Integrated Performance Management System (IPMS)
Office of the Prime Minister

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
On 24 May 2010, a political coalition, “The People's Partnership”, formed the Government of the Republic of Trinidad and Tobago (GoRTT). One of the first initiatives undertaken by the Honourable Prime Minister was the evaluation of how Government develops, implements and monitors national policies and programmes. The main findings were that there were no singular, comprehensive or routine/timely reports which would allow the Government and, in particular, the Prime Minister to review the status of projects (on-going or completed) in each Ministry. In addition, this was coupled with the absence of any formal directive governing Ministries and other public sector stakeholders with regards to the development of implementable national policies. Furthermore, the existing policies and or procedures were developed in an ad hoc and flexible manner, with limited formal control mechanisms for policy makers and minimal accountability to the Ministerial oversight authority. Accordingly, this resulted in the absence of any meaningful system to allow a comparative analysis and holistic review of government performance for the development and implementation of national policies and programmes. The Prime Minister had to depend on Cabinet Ministers for the required information and often, the submissions provided were neither comprehensive in nature nor in a standardized format to allow for a comparative analysis between Ministries. These reports that were prepared were voluminous and cumbersome in nature which made it difficult and tedious to ascertain the required intelligence for development, implementation and monitoring of national policy. In this regard, the policies generated were only focused on delivery of outputs and no measurement considered or recommended from the outcomes of the proposed initiatives. In addition, there was no effective measure that existed to monitor the implementation of the Cabinet Minutes which is the collective decisions of the Government which forms national policy. Moreover, all records of Government’s decisions only existed on paper and there was not a central digital repository for policy makers to query or review past decisions. Therefore, it was recommended that within the context of the Government’s strategic plans, a rational and integrated methodology and guidelines be constructed for the development, implementation and monitoring of projects and programmes which would lead to the attainment of national policy.

B. Strategic Approach

 2. What was the solution?
The Government, having identified the above mentioned issues, established the Policy, Strategy and Government Performance Management Division with the core mandate to provide evidence-based strategic and technical guidance for all matters relating to government performance management. One of the first initiatives undertaken by the Division was the development of an Integrated Performance Management System (IPMS). The IPMS provides an innovative and revolutionary information and communications technologies (ICT) platform to allow for strategic planning, budgeting, reporting, performance measurement and organizational alignment in a single interface that policy makers can use to enable better decision making and to maximize the delivery of public sector services while optimizing resources. The system’s online portal utilizes graphical dashboards to disseminate very detailed information on all national projects and programmes (on-going and completed), as well as, other predefined financial and managerial reports for efficient management and delivery of all public sector projects collected undertaken by all Government Ministries and Agencies under a single electronic repository. In this regard, the system allows for the timely delivery and monitoring of budgets using real-time data expenditure records. Additionally, the IPMS facilitates tracking of projects by fiscal year and enables policy makers to fully analyse each project by milestones, beneficiaries, timelines, cost constraints and delays. Therefore, the system now allows the effective monitoring and evaluation of projects through the incorporation of the fundamental tools of project management for all public sector entities. The IPMS has integrated members of the public service within all Ministries, State Agencies and Regional Authorities. The system has aligned the end to end public service value chain through: (i) defining strategic initiatives in form of projects and policies by Cabinet or inter-ministerial decisions; (ii) mapping implementation under supervision of respective members of public service with detailed project management; (iii) measuring real-time performance by direct feedback from citizens surveys; (iv) monitoring of milestones/tasks by performance dashboards interfaces; and (v) further evaluating the final outcome of each project to the interests of the citizens of Trinidad and Tobago. The IPMS is the only overarching system which allows comparative analytics on all projects executed across financial years and allows public service officers to generate over 2000 real time reports through the click of a button to assist in taking logical strategic decisions. In addition, the IPMS has resulted in the facilitation of effective monitoring and evaluating of projects by each entity through the incorporation of tools of project management. Accordingly, the IPMS has resulted in immediate benefits for the management of the Public Service through the creation of a central repository database which then gives end-users the ability to undertake complex evaluation of a project history under various performance criteria. The introduction of this innovative system has provided monumental insight and benefits for the effective monitoring of Government’s overall performance, while maximizing the delivery of public sector services with scarce resources.

