Unformatted text preview: s is an important step for ensuring accountability, it is not sufficient. The size and scale of our transformation programme requires that each of the 131 EPPs has clear ownership responsibility, each of the 12 NKEA areas has robust governance structures in place for
accountability and that the entire programme has active monitoring and progress reporting.
While specific governance details may differ slightly across NKEAs, there are common structural elements. In this section we describe the common elements that will bring about timely EPP delivery, namely single
point accountability and governance structure. Economic Transformation Programme 117
A Roadmap For Malaysia Ensuring Single Point Accountability for Each EPP
To support rapid and transparent delivery, we will ensure that:
• Every EPP will be led by the most natural owner in the private sector, except in a few cases
where public sector ownership is more appropriate
As mentioned earlier in this chapter, many of the EPP owners listed in this roadmap will serve as initial
caretakers who will oversee the process of transparently selecting private sector owners, assigning detailed
milestones and administering funding. The ultimate responsibility for most EPPs will rest with private sector
managers who will lead implementation efforts on the ground;
• Various Government agencies will work with the EPP owner to support delivery Before the funding and implementation of any EPP begins, the project owner will submit a detailed list of the relevant parties to the Steering Committee, detailing their roles in the process and their degree of involvement. We will utilise the RASCI1 framework to ensure that every person involved with the execution
of an EPP and enabler is assigned one or more roles, as shown in Exhibit 4-1; and
• Each EPP owner will be held accountable for meeting the milestones and key performance
indicators and Lead Ministers are responsible for overall NKEA performance Detailed milestones will be developed and agreed upon at the Steering Committee level prior to the Ministry of Finance disbursement of any EPP funding (see detail in next section). Reaching these milestones according to agreed-upon timelines is the responsibility of the individual EPP owner, who regularly
communicates with an assigned member of the ETP Unit to raise any challenges in implementation faced
and request swift resolution. The Lead Minister is accountable for the overall GNI and job targets in their
respective NKEA, which requires performance across all EPPs. The expected outcomes will be translated into
KPIs for each of the Ministers. Common Governance Structures across NKEAs to Ensure Accountability
While there will be small variations in governance structures across NKEAs, the governance mechanism for
EPPs and NKEAs is common across all sectors.
EPP owners will be accountable for execution and delivery. Owners will be primarily private sector leaders at the senior executive level who have significant involvement and committed ownership of the EPP.
Steering Committees oversee the success of overall GNI and job creation targets for each NKEA and work with EPP owners to ensure milestones are met. Each Steering Committee is chaired by the relevant Lead Minister, who bears responsibility for meeting these targets. Steering Committees will typically include senior representatives from both t...
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This note was uploaded on 02/24/2014 for the course ACCOUNTING financial taught by Professor Alan during the Spring '14 term at Howard.
- Spring '14