prioritisation: ruthless focus on high impact areas
TRANSCRIPT
Prioritisation
Ruthless focus on high impact
areas
Presented by Mr. Reinier Starink
Executive Vice President
Note : Private & Confidential. This material can be only shared with the CLTF BFR Workshop
participants and should not be circulated without permission. Should you have any further
enquiry regarding this material, kindly contact Engku Fazuin (Tel : +60126956381, Email :
1
Governments around the
world have beautiful plans
and promises….
Today’s reality….
However, the main
difficulties we face is the
failure to deliver….
2
main challenges faced by governments &
public administration….
Silo mentality and work
approach
5
6 Public demands and input
not adequately heard /
obtained
Poor accountability….7
Unclear direction, not
focused
1
Lack of leadership
commitment
2
Rigid Implementation4
3 High level plans not
translated into practical 3-
feet programme
8 Lack of Transparency and
Trust Deficit (Public does
not trust the Government)
3
8Problems
8Step Process
(hard-wired) to deal with all the problem
“Cherry Picking the 8 Steps leads to small & slow results” (Not BFR)
The Simple Logic for solution which we have came up with…
4
8 Steps
BFR
Methodology
2LABS
Establish in detailwhat needs to
be done
1STRATEGICDIRECTION
To ascertain thestrategic direction
required
3OPEN DAYS
Share lab outputwith people and
seek theirfeedback
4ROADMAP
Tell the peoplewhat we aregoing to do
6IMPLEMENTA-
TIONProblem-solvingon the ground
implementation
7Int’l Panel
& AuditExternal validation
on resultsachieved
5KPI TARGETS
Setting KPIs formonitoring and
tracking
8ANNUALREPORTS
Tell the peoplewhat we have
delivered
STEPS OF TRANSFORMATION
5
Step #1:
Ascertain a Strategic
Direction
Facilitated multiple Cabinet retreats to
ascertain the direction needed and to
set the National Key Result Areas
(“NKRAs”) and National Key Economic
Areas (“NKEAs”)
2LABS
Establish in detailwhat needs to
be done
1STRATEGICDIRECTION
To ascertain thestrategic direction
required
3OPEN DAYS
Share lab outputwith people and
seek theirfeedback
4ROADMAP
Tell the peoplewhat we aregoing to do
6IMPLEMENTA-
TIONProblem-solvingon the ground
implementation
7Int’l Panel
& AuditExternal validation
on resultsachieved
5KPI TARGETS
Setting KPIs formonitoring and
tracking
8ANNUALREPORTS
Tell the peoplewhat we have
delivered
STEPS OF TRANSFORMATION
6
Agenda
• Why Prioritise
• How to Prioritise
• Case Study 1: Prioritisation at National Level
• Case Study 2: Prioritisation at Initiative Level
• Case Study 3: Prioritisation at Activity Level
7
Prioritising means …
• Not everything is important
• Even if it is, some are more important than
others
• Letting go and accepting that we sometimes
have to give up “nice to haves”
8
Why prioritise? Because we all have …
Limited TIME Limited MONEY Limited PEOPLE
9
Agenda
• Why Prioritise
• How to Prioritise
• Case Study 1: Prioritisation at National Level
• Case Study 2: Prioritisation at Initiative Level
• Case Study 3: Prioritisation at Activity Level
10
One principle in prioritising
The criteria of importance
must be the SAME and
UNIFORM across
The moment you start having
different criteria, you will
never be able to prioritise
11
Sample of a Prioritisation Matrix
Impact
Ease of
Implementation
Hig
h
High
Lo
w
Low
High Priority
Medium Priority
Low Priority