 3. How did the initiative solve the problem and improve people’s lives?
The IPMS is a revolutionary and innovative enterprise ICT solution which was designed to integrate, track, manage and report on the performance of all Government Entities. This innovation brings efficiency in policy generation and implementation as it allows greater collaboration between Government entities; and creates a single window to store and retrieve information required to monitor and evaluate national policy. The user interface displays real-time information through customized drill down dashboards and allows decision makers to seamlessly access updated information with no manipulation of data. In addition, the database provides a seamless integration between people, processes and system to measure the outcome with performance parameters. The modular, customizable, adaptable interface and database has revolutionized the processes the Government of Trinidad and Tobago utilizes to strategically plan, implement, monitor and control public sector projects with limited resources. The IPMS has resulted in numerous benefits to be accrued to the management of the Public Service through the central consolidation of project data and information from all Ministries, State Boards and Regional Corporations. In addition, this innovative mechanism has resulted in the ability to review, analyse and forecast trends for policy generation and implementation within the national mandate of accountability, transparency and consultative governance.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The Office of the Prime Minister (OPM), in collaboration with a local consultant, SIE Services Limited, designed and implemented the IPMS. The distinct phases followed by the OPM and SIE Services Ltd are detailed hereunder for the establishment of IPMS: Step 1-Initiation Phase A Strategic Oversight Committee, chaired by the Director, Strategic Services with support from the Office of the Permanent Secretary to the Prime Minister was established to have direct control throughout the life of the project. The Committee undertook a comprehensive feasibility study to examine the current environment, the requirements of the Administration, international best practices and standards, and review global enterprise-wide ICT systems. This ensured that the system would be revolutionary, modular and customizable to the end-users’ needs, and to mitigate the: (i) duplication of reporting activities of other Ministries and Agencies; and (ii) potential obstacles during the implementation of the project. Step 2-Planning Phase The Committee engaged relevant stakeholders (Ministers, Permanent Secretaries, Public Technical Officers and the Management of Government Agencies) to solicit pertinent information, identify necessary work flows and eliminate points of inefficiencies so that the adaptation of technology would result in an enhanced system for effective public service management. The actions of the Committee: (i) ensured stakeholders buy-in through constant communication, dialogue and feedback; (ii) defined project component requirements through a comprehensive review of existing work flows; and (iii) re-engineered existing business processes. Accordingly, a detailed Work Breakdown Structure was developed according to the agreed Project Scope. Step 3-Execution Phase SIE Services Ltd was engaged to work with the Policy, Strategy & Government Performance Management Division develop the IPMS under the following general scope of work:  Designing, developing and implementing of interactive portal for polling and feedback;  Facilitate performance appraisal of Ministries, State Board, Local Government, etc.;  Interactive and drill down reporting and Management Dashboards; and  Integration with existing systems and modifications. During this Phase the consultant developed: (i) software with enhanced multi-financial year capabilities; (ii) advanced reporting and analytical evaluation capabilities to support fiscal years across Project, Cabinet and Human Resources arenas; (iii) project management systems with milestones and appraisal measurement ability; and (iv) requirements for hosting services. In addition, modules were developed for pilot testing (Model Office Testing) through rigorous and robust User Acceptance Testing (UAT). The staff was trained in front and back end user modules, procurement and installation of the infrastructure and explicit cost, schedule and scope of the project were monitored and controlled. Step 4-Deployment Phase The IPMS was deployed through formal requests to all necessary stakeholders for the required information and data to populate the database. The IPMS took more than one (1) year from conceptualization to the implementation phase. The OPM has established a support sub-unit within the Division to provide a help-desk service to all data providers and end-users. The individuals of the sub-division have undergone extensive training on the administration of the IPMS to train identified persons in all Government Ministries. Further Expansion of the IPMS The scalability and robust nature of the system has allowed the Government to approve a new phase to encompass Geographical Information System (GIS) mapping designed to capture, store, manipulate, analyze, manage, and present various types of geographical data for the projects. The geographical view of Trinidad and Tobago through GIS mapping will plot projects, finance, actions and development related information throughout different districts. It has enabled policy makers to drill down from a country, to a region, to electoral district, to street view and finally to view projects. The GIS mapping encompasses the under mentioned components:  Demographic and Environment Analysis;  Engineering, Financial and Projects Logistics;  Land Management and Compliance;  Citizen Services;  Emergency Preparedness; and  Asset Management.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The OPM developed the preliminary architecture and design of the System. The System architecture and interface were revised based on comments and suggestions received from subsequent consultation with stakeholders in key Government Ministries, Chairmen of Boards of State Agencies and Members of the General Public. A proposal was developed by the OPM, and the Cabinet of the GoRTT considered and approved the recommendation for the development and implementation of the IPMS in collaboration with SIE Services Limited. During the User Acceptance Testing (UAT) process, the OPM held further stakeholder sessions with key technical staff in selected Ministries for the customization of the system prior to finalization. Moreover, additional meetings were held post finalization to assist in the preparation of a proposal for deployment of a pilot implementation project. The OPM, in collaboration with SIE Services Limited implemented the roll-out of the IPMS to all Government Ministries through one-on-one training sessions. The sessions were interactive to provide an: (i) overview of the System; (ii) outline the requirements for timely and accurate entry of data; (iii) review of existing data to ensure completion of existing entry records; and (iv) evaluation of the current hardware infrastructure to ensure compliance with minimum requirements.
 6. How was the strategy implemented and what resources were mobilized?
The investment in the IPMS is approximately TT$ 6.4 million (US$ 1 million) and was met entirely by the Government of the Republic of Trinidad and Tobago (GoRTT) as it was seen as a critical foundation for national performance management. Given that most of the design of the System was undertaken by the OPM technical team, this resulted in the prudent containment of the financial cost for development of the IPMS. Accordingly, the required financial payments were derived from the normal budgetary cycle in Trinidad and Tobago. In addition to the financial resources, the technical and human resource inputs came from several core domains. In particular, operational and institutional expertise was provided by Directors and Technical Staff from the various Ministries through one-on-one meetings with the members of the Strategic Oversight Committee. These productive meetings were convened to understand process flows and assist in identifying and re-engineering business processes for new policy applications that were to be incorporated in the IPMS. Additionally, in order to ensure effective management of scarce resources, the conceptualisation, development and establishment of the IPMS utilized a clearly defined risk management process. It is envisioned that this process will continue throughout the lifespan of the database. Accordingly, during the development and execution of the system, the Strategic Oversight Committee ensured that vulnerabilities and threats were identified through exhaustive consultation with all stakeholders in the planning phase and countermeasures developed to reduce the risk to an acceptable level.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The IPMS is a total enterprise solution for tracking, managing and reporting on Government’s performance through the seamless integration of measuring and reporting on all public initiative’s output and outcomes within established performance parameters. The following are five (5) of the most successful and concrete outputs: (i) The System’s integrated database provides a consolidated repository on the status of present and past national projects undertaken by all Ministries, State Boards and Regional Corporations. This allows comprehensive and detailed reports to be prepared for the Prime Minster, Ministers and Policy Makers to review, analyze and forecast trends for policy generation and implementation within the national mandate of accountability, transparency and consultative governance. (ii) The System has eliminated the need for multiple submission of data and information to all Ministerial Oversight Authorities and has also streamlined the overall data gathering process as all data and information is now in a standardized format; (iii) The System has provided an integral process and procedure for validation and authentication of data through the routine requirement for all identified authorities to input information. This resulted in improved quantity and quality of data and reports generated by the System Data; (iv) The IPMS displays a series of standard dashboards that provide the user with graphically rich visual output detailing the real-time management of projects. Accordingly, this intelligence now allows the Prime Minster, Ministers and Permanent Sectaries to practice management by exceptions to resolve and handle issues for the effective and efficient delivery of government services to the citizens. (v) The IPMS produces real time reports for review and consideration of Policy Makers. In this regard, the speed and accuracy of these reports now provide updated and accurate financial information allowing transparency and accountability, in particular, to Ministerial expenditure requests and the release of funds from the Central Authority.

