Getting things done in

government –
PEMANDU’s 8 steps BFR
methodology
By Tengku Azian Shahriman
PEMANDU Associates

Project Cycle Management – A cornerstone of

Implementation and Delivery
Grenada
3 September 2019
PEMANDU was set up in 2009 as a government delivery unit under
the Prime Minister’s Department and subsequently evolved into
PEMANDU Associates in 2017

In 2009, PEMANDU was set up as a Performance

Management and Delivery Unit under the Prime
Minister’s Department to steer Malaysia into
becoming a High Income Nation by 2020 through
the National Transformation Programme.

Upon upskilling the civil service and transferring

its mandate officially to the Civil Service Delivery
Unit in 2017, PEMANDU evolved into PEMANDU
Associates to replicate its work across other
countries and the private sector.

1
A Transformational Way of Working:
The 8-Step BFR Methodology
2 Planning / Thinking
Planning (10%)
/ Thinking (10%)
LABS

•
Establish in detail
what needs to be Strategies, Key Activities &
done
Responsibilities
3 1
OPEN DAYS
Share lab output
SET THE TRUE
NORTH • Organizing
with people and To ascertain the
seek their feedback strategic direction
required • Communication & Engagement
4
ROADMAP
Tell the people
what we are
going to do Implementation//Doing
Implementation Doing(90%)
(90%)
8
ANNUAL REPORTS
5
KPI TARGETS
Tell the people
what we have
Setting KPIs for
monitoring and
• Monitoring
delivered tracking

• Recursive Problem Solving

7
VALIDATION
6
IMPLEMENTATION • Assessment / Validation
External validation Problem-solving
on the ground
•
on results
achieved implementation Reporting

2
In this presentation, I will deep dive into 3 “pain points” frequently
faced during implementation hindering delivery

Unclear direction from leadership and lack of buy in

1 from stakeholders who tend to work in silos

Lack of data for informed decision making

2
Lack of capacity during implementation
3

3
“Pain point” #1: Unclear direction from leadership and lack of buy in
from stakeholders who tend to work in silos
2
LABS LABS 2
Establish in detail
what needs to be
done

3 3 11
• Strategic Workshop OPEN DAYS SETSET THE THE
STRATEGIC
OPEN DAYSShare lab output
with people and
STRATEGIC
To
SET THE
DIRECTION
ascertain the
STRATEGIC
seek their feedback DIRECTION
strategic direction
DIRECTION

• Labs
required

4 4 ROADMAP
Tell the people

• Open Days ROADMAP

what we are
going to do

8 8
ANNUAL REPORTS 55
KPI TARGETS
Tell the people Setting KPIs for
ANNUAL REPORTS
what we have
KPI monitoring
TARGETSand
delivered tracking

7
VALIDATION
6
IMPLEMENTATION
7 External validation
on results
6
Problem-solving
on the ground
VALIDATION achieved IMPLEMENTATION
implementation

4
 Malaysia
Analysis of data from multiple inputs resulted in the selection
of 6 NKRAs with respective Lead Ministers
Sample of inputs Shortlist of NKRAs Final NKRA list
Electorate Surveys
Cabinet Workshop
conducted to decide on the
final NKRAs from total Enhancing
shortlist: Education
Education
Newspaper headlines • Crime Minister
Reducing
• Education Crime
• Roads Home Affairs
Minister
• Food Prices
Reducing
• Corruption Poverty
Policy documents
• Water Supply Women, Family,
Community
• Broadband Minister Reducing
• Illegal Immigration Corruption
Law Minister
• Housing
• Electricity Rural Basic
Cabinet member polls • Healthcare Infra
Rural Development
• Higher Education Minister
Urban Public
• Defense Transport
• Communications Transport
Minister
• Public Transport
5
 Malaysia

For the Economic Transformation Programme, in 2010 we conducted

a 1,000 CEOs Workshop to get a national consensus on the priorities

1,000+ movers and shakers (CEO & top leaders) from 200+ Multinational Companies,
Government Linked Companies, Subject Matter Experts, Ministries and Government
agencies attended the workshop
 Malaysia
We landed on 12 National Key Economic Areas (NKEA)

Oil, Gas Healthcare Electrical & Education Communications Tourism

and Energy Electronics Content &
Infrastructure

Greater Kuala Financial Business Agriculture Wholesale Palm Oil &

Lumpur Services Services & Retail Rubber

• USD15,000 (~RM48,000) per Capita GNI • USD444 Billion (RM1.4 Trillion) Investment • 3.3 Million
• USD523 Billion (RM1.7 Trillion) GNI • 92% Private, 8% Public Investment Additional Jobs
• 6% GDP Growth per Annum • 73% Domestic, 27% Foreign Direct
Investment

7
 St Lucia

On 28 and 29 April 2018, a Strategic Workshop and Cabinet Retreat

was held in Saint Lucia and 6 Key Results Areas were prioritised
List of focus areas prioritised
List of focus areas identified during the strategic workshop
after a prioritisation matrix
Economic Sector Social Sector exercise and a voting session

