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 |
| Language: | English en_US |
| Published: |
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 |
| Summary: | 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. |
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