e.g
Total public transport
ridership of MRT in
2017)
• Target is not clearly
measurable
• Outcome can only be
achievable after the
year in measurement
(e.g 2 sites
established in 2013.
2011 target – %
completion of design,
2012 – % of
completion for
construction)
6
Step #6: Implementation
Tracking of on the
ground implementation
PM / Minister
Review
Annual Ministry
Review / Cabinet
Away Day
This is where delivery takes place
An ongoing recursive
process which is tracked,
monitored and problem
solved at weekly, monthly,
quarterly, bi-annual and
annual intervals
2LABS
Establish in detailwhat needs to
be done
1STRATEGICDIRECTION
To ascertain thestrategic direction
required
3OPEN DAYS
Share lab outputwith people and
seek theirfeedback
4ROADMAP
Tell the peoplewhat we aregoing to do
6IMPLEMENTA-
TIONProblem-solvingon the ground
implementation
7Int’l Panel
& AuditExternal validation
on resultsachieved
5KPI TARGETS
Setting KPIs formonitoring and
tracking
8ANNUALREPORTS
Tell the peoplewhat we have
delivered
STEPS OF TRANSFORMATION
7
Game of Leverage
Ministerial
Meetings1
•NKRA front-line•~500,000 at federal
and state level•(1.2 million civil
servants)
•Ministry •DMO +
Ministerial• teams
•PEMANDU
•PM /• Cabinet
Delivery Task Force
(DTF)
Meetings3
Problem Solving
Meetings (PSM)2
Dis
cip
line o
f A
ction M
eetings
Monthly
(6-8 hrs /
month)
Weekly
(6-7 hrs / week)
Weekly
8
Leadership needs to be visibly accountable
Minister’s Key Result Areas (KRAs)
- Key areas that the Ministry must perform and
deliver well
Minister’s Key Performance Indicators (KPIs)
- Performance indicators that measure the outcomes
and success for the KRAs
Minister’s Scorecard
- A complete list of all KRAs + KPIs for a Minister,
with clear targets, weightage and initiatives /
projects
Vision /
Mission
Deliverables
9
A Minister’s Scorecard has all the key components
KPI Weightage Target 2012 Target 2013 Initiatives
Assessment of Qualitative Criteria 10%
NKEA Overall 10%
1. Overall GNI (RM bil) 884 960
2. Individual NKEA GNI (RM bil) 26 36
3. Overall Jobs ('000) 14,933 TBD
4. Overall Private Investment (RM bil) 127 148 From MOF Economic Report
NKEA & NKRA 50%
NKEA
1. Building globally-competitive outsourcers (BS EPP#2)
1.1 Number of new jobs created 8,000 9,100
NKRA
1. Low Income Households (NKRA LIH)
1.1 Number of new participants participate
in 1AZAM programmeNew KPI 5,000
SRI & MKRA 30%
SRI
1. Strengthening HRM in SME (SRI Human Capital Development)
1.1 Number of new employers registered
with NHRC portal2,000 5,000
Increase promotional activities through
advertisement, seminars, radio insetion, etc.