1• Agriculture 1• Education TOURISM

2• Tourism 2• Healthcare
3• Infrastructure 3• Crime AGRICULTURE
4• Climate Change 4• Housing
5• Logistics and Transportation • Youth Development
5 INFRASTRUCTURE
6• Entrepreneurship • Elderly/Social Protections
6
7• Business Environment HEALTHCARE
8• Construction
9• Energy EDUCATION
• Manufacturing
10

CITIZEN SECURITY

8
 Oman/Nigeria/Lesotho

Strategic workshops were also held in Oman, Nigeria and Lesotho to

agree upon key priority areas to focus on

Oman Nigeria Lesotho

(2016) (2018) (2019)

5 Priority Areas: Social & 3 Priority Areas: Economic 4 Priority Areas: Social &
Economic Economic
• Manufacturing • Agriculture and • Agriculture
• Tourism Transportation • Manufacturing
• Logistics • Manufacturing and • Technology and Innovation
• Finance Processing • Tourism and Creative Arts
• Labour Market and • Power and Gas
Employment

9
“Pain point” #1: Unclear direction from leadership and lack of buy in
from stakeholders who work in silos
2
LABS
2
LABS
Establish in detail
what needs to be
done

3 3 11
• Strategic Workshop OPEN DAYS
OPEN DAYSShare lab output
SETSETTHE
STRATEGIC
THE
STRATEGIC
SET THE
DIRECTION
To ascertain the
DIRECTION
with people and STRATEGIC
strategic direction
seek their feedback DIRECTION

• Labs
required

4 4 ROADMAP
Tell the people

• Open Days ROADMAP

what we are
going to do

8 8
ANNUAL REPORTS 55
KPI TARGETS
Tell the people Setting KPIs for
ANNUAL REPORTS
what we have
KPI monitoring
TARGETSand
delivered tracking

7
VALIDATION
6
IMPLEMENTATION
7 External validation
on results
6
Problem-solving
on the ground
VALIDATION achieved IMPLEMENTATION
implementation

10
A lab is a dynamic environment with multiple things happening at the
same time

Learning Brainstorming and

• Fact-finding problem solving

• Research (best practices, • Intervention design

success stories, • Follow-up on
Outcomes
Inputs etc.) outstanding issues
• Working teams • Lab environment • Documentation & data • Skilled and
• Key stakeholders entry motivated teams
• Lab objectives
(internal and • Delivery plan for
external) each NKRA
Discussions and
• Data and Debriefs
• Resourcing
background Analysis strategy (people
materials • Data analysis and number- • Outcomes from and financing)
crunching external
meetings and
• Stakeholder analysis discussions
• Root cause analysis • Syndication

11
What will you see in a lab?

Physical

• Best possible leaders with excellent facilitation and

problem solving skills
• Dedicated working space and tools (database, templates,
etc)
• Full-time and time boxed (typically 6 weeks)
• Daily log books and war room

Experiential

• Intense open debates and “hands-on-deck” approach

• Breakdown of silos and no bureaucracy
• Syndication and experimentation (pushing the boundaries)
• Radical, practical and innovative solution to achieve BIG
FAST RESULTS

12
Under the National Key Economic Areas (NKEA), labs with more than
500 stakeholders were conducted in 8 weeks

Economic Transformation Lab Participants

500+ Lab members 210 Companies

32 Government Agencies 13 NGOs
13
Similarly in other parts of the world, PEMANDU facilitated social and
economic labs with participations from all levels of stakeholders
2019 2018 2018
Lesotho Economic Lab St. Lucia Social & Economic Lab Nigeria ERGP Lab

185 210+
399 At Focus Group kick off
Participants in 3 Workstreams

Engagement with project owners

10,900 67,000
77 Hours worked
Hours of effort logged by lab teams

Projects prioritised
65 15
Minister & PS syndication visits/sessions to
Game changers identified the ERGP Focus Lab

ERGP = Economic Recovery and Growth Plan 14

The outcome of the lab: Detailed 3-feet programmes which the
Delivery Unit can now immediately implement!

Programme Plan

3-feet programmes 1,000-feet plans

• Projects • Strategic intent

• Action items • Strategic plan
• Timeline • Blueprint
• Project owner • Strategy document
• Targets

Traditionally most Government

will come up with plans (and
more plans)
15
In order to have “shovel-ready” initiatives, lab members work
together to detail out the prioritised solutions
1
A strong case for change
that states why this
initiative is needed
2
1 Detailed description of
the initiatives, including
2 diagrams

4 3
A strong, quantifiable
statement of impact /
KPI
4
5 Main implementer and
all other relevant
stakeholders

6 5
Budget requirements for
initiative to happen
7
6
Implementation
3 timelines that follow 3-ft
implementation plans
7
Main milestones that
follow 3-ft
implementation plans

16
 St Lucia
Labs are an important step prior to the setup of a Delivery
Unit – the priorities and work of the DU are derived from the labs
OUTPUTS FROM LAB CORE DELIVERABLES OF THE DU

Performance Management
and Delivery Unit (PMDU)