 8. What were the most successful outputs and why was the initiative effective?
The Office of the Prime Minister and by extension the Government of Trinidad and Tobago is cognizant that monitoring and evaluation of implementation of all public projects is an important component for the management of scarce resources and delivery of public services. To achieve this goal, the Strategic Oversight Committee was mindful during the initiation and planning stages to ensure that the following systems of monitoring and evaluation were integral components of a project cycle for the IPMS:  The Strategic Oversight Committee established a Governance Framework outlining reporting requirements for key members (steering committee and executive management) and sub-committees (risk review and quality management review) to monitor and recommend necessary actions. The Committee met in a timely manner (weekly, monthly or quarterly) or as needed to ensure completion of the project.  The OPM implemented a self-evaluating monitoring and evaluation mechanism during the development of the IPMS to: (i) ensure that identified milestones were being achieved; (ii) act as an early warning system in cases where final targets may not be achieved; (iii) provided information to project administrators and other stakeholder on the progress of the project; and (iv) undertake any necessary action for adjusting strategies and mobilization of appropriate interventions.  The OPM complied with national requirements for monitoring and evaluation of projects in the Public Service. In particular, the reporting of annual work programmes to the Parliament and accounting to the relevant central agency for planned and incurred expenditure. The Government has noted that at present, the monitoring and evaluation process for national projects is fragmented since several agencies have specific monitoring functions including: Parliament, Office of the Prime Minister, Ministry of Planning and Development, Ministry of Finance and Auditor General. However there is an expectation that all Ministries and Departments will monitor the progress of all projects aimed at achieving the identified national objectives.  The OPM sought the Government’s approval and where necessary, submitted regular reports for the information of the Cabinet throughout all stages of the development and implementation of the IPMS.