MKRA
1. Developing skilled and knowledge workers in safety and health
1.1 Reduction of occupational accident rate
at workplace per 1,000 workers3.46 3.30
• Smart partnership and engagement with
other related agencies (govt., private, NGO,
universities)
• Effective enforcement
• Compliance support
• OSH awareness program
GNI, Jobs and Investment
Comparison to last year
Weightage System
SRI KPI
NKRA KPI
NKEA KPI
MKRA KPI
Honorable _________Minister of _________ SAMPLE‘PERFORMANCE AGREEMENT’
11
Implementation of initiatives and monitoring of KPIs are conducted on
a weekly basis by PEMANDU and the Prime Minister through an online
dashboard
12
With implementation being tracked on a weekly basis, the budget
tracker is tracked on a monthly basis
Example of Budget Tracking Summary by NKRA
Example of Budget Tracking by individual NKRA:
13
Delivery of initiatives is an ongoing recursive process monitored at
weekly, monthly, quarterly, bi-annual and annual intervals
30% implemented in original form
35% implemented in an amended
version
35%not implemented according to plan
14
Delivery challenges are resolved through problem-solving avenue
including a platform involving the PM at the highest level
1
2
3 Steering Committee (SC) Chair: Lead Minister
Prime Minister
Secretariat:
• DMO (supported
by PEMANDU)
Members:
• Representative from
different ministries
Association:
• Agencies and other
institutions
• Private sector
Delivery Management Office (DMO)
Members:
• Members from lead ministry
• Members from other related institutions
4
Owners
Entry Point Project (EPP)
Advisor:
• PEMANDU
Unresolved issues
are escalated to
Unresolved issues
are escalated to
DMO-owner project
meeting
Occasionally
involves PEMANDU
PEMANDU-DMO
meeting
Steering Committee
meeting
Putrajaya
Inquisition
Unresolved issues
are escalated to
once every 6
months
monthly
weekly
weekly or
frequent
15
The Scorecard serves as the foundation for the PM-Minister Review
(Performance Dialogue)
PM has individual 1 on
1 Performance Review
sessions with all
Ministers
•Ministers: Self
Assessment Score
•PM: Final
Assessment
Individual letters
from the PM sent
out to each
Minister
16
MINISTRY OF NATURAL RESOURCES
Feedback clip board
A Cabinet Away Day is conducted to encourage feedback and address
interdependencies among Ministries
17
Well
done on
the flood
mitigati
on
projects
Proper
management
of monsoon
drains!
Make Mega
Diversity
Hub
happen
with
MoTOUR
Ministers Score
is visible to all
Congratulatory
notes
Areas of
improvement
Constructive
comments
Every Minister’s score is visible to the other fellow Ministers and they
are encouraged to provide feedback
19
Some history… In 2011 (first year of ETP implementation), we realized
that there were a lot of issues that need to be solved before
implementation can begin…
Jan 2011 Mar 2011 Jun 2011
Begin implementationBudget not
allocated
Long
procurement
process
Cross-
ministries
issues
Teams had to work
hard to catch-up on
delivery due to
delayed start
Examples of issues faced during first year of ETP implementation:
20
Problem Solving Meetings with Prime Minister were held to solve all
issues upfront, so the next 11 months can focus on implementation
Problems to be raised in PSM with PM :
Issues that require cross-ministries involvement need PM to provide instruction
Budget issues require discussion with Treasury and Ministries
Issues that require amendment to a law or government policies
Issues that require an exception from a normal government procedure
Jan 2012 Feb 2012 Dec 2012
Identify issues ImplementationPSM
with PM
21
Key Individuals involved:
PM, DPM, CEO PEMANDU and Chief Secretary sit throughout the meeting
Ministers, Secretary-General of Finance, Attorney General, Secretaries-General, Deputy
Secretaries-General, Delivery Management Officers (DMOs), etc. come into the room when
issues related to their respective areas are discussed
PSM – How it works
A
B
C
Issues to be discussed
• Delayed projects
• Funding
• Human capital
• Policy
• Other P&C matters
Format of session:
1) Teams take turns coming into the meeting room
2) Teams will present their problem statement, impact/ implication and recommended
solution(s) that needs PM’s intervention
22
PSM – How it works
• The PSM is designed to be
focused and efficient,
where each item (or
problem) in the agenda is
only allocated 15mins for
a decision to be made
23
Why PSM methodology works
• Only key decision makers sit throughout the meeting
• Rest of the stakeholders only come into the meeting
during their turn (clinic session style)
Chief
SecretaryCEO
PEMANDU
PM
DPM
Chairman
PEMANDU
Secretary
General
Director
General
Minister
DMO team
PEMANDU
team
Secretariat
Secretariat
Secretariat
Other invitees
Other invitees
Attendees:
• Ministers
• Secretaries General
• Directors General
• PEMANDU team
• DMO team
• Other invitees
24
Why PSM methodology works
11 resolved
prior to PSM
13 raised
in PSM
24 issues
identified
Review and
Reflect
Session
• Decisions / Resolutions made for
all 13 issues
• Action plans tracked on a weekly
basis and reported to PM
Weekly tracker(NKEA / NKRA)
26
NKEA GKL : River of Life (ROL)
Problem Statement :• <state the issue – only 1 issue per page>
Example:
• A study was initiated under Key Initiative 8 as recommended by the lab in 2010 to identify and remedy
gaps in the ROL project.