12
5 priority areas within GTP2.0 English Lab
Source : GTP 2.0 English Lab
6C
1A
2A
2C
6D
2B 6B 6A
1D
5A
4B
4A
6E
6F
1C3A
1B
Redeployment5A
English Language Standard Assessment (ELSA) as Form 3 exam
3A
Subject leadership in English (S)1D
Professional learning community1C
Proficiency/ pedagogy of teachers1B
Testing proficiency of teachers1A
Calibrate English curriculum with Cambridge curriculum
2C
Math/ Science terminology in English
2B
Set System at Form 12A
Integrated ICT4B
Reading programme for students4A
English teachers learning network6F
In-Service Certificate for English Language Teaching (ICELT)
6E
Oral Proficiency in English6D
Subject leadership in English (P)6C
English teaching assistant6B
Native speaker mentors6A
13
11 initiatives were prioritised to select five with highest
potential GNI impact for the Greater KL NKEA Initiatives
Source : NKEA GKL Lab report
DescriptionCategory
Greater KL as a magnet1
▪ Attract 100 world’s top MNCs
▪ Attract high-skilled immigration
1.1
1.2
Greater KL connect2
▪ Connect to Singapore with
High-Speed Rail
▪ Build MRT (Mass Rapid
Transit): An integrated urban
rail system
2.1
2.2
Greater KL new places3
▪ Rejuvenate the River of Life
▪ Create a greener KL
▪ Establish iconic places
▪ Revitalise Putrajaya
▪ Housing
3.1
3.3
3.2
Greater KL enhanced services
4
▪ Pedestrian network
▪ Solid Waste Management
▪ Basic services: Water, sewerage
and electricity
4.1
4.2 Low
GNI Impact
High
LowEa
se
of im
ple
me
nta
tio
n
Hig
h
3.2
1.1
1.2
2.1
2.2
3.14.2
4.1
3.3
3.4
4.3
3.4
4.3
Prioritized
Others
3.5
3.5
14
Prioritisation takes place across the level
National
Initiatives
Activities
Deciding which areas to focus
nationally
Deciding how to sequence the
initiatives?
Deciding which activities deliver
most impact
15
Agenda
• Why Prioritise
• How to Prioritise
• Case Study 1: Prioritisation at National Level
• Case Study 2: Prioritisation at Initiative Level
• Case Study 3: Prioritisation at Activity Level
16
The goal of strategic workshops is to move leaders from this…
What has been rate of success in producing BIG FAST RESULTS?
17
… to this
• Decisions made
• Focus areas
prioritised
• Ways forward
agreed upon
18
Strategic workshops go through three stages
• Analyse the current economic & social landscape of the client
• Identify the case for change (burning platform), client’s aspiration targets, top
priority sectors / business units
• Agree with the client on the analysis / priority areas / agenda of the workshop
• Develop communication slides
Identify the
purpose
1
Pick the
approach to
achieve the
purpose
2a • Design the approach depending on the audience (different approaches for
different audiences)
• Incorporate key workshop components, e.g.:
‒ Gallery Walk
‒ Questionnaire / Survey
‒ Prioritisation
‒ Focus Group Breakout
‒ Simulation Model
‒ etc
Planning &
Logistics
2b • Establish workshop team and structure
• Develop and finalise agenda
• Prepare workshop content and relevant tools
• Prepare venue, including logistics & set-up
• Agree on the next steps of engagement (i.e conduct labs on priority areas)
• Agree on aspiration targets for the lab
• Obtain sign-off and ownership from the client on the next steps
• Relevant documentation (e.g. cabinet paper) + Contract to seal the deal
Post-
Workshop
Decision
making
3
STRATEGIC WORKSHOP
19
Why Strategic Workshops?
