Government Transformation Program & National Key Result Areas By Dato Sri Idris Jala 18th January 2009 CONTOH

Prime Minister’s Statements on Government Transformation (12th Sept 2009) “ The Government is set to begin the transformation process in strengthening the efficiency of its delivery system” “ The KPI / KRA were not mere acronyms as they offered clear measures designed to ensure that the government is continuously working to better serve the needs of Malaysians” “ Our real work will begin as we make the transformation of government services happen” 11

We ask ourselves..

?

? ?

? ?

?

…what matters most to us as rakyat and what do we want to transform?

22

Results from multiple surveys… Sources

Public Perceptio n Survey (Sept ’08)

Media Analysis (May ’09)

Merdeka Polls (June ’09)

Cabinet Polls (July ’09)

Crime

Education Corruption













 



Unity



Political Economy Transport Stability

Energy

 















 

 33

Have led us to focus on the 6 NKRAs... 1MALAYSIA People First

Performance Now

1

2

3

Reducing Corruption

Reducing Crime

Reducing Poverty

4

5

6

Enhancing Education

Improving Rural Basic Infrastructure

Urban Public Transport 44

…and we monitor the M-KRAs too

6N

KRAs

29 M

KRAs N

PM Led

M

Minister Led 55

A radical and transformational approach… Labs Labs

A

Establish in detail what needs to be done

Open OpenDay Day

B

Share lab output with rakyat and seek their

1Msia 1Msia Transformation Transformation Roap Roap

C

Tell the rakyat what we are going to do

D

Tell the rakyat what we have delivered

GTP GTPAnnual Annual Report Report

We are the only Government who is doing all of the above

66

The transformation model Transformation entails fundamental change in: • The way the organisation DOES its activities (Doing) • The CHARACTER of the organisation (Being)

Big Fast Results NKRA / MKRA

Doing (“Action”) It becomes a totally different organisation

It operates differently Being (“Character”)

77

Transformation is all about achieving Big Results Fast ….. • Content • Content

• Content • Content Magnitude / Boldness • Content of Reform • Content

Speed of execution

8

Lab is a transformation tool to unleash talents… Leadership Pressure to deliver BIG FAST RESULTS

Intense competition amongst consultants / facilitators

Lab • Cross functional • Time box • Daily monitoring • Syndication

Lab competition “Assess each other”

“overdue pregnancy” - Ideas / outputs waiting to be unleashed PEMANDU orchestrates all of the above 99

Lab to accelerate delivery / outputs - FAST 1

Task Force Approach - 3 years

• Steering Committee Meeting Manhours : 2 hours x 4 times year x 3 years = 24 hours

3 years • Task Force / Technical Committee Meeting Manhours : 3 hours x 12 times year x 3 years = 108 hours

2

(132 hours)

Lab Approach – 6 weeks

• Manhours : 10 hours x 6 weeks x 5 days = 300 hours

6 weeks (300 hours)

10 10

A

Lab output - 3 ft. level of detail in 6 weeks 30,000 feet • 8 Labs • 11 binders • ~3000 pages • 43 NKPIs • 104 programs

Lab – Detailed Activities

• 2029 projects • 7307 activities

3 feet 11 11

Linking RMK 10 to NKRAs Crime

Corruption

RBI

RMK 10 NKRA

UPT

LIH

To increase knowledge and innovation



To reduce the imbalance of the socio-economy

To improve quality of life

To strengthen institution capabilities and execution

Education

  





















 12 12

Putting the pieces together…. 2014

2015

2016

2017

2013

Vision 2020

2012 2011

2010

 RMK 10  NEM

nt e m ern ation v o G rm e o f s Tran gramm Pro

13 13

Thank You

14 14

Linking RMK 10 to NKRAs RMK 10 core areas To increase knowledge and innovation

To reduce the imbalance of the socio-economy

To improve quality of life

To strengthen institution capabilities and execution

Description

GTP/ NKRA

• To increase quality students and teachers

•Education

• To reduce poverty • To increase income for low-income households • To improve access of basic infrastructure in rural areas

•LIH •RBI

• To increase public safety and reducing crime • To increase efficiency of the public transport

•Crime •UPT •LIH •RBI

•To strengthen integrity and reduce corruption •The implementation of the NKRAs involve circa 20,000 civil servants (directly and indirectly) and they will acquire new capabilites by doing things differently

•All 6 NKRAs 15 15

Transformation is an imperative…

1 1.

Vision 2020 is only 10 years away

2. 2

The economy is in recession

3. 3

Unemployment and job losses on the rise

4. 4

Crime is becoming a serious issue

5. 5

Corruption is a concern

6. 6

Competitiveness needs to be improved

Rakyat demanding change that they can see & feel

16 16

Overview 1.

Vision : Vision 2020

2.