• This study confirmed that existing initiatives are not sufficient to achieve 2020 target of Class IIb
(Water Quality Index of 76.5), and that additional structural and non-structural measures are required.
Impact / implication:• <how has the problem impacted your
NKEA/NKRA/SRI? >
Example:
• Class IIb water quality objective not achievable
with existing initiatives
• Potential loss of RM XXX mil GNI / investment
from the River Development phase of ROL
(equivalent to x% of total GNI for the NKEA) if
river cleaning objectives not met.
• Additional structural and non-structural works
require additional cost of RM XX mil, above
current ceiling of RM XXX mil.
Parties Involved :• <List down who are involved/ decision makers in
this issue? >
Example:
• Director General of Economic Planning Unit
• Ministry of Federal Territories
• Ministry of Natural Resources
• Ministry of Energy, Green Technology and Water
• Local Governments (Kuala Lumpur City Hall,
Ampang Jaya Municipal Council, Selayang
Municipal Council)
• Dept of Irrigation and Drainage (JPS)
• Sewerage Services Department (JPP)
27
NKEA / NKRA / SRI : <Insert>
Supporting slides to illustrate the problem
Include supporting slides (max 1-2 slides) to describe the problem. Examples :
-Illustrate the process flow
-Graphs or charts
-Project timeline (show affected portion)
-Format is flexible
28
NKEA / NKRA / SRI : <Insert>
Existing
Drainage
Current Cannot achieve Class IIb
Supporting Slide SampleIllustrative example
29
NKEA / NKRA / SRI : <Insert>
Proposed Corrective Action: Interceptor System
Existing
Drainage
Interceptor (600mm-900mm
diameter) will channel
sullage/trade waste first to
treatment plant
A
Sullage/trade waste is then
treated at river water
treatment plants before
discharge
B
Supporting Slide SampleIllustrative example
30
NKEA / NKRA / SRI : <Insert>Supporting Slide SampleChronology example
LOA signed and awarded
Material Reservation & PR/PO for Equipment and Facilities
Infrastructure works – Site preparation, facility, monitoring & evaluation, civil
works etc.
End Jan 2015
1 Feb 2015
1 Mar 2015
Original timeline
Delivery of Materials / Equipment1 Jun 2015
1 Jul 2015 Installation, Testing and Commissioning
Verification / Ready for Service Installation1 Nov 2015
Completion of project31 Jul 2016
We are here
1 Oct 2014 Project Launch by YAB PM
Jan 2016
15-months
delay
We should be here
Chronology
31
NKEA / NKRA / SRI : <Insert>Decision Slide Sample
Status Quo
• Continue with existing 12 Key Initiatives
• Sewerage Treatment Plants (STP)
upgraded to Std. A Cat. 1
• 0% treatment of sullage and trade
waste
Full-fledged option
• Sewerage Treatment Plants (STP)
upgraded to a new higher standard
(BOD = 5, COD = 60, TSS = 50 &
NH3N = 2)
• 100% treatment of sullage and trade
waste
• Interceptors along 110km ROL area
Pros
No additional cost to Government
Cons
Water Quality Index (WQI) = 66. Does not meet
Class IIb objective
Potential loss of RM XXX mil in GNI from River
Development phase of ROL
Pros
Water Quality Index (WQI) = 84. Meets Class IIb
objective throughout ROL area
Cons
RM XXX mil additional cost incurred to the
Government over 5 years
No assurance/commitment from Economic Planning
Unit on availability of funds in 11th Malaysian Plan.
