Policy Making Program Logic Shamsul

8/10/2019 Policy Making Program Logic Shamsul

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Institut Tadbiran Awam Negara (INTAN)

Jabatan Perkhidmatan Awam

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Monitoring Performance ofPublic Programs

1 1 / 0 7 /

2 0 1 4



2

What is Performance Management

Performance Management in UK & US

Outcome Based Budgeting in Malaysia

Program Logic and Linkages Model

Translating Outcome into Indicators



It creates information about the results of public activities.This enables officials to hold organizations accountable and

to introduce consequences for performance

It helps citizens and customers judge the value that

government creates for them

It provides managers and employees with the data theyneed to improve their performance

What is Performance

Management?



• Developing effective monitoring and evaluation

systems (M&E) and/or performance budgetinginitiatives requires well-defined formulation andimplementation strategies for setting upperformance indicators

• These strategies varies depending on a country’spriority in measuring results and on the scopeand pace of its performance management reformobjectives

4

What is Performance

Management?



Steps of performance management Setting performance targets

- Delineating the mission and strategic objectives- Defining quantitative and/or non-quantitative performance

indicators

Designing the program

- Designating who is in charge of the program- Planning human and financial resources- Drawing up evaluation plans

Implementing the program

- Delivering service with inputs of human and financial resources- Measuring performance indicators

Assessing the performance

- Performance monitoring

- Program evaluation



Tools for performance assessment

Performance monitoring

• Measure the program performance with a

predetermined set of indicators.

Program evaluation

• Addresses the question of why and how the

program produced certain outputs and

outcomes.

• Usually requires large amounts of money

and time, and cannot be performed on all

programs.





| ICU JPM |

The financial,

human and

material resourcesused for

development

intervention

Action taken

through which

inputs aremobilized to

produce specific

outputs

The products,

capital goods andservices that result

from development

interventions

The short-term and

medium-term effects

of an intervention's

outputs; change in

developmentconditions.

The impact of the

program on the

beneficiaries and/or

the society at large.

Actual or intended

changes in human

development as

measured bypeople’s well-

being;

improvements in

people’s lives

INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT

How? What do we want? Why?

Resources Result

PLANNING

IMPLEMENTATION

8





UK: Public Service Agreements

U.K. Department for Education and Skills

Aim: Help build a competitive economy and inclusive society by: creatingopportunities for everyone to develop their learning; releasing

potential in people to make the most of themselves; achieving

excellence in standards of education and levels of skills.Objectives and Performance Targets

Objective I: sustain improvements in primary education.

1. Raise standards in English and maths so that:

by 2004 85% of 11 year olds achieve level 4 or above and 35% achievelevel 5 or above with this level of performance sustained to 2006; and

by 2006, the number of schools in which fewer than 65% of pupils

achieve level 4 or above is significantly reduced.

Objective II: transform secondary education

…...



US: Government Performance Results Act

DOL Performance Goals

Performance Goal 1.1A: Increase the employment, retention, and

earnings of individuals registered under the Workforce

Investment Act adult program.

• 72% of individuals registered who are not employed at registration will be

employed in the first quarter after program exit;

• 83% of those employed after program exit will be employed in the second quarter

after program exit, and 83% in the third quarter after program exit;

• The earnings of individuals who are registered will increase by an average x%

between the period of two quarters prior to registration and the first quarter after

program exit and by an average x% between the first and third quarters after

program exit.



▪ Re-energizing the private sector

▪ Developing a quality workforce

▪ Creating a competitive domestic

economy

▪ Strengthening the public sector

▪ Transparent and market friendly

affirmative action▪ Building the knowledge base and

infrastructure

▪ Enhancing the sources of growth

▪ Ensuring sustainability of growth

NEM :Strategic reform

initiatives (SRIs)

S1

S2

S3

S4

S5

S6

S7

S8

▪ Crime

▪ Education

▪ Corruption

▪ Low Income Households

▪ Urban Public Transport

▪ Rural Basic Infrastructure

GTP : National Key Result

Areas (NKRAs)

N1

N2

N3

N4

N5

N6

1MALAYSIAPeople First, Performance Now

Government

TransformationProgramme(GTP)

