Program Monitoring Mechanism

Program Monitoring

Mechanism

Presented by Mr. Reinier Starink

Executive Vice President

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[email protected])

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’

10

Each KPI will have an individual implementation plan

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

18

Putrajaya Inquisition – What is it?

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)

25

Putrajaya Inquisition PSM Template

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


Existing

Drainage

Current Cannot achieve Class IIb

Supporting Slide SampleIllustrative example

29


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


upgraded to a new higher standard

(BOD = 5, COD = 60, TSS = 50 &

NH3N = 2)


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


upgraded to a new higher standard

(BOD = 5, COD = 60, TSS = 50 &

NH3N = 2)


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

33

NTP Education PSM example #1: EduCity in Bandar Iskandar, Johor

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)


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)


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

41

Student accommodation facilities were upgradedSample PSM Issue

Before After

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

Thank You

Level 4 Block A Lot E, Platinum Sentral, Jalan Stesen Sentral, 50470 Kuala Lumpur, Malaysia

Leadership & Management

Program Monitoring Mechanism