 9. What were the main obstacles encountered and how were they overcome?
The following obstacles were encountered by the OPM:  The vision and objective of the IPMS was conceptualized by the OPM and the development and articulation of the system architecture posed the greatest challenge to the technical staff. These issues were solved by the OPM’s staff analysing the current environment and aligning the requirements of the end user to the desired outputs; while keeping the architecture design fluid to adapt to any new developments. Furthermore, development of graphical mock-ups of the system logic assisted in discussions with the consultant during the system design phase.  Limited financial resources were allocated to the development of the IPMS as it was not budgeted in the fiscal year. To overcome this issue, internal resources were utilized, both technical and hardware to develop the concept and design thereby reducing the overall cost. Furthermore, an agreement was reached between the OPM and the consultant that this project can be deemed a signature project for both parties and assisted in containing the overall cost of the project.  The process of change management within the Public Service posed hindrance to the implementation of the IPMS. Ministries were initially sceptical to provide information for fear of loss of autonomy and management of the respective portfolios and expressed concerns on the integrity of data storage, management and security in regard to the possibility of exposure of sensitive data to unwanted third parties. To mitigate the above, the OPM firstly obtained the necessary co-operation from Cabinet Ministers and their respective Permanent Secretaries during the initiation stage. Furthermore, numerous meetings were convened with key stakeholders to ensure not only buy-in during the planning stage for amicable solutions on the restructuring of the system architecture, but also harmonization of the rules and procedures for management of projects and initiatives within the Public Sector.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The IPMS provides better governance and transparency through improvements in public sector performance, the ability to allow decision makers to make more appropriate and logical decisions and flexibility for stakeholders to change and align priorities to the public interest. Furthermore, the establishment of the IPMS project has resulted in the following benefits to the Government:  Increase efficiency and effectiveness through a single repository of data on Government projects and policies to inform analytical reports and support for policy development and implementation;  Transparency and accountability of Government Projects to the citizens; and  Outcome and evidence based policy making as a result of identified indicators. The achievements and effectiveness of the IPMS to the Office for the Prime Minister and by extension, the Government of the Republic of Trinidad and Tobago can be demonstrated in the reports that it generates. This database, to date has generated the under mentioned financial reports:  Percentage budgeted Public Sector Investment Programme (PSIP) and Social Sector Investment Programme (SSIP)  Cost Variance Report  Monthly Actual Release Report  Monthly Projected Release Report  Percentage of Cost Overrun Report  The Percentage of Actual Expenditure on PSIP  The Percentage of Actual Expenditure on SSIP  The Percentage of Actual Expenditure on Budget Promises  Comparison Actual Release vs. Projected Release  Budget based on Action Plan In addition, other reports generated which assist stakeholders in making informed decisions in the proper management of Government projects to ensure proper delivery to the citizens of Trinidad and Tobago are as follows:  Overall Status of Projects  Contractor Projects Status Report  Overall progress of SSIP  Overall progress of PSIP  Overall progress of Budget Promises  Overall progress of Strategic Plan  Overall progress of Infrastructural Development Fund Accordingly, the introduction of the IPMS has resulted in the under mentioned benefits to be accrued for the management of the Public Service:  Creation of a data vault through the consolidation of data and information from Ministries, State Boards and Regional Corporations;  Ability to track and view project history across financial years;  Comparative analysis across financial years for better predictions of trends for defining policies;  Scalable model to support many more data sources and external data sources;  Implementation of complete project management practice (milestones, key performance areas, key performance indicators);  Improved strategy execution by communicating key metrics and targets;  Meaningful budgets and forecasts through the use of operational data;  Aligned and accepted business goals by translating them into specific and meaningful metrics; and  Increased speed of delivering information. The success of the OPM’s initiative to implement an evolutionary database to increase the effectiveness of the public service operation resulted from: (i) strong leadership; (ii) continuous stakeholder collaboration through cultivation of trust, participatory support to ensure buy-in and constant communication; (iii) undertaking of critical investigation of existing business processes to determine existing gaps and human resource, technical and infrastructural requirements; and (iv) the use of international best practices during the development and implementation of plans.