6 NKRAs

NewEconomicModel

(NEM) 8 SRIs

10th Malaysian Plan

P1 Internally driven, externally aware

P2

P5

P3

P4

Leveraging on our diversity internationally

Transforming to high income, through

specialization

Unleashing productivity led-growth and

innovation

Ensuring equality of opportunities and

safeguarding the vulnerable

P6

P7

P8

P9

P10Nurturing, attracting and retaining top

talent

Concentrated growth, inclusive development

Supporting effective and smart partnerships

Valuing environmental endowments

Government as a competitive corporation

Malaysia - Towards Achieving Vision 2020

Together We Create Value Towards Sustainable Success

U k M i W 2020

http://www.google.com.my/imgres?imgurl=http://vectorise.net/logo/wp-content/uploads/2010/07/Government-Transformation-Programme-GTP.jpg&imgrefurl=http://vectorise.net/logo/2010/07/26/government-transformation-programme-gtp/&usg=__SHfdYl3ePBewJKECx9iSDomcmoo=&h=344&w=403&sz=94&hl=en&start=1&zoom=1&tbnid=0aaZhmEcci9aEM:&tbnh=106&tbnw=124&prev=/images?q=government+transformation+programme&um=1&hl=en&sa=G&tbs=isch:1&um=1&itbs=1



Untuk Mencapai Wawasan 2020…perlu kembali ke landasan yang telah ditetapkan

Sumber :

KDNK (RM billion) pada harga tahun 2000

KDNK: RM887bPPK: US$15,340

KDNK:RM1,366b

RM694bpada tahun2010

RM525bpada 2010

SasaranWawasan

2020

Sebenar,1991-2008(6.2% p.a)

Anggaran5.5% p.a.

(2011-2020)

US$14,818

US$11,455

Pendapatan Tinggi Minimum (World Bank )

P’dapatan Per

Kapita (US$)1990 2009 2020f

HIC (purata) 18,352 37,970 56,535

HIC (minimum) 7,620 12,196 15,089

AS 23,250 46,360 72,294UK 16,600 41,370 74,506

Australia 17,470 43,770 69,133

Singapura 12,050 37,220 60,597

Turki 2,220 8,720 18,187

Malaysia 2,390 7,35015,000-

17,000

Merosot

24% (169b)

WAWASAN 2020

Sasaran Wawasan 2020 Pencapaian sebenar Jurang perbezaan

Pasukan Projek OBB, Kementerian Kewangan



• Pembangunan

Kerangka

Keberhasilan

Kementerianberdasarkan

keperluan OBB

• PenyediaanKerangkaKeberhasilan danBajet berasaskankerangka OBBsecara online

• Pelaksanaanperakaunanakruan

• Cadanganpelaksanaanpenuh OBBdisokong olehpembangunanpenuh sistem dan

institusi2010 - 2011

2012

2013 - 2015

2016

• Bajet 2012 masihberdasarkan strukturProgram-Aktiviti MBS

• Penyediaan Bajet2013 secara dualapproach(OBB + MBS)

FASA 1

FASA 2

Pelan Pelaksanaan OBB

14



PerancanganberasaskanOutcome

Penyediaanbajet

Pemantauan &Penilaian

PelaporanKeberhasilan

MembangunkanKerangkaKeberhasilan

StrategikKementerian

Menyediakansumber untukmencapai

keberhasilankementerian

Menguruskan informasi

pemantauan, penilaian& sistem sokongan

membuat keputusan

Melaporkan prestasi

dan menyemak

semula dasar

Kitaran Strategik OBB

15



Strategic

Core

MP KRA

MP Outcome

National Program

Program n

Ministry

Program 3

Ministry

Activity 1

Activity 2

Activity 3

Activity 4

Activity 5

Activity 6

Activity 7

Activity n

N a t i o n a l

M i n i s t r y

Outcome

3

Outcome

n

Outcome

2

Program 1

Ministry

Program 2

Ministry

Outcome

1

Ministries’ KRA

A g

e n c i e s / D e p t .

