Driving Performance from the Center : Malaysia’s Experience with PEMANDU
Many governments have introduced delivery units (DUs) to tackle pressing implementation challenges, deliver on key political priorities, and better respond to citizen needs. Malaysia introduced the Performance Management and Delivery Unit (PEMANDU)...
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| Format: | Working Paper |
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World Bank, Washington, DC
2017
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| Online Access: | http://documents.worldbank.org/curated/en/318041492513503891/Driving-performance-from-the-center-Malaysia-s-experience-with-PEMANDU http://hdl.handle.net/10986/26495 |
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okr-10986-264952021-05-25T08:59:44Z Driving Performance from the Center : Malaysia’s Experience with PEMANDU World Bank Group GOVERMENT GOVERNANCE DELIVERY UNITS PUBLIC SECTOR REFORM PERFORMANCE MANAGEMENT VOICE CORPORATE CULTURE Many governments have introduced delivery units (DUs) to tackle pressing implementation challenges, deliver on key political priorities, and better respond to citizen needs. Malaysia introduced the Performance Management and Delivery Unit (PEMANDU) in 2009. Since its inception, PEMANDU helped design and then facilitated the implementation of the National Transformation Program (NTP), a set of high-level strategic priorities of the government broken down into concrete interventions. NTP has been implemented by ministries, departments, and agencies (MDAs), while PEMANDU helped track, monitor, and de-bottleneck the process. PEMANDU became the largest and one of the most prominent DUs in the world, with many countries looking to learn from its experience. Malaysia’s experience with PEMANDU is best understood in the context of the country’s broader development journey and public sector performance culture. Malaysia’s public sector development, which pre-dates PEMANDU, has created an enabling environment that set the stage for PEMANDU. Since the country’s independence in 1957, Malaysia’s public sector focused on solving development challenges facing the newly-independent country, including providing services to eradicate poverty and build up infrastructure to enable the diversified growth of its economy. The focus has been on results from the very beginning. This performance orientation created elements of a performance culture. As the public sector developed, it also gave rise to an institutional ecosystem for performance management. These elements provided the foundations on which PEMANDU could build. 2017-05-03T22:39:02Z 2017-05-03T22:39:02Z 2017-04-13 Working Paper http://documents.worldbank.org/curated/en/318041492513503891/Driving-performance-from-the-center-Malaysia-s-experience-with-PEMANDU http://hdl.handle.net/10986/26495 English en_US CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Working Paper East Asia and Pacific Malaysia |
| repository_type |
Digital Repository |
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Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
GOVERMENT GOVERNANCE DELIVERY UNITS PUBLIC SECTOR REFORM PERFORMANCE MANAGEMENT VOICE CORPORATE CULTURE |
| spellingShingle |
GOVERMENT GOVERNANCE DELIVERY UNITS PUBLIC SECTOR REFORM PERFORMANCE MANAGEMENT VOICE CORPORATE CULTURE World Bank Group Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| geographic_facet |
East Asia and Pacific Malaysia |
| description |
Many governments have introduced
delivery units (DUs) to tackle pressing implementation
challenges, deliver on key political priorities, and better
respond to citizen needs. Malaysia introduced the
Performance Management and Delivery Unit (PEMANDU) in 2009.
Since its inception, PEMANDU helped design and then
facilitated the implementation of the National
Transformation Program (NTP), a set of high-level strategic
priorities of the government broken down into concrete
interventions. NTP has been implemented by ministries,
departments, and agencies (MDAs), while PEMANDU helped
track, monitor, and de-bottleneck the process. PEMANDU
became the largest and one of the most prominent DUs in the
world, with many countries looking to learn from its
experience. Malaysia’s experience with PEMANDU is best
understood in the context of the country’s broader
development journey and public sector performance culture.
Malaysia’s public sector development, which pre-dates
PEMANDU, has created an enabling environment that set the
stage for PEMANDU. Since the country’s independence in 1957,
Malaysia’s public sector focused on solving development
challenges facing the newly-independent country, including
providing services to eradicate poverty and build up
infrastructure to enable the diversified growth of its
economy. The focus has been on results from the very
beginning. This performance orientation created elements of
a performance culture. As the public sector developed, it
also gave rise to an institutional ecosystem for performance
management. These elements provided the foundations on which
PEMANDU could build. |
| format |
Working Paper |
| author |
World Bank Group |
| author_facet |
World Bank Group |
| author_sort |
World Bank Group |
| title |
Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| title_short |
Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| title_full |
Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| title_fullStr |
Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| title_full_unstemmed |
Driving Performance from the Center : Malaysia’s Experience with PEMANDU |
| title_sort |
driving performance from the center : malaysia’s experience with pemandu |
| publisher |
World Bank, Washington, DC |
| publishDate |
2017 |
| url |
http://documents.worldbank.org/curated/en/318041492513503891/Driving-performance-from-the-center-Malaysia-s-experience-with-PEMANDU http://hdl.handle.net/10986/26495 |
| _version_ |
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