Additional measures may not kick-off
• Sewerage Treatment Plants (STP)
upgraded to a new higher standard
(BOD = 5, COD = 60, TSS = 50 &
NH3N = 2)
• 60% treatment of sullage and trade
waste
• Non-Structural measures (public
outreach, awareness, campaign etc)
Pros
Water Quality Index (WQI) = 77. Meets Class IIb
objective throughout 10km beautification area.
Cons
RM XX mil additional cost incurred to the
Government over 5 years
No assurance/commitment from Economic Planning
Unit on availability of funds in 11th Malaysian Plan.
Additional measures may not kick-off
AnalysisDetails
Option 1
Option 2
Option 3
(Recommended)
Decision Options
32
NKEA / NKRA / SRI : <Insert>Next Steps Sample
Next Steps Include 1 slide to describe the next steps in 3-feet.
No. Action Item Responsibility Target Date
Example:
1 Economic Planning Unit to approve the proposed
funding mechanism
Economic
Planning Unit
23 Feb 2016
(1 week from PSM
decision)
2 Letter of Intent Preparation:
a. Issuance of Letter of Intent (LOI) to interceptor
project implementer
Dept of Irrigation
and Drainage
(JPS)
26 Feb 2016
b. Letter of Award (LOA) process commence - award,
issuance of Letter of Acceptance and receipt of
Surat Setuju Terima from project implementer
Dept of Irrigation
and Drainage
(JPS)
8 Apr 2016
3 Agreement Preparation:
a. Drafting of Agreement
b. Draft review
c. Signing of Agreement
Legal Office
Dept of Irrigation
and Drainage
(JPS)
1 Jul 2016
4 Construction of interceptors Dept of Irrigation
and Drainage
(JPS)
1 Jul 2016 – 31
Dec 2017
34
EduCity@Iskandar is a multi-varsity, fully integrated education hub for
students to study, live and play within a single geographical location
Located in the heart of Southeast Asia Next to the thriving metropolis of Singapore Access to a population of 300 million within a 2-
hour flight radius. Access to 3.8 billion people within a 6-8 hour
flight radius.
35
EduCity has attracted world class education institutions to set up in
Malaysia
35
Signed:• Newcastle
University Medicine Malaysia (NUMed)
Signed:• Netherlands
Maritime Institute of Technology (NMIT)
Signed:• University of
Southampton Malaysia Campus (Soton)
Completion:• Marlborough
College Malaysia
• Multi-varsity Enterprise Complex
• Netherlands Maritime Institute of Technology (NMIT)
• Primary & Secondary Trust School
• International Student Village
Groundbreaking:• Raffles American
School (Jan)• University of
Reading Malaysia (Feb)
• Management Development Institute of Singapore (Sep)
2009 2010 2011 2012 2013 2014
Signed:• Marlborough
College Malaysia (MCM)
Completion:• EduCity
Infrastructure Works Phase 1 (Nov 2009)
Completion:• EduCity
Infrastructure Works Phase 2 (May 2011)
• Newcastle University Medicine Malaysia
Groundbreaking:• EduCity Sports
Complex
• Raffles University Iskandar (RUI)
• University of Reading Malaysia (UORM)
• MMU EduCity Campus
• Management Development Institute of Singapore (MDIS)
Completion:• EduCity
Sports Complex
• Official Launch of EduCity by YAB Prime Minister, Datuk Seri Najib TunRazak
2008 2015 2016
• Completion:University of Reading Malaysia (UORM)
Launching:• MMU EduCity
Campus
• University of Reading Malaysia
36
Despite strong growth, EduCity faced challenges
• Limited WiFi availability and blindspots
• Limited variety and availability of retail outlets
• Limited public transportation for students within the area
• Demand for better quality accommodation facilities
• Delayed visa application process for students and teachers
37
The challenges were raised to PEMANDU for troubleshooting and
problem-solving
Issues raised by
EduCity@Iskandar or
institutions within EduCity
Several institutions:
PEMANDU monitored the
implementation of these
initiatives. Challenging issues
were raised at the Problem
Solving Platform
1 2The Problem Solving Meetings
were chaired by the Minister of
Education II, attended by senior
officers from Ministry of
Education, Immigration Dept and
Ministry of Home Affairs
3
Chairman: Minister of Education II
Secretariat: PEMANDU
Attendees: Ministry of Education
Heads and other relevant parties
depending on issues (ie.