Prioritise and Size
the Scope of Work
Reflect & Review
(Past & New)
Obtain Buy-in from
Key Stakeholders
1 2 3
20
Reflecting and reviewing allows all decision makers to
objectively and critically assess performance to date
Objectives of reflect and
review sessions:
Look back and reflect on what is
working and what is not
Identify areas to prioritise and
focus on
Seek feedback from other
Ministers to address
interdependencies
21
National Level:
The Malaysian National
Transformation program
22
Our National Transformation Programme
22
Government
Transformation
Programme (GTP)
Economic Transformation
Programme (ETP)
6 Strategic Reform Initiatives
(SRIs)
12 National Key Economic Areas
(NKEAs)7 National Key Results Areas
(NKRAs)
Reducing
crime
Fighting
corruption
Assuring quality
education
Raising living
standards of
low-income
households
Improving
urban public
transport
Improving
rural
development
Addressing
the rising
cost of living
OGE Palm Oil
and Rubber
Financial
Services
Business
Services
Electronics
& Electrical
Wholesale
& Retail
Tourism
Education
Healthcare Communications
Content &
Infrastructure
Agriculture Greater Kuala
Lumpur/ Klang
Valley
Competition
Standards and
Liberalisation
Public
Finance
Reform
Public
Service
Delivery
Narrowing
Disparities
Reducing
Government’s
Role In Business
Human
Capital
Development
Target by
2020 :
USD444 bil92% Private
8% Public
23
National Level:
National Key Result Areas
24
The National Key Result Areas were decided after inputs from
several quarters
SOURCE: Team analysis
Sector
leaders
National
policies &
plans
Rakyat
opinion
Summary of key findings and inputs from various sources – not a recommendation on priorities
National
leaders
PM decision
National Leaders
Cabinet Ministers
Other political
leaders
Sector Leaders
Civil service
Public sector
Corporate sector
Societal / NGO
Citizen’s opinion
Polls (e.g. Merdeka
polls)
Media review and
key journalists
Blogs and other
alternative media
Policy documents
Vision 2020
9th Malaysia Plan
2009 budget
Economic stimulus
packages
Draft New Economic
Model and 10th
Malaysia Plan
25
“What is the most important issue or problem in the country today?” (June 2009)1
Percent
2006 2007 2008
Merdeka polls: Results from electorate surveys
1 National electorate surveys conducted between Dec 2008 and Jun 2009 (n = 1,018)
2 Includes “lack of unity among Malaysians”, “racial inequality”, “worsening ethnic relations” and the “need for Malay empowerment/unity”
3 Includes “political instability” and “quality of politicians”
SOURCE: Merdeka Centre
FSJA M A MJM JDOSAJM
Economy
Race2
Crime
Corruption
Politics3
N JD F M DO A O N J A J N MJ F
2009
MERDEKA POLLS
First indication of a
global economic
crisis
0
10
20
30
40
50
60
26
Newspapers: Leading Malay, English and Chinese dailies
Jan
08
Feb
08
Mar
08
Apr
08
May
08
Jun
08
Jul
08
Aug
08
Sep
08
Oct
08
Nov
08
Dec
08
Jan
09
Feb
09
Mar
09
Apr
09
May
09
1 Based on search covering the New Straits Times, Utusan, Berita Harian, Sin Chew Jit Poh and Nanyang Siang Pau
SOURCE: Factiva
NON EXHAUSTIVE
n = 24,743 articles
Number of articles on specific issues from Jan 2008 to May 20091
Number of news articles
Crime
(black)
Education
(red)
Economy
(green)
Transport
(yellow)
Energy
(blue)
Corruption
(purple)
0
250
500
750
1,000
27
Cabinet members were polled via a survey: Which amongst the following areas should become PM-led National KRAs?
You are given 10 votes to distribute amongst the following KRAs. You are free to
allocate more votes in areas which are of high priority. However please ensure
that the total number of your votes sum to 10
Please note that
your votes should
add up to 10
Others (please specify)
Improving public safety (e.g. snatch thefts)
Reducing corruption
Reviewing transparency laws
(e.g. ISA, OSA)
Security and Law
Strengthening national unity
Social
Reforming education to improve outcomes
(primary, secondary and higher education)
Eradicating urban and rural poverty and
support all underprivileged
Improving outcomes in health
Sector Development
Improving public transportation
(e.g. bus, LRT, taxis)
Enhancing the telecommunications
sector (e.g. broadband)
Economic Development
Creating jobs and reducing
unemployment
Developing a thriving and
innovative SME base
Developing the Economic
Corridors
Restructuring the automotive
sector
Attracting FDI
Ensuring secure, sustainable and
affordable energy and power supply
Government Delivery
Reforming local municipal
delivery and productivity (e.g.