Strategic Direction :

Malaysia People First, Performance Now

Outcome

3. Key Thrust & Priorities 6 NKRAs

PM-led with Lead Ministers

NKPIs 28 MKRAs MKPIs

Minister-led

4. Delivery Plan : Labs formulating detailed delivery plans with KPIs, activities, action parties, budgets, deadlines, etc 5. Governance & Monitoring : Delivery Task Force (DTF), Sistem Pemantauan Projek (SPPII), Monthly Flash reports 6. Winning Collaboration : ministers + civil service + PEMANDU

17 17

2

GTP Open Day to engage public and obtain more 1 Malaysia Roap

6 N-KRAs + 2 Labs Exhibition / Display

Rakyat Touch points

M-KRAs Presentation Sessions

Insert Picture

• • • •

6 NKRA booths & discussion areas 1 Data Lab & Unity booths Customer Service Centres / Survey booths for public

Leaders Leaders

Media Media/ / Bloggers Bloggers

• 6 presentation sessions and Q&A • Presented by Lab / Facilitator • Invited guests (Day 1 only)

NGOs

Civil Servants 18 18

3

GTP / 1 Malaysia Transformation Roap - Rationale why are we doing this… •

To move from strategic ambiguity to strategic clarity – • Clear connections on 1 Malaysia, Vision 2020, New Economic Model • Provides implementation details & targets of the 6 NKRAs

•

To provide clear direction on where Malaysia is heading as a nation with focus on the rakyat

•

To enhance public’s confidence of present leadership / ruling party

19 19

3

1 Malaysia Roap - progress report

2010

Publish 1-Malaysia Roap

2011

Publish 1st Progress Report

2012

Publish 2nd Progress Report

2015

Publish XX th Progress Report

• Printed copies • able via all government websites 20 20

1

We have completed 8 Labs 6 N-KRA Labs

2 Other Labs

1.Education 2.Low Income Households 3.Rural Basic Infrastructure 4.Urban Public Transport 5.Crime 6.Corruption

7.1Malaysia (Unity) 8.Data Management 21 21

Transformation using a lab approach Doing (“Action”)

Being (“Character”)

22 22

What is a lab ?

An intense problem solving environment within a dedicated & co-located workspace with a full time working team to achieve BIG FAST RESULTS

23

Lab is a tool to unleash talents… Leadership Pressure to deliver BIG FAST RESULTS

Intense competition Amongst consultants / facilitators

Lab • Cross functional • Time box • Daily monitoring • Syndication

Lab competition “Assess each other”

“overdue pregnancy” - Ideas / outputs waiting to be unleashed PEMANDU orchestrates all of the above 24

Lab to accelerate delivery / outputs - FAST 1

Task Force Approach - 3 years

• Steering Committee Meeting Manhours : 2 hours x 4 times year x 3 years = 24 hours

3 years • Task Force / Technical Committee Meeting Manhours : 3 hours x 12 times year x 3 years = 108 hours

2

(132 hours)

Lab Approach – 6 weeks

• Manhours : 10 hours x 6 weeks x 5 days = 300 hours

6 weeks (300 hours)

25

Lab – What do you see and experience? Physical

Radical way of working

(What you see)

(What you experience)

• Best Possible 20 leaders with excellent facilitation skills (8 x 20 = 160 people will be involved)

• Intense open debates & “handson-deck” approach • Breakdown of silos & bureaucracy

• Dedicated working space & tools (database, templates, etc) • Full-time & time boxed (typically 1 month) • Daily log books and war room

• Syndication & experimentation (pushing the boundaries) • Radical, practical & innovative solution to achieve BIG FAST RESULTS

video video 26 26

The lab is a busy place … many things can happen at the same time …

Inputs

▪ ▪ ▪

Working teams Key stakeholders (internal and external) Data and background materials

Learning ▪ Fact-finding ▪ Research (best practices, success stories, etc) ▪ Lab Environment ▪ Lab Objectives Analysis

▪ ▪ ▪

Data analysis and number-crunching Stakeholder analysis Root cause analysis

Brainstorming and problem solving ▪ Intervention design ▪ Follow-up on outstanding Issues ▪ Documentation and data entry Discussions and Debriefs ▪ Outcomes from external meetings and discussions ▪ Syndication

Outcomes

▪

Skilled and motivated teams

▪

Delivery plan for each N-KRA

▪

Resourcing strategy (people and financing)

27

Lab leaders must push to translate ideas to results by cutting through hurdles..

Results

Ideas

1

Obstacles

2

Silos

3

Bureaucracy 28 28

The lab encourages iterative designs, making mistakes and learning from them through syndications

Develop / Refine

Test / Syndicate

Test / Syndicate Develop / Refine

29

Key roles in a lab Role

Typical activities

Lab Sponsors (Lead Minister / KSU)

 Overall direction and raise ambition to achieve Big Fast Results  Intervenes upon request to resolve specific problems

Lab facilitator (PEMANDU Team)

 Guides and challenges the teams towards bigger ambitions and faster delivery within existing resources, dig deep into root causes, think beyond existing boundaries, leverage delivery principles  Provide templates to help structure processes, deliverables etc.

