Transcript I Perintis Presentation

KANDUNGANOF
TAKLIMAT
OUTLINE
PRESENTATION
1.
Strategic Effectiveness
2.
Operational Efficiency
3.
Best Practices
4.
Organizational Growth
5.
Way Forward
STRATEGIC
EFFECTIVENESS
KANDUNGAN
TAKLIMAT
1.1
STRATEGIC
FOCUS
•
Corporate Strategy (VBM)
•
SBU Strategy (VBM)
•
Functional Strategy (VM)

Financial

Human Resource

Technology (ILT)
KANDUNGAN TAKLIMAT
FEATURES
CORPORATE STRATEGY
Scope Of Public Finance Management & Role Of Ministries Of Finance
General Government & Rest of Public Sector
Crisis …
Macroeconomy
Real exchange rates
Real wages Interest
rates Price Levels
External
Audit
Budget constraint & absorptive capacity
Appropriation
Deficit
Political economy
Legislature
Structural & Regulatory
Budget Preparation & Execution
Allocation
Decentralization
Financing
Borrowing
Expenditure
Control
Revenue
Accounts
Systems
Grants
Expenditure
Control
Natural
Resources
Expenditure
Planning
Budget
Formats
Laws &
regulations
relating to
finance
Insurance
‘Non-budget’
Expenditures
Allocation
Techniques
Regulations
of financial
sector
Banking
Treasury System
Debt
management
Revenue
Structure
Taxation &
tax structure
Investment Income
Non-tax
Costing
Cash
management
Financial
Reporting
Multi-year
plans
ExtraTax
budgetary
Expenditures
expenditures
Quasi Fiscal
Activities
Contingent
liabilities
Capital markets/
supervision/
securities regulation
Budget
Law
Audit
Law
Other laws
User Charges
Rest of the world
Integration
Harmonization
Capital flows
Rights & other treaties
Output
Program
Performance
Allocation
formulae
Indicators & Targets
Performance Structure
Accrual
Double
Entry
Budget Structure
Charts of Accounts
Everything is related to everything else
Revenue & expenditure
determinants: fiscal
architecture
KANDUNGAN TAKLIMAT
STAKEHOLDER
MANAGEMENT
(i) StakeholderPortfolio
Identify and Develop
Stakeholder Portfolio in
the Context of the
Organization
External Stakeholders
comprise of Intermediate
Beneficiaries and Direct
Clients
Internal Stakeholders
comprise of the Leaders
and the Employees
entrusted to achieve the
Organizational Goals
KANDUNGAN TAKLIMAT
STAKEHOLDER
MANAGEMENT
ii) Stakeholder Relationship Planning
Relationship
with the
Stakeholders
need to be
identified
Establish the
Relationship
Structure and the
Mechanism for twoway communication
Ensure Quality
Feedback on Agency
Performance is
obtained from the
Stakeholders
Stakeholder
Engagement
in the
Management
of the
Oganization
KANDUNGAN SCORECARD
TAKLIMAT
BALANCE
BALANCE
SCORECARD
Business
Process
Financial
Customer
Focus
Learning
Organization
KANDUNGAN KPI
TAKLIMAT
STRATEGIC
(PDRM)
Sub-KRA
Reduce overall
reported index crime
with a
focus on street crime
Improve public
perception of safety,
especially through
volunteerism
Improve performance
of enforcement
agencies
KPIs
2010 target
1.1 Percentage reduction in overall reported
index crime
▪
5% reduction
1.2 Percentage reduction in reported snatch
theft and robberies
▪
20% reduction
2.1 Percentage of people who fear becoming a
victim of crime
3.1 Total violent crime offenders successfully
brought to justice (i.e., convicted and
sentenced)
3.2 Public satisfaction on police "customer
service" elements (e.g waiting time, response
time)
▪
Work in progress
▪
Additional 1,000
convictions
▪
Work in progress
KANDUNGAN TAKLIMAT
FUNCTIONAL
STRATEGY : HRM
Prof. Ulrich
Strategic Partner
Change Agent
Administration
Expert
Employee
Champion
FUNCTIONAL
STRATEGY: FINANCIAL
KANDUNGAN TAKLIMAT
ENTERPRISE RESOURCE PLANNING
KPI 1
KPI 2
Prudent
Expenditure
Obtimum Resource
Utilization
KPI 3
KPI 4
 KPI 5
 KPI 6
 KPI 7
 PR 8
Enhance Quality
of Work
Processes
: Performance of Operating Budget
: Performance of Development
Budget
: Reduction of Overtime Claims
: Reduction in Travelling Claim
: Reduction in Utilities Expenditure
: Reduction in Maintenance Cost
: Performnce of 1 % Emolment for
Staff Training
: Reduction in the quantum of OE
Virement
KPPA
(CEO)
Director of Admin Services
 KPI 9
: Reduction in Payment
Voucher Preparation
(9 days)
 KPI 10 : Reduction in Bill
Payment (14 days)
Director of Admin Services
FUNCTIONAL
STRATEGY: TECHNOLOGY (ICT)
KANDUNGAN TAKLIMAT
(e-ENHANCEMENT OF FINANCIAL PROCESS)
 ROI of ICT Investments
 Reduce Manpower
 Increased Efficiency (cost and time)
e-Government
eServices
(JPJ)
e-Procurement
e-Payment
e-Bidding
Telemedicine
e-Applications
KANDUNGAN
TAKLIMAT
THE
JAPANESE
CORPORATE STRATEGY
National
Level
Company
Level
Long term
welfare of
employees
Robotic
OPERATIONAL
EFFICIENCY
KANDUNGAN
TAKLIMAT
2.1
BUDGET
(IRBM)
Input
Process
Output
Result Based Planning Framework
Result Based Budgeting
Result Based M & E
Result Based MIS
Outcomes
KANDUNGAN
TAKLIMAT
2.2
OBA CHART
Integrated
Development
Planning
Result Based
Budgeting
IRBM
Personnel
Performance
Monitoring &
Evaluation
Management
Information
System
1
Systematic & structured approach to dev’t
planning with full vertical-horizontal integration &
focus on program outcomes & impact
2
Provides an integrated Outcome-Based Program
Budgeting system for planning & management
of financial resources to turn policies into reality
3
Ensures personnel performance at every level is
linked systematically with substantive program
performance
4
Mandates structured monitoring and evaluation to
support systematic program performance
management
5
Provides critical information to support informed
decision making for program improvement and
adjustments to strategies & policies
KANDUNGAN
2.3
VALUE TAKLIMAT
DRIVERS
HRM (Productivity)
Development
Expenditure
(Projects)
Operating
Expenditure
(Procurement)
ROI of ICT Projects
ROI of R&D
Projects
KANDUNGAN
2.4
VALUE TAKLIMAT
MANAGEMENT
Program
Appropriateness
Program
economy
VALUE
MANAGEMENT
Program Effectiveness
Program
Efficiency
2.4.1
PROGRAM APPROPRIATENESS (Do It the
KANDUNGAN TAKLIMAT
Right Way)
 Reflect the Client Groups need/problem?
 Are program objectives still relevant?
 How is the exhibiting program meeting the
objectives?
 Example : Doble Cropping Program
(Infrastructure/Mechanisation)
2.4.2
PROGRAM EFFICIENCY (Doing the Thing
KANDUNGAN TAKLIMAT
Right)
 What is the cost of an output unit?
 Cost – Benefit Ratio Status
 How efficient is the program delivery? Any
complaints? Why? What?
 Are there better and cheaper way of doing
things?
 Example : Online Renewal of Road Tax
2.4.3
PROGRAM EFFECTIVENESS (achievement
KANDUNGAN TAKLIMAT
of Objectives)
 Did program achieving stated objectives and
desired results?
 What are the programs unintended
consequences?
 Example : University education and Employability of Graduates
KANDUNGAN
TAKLIMAT
2.4.4
PROGRAM
ECONOMY (Value For Money)
 Is there any wastage of resource?
 Where is the wastage?
 Are the resources optimized?
 How can the wastage be minimized?
 Does the wastage have any effect on the
activity results?
 Example : The Case of Building Prison (Value Engineering)
BEST PRACTICES
IN FINANCIAL MANAGEMENT
KANDUNGAN
TAKLIMAT
BEST
PRACTICES
Internal
Control
Internal
Audit
Risk
Management
Dashboard & Alert
System with drill down
capabilities
KANDUNGAN TAKLIMAT
INTERNAL
AUDIT
Internal Audit
Strategy
Internal Audit
Risk-Based
Annual Plan
Internal Audit
Engagement
Plan
Follow up
Internal Audit
Engagement
Report
Executing
The Audit
Head of
Internal Audit
Report
KANDUNGAN TAKLIMAT
INTERNAL
CONTROL
En
t
n
me
en
sm
es
on
vir
t
&
tion s
rma atio
Info munic
m
Co
ol
ss
kA
Ris
ntr
Co
g
ito
rin
Mo
n
Ac Con
tiv tro
itie l
s(
S)
Ac Con
tiv tro
itie l
s(
G)
PROCESSES
O
O
B
B
JJ
EE
C
C
TT
II
VV
EE
SS
GOOD
GOVERNANCE
Appropriateness,
Effectiveness,
Efficiency &
Economy of
Operations
Reliability of
Internal &
External
Reporting
Compliance with
Laws,
Regulations &
Policies
KANDUNGAN
TAKLIMAT
RISK
MANAGEMENT
Risks identified &
assessed
What you can do with each risk?
Transfer
Avoid
Reduce
Accept
Pass on the risk to
another party
Withdraw from the
activity
Mitigate the impact of
risk
Accept the
consequence of risk
How to do that?
Insure/share