Pasukan Projek OBB, Kementerian Kewangan



TERAS 3

KRA 1

RMKe-10

Outcome

RMKe-10

Program

Nasional

Menangani ketidaksamaan sosioekonomi yang berterusan

Pembasmian kemiskinan dan peningkatan pendapatan bagi isi rumah berpendapatan 30%

Bahagian pendapatan bagi isi rumah berpendapatan 30% terendah meningkat

Program Pembasmian Kemiskinan

Kementerian

•KRA

•Outcome

Projek

Kementerian

Program

Kementerian

KKLW KWPKB KPWKM KPM

Program

Bantuan

Rumah LuarBandar

Skim

Perlindungan

Sosial

Golongan

Miskin/OKU

Program

Bantuan

Pelajar Miskin

Program

Pembangunan

Bersepadu

Program

Bantuan

PerumahanBandar

Program

Pembangunan

Minda

Keluarga

Miskin Bandar

Program

Bersepadu

EkonomiMiskin Bandar

Bantuan

Orang Tua

Projek

Bantuan

Rumah

Projek

Agropolitan

Bantuan Sewa

Rumah

Bantuan Kos

dan Elaun

Latihan

Bantuan

Peniaga Kecil

Miskin Bandar

Skim Baucer

Tuisyen

17

POVERTY: RESULTS CHAIN

( )



Needs Fulfillment /

Problem alleviation

(rate / level)

“Purpose in Life”/

Mission/Goals/ToR

PRELIMINARY

OUTCOMES

NEEDS/PROBLEMS

CLIENTS/ STAKEHOLDERS

POLICIES

PROGRAMME

STRATEGIES

PROGRAMME

OUTPUTS

PROCESS/ACTIVITIES

INPUTS

Outcome Achievement

(rate / level )

INTERMEDIATEOUTCOMES

TERTIARY

OUTCOMES

IMPACT

PROCESS OUTPUTS

ProLL© 2010 Rasappan, Arunaselam & Winston, Jerome, CeDRE International

PROGRAMME

DELIVERY

PROGRAMME

RESULTS

PROGRAMME

EFFECTS

DEMAND

ANALYSIS

Programme Logic & Linkages (ProLL) Model

18

P l



PELANGGAN

LANGSUNG

TIDAK

LANGSUNGDALAMAN

LUARAN

KUMPULAN

SASARAN

LEBIH SPESIFIK

(mempunyai ciri-

ciri tertentu)

menikmati faedahtetapi bukan

kumpulan sasaran

bagi prog./aktiviti

• Sepatutnya menikmati faedah

dari output program• Tujuan wujudnya program

• Individu/kumpulan/entiti

berkaitan dengan outcome

• Sasaran ukuran prestasi program

Pelanggan

19

St k h ld



Tidak semestinyamenjadi pelanggan

boleh

Berkepentingan

terhadap keberhasilanprogramPELANGGAN

STAKEHOLDER

Dalaman

& Luaran

Stakeholder

Pembuat dasar kepada

program atau bolehmempengaruhi dasarProgram

20



InputOutput

Proses

Output

Program ImpakOutcome

● Sumber

manusia● Kewangan

● Klinik

● Akses kepada

ubat● Kesedaran

Kesihatan

● Pengurangan

jangkitanpenyakit dankadar kematian

●

Peningkatan jangka hayat

21

Logik Program & Kerangka Keberhasilan

I



Input:

Input adalah sumber yang digunakan seperti sumbermanusia, kewangan dan lain-lain untuk menjana output

program

Output daripada sesuatu aktiviti atau program juga boleh

menjadi Input kepada aktiviti atau program yang lain

Contoh: Output kepada program latihan iaitu meningkatkan

pengetahuan dan kemahiran kakitangan akan menjadi input

kepada aktiviti penyampaian perkhidmatan

22

Input



Input dan Aktiviti/Proses

INPUT PROSES

• Sumber

digunakan untukmelaksanakansesuatu aktiviti.( Kewangan dansumber manusia )

• Set tugasan yang

dilaksanakan bagimenghasilkanoutput.