waste)
Revamping broader national public
sector delivery and productivity
Strengthening the judiciary
Reducing social ills (e.g. Illegal racing)
Improving housing quality & affordabilityOther sectors (please specify)
Increasing household income
Name (Optional) :
28
In summary, multiple surveys were used to evaluate priority areas
for the people
Sources Crime Education Corruption Unity Economy Transport
Political
Stability Energy
Public
Perception
Survey
(Sept ’08)
Media
Analysis
(May ’09)
Merdeka
Polls
(June ’09)
Cabinet
Polls
(July ’09)
29
So, we decided to focus on 7 NKRAs under the GTP based on
what the people want
Fighting
Corruption
Reducing
PovertyReducing
Crime
Enhancing
Education
Improving
Rural Basic
Infrastructure
Urban
Public
Transport
1 2 3
4 5 6+
7Cost of
Living
30
National Level:
National Key Economic
Areas
31
Methodology on the selection of NKEAs
Step 1 Step 2 Step 3
Formula
Sector’s
current
income
Growth
Rates
(CAGR)
Sector’s new
projected
income
X =
1. Take all sectors individual
contribution GNI
2. Rank them by order of
contribution
3. Establish Malaysia’s
historical growth per
sector
4. Establish international
benchmarks (historical &
projections / forecasts)
5. Determine Malaysia’s
projection based on (3) &
(4) above
6. Rank all sectors by order
of contribution
7. Select the sectors that
contribute (~50% of the
GNI)
32
In 2010, a 1,000 Person Workshop was conducted to determine
the 12 National Key Economic Areas
1,000+ movers and shakers (CEO & top leaders) from
200+ MNCs, GLCs, SMEs & Ministries & Govt agencies
33
This is how we chose the NKEAs
Step 1: Starting list of sectors
GNI per capita
USD (2008 prices)Sectors
Projected 2020
GNI contribution3
GNI per capita
USD (2020 prices)
804
144
340
215
459
288
335
194
356
775
373
528
401
423
647
405
916
1,099
1,435
1,034
1,527
2,782
Step 2: Malaysia
growth potential
CAGR2
(Percent, 2008 - 2020)
3.8%
6.3%
3.7%
6.0%
2.8%
8.0%
2.0%
6.4%
3.4%
3.2%
5.7%
2.9%
9.5%
3.4%
4.5%
3.5%
2.2%
8.0%
3.1%
8.3%
5.0%
357
77
105
119
147
175
176
91
189
210
210
217
217
224
245
252
349
504
595
532
588
Real estate
Rice paddy and food crops
Others
Transport and storage
Utilities
Health services and products1
Livestock and fisheries
Food processing
Construction
Business services (incl IT & BPO)
Metal products & heavy equipment
Telecommunications
Rubber and plastic products
Forestry and related products
Education
Automotive and assembly
Tourism
Wholesale and retail
Palm oil and related products
Electrical and electronics
Financial services (incl Islamic)
Oil & gas and petroleum products 1,421
3.2%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
X =
1
2
3
4
5
6
7
8
9
10
34
Finally, 12 National Key Economic Areas (NKEA) were
selected and announced in May 2010
Comms
Content &
Infra
11 Economic
Sectors
+
Greater
Kuala Lumpur
Wholesale
& Retail
Oil, Gas &
Energy
Palm Oil
Healthcare
Financial
Services
Greater
KL/Klang
Valley
Agriculture
Tourism
Education
Electrical
& Electronics
Business
Services
35
SRIs provide the enablers for Malaysia to be competitive
37Grouped In SIX
Clusters ForExecution
14With Natural HomesWithin The NKEAs /
NKRAs51Policy
Measures
Competition,
Standards and
Liberalisation
Public Service
Delivery
Human Capital
Development
Public Finance
Government’s
Role in Business
Narrowing
Disparities
1 2
3 4
5 6
36
Our National Transformation Programme
36
Government
Transformation
Programme (GTP)
Economic Transformation
Programme (ETP)
6 Strategic Reform Initiatives
(SRIs)
12 National Key Economic Areas
(NKEAs)7 National Key Results Areas
(NKRAs)
Reducing
crime
Fighting
corruption
Assuring quality
education
Raising living
standards of
low-income
households
Improving
urban public
transport
Improving
rural
development
Addressing
the rising
cost of living
OGE Palm Oil
and Rubber
Financial
Services
Business
Services
Electronics
& Electrical
Wholesale
& Retail
Tourism
Education
Healthcare Communications
Content &
Infrastructure
Agriculture Greater Kuala
Lumpur/ Klang
Valley
Competition
Standards and
Liberalisation
Public
Finance
Reform
Public
Service
Delivery
Narrowing
Disparities
Reducing
Government’s
Role In Business
Human
Capital
Development
Target by
2020 :
USD444 bil92% Private
8% Public
37
Recap : The importance of prioritisation
“Professional football
players live, breath and
eat football”
Scope Creep!