Healthcare Tourism
100% access to 40% increase in tourist
healthcare services arrivals

 True North defined and quantified

 Education Agriculture
 Game Changers reviewed, refined and
 2X increase in TVET & 3x in banana exports
prioritised; KPIs established tertiary enrolment

 Issues and challenges problem solved


Citizen
 Detailed 3-feet plans developed

Security
Infrastructure
 Budget requirements identified
 45% reduction in serious 99km of new / upgraded roads

 Governance structures established

 crimes 2X increase in airport capacity

 Endorsement & commitment from leadership


17
 Oman
In 2019, the IMF recognised the Sultanate’s Tanfeedh programme’s
contribution to economic diversification and job creation
International Monetary Fund Consultation with Oman
Oman’s Tanfeedh Lab Wave 1 & 2
“Since the 2014 oil price shock, Oman’s
policy efforts have aimed at
strengthening the fiscal position,
enhancing private sector-led growth
Manufacturing Tourism Logistics and employment, and encouraging
diversification.”
“Directors commended the ongoing
implementation of the Tanfeedh
Program with a focus on economic
diversification and job creation.”
- IMF Press Release, 3 July 2019
Labour Market
Finance Fishery
& Employment
‘IMF lauds Oman’s Tanfeedh programme'

Projects & Initiatives “A series of ‘labs’ focusing on each of

GDP in 2023 these sectors have generated a
substantial portfolio of projects and
154 OMR7.9b initiatives that are currently in various
stages of implementation and operation.
The Implementation Support and
INVESTMENTS JOBS Follow-up Unit (ISFU), set up under the
auspices of the Diwan of Royal Court, is

OMR17.3b 38,000 tracking the speedy delivery of these

projects.”
- Oman Observer, 20 Aug 2019

Source: Tanfeedh Lab Output, International Monetary Fund 18

“Pain point” #1: Unclear direction from leadership and lack of buy in
from stakeholders who work in silos
2
LABS 2
LABS
Establish in detail
what needs to be
done

3 3 11
• Strategic Workshop OPEN DAYS SETSETTHE
STRATEGIC
THE
STRATEGIC
OPEN DAYS
Share lab output
with people and
To
SET THE
DIRECTION
ascertain the
DIRECTION
STRATEGIC
strategic direction
seek their feedback DIRECTION

• Labs
required

4 4 ROADMAP
Tell the people

• Open Days ROADMAP

what we are
going to do

8 8
ANNUAL REPORTS 55
KPI TARGETS
Tell the people Setting KPIs for
ANNUAL REPORTS
what we have
KPI monitoring
TARGETSand
delivered tracking

7
VALIDATION
6
IMPLEMENTATION
7 External validation
on results
6
Problem-solving
on the ground
VALIDATION achieved IMPLEMENTATION
implementation

19
Thousands of visitors attended the Open Day to understand the
government priorities and provide feedback on the lab outcomes

20
In Oman, public feedback on lab outcomes were overwhelmingly
positive; comments were subsequently captured and taken into
consideration

21
“Pain point” #2:
Lack of data for
informed decision
making
22
To effectively measure outcomes, collecting and analysing official,
reliable and credible data is important

1 1. Data is useful to obtain buy in and build a culture

Official Sources that supports outcome based approaches
2. With data, policy makers can develop more
effective interventions and make informed
decisions
2
3. There is a story or several stories in the data
Reliable Sources
4. Sharing of data among govt depts and agencies
will enable a more complete picture to be built
5. If data cannot be found or incomplete, start
3 creating baseline data
Credible Sources

Without data you're just another person with an opinion. Know where to find it

23
 Case Study
St Lucia
Perception that crime is prevalent in St Lucia is a contributing
factor for tourists opting to travel to other Caribbean countries

24
 Case Study
Saint Lucia also performed below average in Citizen Security St Lucia

Survey 2012 by UNDP

To a question of “How secure or insecure do you consider living in your country to be?”, only 38% of Saint Lucian
respondents gave a “Secure” or “Very Secure” answer.

Share of respondent who answered “Secure” of “Very Secure” to the question:

“How secure or insecure do you consider living in your country to be?”
Percentage of respondents
78.7

57.6

45.9 Average: 45.5

42.7 37.7 35.7

24.7

Barbados Suriname Antigua and Guyana Saint Lucia Jamaica Trinidad and
Barbuda Tobago

Source: Caribbean Human Development Report 2012; Note: Citizen Security Survey interviewed 11,155 people living in 7
Caribbean countries – Antigua and Barbuda, Barbados, Guyana, Jamaica, Saint Lucia, Suriname and Trinidad and
Tobago – to gauge the perception of crime and justice in the region.
25
 Case Study
A nationwide crime perception survey conducted during St Lucia
the Lab revealed that 75% of Saint Lucians were worried about crime
Survey responses

Key Demographics
National news
1,224 respondents
93.2% 62% 38%
Different Government website
methods
used to Saint Lucians Female Male
disseminate
the crime Key Highlights
perception
survey Text message blast 75% 91%
are worried about are not satisfied with
crime in their area judicial system