• ( Latihan,

kaunseling,rawatan )

23

O t t



Output:

Produk /perkhidmatan yang dihasilkan oleh sesuatu

program/aktiviti dalam usaha mencapai satu/lebih outcome

Output Proses Output Program

Output yang dihasilkan pada

penghujung sesuatu aktivitiatau proses

Contoh:

1) Latihan dijalankan

2) Klinik dibina

Output akhir yang mesti

dihasilkan oleh sesuatuprogram

Contoh:

1) Pengetahuan dan kemahiran yang

diperolehi oleh peserta kursus

2) Akses kepada perkhidmatan

kesihatan

24

Output

P b O & I k



Perubahan atau kesan daripada outputyang dicapai oleh sesuatu program

Program menghasilkan satu atau lebihoutcome yang berkait secara langsung dengan keperluan/masalah pelanggan

Secara umumnya, outcome dicapai dalam jangka pendek setelah sesuatu program

dilaksanakan

Kesan daripadaperubahan yang berlaku

akibat daripada satu atau

lebih outcome dan tidak

semestinya berbataskan

masa

Impak biasanya

melibatkan kesan jangkapanjang atau sederhana

tetapi adakalanya tidak

semestinya sedemikian

Perbezaan Outcome & Impak



Pengurangan kadarkemiskinan di kalanganpetani

Peningkatan pengetahuandan kemahiran teknikal

pelajar

Peningkatkan aktiviti

perdagangan dan perniagaan

Kualiti hidup parapetani

Warganegara yangproduktif

Ekonomiberpendapatan tinggi

Program dan Aktiviti



AktivitiProgram

Outcome 1

Program 1 Program 2

Aktiviti 1.1

Aktiviti 1.2

Aktiviti 2.1

Aktiviti 2.2

Sekumpulan aktiviti yangmerupakan intervensi utama

terhadap sesuatukeperluan/masalah pelanggan

atau stakeholder yangmemberi perubahan positifkepada keperluan/ masalah

berkenaan

Sekumpulan fungsi, operasikerja, tugas dan

tanggungjawab di bawahsesuatu program yang

menyumbang kepada satuatau lebih outcome program

Program dan Aktiviti

27

L ik P & K k K b h il



PROGRAM

Logik Program & Kerangka Keberhasilan

IMPAK

MASALAH/KEPERLUAN

PELANGGAN

/S-HOLDER

OUTCOME

OUTPUT

PROSES

INPUT S U A S A

N A / P E R S E K I T A R A N

STRATEGI

INTERVENSI

PUNCA

MASALAH

28

h k



Contoh: Sektor Pertanian

MASALAH:

Pendapatan

petani padi yang

rendah

STRATEGI INTERVENSI

• Meningkatkan pengetahuan petani

mengenai teknologi pertanian moden

• Memperkenalkan sistem penanaman padidua kali setahun

• Meningkatkan kuantiti & kualiti infra

• Menyalurkan bantuan input kepada petani

(baja/benih/racun rumpai/teknologi)

PUNCA MASALAH

• Kaedah penanaman tradisional• Saiz tanah yang kurang ekonomi

• Infrastruktur ladang kurang berkesan

29



Contoh: Sektor Pertanian (samb…)

IMPAK

P

E N D A P A T A N P E T A N

I P A D I

Y A N G R E N D A H

OUTCOME TERTIARI

OUTCOME PERTENGAHAN

OUTCOME AWAL

OUTPUT PROGRAM

OUTPUT PROSES

INPUT • Pegawai Pertanian

• Kewangan (OE & DE)

• Baja/Benih/Teknologi

• Latihan pengurusan & penanaman padi moden• Pembinaan tali air dan jalan ladang/sawah

• Pengurusan & penanaman padi cara moden

• Penanaman padi dua kali setahun

• Peningkatan pendapatan petani padi

• Pengurangan dalam kadar kemiskinan petani

• Peningkatan taraf hidup petani

• Peningkatan kesejahteraan hidup petani

PROGRAM30



Translating Outcomes into Outcome Indicators

• Outcomes should be specific enough to be

measured with indicators.

• Example: The percent of clients completing the

program in this reporting period who were helped

to a significant extent.

– What exactly is meant by significant extent?

– What exactly is the time period covered?

• Time framework

– Number of incidents that occur during a specified period(e.g. number of traffic accident deaths during the past

12 months).

– A particular point in time (e.g. number of cases of

tuberculosis on record as of December 31, 2012).



Criteria for Selecting Outcome Indicators

• A performance indicator should be:

– Relevant;

– Able to avoid perverse incentives;

– Attributable;

– Well-defined;

– Timely;

– Reliable;

– Comparable with either past periods or similar

programs elsewhere;

– Verifiable.