Take up insurance
Share (JV, partnership)
Contract out
Diversify/spread
Terminate
 Cease activity
 Divest
 Change or recalibrate
objectives
 Do it another way
Take
Control
 Heighten controls
 Increase supervision
 Enhance work
processes
 Impose limitation





Finance the loss
Build in contingencies
Develop recovery plans
Fall-back arrangements
Charge premium price
ORGANISATIONAL GROWTH
KANDUNGAN TAKLIMAT
ORGANISATIONAL
GROWTH
 10 – 30% new blood
 30% unrelated activity
 Tacit K-Management
 Employer of Choice
 Creating Employability
 Voluntary Separation Scheme
 Context Management (Jack Welch)
 Engage the Young Workforce
2010 Government Mantra -
Year of Creativity and Innovation
Speed of Decision Making and Execution
KANDUNGAN
TAKLIMAT
HR
PERFORMANCE
APPRAISAL
• Fair and equitable evaluation
• Linking evaluation to program performance
• Reward and Punishment System
<95%
93% – 94%
90% – 92%
87% – 89%
84% – 85%
80% - 83%
KANDUNGAN TAKLIMAT
CONCLUSION
Change Management
I-Worker and Learning
Organization
Stakeholder
Management
Delighting the
Employee
Engagement (Take
care of the employee
and the will take care
of the customer)
Inculcating Value
Creating Mindset
‘Individual’
Corporation
Pride in work and
organization
KANDUNGAN TAKLIMAT