Hardcopy of the survey dispersed to 89%

stakeholders and hotel guests
are not satisfied with
police service
26
 Case Study
Through implementation of focused initiatives from the lab, St Lucia

reported serious crimes to-date has fallen by 9.9% compared to 2018

Number of serious crimes (Cumulative)
2,000 Increased police 1,839
2018 2019 omnipresence starts
1,800
1,572
1,600 Targeted night 1,657
1,400 patrols starts 1,297
1,479
1,200 1,046 1,309
Bike patrol in 182 serious
1,000 city area starts 870 crimes to-date
CCTV Phase I
800 947 Command (9.9%)
589 Centre starts
600 717
382
400 506
200 84 322
- 63
04-Jan 24-Jan 13-Feb 05-Mar 25-Mar 14-Apr 04-May 24-May 13-Jun 03-Jul 23-Jul 12-Aug

Source: Weekly Serious Crime Reports. Weekly Crime Report is extracted from Crime Management System, which may have
inaccuracies due to gaps in submission from stations/departments 27
 Case Study
Long queue at Saint Lucia ferry port has been a sore point for St Lucia

passengers and tourists, but there was no quantitative data to

accurately measure the bottleneck
Ferry passenger journey (Departure)
Final
Buy Port Departure
Check-in Immigration security
tickets Police check lounge
check

Bottleneck (qualitative)
 Long lines waiting for passport
and travel documents to be
checked and stamped

Wait on ferry for Baggage

Immigration Customs
docking claim

Ferry passenger journey (Arrival)

28
 Case Study
The DU introduced data gathering mechanism to help St Lucia

implement solutions towards reduction in queue time at the port

Implement targeted
Daily data collection Measure impact
solutions
Average ferry immigration processing time
Timestamp

3-16-2019 6:08:59
Queue line

1 older lady
Time in queue

6:08:00 AM
Time out queue

6:09:00 AM
Age band

30-40
Any complication
Time at
counter
0:01
Time
taken at
counter
1
First additional (minutes)
3-16-2019 6:09:59 1 older lady 6:09:00 AM 6:10:00 AM 40-50 0:01 1

3-16-2019 6:12:17
Timestamp
2 younger 6:06:00 AM
Queue line Time in queue
6:12:00 AM 40-50
Time out queue
Big group of karate kids,
young lady moves to
another counter to
Age bandtheir tickets
process
0:06
Any complication
6
Time at
counter
Time
taken at
immigration officer
successfully placed at
Group of 3 white men, counter
3-16-2019 6:15:00 2 younger 6:12:00 AM 6:15:00 AM 50-60 0:03 3
3-16-2019 6:20:41 2 younger 6:19:00 AM 6:20:00 AM 50-60by credit cardPayment
payment 0:01 1
3-16-2019 6:15:37 6:21:07
3-16-2019
3-16-2019 6:16:57
3-16-2019
3-16-2019
2 younger2 younger
2 younger
6:18:47 6:23:34
6:15:00 AM6:21:00 AM
6:16:00 AM
2 younger
1 older lady 6:17:00 AM6:21:00 AM
6:15:00 AM 6:21:00 AM
6:17:00 AM
6:18:00 AM 6:23:00 AM
40-50
30-40
40-50
30-40
40-50
Moves
Payment
Payment
to other counter time
0:00 0
0:01 for long1
Looks at screen
0:01 1
0:00
0:02
0
2 120 120
ferry terminal
3-16-2019 5:45:34 2 younger 5:44:00 AM 5:45:00 AM 30-40 0:01 1 Time
3-16-2019 6:24:20 1 older lady 6:24:00 AM 6:24:00 AM 30-40 0:00 Time at 0

-32% -44%
3-16-2019 5:46:57 Timestamp
2 younger Queue
5:46:00 AMline Time in queue
5:46:00 AM Time out 20
Under queue Age of
Family band
3 Any complication
0:00 0 taken at
3-16-2019 6:25:37 2 younger 6:24:00 AM 6:25:00 AM 30-40 White male companion 0:01counter 1
3-16-2019 5:46:37 1 older lady 5:45:00 AM 5:46:00 AM 30-40 0:01 1 counter
3-16-2019 6:26:26 1 older lady 6:24:00 AM 6:26:00 AM 40-50 2 white male, payment 0:02 2
3-16-2019 5:47:403-16-2019 5:34:32 5:46:00
1 older lady 1 older
AMlady 5:23:00
5:47:00AM
AM 5:33:00
30-40 AM 30-40 Lady
0:01 made call
1 0:10 10
3-16-2019 6:26:24 2 younger 6:25:00 AM 6:26:00 AM 30-40 0:01 1
3-16-2019 5:35:33 1 older lady 5:33:00 AM 5:34:00 AM Lady answers question
30-40 No 0:01 1
3-16-20193-16-2019
6:26:59 5:38:28
2 younger 6:26:00 AM
1 older lady 5:34:00 AM 6:27:00 5:38:00
AM 30-40
AM from other30-40
passenger, 0:01 0:04 1 4
3-16-2019 5:50:40 6:27:24
3-16-2019 2 younger2 younger
5:46:00 AM6:26:00 AM 5:50:00 AM 6:27:00 AM50-60 30-40 0:04 4
looks at screen for long Yes lady goes into 0:01 1
3-16-20193-16-2019
6:28:34 5:39:45
2 younger 6:27:00 AM
1 older lady 5:38:00 AM 6:28:00 5:40:00
AM AM 40-50 time
40-50 With kid, payment
ticketing office with 0:01 0:02 1 2
Looks at screen,
Yes payment and filling passport 4
3-16-2019 5:51:05 1 older lady 5:47:00 AM 5:51:00 AM 40-50 0:04
3-16-20193-16-2019
6:30:41 5:43:29
1 older lady 6:27:00 AM
5:40:00 AM 6:30:00 5:43:00
AM 30-40 40-50 passenger fill form,
up forms 0:03 3

