This presentation is just an initial teaser presented to Imran Khan (Chairman PTI) to create a Performance Management and Delivery Unit in Khyber Pakhtoonkhwa provice the way it was done in Malaysia. Purpose of this PMDU is to not only to act as a central place to deliver on province level projects as well as create a performance management system for Ministries and Ministers.

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