“Everyone
wants
everything” iPod generations
“Success in 1 programme is a safety
net to the next programme”
1. Limited Resources 2. Need for FOCUS
3. Avoid boiling the ocean 4. Prove success first
time
money people
38
Initiative Level:
(Example for reducing crime in Malaysia)
39
Malaysia has seen a rise in reported violent crimes in the last 3 years
(before GTP was introduced)
Violent
crimes
Property
theft
2008
211,645
2007
209,582
2006
196,780
2009
209,825
▪ Theft
▪ Snatch theft
▪ Motorcycle theft
▪ Car theft
▪ Van/lorry/heavy machinery theft
▪ Break-ins
Property Crime
▪ Robberies without firearms
▪ Gang robberies without firearms
▪ Robberies with firearms
▪ Gang robberies with firearms
▪ Assault
▪ Rape
▪ Murder
Violent Crime
40
We can’t solve every single type of crime...
We have to pick and focus on the one that MATTER MOST!
1 Vehicle theft - Highest Crime Occurrences
30.5
10.1
2.117.9
18.2
19.02.2
Motorcycle
theft
Car theft
House break-
in
Van, Lorry
theft
Snatch theft
Theft
Violent
Crime
Percentage 100%=119,376 cases
Vehicle theft
42.7%
2Street Crime - Highest Impact on
Public
SOURCE: PDRM, press search, interviews, www.thenutgraph.com
Subang Jaya: 37-yr old pregnant woman chases off armed robber
Vehicle theft results in losses of RM 896.2 mil per annum
“Street crime is high…why is someone not doing something about it?” – The Nut Graph, 12/09/08
“People don’t get so
upset about motorbike
theft. Snatch theft and
robberies, these
‘traumatic crimes,’
increase the fear that
they or their family
could get hurt”
– Senior police officer
41
The Crime Lab has recommended 55 initiatives for implementation
REDUCING
CRIME
NKRA
NKPIs Recommended Initiatives
10 ▪ Reactivate & expand existing Safe
Cities Programme
▪ Improvement of Rehabilitation
Programme
▪ Develop After-Release Programme
▪ Triage system to screen drug addicts
▪ Focused Rehab Centres
Outsource rehab and resettlement to NGOs (PusPEN &
Halfway Houses)
Strengthen controls over import and distribution of
psychotropic substances
▪ Special taskforce to “round-up” non-compliant OKP
▪ AADK as the single agency to supervise and monitor
OKP
▪ Amend Drug Dependants Act 1983 on non-compliance
1.2 Reduce street crime
20% reduction by Dec 2010
(stretch target 25% by Jun
2010)
12 ▪ High Profile Policing
▪ Stop n Talk
▪ Refine & expand “Feet on Street”
▪ SRS
▪ Rakan COP
▪ Crime Free Day
▪ 1House 1Volunteer
▪ Crime Awareness Team (CAT)
▪ Skuad Muda RELA
▪ Media as partners in crime prevention
▪ “Fight Crime Facebook”
▪ Fear of Crime Survey
2.1 Reduce fear of becoming a
victim of crime
Reduction in percentage of
people who fear becoming a
victim of crime (baseline
pending)
10 ▪ Reduce IO:IP Ratio
▪ Standard Operating Manual for Violent
Crimes
▪ Collaboration with AG during
investigation
▪ Accelerate bill on CPC amendments
▪ Specialised DPPs for trials & IPs
▪ Blitz Squad
▪ Additional Courts
▪ Expand court recording and transcribing (CRT) system
▪ Witness Management
▪ End-to-end Case Tracking Tool
3.1 Increase violent crime
offenders brought to justice
3,500 more violent crime
offenders brought to justice
by end-2012
13
▪ 999 Caller Tracking
▪ First Response via Motorbike
▪ Triage, counselling at police stations
▪ Lodge report to police on patrol
(POL55)
▪ 1-Reporting
▪ Fast track integration of PRS and
CARS