82
1 older lady AM 0:03 3
3-16-2019 5:51:473-16-2019
2 younger
5:44:12 5:51:00 AM 5:52:00AM
AM 30-40 AM payment by0:01 credit card1

Second additional
2 younger 5:44:00 5:45:00 40-50 0:01 1
3-16-2019 5:52:37 6:31:31
3-16-2019 1 older lady 5:52:00 AM6:28:00 AM
2 younger 5:52:00 AM 6:31:00 AM40-50 30-40 40-50 0:00 0 0:03 3
3-16-2019 5:45:09 1 older lady 5:44:00 AM 5:45:00 AM 0:01 1
3-16-2019 6:01:09 6:31:49
3-16-2019 2 younger1 older5:53:00
lady AM6:31:00 AM 5:54:00 AM 6:32:00 AM30-40 30-40 30-40 0:01 1 0:01 1
3-16-2019 5:45:34 2 younger 5:44:00 AM 5:45:00 AM 0:01 1
3-16-2019 6:33:02 1 older5:54:00
lady Looks at screen for longPayment
3-16-2019 6:01:363-16-2019 5:46:57
2 younger AM6:31:00 AM
2 younger 5:46:00 AM 6:33:00 5:46:00
6:00:00AM AM30-40 AM 50-60 Under 20 Family of 36 0:02
0:06 0:00 2 0
time

67
Looks at screen for long
3-16-20193-16-2019
6:35:54 5:46:37 1 older lady 5:45:00 AM
6:36:00 5:46:00 AM 30-40 0:01 1

officer successfully
2 younger 6:33:00 AM AM 40-50
Several tickets, could be 0:03 3
time, payment
3-16-2019 6:00:323-16-2019 5:47:40 5:53:00
1 older lady 1 older
AMlady 5:46:00
6:00:00AM
AM 5:47:00
30-40 AM 30-40
for school trip, fill up 0:07 7 0:01 1
Payment, looks at
forms, payment Lady answers question

60
3-16-2019 6:37:35 1 older lady 6:34:00 AM 6:37:00 AM 30-40 0:03 3
3-16-2019 6:02:003-16-2019
1 older lady screen
fromlong time
other passenger,
5:50:40 6:00:00 AM
2 younger 6:02:00AM
5:46:00 AM 50-60 AM
5:50:00 50-60 0:02 2 0:04 4
3-16-2019 6:02:38 6:01:36
2 younger2 younger
6:02:00 AM5:54:00 AM6:02:00 AM 6:00:00 AM50-60 Looks atlooksscreen
0:00 for long
at screen for
0 long
3-16-2019 30-40 0:06 6
3-16-2019 6:04:58
3-16-2019
3-16-2019
1 older lady
2 younger
3-16-2019 6:06:203-16-2019
2 younger
6:03:00 AM
3-16-2019 5:51:05 1 older lady
6:05:17 6:00:32 1 older6:03:00
lady AM5:53:00 AM
5:51:47 6:05:00
2 younger
AM
6:05:00 AM
5:47:00 AM
6:05:00 AM 6:00:00 AM
5:51:00
6:06:00AM
AM
50-60
5:51:00 AM
30-40
5:52:00
40-50 AM
Looks at screen for long time time

30-40
time Several Yes
40-50
for school 0:02
30-40 forms, payment
0:02
payment
tickets, couldand
upfill
trip,
0:01
2
be filling
forms
up 2 0:07
1
0:04
0:01
7
4
1
placed at ferry
3-16-2019 6:06:393-16-2019
3-16-2019 1 older lady
6:02:00 1 older6:04:00
5:52:37 AMlady
1 older
lady 6:06:00AM
5:52:00
6:00:00 AM AM 6:02:00 5:52:00
AM40-50 AM 50-60 40-50 0:02 2 0:02 0:00 2 0
3-16-2019 6:08:383-16-2019
3-16-2019 1 older lady
6:02:38
3-16-20193-16-2019
6:01:09

6:04:58 6:01:36
6:07:00
2 younger
2 younger
1 older lady
AM6:02:00 AM
2 younger 6:08:00AM
5:53:00 AM 6:02:00 5:54:00