Immigration, Economic
Corridors, Ministry of Home
Affairs)
38
Recommendations by PEMANDU
1. For Khazanah and Iskandar Investment Ltd to share on its actions plans moving forward to continually
build and sustain EduCity as an international education hub and to understand Iskandar Investment Ltd’s
plans and remedial measures and timelines to ensure that all institutions and its students are well taken
care of
2. For Education@Iskandar Pte Ltd (EISB) to form and lead a council/task force with Institutions to
collaborate on addressing EduCity needs with Ministry of Education as a mediator
Summary of “asks” by Institutions
1. To provide quality student accommodation at affordable rentals for students
2. To ensure that a reliable caterer that will be able to address food needs for EduCity folks
3. To provide adequate shuttling/connectivity services for students
4. To provide facilities for students living within the vicinity and access to it at anytime (as these students are
living there)
Objective Several institutions within EduCity@Iskandar have been voicing concerns on the quality of
infrastructure and service within the vicinity which would ultimately result in lower student enrolment
and student-life experience at an international education hub. These negative sentiments are
damaging to Malaysia’s reputation to establish itself as a preferred destination for education as well
as might hinder potential investors even though there is a moratorium that gives special exclusion
to EduCity.
Summary of
Problem
• Lower quality of student accommodation with high rental rates
• Insufficient vibrancy as an International Student Hub
• Concerns on availability of food provisions
• Additional student centric services such as bus routes, emergency clinics, interconnectivity
Sample PSM Issue
Sample of the Problem Solving Template
39
Next steps taken by PEMANDU upon receiving a report of issues to be
problem-solved
PEMANDU began scheduling the Problem
Solving Meeting with the Ministry of
Education with the support of EduCity
1
PEMANDU CEO and Minister in the Prime
Minister’s Department, Dato’ Sri Idris Jala,
wrote to the Managing Director of
Khazanah, the holding company of
EduCity seeking support
2
The Minister of Education II, Dato’ Sri Idris
Jusoh championed the Problem Solving
Meeting in EduCity with MoE and EduCity
partner institutions
3
Sample PSM Issue
40
Continuous engagements supported establishment of new F&B outlets
through incentives such as subsidized rent or free rental
Sample PSM Issue
42
Other issues raised that were resolved:Sample PSM Issue
1. Upgraded WIFI systems for students
2. EduCity@Iskandar provided shuttle services for students to travel to town
3. Reduced rental rates of accommodation for students
4. Recreational facilities added for the students centre (sports channels, pool, foosball &
ping pong tables)
5. Increased ventilation within lounge of student accommodation
6. Improved landscaping
43http://etp.pemandu.gov.my/Education-@-Education_-_EPP_11-;_EduCity_Iskandar.aspx
EduCity has generated a positive impact to Iskandar since 2010
• Investment: RM1.2 billion
• Estimated impact on job
creation: 1,100 new jobs
Launched in 2010
714 Jobs created
Target – 1,100 by 2020
724 million
investment realised
Target – RM 1,200 mil by 2020
4,394 students
enrolled in 2016
Target – 5,000 in 2017
44
Future Plans
Diving pool
Additional 6,000
seatings
3 Squash courts
Estimated cost
for phase 2:
RM57 million
Future developments in EduCity:
EduCity@Iskandar is continuously improving its facilities to ensure
students get the best student experience
45
Critical Success Factors to achieve Transformational Results
Breakdown action plans into detailed activities (3-ft)
Rigorous Performance Tracking and Monitoring
Top Leadership Support
Transparency in results achieved