• A performance indicator should be relevant to

what the program is aiming to achieve.

– It is easy to fall into the trap of targeting easily

measured process, e.g. the number of letters answered.

But they do not address the core objectives of the

program.

– It is often hard to find measures that fully capture and

represent the objectives in question.

KDI SCHOOL




• A performance indicator should be attributable;the activity measured must be capable of being

influenced by actions which can be attributed to

the program; and it should be clear where

accountability lies.

– Performance indicators should measure something that

the organization can reasonably be expected toinfluence. It should be clear who is responsible for the

performance.

KDI SCHOOL



• A performance indicator should be well-defined - with a clear,

unambiguous definition so that data will be collected consistentlyand the indicator is easy to understand and use.

– The demands for clarity and understandability should be

balanced; a definition easily understandable by the public may

need more explanation for those collecting the data.

• A performance indicator should be timely; data should be

produced regularly enough to track progress and quickly enough

for the data to be still useful.

– There is often a trade-off between accuracy and timeliness.

There is also a trade-off between the cost of collecting data

and the frequency of collection.KDI SCHOOL




• A performance indicator should be reliable; accurate enough for

its intended use and responsive to change. – All stakeholders must have confidence that any performance information

faithfully represents what it purports to represent. It should pick up

significant changes in performance.

• A performance indicator should be comparable with either pastperiods or similar programs elsewhere.

– In order to help ensure the measure remains comparable,

• Minimize the changes in definition over time, and

•

Use standard definitions where these exist.

• A performance indicator should be verifiable, with clear

documentation behind it, so that the processes which produce

the indicator can be validated.




Quantity: How much of an output you produce

Efficiency: The cost per unit of process or output

Effectiveness: higher level / lower level of

measure

Quality: How good is a process or an output

e.g. Process: timeliness backlogs

responsiveness helpfulness accessibility

availability

Output: accuracy technical standard clarity of

info. or response to complaints customer

rating

Cost-effectiveness: The ratio of inputs to

outcomes

Different types of results



Policy outcomes: indicate the effectiveness of policies

in achieving the basic goals of a nation province.

Program and strategy outcomes:

indicate the

effectiveness of gov programs strategies regulations or

other activities at achieving the desired policy outcomes

5 Different level of measurement

clean street

cleanness of streets after sweeping



Outputs:

a direct result of process which determines

program outcomes

Processes:

are the production methods of government

the work that is actually performed

Inputs: the resources required to create the processes

e.g. miles of streets swept

e.g. sweeping method

hours of street swept, # of street sweepers (not a performance)

5 Different level of measurement



Measures of Quantity Efficiency Effectiveness Quality Cost-effectiveness

Policy Outcome:Clean air

N/A N/A Air pollution level N/A Air pollutionlevel ÷ cost

Strategy Outcome:

Environmental ProtectionAgency: Reduction inindustrial pollution

N/A N/A Volume of industrialemissions

N/A Industrialemissionsvolume ÷ cost

Outputs:Air pollution permits

processed

Number of permits processed

Cost per permit processed

Volume of industrialemissions

Percentage of permits processed by deadline

N/A

Processes:Permit review

Number of permits reviewed

Cost per permitreview

Percentage of businessesthat complete permitapplication properly

Average timerequired for permitreview

N/A

Inputs:Employees, salaries,equipment, overhead

Number ofemployees; costof salaries,equipment andoverhead

Cost peremployee;

percentage ofindirect costs todirect costs

Percentage ofemployees who havemastered required skills

Employee satisfactionlevel; employeeratings of equipmentquality

N/A

Examples of Performance Measurement





The financial,

human and

material resources

used for

development

intervention

Action taken

through which

inputs are

mobilized to

produce specific

outputs

The products,

capital goods andservices that result

from development

interventions

The short-term and

medium-term effects

of an intervention's

outputs; change in

development

conditions.

The impact of the

program on the

beneficiaries and/or

the society at large.

Actual or intended

changes in human

development as

measured by

people’s well-

being;

improvements in

people’s lives

OUTCOMES IMPACT

How? What do we want? Why?

Resources Result

PLANNING

IMPLEMENTATION

EFFICIENCY EFFECTIVENESS

OUTPUTSACTIVITIESINPUTS

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