5:54:00 AM 6:05:00 6:00:00

6:03:00 AM AM
AM
AM
30-40 AM 50-60 30-40
50-60 30-40
Looks at Looks
0:01
screenat screen
time time
1

Several tickets, could be

0:00
for longfor long
0:02
0:01 0
0:06 2
1
6 terminal
3-16-2019 6:05:17 2 younger 6:03:00 AM 6:05:00 AM 30-40 0:02 2
3-16-20193-16-2019
6:06:20 6:00:32
2 younger1 older lady 5:53:00 AM
6:05:00 AM 6:06:00 6:00:00
AM AM 40-50 30-40 for school trip, fill up0:01 0:07 1 7
3-16-2019 6:06:39 1 older lady 6:04:00 AM 6:06:00 AM 40-50 forms, payment 0:02 2
3-16-20193-16-2019
6:08:38 6:02:00 1 older lady
1 older lady 6:00:00 AM
6:07:00 AM 6:08:00 6:02:00
AM AM 30-40 50-60 0:01 0:02 1 2
3-16-2019 6:02:38 2 younger 6:02:00 AM 6:02:00 AM 50-60 0:00 0
3-16-2019 6:04:58
3-16-2019 6:05:17
3-16-2019 6:06:20
1 older lady
2 younger
2 younger
6:03:00 AM
6:03:00 AM
6:05:00 AM
6:05:00 AM
6:05:00 AM
6:06:00 AM
50-60
30-40
40-50
Looks at screen for long
time
0:02
0:02
0:01
2
2
1
Ad-hoc visits by
3-16-2019 6:06:39 1 older lady 6:04:00 AM 6:06:00 AM 40-50 0:02 2
3-16-2019 6:08:38 1 older lady 6:07:00 AM 6:08:00 AM 30-40 0:01 1
Delivery Unit to
check on data entry
Jan Feb Mar Jul Target
and if officers are
Establish data collection on:
correctly on duty Status:
1. Queue time
2. Passengers demographic 1. Processing time reduced by 53 mins due to
3. Complications additional immigration officers.
2. More solutions to be implemented (improve
internet at ports, pre-clearance on-board) to
further reduce processing time

29
 Case Study - Malaysia
Literacy and Numeracy

Although primary school enrolment was high at 94%, a sizeable share

of students had struggled to master basic literacy and numeracy skills
Number of Year 5 students without basic literacy skills in 2009
% of total students without literacy skills nationwide CASE STUDY EXAMPLE
437(0.7%) Low illiteracy
5,767(9.6%)
Medium illiteracy
Perlis 5,022(8.4%) High illiteracy

3,402 (5.8%)
Kedah 115 ( 0.2%)
Kelantan
Pulau Pinang
2,151(3.6%)
3,999(6.7%) Perak
Sabah
W.P. Labuan
Terengganu

3,414(5.7%)
9,252(15.4%) 6829(11.4%)
Selangor Pahang
5,508(9.2%)
W.P. Kuala Lumpur 682 (1.1%)
W.P. Putrajaya
Negeri Sembilan Melaka
Sarawak
2,761(4.6%) Johor

1,036(1.7%) 64 ( 0.1%) “For a country with aspirations to achieve high income

status within a decade, and for a larger proportion of
9,511(15.9%)
its workforce to have a tertiary education, these results
were worrisome” – World Bank

Source: Assuring Quality Education NKRA Lab Report, World Bank’s Improving Education Sector Performance in Malaysia:
Lessons from a Delivery Unit Approach 30
 Case Study - Malaysia
Literacy and Numeracy
PEMANDU introduced the Literacy and Numeracy Screening (LINUS)
programme to address the illiteracy and numeracy issue
LINUS is a remedial programme designed to ensure students acquire basic literacy (Malay language and English) and
numeracy skills at the end of 3 years of primary education. LINUS is targeted at students who have difficulties in 3Rs
i.e. Reading, wRiting and aRithmetic

1
Screening of Students (Year 1,
Year 2 and Year 3)

2
Development of screening tools
and learning materials
LINUS Programme
(Literacy and Numeracy Screening) 3 Enhancement of Teachers
Pedagogical Skill (17,000
teachers trained)
4
Awareness Programmes for
Schools and Community

5
Monitoring, Supervision &
Evaluation

6 Introduction of FasiLINUS who

coached, trained and mentored
LINUS/Remedial teachers
31
 Case Study - Malaysia
Literacy and Numeracy
The outcome of the programme over a period of 3 years showed a
marked improvement in literacy and numeracy skills
Year 1
2017 literacy and numeracy rates among Year 1-3 students Year 2
Percentage of students Year 3

98.3 98.8
95.7 93.7
90.7
86.1
78.5 79.4
72.8

Malay Literacy English Literacy Numeracy

The aim is for ALL CHILDREN to be able to acquire basic literacy and numeracy skills after 3 years
of mainstream primary education

32
“Pain point” #3:
Lack of capacity
during
implementation
33
In small countries, the lack of civil service capacity is a key challenge
in delivering outcomes