▪ CID teams at selected balai with focus on CID work
▪ Increase proportion of trained personnel working in CID
▪ Accelerate civilianisation of PDRM
▪ Supplement existing workforce with Auxilliary Police
▪ Increase well-being of PDRM personnel
▪ Big League Tables
▪ Public Satisfaction Survey
3.2 Increase public satisfaction
on police performance
Increased public satisfaction
with the police (baseline
pending)
▪ Motorcycle theft stakeout
▪ Motorcycle Security Features
▪ House Break-in stakeout
▪ House Security Features
▪ Car Theft Stakeout
▪ Car Security Features
10 ▪ Proportional Insurance Premium
▪ Strict enforcement on illegal workshops
▪ Increase availability and usage of mobile access devices
▪ Establish National Crime Reduction Council
1.1 Reduce overall Index Crime
Minimum 5% reduction in
overall index crime by Dec
2010 (stretch target 15% by
Dec 2010)
42
Agenda
• Why Prioritise
• How to Prioritise
• Case Study 1: Prioritisation at National Level
• Case Study 2: Prioritisation at Initiative Level
• Case Study 3: Prioritisation at Activity Level
43
Activity Level:
(Example for ‘Omnipresence’)
44
The NKRA approach to Crime Fighting adopts a hotspot-based
deployment of Police for Patrolling
Pre-NKRA
• 1 Contingent, 5
Districts
• 22 Balai’s (Stations)
• 501 Sectors
• 2,892 police officers
deployed for street
patrolling
• 1 Contingent, 5
Districts
• 22 Balai’s (Stations)
• 11 hotspots, eg
Pudu, Bukit Bintang
• 2,892 police officers
deployed to patrol at
hotspots
NKRA Approach
The Kuala Lumpur Story
5.8 police officers
assigned to patrol Bukit
Bintang every day
262.9 police officers
assigned to patrol Bukit
Bintang every day
1
45
Large scale mobilisation of uniformed personnel to fight crime
based on hotspots, in three (3) waves2
From Non-hotspots
to Hotspots
From Back-Office
to Front-line
From the Jungle
to the City
14,222 7,402 8,140
▪ 14,222 officers deployed
to 50 crime hotspot area
–KL: 2,892
–Selangor: 5,223
–Johor: 3,366
–Penang: 2,741
▪ 7,402 personnel
reassigned from back-
office to front-line
▪ 4,013 civil servants
transfer to Police
Departments’ back-
offices
▪ 8,140 PGA (Jungle Police)
deployed to fight crime in
hotspots on rotation
–Each rotation with Kuala
Lumpur (1,000), Selangor
(1,000), Johor (1,000), and
Penang (1,000)
+ + = 29,764
46
15% drop in
Index CrimeIn 1st-year implementation
-15%-32,305
35% drop in
Street CrimeIn 1st-year implementation
(Results : January – December 2010)
Our results
209,825177,520
112,354
Jan-Dec 2009 Jan-Dec 2010 Jan-Dec 2016
38,037
24,83722,326
Jan-Dec 2009 Jan-Dec 2010 Jan-Dec 2016
-65,166 -36%
-35%-13,200
-2,511-10%
47
KUALA LUMPUR SELANGOR
JOHOR PULAU PINANG
Reduction in Index Crime by hotspot state
January to December
2009 2010 2016
-50.6%12,379
9,7556,116
-37.3%
-21.2%
2009 2010 2016
-31.7%
18,952
16,145 12,941
-19.8%
-14.8%
2009 2010 2016
-34.2%
25,81221,277
16,989
-17.6%
-20%
2009 2010 2016
41,015
36,914
31,222
-23.8%
-10%
-15.4%
48
KUALA LUMPUR SELANGOR
JOHOR PULAU PINANG
January to December
2009 2010 2016
-49.1%
8,389
4,995 4,270
-40.5%
-14.5%
2009 2010 2016
8,284
4,869 5,916
-28.6%
-41.2%
+17.6%
2009 2010 2016
-56.5%
1,8911,502
821
-45.2%
-20.6%
2009 2010 2016
-56.5%
4,133
2,523 1,799
-28.7%
-39.0%
Reduction in Street Crime by hotspot state
Thank You
Level 4 Block A Lot E, Platinum Sentral, Jalan Stesen Sentral, 50470 Kuala Lumpur, Malaysia