Creating a Delivery Unit at Government Level
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The document outlines a performance management and delivery strategy aimed at transforming governance in Khyber Pakhtunkhwa (KPK) under the Pakistan Tehreek-e-Insaf. It highlights existing challenges such as unclear objectives, lack of shared vision, and ineffective communication, emphasizing the need for a structured approach to achieve significant results quickly. The strategy includes a transparent performance management system and the establishment of key performance indicators to enhance accountability and track progress.
Creating a Delivery Unit at Government Level
- 1. Governance By Objective February 10, 2015 Final document (Initial Teaser) CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of PTI Policy Planning Wing is strictly prohibited The Concept of Performance Management & Delivery – An opportunity to Transform KPK and deliver: ‘BIG RESULTS, FAST’
- 2. 2 Contents • Executive Summary – Why we are here! • Structured Performance Management & Delivery Mechanism – An Introduction • ‘Big Fast Results Methodology’ in Action – An example of Malaysia
- 3. Executive Summary (1 of 2) 3 - Ministries have entrusted Pakistan Tehreek e Insaaf for 5 years to DELIVER in KPK…. Despite the good work already done by the government, there is still a huge number of areas where: - The Government has yet to intervene; - The results have yet to achieve their potential pace of delivery - There are quite a number of BOTTLENECKS which form the reason for aforementioned issues: - Lack of clear understanding of ‘What to Deliver’ in different layers of government… - Lack of ‘Shared Vision’ – A mutually accepted ‘Common Destination’ for ALL…. - Lack of ‘Focus’ – Prioritizing and delivering on areas which ‘Matter the most’ to People….. - Lack of ‘Tangible Roadmap’ – A detailed plan which tangibly answers ‘What to do’,’ When to do’ and ‘How to do’ and then acts as a point of reference both for Government, Ministries and other stakeholders… - Lack of ‘Performance Management System’ – A ‘Control Tower’ which could help the executing ministries to ‘Deliver on Time’ and helps Chief Minister to exactly know the bottleneck which is hindering the delivery on a particular outcome along with its impact on the overall ‘Shared Vision’… - Lack of effective ‘Communication’ with Ministries – Selling what has been done ‘Right’ while telling People ‘How it impacts their lives’
- 4. 4 Executive Summary (2 of 2) - In nutshell, there is a Lack of ‘Structured Approach’ from development of both national and provincial level Strategies to their actual execution. - People donot want ‘Incremental’ changes, They want ‘Big Results Fast’, therefore the transformation process has to set its sights on goals so high and changes so radical that it becomes a totally different province - Next few slides summarize that how would adopting a ‘Structured Approach’ towards development and execution of National/Provincial level strategies impact the outcomes and ensures: - Engagement of Ministries and key stakeholders - Avoid missing any key component critical for delivering results - Focusing attention of Ministries, Ministers, Bureaucracy, Media and People on predefined and published Goals
- 5. 5 Contents • Executive Summary – Why we are here! • Structured Performance Management & Delivery Mechanism – An Introduction • ‘Big Fast Results Methodology’ in Action – An example of Malaysia
- 6. 6 Successful Performance Management is an iterative process involving 6 key steps Government Ministries 1. Set objectives Ensure supportive • Culture • Communication • Capacity 3. Set targets 2. Establish clear metrics 4. Track and disseminate metrics ▪ Government: choose appropriate Governmental metrics ▪ Ministries: choose appropriate metrics for Ministries ▪ Government: track and publish performance metrics ▪ Ministries: track metrics and provide results to Ministries 5. Review performance and take action ▪ Government: set Governmental targets ▪ Ministries: review and agree to Ministry’s performance contract and development goals ▪ Government: hold departmental/Government wide performance conversations. Take corrective actions to address both positive and negative performance ▪ Ministries: compare goals to actual performance based on metrics. Hold Ministers’ performance conversations. ▪ Government: celebrate/sell Governmental achievements ▪ Ministries: ensure rewards for good performance and consequences for bad 6. Provide rewards and consequences ▪ Government: set mission and vision ▪ Ministries: establish roles and responsibilities
- 7. 7 Contents • Executive Summary – Why we are here! • Structured Performance Management & Delivery Mechanism – An Introduction • ‘Big Fast Results Methodology’ in Action – An example of Malaysia
- 8. ‘Big Fast, Results (BFR) – A proven approach to ‘Envision’ & ‘Deliver’ 8 Labs Open Days Detailed Road MapKey Performance Indicators & Targets Implementation Annual Review Strategic Direction 1 2 3 4 5 6 7▪ A transparent mechanism to tell Ministries what we have delivered. ▪ Report on yearly basis, on achievements made and challenges faced ▪ The annual report functions as an accountability tool for the Government. ▪ Implementation is monitored and controlled on a ‘Live’ basis and reviewed monthly against set KPIs, per step 5. ▪ Implementation requires cooperation and coordination of large number of stakeholders; from Corporate to NGOs/Donor Agencies and from Ministers to front line Civil Servants, ▪ Open Days are the forum where Delivery Teams can better engage with Ministries. ▪ Share lab output with Ministries, seek their feed back and update the Details solicited in Step 2 ▪ Document & Publish to tell Ministries what we are going to do, when and How. ▪ A meticulously detailed Roadmaps are created for each year and are then cascaded to months and weeks ▪ Setting Key Performance Indicators for monitoring and tracking for ministries responsible for a project ▪ It helps track the progress in a transparent and accountable manner. Delivering Big Results, Fast • Labs are composed of relevant Civil Servants (both retired and serving), Academia, subject matter experts, aimed to brainstorm and establish in detail what needs to be done • Delivering Fundamental Provincial Level Changes • Capturing Low Hanging Fruits • Focusing on ‘What matter the Most’
- 9. Malaysia is at the verge of getting included in ‘High Income’ Nations is using BFR Methodology to implement its Vision2020 9
- 10. In GTP, 7 National Key Result Areas (NKRAs) are further divided into a Number of Ministerial Key Result Areas with responsibilities marked to each Minister 10 NKRAs MKRAs 6 Ministers 23 Ministers • Areas identified as most important priorities for the country • National Level KPIs: Dedicated focus by PM • Areas identified as the Key responsibilities for ministries • Ministry Level KPIs: Dedicated focus by Minister
- 11. A standard format is used across all Ministries to identify MKRAs and MKPIs 11
- 12. A Structured Approach was used to Develop KPIs for Ministers 12