Challenges in the Civil Service of Small Countries

• Smaller size of civil service compared to larger

countries
• Government officers often take on several
portfolios
• Officers are often unable to focus on priorities &
may not have the required expertise for all
portfolios
• Mitigation: Dedicated officers for priorities and
targeted upskilling and capacity building

34
 Our Experience
We have delivered Lab Drills and Implementation training
programmes for government officials around the world
MALAYSIA INDIA SRI LANKA
Civil Service Delivery Unit Andhra Pradesh Planning Foresight and Innovation
Department for #NextGenGov
Champions
Problem Solving Talent Management High Impact Lab Training Capacity Building for Civil Servants
Programme

• Three-month programme to • Five-day training for 20 delegates • Five-day training for a total of 60
develop 60 high-performing from state’s Planning Sri Lankan civil servants
Malaysian civil servants Department in support of Andhra • Comprehensive capacity
Pradesh’s Vision 2029
• Focused on acquiring problem- building programme to instill
solving capabilities by addressing • Facilitator-led, case-based participants with foresight,
real world issues in a Malaysian training to upskill trainees on problem-solving and leadership
context understanding and applying the skills that deliver holistic and
lab methodology for upcoming sustainable solutions
• Dedicated coaching and
strategic development work
mentoring provided throughout • Focused on defining the
programme by PEMANDU • PEMANDU evaluation and problem, strategising the
Associates team feedback provided to solutions and implementing the
management to help identify strategies to ensure success
• 360° evaluation and feedback
high potential staff
provided to quickly identify
improvement areas

35
 Our Experience
We have also provided end-to-end Human Capital Management
support, covering Recruitment, Training and Retention in Oman
Recruitment 1 • Develop Case Study Interview Process to assess candidateson
Development of the suitability to the dynamic needs of a Delivery Unit.
Assessment Center & • Assessment Center designed to observe teamwork dynamics.
Candidate Screening • Interviews done jointly with local representatives to allow knowledge
transfer.
• Assistance in screening suitable candidates through CV screening.
Training & Development
2 • A Training Needs Assessment (TNA) was conducted to allow staff to
Training Needs
identify gaps for training prioritisation.
Assessments +
• Individual Development Plans (IDP) were developed for each staff based
Individual
on the Assessment Centre results and TNA.
Development Plans

3 • All staff have access to a PEMANDU mentor within each team.

Coaching & On- • PEMANDU team members encourage empowerment of the locals by
the-Job-Training creating platforms for them to front key Ministerial engagements and
providing targeted coaching even to Senior Management and the
Delivery Unit Minister
4
• Specific training programmes applicable Unit-wide such as 8-Step
Hands-on Training Methodology Familiarisation, Dashboard Training, Problem Solving
Sessions Techniques and Facilitation Techniques are conducted in a classroom
setting.

Retention
5 • Working with the Human Resources team to define competitive pay
Designing Rewards & structures, and also to encourage performance driven culture.
Incentives • Supporting engagements with local legal advisors on solutions to allow fora
hybrid (Government + Private) Delivery Unit setup.

36
 Case Study
We are also actively implementing capacity building St Lucia

programme for Saint Lucia which involves structured training and

comprehensive performance management

Performance
Formal training Informal trainings Advanced trainings Management
Formal weekly training sessions On-the-job training Optional special topic  Six monthly formal
on core skills for being an specific to each KRA trainings on advanced performance
effective PMDU member. managers’ needs material appraisal
Organised around 5 topics: • e.g. advanced Excel  Fortnightly feedback
1. Understanding Delivery Includes content and modelling discussions
2. Problem solving skills sessions not  On-the-job coaching
3. Analysis covered by formal
4. Communicating trainings
5. Stakeholder management

37
For more information, please contact:

Tengku Azian Shahriman

Executive Vice President & Partner
PEMANDU Associates

Email: [email protected]
Website: http://www.pemandu.org
Address:
Level 21, Sunway Putra Tower, 100, Jalan Putra Tower,
50350 Kuala Lumpur
MALAYSIA
Thank You

Level 21, Sunway Putra Tower, 100, Jalan Putra, 50350 Kuala Lumpur, Malaysia
 The science a nd a rt of delivering result s f or t he
cit izens of t he Ca ribbea n

Sept em ber 3, 20 19

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“A mandate for
reform … an
instruction to
deliver”

Tony Blair
8 June, 2001
Tony Bla ir a nd his governm ent a chieved som e rem a rka ble result s

Percent of t a rget s on t ra ck during Tony Bla ir’s second t erm

Dec 0 3 Jul 0 4 Dec 0 4

How did t hey do it ?

