23-24 November 2016, Hanoi, Vietnam Regional Consultation II on EFGR National Evaluation Policies and Systems in Asia 23-24 November 2016, Hanoi, Vietnam Results Driven Accountability COUNTRY PERPECTIVE: MALAYSIA MOHD SAKERI ABDUL KADIR Deputy Director National Budget Office Ministry of Finance Malaysia

Malaysia’s M&E Policies & Systems Objektif Malaysia’s M&E Policies & Systems NEP is regulated by administrative circulars through development planning and budgetary processes Summative evaluations are mandatory once in 5 years Project evaluation (ICU): Conducted by agencies and periodic reports on progress, input utilization, gaps analysis and implementation issues Program evaluation (MOF): Done either by internal evaluation teams (Internalised Self-Evaluation - ISE) or by external parties, i.e IHLs & RIs. Adoption of the IRBM system should help further improve government’s development results across all priority areas within the medium term development framework An integrated M&E system across govt. which cascades down from national to implementation levels is being developed -- OBB system 2 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia

Malaysia’s Budgetary Reform Initiatives Objektif Malaysia’s Budgetary Reform Initiatives Trad. PPBS MBS OBB Integrated Approach (2013 to date) Accountability, Flexibility & Delegation (1990-2013) Programmes & Performance (1969-1990) Whole-of- govt. approach covering processes of complete cycle from planning to results Integrated strategic results framework Vertical and horizontal alignments Performance monitoring and reporting Evaluation Detailed Controls & Discipline (1957-1969) Disaggregated budget Budget ceilings Programme Agreements Performance monitoring Exceptions reporting Evaluation Programme performance Programme- Activities struc. Performance indicators Evaluation Incremental line item budgeting 3 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia

Manifestation of Evaluation in Malaysia’s Development Agenda 1. Demand side: Done on ad-hoc basis – however, managers must see evaluation as strategic reviews (PER, M&E etc) 2. Supply side: Need continuous capacity building and trainings, 3. Infrastructure: Ensure the framework/system yields the right type of data that can link the results chain and establish causality Evaluation results are useful for: Balance decision-making in planning, budgeting and resource appropriation processes -- strategy, financial, economics & social Making adjustment and improvement in program development using new knowledge and alternative approaches Institutional learning and management tool to improve program implementation -- lessons learnt, what works & what does not 4 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia

Challenges in Promoting EFGR Evaluation in Malaysia Sees EFGR as a cross-cutting issue, identified as part of the 12 cross- cutting issue areas(1) under the IRBM system – i.e. Women & development EFGR issue cuts across many priority areas and needs concerted and coordinated interventions Gender represents as a group of clients and is given focus/ priority where required in that particular program. When articulating our program theory using the ProLL model, we look through the lens of the client and stakeholder needs and problems. Still many issues need to be addressed, among others: Understanding the concept of EFGR and how it relates to national agendas and down to implementation level Establishing clear link between Malaysia’s outcome based approach using IRBM to addressing the EFGR issues Strengthening the roles and capacities of ministries 5 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia (1) © 2007 Arunaselam Rasappan, "Fundamentals of Integrated Results Based Management System", Working Paper, CeDRE International, Malaysia" dr aru

IRBM: Implementation Structure for Public Sector Parliament/ Cabinet Ministers Budget/performance reporting National Development Planning Committee (NDPC) Sec. Gen. & HOD Meeting National OBB Steering Committee (NOSC) Performance reporting Programme Rationalisation Committee (PRC) Central Performance Management Committee (CPMC) Policy, implementation & improvement on OBB Budget screening/ performance reporting Programme Rationalisation/ new activities creation Planning for Outcome Budgeting for Outcome Programme Implementation Monitoring & Evaluation Performance Reporting/ Policy Formulation Ministry OBB Implementation Committee (MOIC) Programme Performance Management Committee (PPMC) ISE: Programme evaluation carried out by respective agencies Activity Performance Management Committee (APMC) 6 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia

Objektif Way Forward Close collaboration with external parties -- UNICEF, ADB, WB, IMF, MES -- to share experiences and promote the evaluation agenda Establish systematic M&E Framework -- i.e. for Public Sector Comprehensive and systematic e-enabled MIS -- MyResults Integrated public sector performance management RF & performance info -- Program objectives, outcome, output generation, resources utilisation, activity completion etc – for evaluation Standard data framework structures for M&E – to conduct ISE The whole-of-government approach and the IRBM principles under OBB supported by structured M&E framework will contribute to the continuous improvement in the public services performance. All parties have roles in promoting the evaluation agenda -- public sector, private sector and volunteer organization of professional evaluation (VOPE) 7 Mohd Sakeri Abdul Kadir National Budget Office, Malaysia

Regional Consultation II on EFGR National Evaluation Policies and Systems in Asia 23-24 November 2016, Hanoi, Vietnam TERIMA KASIH THANK YOU MOHD SAKERI ABDUL KADIR Deputy Director National Budget Office Ministry of Finance Malaysia