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The IPMS is indeed sustainable as a comprehensive Knowledge Management Framework for administrators and users of the IPMS had been developed to: (i) allow routine collection and creation of knowledge repositories; and (ii) improve knowledge access and sharing of information, as well as, establish suitable communication channels. Therefore, this Framework allows the Government to always possess the necessary knowledge to sufficiently administer and operate to required standards. In addition, greater collaboration has enhanced Government’s performance for service delivery and redounded to a proficient and sustainable mechanism to guide and improve the administration of the Public Sector and by extension, the country as a whole. The system has also been supplemented by a Data Governance Council with authority to develop benchmarks, best practices and guides to successful data governance for the Public Sector. To support the IPMS, the OPM has established a sub-unit within the Policy, Strategy and Government Performance Management Division which will provide help-desk service to all data providers and end-users. The Staff has undergone extensive training on the administration of the IPMS, in particular, Role-Based Training, Executive Overview and Functional and “Train the Trainer” programme for competency to train identified persons in all Government Ministries. This will ensure that sufficient persons are trained within the public sector to administer the system and that the normal attrition and movement of staff would not negatively affect the operations and sustainability of the system. The IPMS is transferable as it is modular, customizable and adaptable in nature to both public and private institutions. The system tracks, manages and reports on projects and initiatives through integration of people with project management processes for strategically planning, implementing, monitoring and controlling of public sector projects with limited resources. The System was designed in consultation with all end-users and therefore not only currently meets, but exceeds the requirements for management of projects by the technical staff in Ministries and the respective Agencies. Given the success and quality of the reports produced by the IPMS, several other regional and international bodies have approached the OPM to discuss the adaptability of the system to meet their reporting requirements. In particular, the OPM is continuing discussions with the Caribbean Development Bank, United Nations Children's Fund (UNICEF); and representatives of the European Union on the possibility for the establishment of a similar database in the regions which they operate. In addition, the Government has made a presentation on the IPMS to an official delegation from the Republic of South Africa in Trinidad and Tobago on June 2014 and UNICEF’s Activate Talks held in Trinidad and Tobago on 7 October 2014. Additionally, as a result of the success and modular nature of the IPMS, the Government of Trinidad and Tobago has undertaken a commitment to provide technical assistance to other CARICOM regions or any other Government for implementation of a similar system for management of projects and initiatives. The Government of Trinidad and Tobago is confident that this revolutionary and innovative system can be easily implemented in other regions.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The development of the IPMS was as a result of a major commitment by the Honourable Prime Minister and Permanent Secretary to the Prime Minister and Head of the Public Service to implement a results-based performance management technological system for use by all Ministries and respective State Agencies. The OPM was cognizant that for this initiative to succeed it must have ensured the: (i) promotion of a favourable environment for all stakeholders to implement the system; (ii) architecture of the innovative performance measurement system must be adaptable to the individual user to allow the necessary buy-in; and (iii) project management component must evaluate credible performance information for monitoring and reporting for all policy makers. Accordingly, the success of the IPMS resulted from all relevant stakeholders being included in the planning and initiation stages as it was viewed that an effective performance management system could not be developed in isolation of the intended end-users. This assisted in not only guaranteeing the necessary buy-in to manage policy adoption resistance and/or fear of change; but a concrete commitment from the Organization and by extension, the Public Service as a whole for the usage of a Government wide performance management for development of implementing of national policies. Furthermore, management ensured that there were clear and concise targets and a clear understanding of key deliverables. In addition, these performance goals were quantified and transposed into specific performance targets with respective assessments to Members of the Team. Coupled with successful communication among all parties and by extension all stakeholders, the OPM was able to facilitate stringent controls on time with the usage of limited resources. The IPMS was designed and implemented to ensure monitoring of existing policy within the Government of Trinidad and Tobago’s strategic framework. Accordingly, performance indicators and measurement practices were linked to strategic objectives or expected results. In this regard, for some organisations, this meant realigning existing reporting system (data collection, monitoring and evaluation, and research functions) in order to ensure the collection of the right information needed for decision-making. This also resulted in an opportunity to recommend the modernization and introduce new IT hardware.

Contact Information

Institution Name:   Office of the Prime Minister
Institution Type:   Government Agency  
Contact Person:   Jamir Nazir
Title:   Mr.  
Telephone/ Fax:   868‐622‐1625 Ext. 2216
Institution's / Project's Website:  
Address:   15 St. Clair Avenue
Postal Code:  
City:   Port of Spain

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