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Delivery Unit s t ypica lly perf orm f ive key f unct ions, a ll in service t o
ena bling a nd support ing m inist ries t o deliver m ea sura ble result s

Pla nning
Help m inist ries a nd
a gencies t o deliver
Perform a nce concret e result s in
insight s priorit y goa ls

Problem
solving
DO’s DON’Ts
• Help m inist ries • Ta ke over
t o d eliver t heir m inist ries’ roles
Ca pa cit y g oa ls
building • Ta ke c red it
• Give c red it t o f rom m inist ries
w here it
b elong s • Ad d
Coordina t ion b urea ucra t ic
• Sim p lif y t hing s b urd en

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 10

But it ha sn’t a lw a ys w orked

PROJECT MANAGEMENT
OFFICE
DELIVERY UNIT

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 11

The result is a grow ing phenom enon…

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 12

The result is a grow ing phenom enon…

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 13

Six success f a ct ors sepa ra t e rea l Delivery Unit s f rom DINOs

DINO Delivery Unit
• The syst em lea d er p ut s t he • The syst em lea d er f ully
Lea dership Delivery Unit on t he sup p ort s t he Delivery Unit
org a nisa t iona l c ha rt . a nd f oc uses ent irely on
cit izen im p a ct .

Num bers • Ma ke everyt hing a p riorit y, • Ob sess a b out m oving a

ha nd f ul of num b ers t ha t
rea lly m a t t er.

People • Resourc e t he Delivery Unit like • Do w ha t ever it t a kes t o g et

everyt hing else in t he b est p eop le.
g overnm ent .

• Delivery only req uires a set of • Delivery req uires sust a ined
Cult ure t ools a m b it ion a nd a b elief t ha t it
ca n b e d one.

• Hold p ro f orm a m eet ing s • Use st ockt a kes t o d rive

Rout ine a b out d elivery a nd p olic y. a c t ion a nd set d ea d lines f or
p rog ress.

• Hop e c ha ng e is ha p p ening on • Chec k a nd see f or yourself .

Rea lit y t he g round .

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Lea dership 14

New Sout h W a les m a int a ined it s priorit ies t hrough a lea dership
t ra nsit ion

8,30 0 proportion
The Government’s key m ore
Reduce by 5% the
of domestic
81% of patients through
An 8% increase in the
infrastructure projects Reduce overweight &
Create 150,000 jobs by emergency
2019 children
across the State to be violence offenders re-
departments within 4
obesity rates of children proportion of students
delivered on time and offending within 12 179,0 0 0 jobs
hours
by 5% over 10 years in top 2 NAPLAN bands
on budget m eet ingmonths
crea t ed in t w o
rea d ing
yea rs
st a nd a rd s in
one yea r

Double the number of

Increase by 10% the Aboriginal people in
Decrease the percentage proportion of young senior leadership roles 90% of housing Improve customer
of children and young people who successfully and increase the development satisfaction with key
people re-reported at Reduce the volume of
move from specialist proportion of women in applications Government services
risk of significant harm littered items by 40%
homelessness services senior leadership roles determined within 40 every year, this term of
by 15% to long-term to 50% in the days Government
accommodation Government Sector in
the next 10 years

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Num bers 15

Brunei f ocused on m oving a f ew key num bers

Brunei’s Doing Business Report Annua l Ra nking (out of 190 econom ies)

+47 pla ce im provem ent

10 1

84
72

56

20 15 20 16 20 17 20 18

Brunei beca m e w orld’s m ost im proved econom y on t he Doing

Business ra nking f or t hree yea rs in a row

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Rout ine 16

Punja b’s rout ines hold everyone a ccount a ble

Android tracking of vaccinator activity Polygons used t o m ea sure covera ge

46% m ore
child ren
va ccina t ed
b et w een 20 14
Photographs of every child vaccinated Phone audits to check data
a nd 20 16

So urc e: M ICS, PDHS, Punja b Hea lt h Survey 20 16

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Rea lit y 17

Ca na da f ocused it s problem - solving on w ha t w a s ha ppening on

t he ground

~ 50 % red uct ion

Delivery Unit ’s in d rinking
priorit y review
w a t er a d visories
work bega n
in 18 m ont hs

On t ra ck t o
elim ina t e a ll
DWAs b y Ma rch
20 21

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 18

IFAD is a pplying t hese sa m e principles in 20 19 a nd beyond w it h 5

m em ber count ries t o im prove out com es in t he a gricult ura l sect or

Current c ount ries

Fut ure c ount ries

IFAD HQ in Rom e
Im p rove living
cond it ions of
f a rm ers a nd b oost
Prom ot e rura l
exp ort s of f ine
ent erp rises a nd
f la vor coc oa increa se
Gha na
Tog o em p loym ent
Ec ua d or Sa m oa

Ma d a g a sc a r

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 19

Result s a re a lrea dy beginning t o show in Togo

Num ber of rura l ent repreneurs in Togo

receiving fina ncing
32
• +$40 0 k invest ed in t he
+39% rura l sec t or
23

• +220 rura l jobs crea t ed

• +70 0 rura l
ent repreneurs t ra ined
M a y ’14 - Dec ’18 Ja n’19 - Aug ’19

~ 40 % m ore rura l ent repreneurs receiving f ina nce in 8 m ont hs

t ha n t he previous 4.5 yea rs com bined!

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 Int erest ed in how Delivery Unit s m a ke a dif f erence
f or governm ent s a nd t he cit izens t hey serve?

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