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Driving Performance from the Center: Malaysia’s Experience with PEMANDU

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dc.contributor.authorWorld Bank Group
dc.date.accessioned2017-05-03T22:39:02Z
dc.date.available2017-05-03T22:39:02Z
dc.date.issued2017-04-13
dc.description.abstractMany 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.en
dc.identifierhttp://documents.worldbank.org/curated/en/318041492513503891/Driving-performance-from-the-center-Malaysia-s-experience-with-PEMANDU
dc.identifier.doi10.1596/26495
dc.identifier.urihttps://hdl.handle.net/10986/26495
dc.languageEnglish
dc.language.isoen_US
dc.publisherWorld Bank, Washington, DC
dc.rightsCC BY 3.0 IGO
dc.rights.holderWorld Bank
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo
dc.subjectGOVERMENT
dc.subjectGOVERNANCE
dc.subjectDELIVERY UNITS
dc.subjectPUBLIC SECTOR REFORM
dc.subjectPERFORMANCE MANAGEMENT
dc.subjectVOICE
dc.subjectCORPORATE CULTURE
dc.titleDriving Performance from the Centeren
dc.title.subtitleMalaysia’s Experience with PEMANDUen
dc.typeWorking Paperen
dc.typeDocument de travailfr
dc.typeDocumento de trabajoes
dspace.entity.typePublication
okr.crossref.titleDriving Performance from the Center
okr.date.disclosure2017-04-18
okr.doctypePublications & Research
okr.doctypePublications & Research::Working Paper
okr.docurlhttp://documents.worldbank.org/curated/en/318041492513503891/Driving-performance-from-the-center-Malaysia-s-experience-with-PEMANDU
okr.guid318041492513503891
okr.identifier.doi10.1596/26495
okr.identifier.externaldocumentum090224b084ad32ea_1_0
okr.identifier.internaldocumentum27369108
okr.identifier.report114270
okr.importedtrue
okr.language.supporteden
okr.pdfurlhttp://documents.worldbank.org/curated/en/318041492513503891/pdf/114270-WP-PUBLIC-13-4-2017-13-0-58-WorldBankReportPemanduFAFULLWeb.pdfen
okr.region.administrativeEast Asia and Pacific
okr.region.countryMalaysia
okr.topicPublic Sector Development
okr.topicGovernance::Governance and the Financial Sector
okr.topicGovernance::National Governance
okr.topicGovernance::Youth and Governance
okr.topicSocial Development::Social Analysis
okr.unitGlobal Operations Knowledge Mgt (GOKMU)
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