Lab Leader

 Day-to-day guidance and quality management  Leads presentation to the rakyat during the “Open House”

Assistant Lab Leader

 Strong technical knowledge and data management skills  Guides teams through complex, fact-based analyses

Lab Team

 Full time and able for developing delivery plan (i.e. doing the problem solving, writing the plan, preparing the analysis and slides, presenting it, syndicating it, getting the sign off) 30 30

Every lab participant has a responsibility to manage confidentiality

Control over sensitive/ confidential information Open environment and communication

31

Labs will build on the existing work done in phase 1 through “deep dives” Labs dive deep to the point where the implementors can confirm they know exactly what to do next

PM / DPM Minister KSN

N-KRA / M-KRA

30,000 feet above ground

KPPA KSU

Radical, practical & innovative solutions will surface from the lab..

DG JUSA A,B,C 54 52 36 Others

Detailed Activities

3 feet above ground 32 32

Lab will implement tracking & monitoring to instill “Discipline of Action” via SPP2 30,000 feet

Project Management System SPP II

Reporting level

Implementation level

10,000 feet

1,000 feet

10 feet

0 feet 33 33

Some tips and tricks to keep you sane

Ramp up quickly

Look Within

▪ ▪ ▪

Understand what the lab is about, its deliverables and expectations

▪ ▪

Most of the expertise and talent required exists inside the lab

▪ ▪

Involve stakeholders early and often

▪ ▪ ▪

Nurture differences of opinion - encourage constructive contention

Syndicate

Have fun !!

Familiarise the lab subject quickly Develop workplan and routinely assess outcomes – be quick to change modus operandi if things are not working

“Cross-functional team” implies cross-functional activity

Bring non-participating on board through field visits, interviews, lab visits, focus group discussions, etc

Have humour and schedule fun as well as work Take time to celebrate successes, small and big

34

Example of Lab Outcome

Urban Public Transport

35 35

UPT Case Example - The KTM Komuter trains

▪ Current capacity 400 people ▪ It now carries over 600 people (peak hours) ▪ Affects 50,000 people on a daily basis

▪ This contributes 26% of our total gap to achieve 25% AM peak public transport modal share by 2012

video video 36

UPT Case Example : The KTM Komuter

1. KTM is overcrowded – 1.4x of capacity (i.e 140% load factor) 2. Currently KTM has 58 carriages but only 25 (50%) are operational. 33 are awaiting refurbishment 3. Government has now approved the funds to refurbish the 33 carriages

5yrs Stalemate Solved in

10 days

37

Case Example: Bus Expressway Transit (BET) KL Sentral

Current route ▪ Over 30 stops ▪ ing through congested Federal Highway

10yrs Stalemate

Federal Highway KESAS Highway

Solved in

10 days

Bus Expressway Transit ▪ Limited to 4 stops ▪ Using underutilised KESAS highway with toll priority

Sri Muda Shah Alam

Potential reduction in journey times mins ~75 ~65

~33

KESAS Sri Muda – KL Sentral

~35

~ 75

~75 ~29

~ 29

Current BET

NPE Grand Saga Subang mewah - Kota Dsra - Sentral Sentral

Penchala Sg Long Sentral

38

Case Example: Intercity Transport Terminals (ITT) Current

New / Proposed North

North

Puduraya

Gombak

East Coast Inter terminal connectivity must be improved

South

40,000 cars into the city to pick-up the bus engers 1,000 buses into Puduraya

Puduraya

East Coast

~500 ~500 buses buses diverted diverted

South

~500 buses into Puduraya

39

Education Lab – Ranking of 10,000 schools (example of detail work / analysis)

40

SPP2 ensures the level of details are captured and tracked No of Programs

No of Projects

1 Crime

32

89

Corruption

27

51

Rural Basic Infra

9

627

Urban Public Transport

16

88

Low Income Household

13

49

13

1154

110

2058

2

3

4

5

6 Education

41

About

42

Mandate & Responsibilities

1

2

3

▪ Acts as the catalyst for change (in-house consultancy to the Government) to assist in the Government Transformation Program ▪ Provide active to the PM and Cabinet, Lead Ministers on all NKRA and MKRA activities ▪ Coordinate assessment of performance and progress, make recommendations and highlight areas of immediate attention to PM and Lead Ministers.

43 43

Mandate & Responsibilities ▪ Work in partnership with the civil service to achieve BIG FAST RESULTS (through labs, monitoring, corrective actions)

4

▪ Successful implementation / credit will go to the relevant ministries and civil service (PEMANDU is there to )

5

6

▪ PEMANDU is a hybrid organization (drawn from both civil servant, private sector). Remuneration will be based on competitive market rate

44 44 44

Organization Structure TSKTK- Chairman (M-NUPM) Board DSIJ – PEMANDU CEO

Directors NKRA (6x)

Performance Director of MKRAs

Director of Program Mgt & Information

Director of Communications

Managers / Analysts / Staff

45 45