Managing Performance

1. Managing Performance The experience of the World Bank Mauritania Country Office

2. Initial observation: Four managerial concepts missing in Country Offices • Responsibility (who does what?) Role of a country office (in many area, such as communication, mission management…) • Selectivity / Trade offs The Bank is present in too many sectors - CAS don’t always play their role in selection process • Performance Measurement (individual & collective) Lack of indicators in the Result Agreements • Tracking of decisions: Low percentage of retreat reco implemented

3. Solutions for these 4 missing concept used both for portfolio and internally • Our Response • Responsibility: • Business lines • Selectivity: •  Multi-criteria analysis tool / WPA & budget • Perf. Measurement: •  Perf. framework / Indicators/ Scorecard • Tracking: •  Improvement plans

4. Collective & Individual Responsibilities Business Lines

5. Collective & Individual Responsibilities • The mission’s activities has been divided into 50 business lines and organized around 9 core functions • This distribution helps structure the activities of the country office and adapt the organization of the office in order to clarify who does what.

6. 9 Functions (groups of Business Lines) • Country strategy and data • Donors partnership • Portfolio management (core business) • Government assistance (other than projects) • Human resources • Working together • Resources management • Communication • Knowledge management

7. Results of the use of these functions & BL • Definition of a clear organizational structure and unambiguous responsibilities • Identification, after analysis of the dysfunctions, of indicators associated to each Business line. • A SWOT analysis of each business line helps define the most appropriate indicators and an action plan. Process mapping has also been used for important BL

8. Selectivity WPA, budget & multi-criteria analysis

9. Multi-criteria analysis tool 2. Sector’s needs 3. Relative weight 1. World Bank’s comparative advantage

11. Performance measurement Indicators & Scorecard

12. Performance Measurement • Performance criteria are defined for each function, and indicators are defined for each criteria; • Indicators must measure inputs, process, outputs and results, in order to cover the entire range of activities of a function; • Indicators must be Specific, Measurable, Ambitious, Realistic and Timely (SMART); • Indicators are defined according to a mid-term objective, and re-defined if this objective is reached – and adapted to the problem being addressed; • Performance criteria are fixed; • If possible, these indicators are compared (benchmarking) with performances in other countries / offices.

13. Internal Performance Measurement(extract of the internal scorecard) These performance measures lead to a quarterly analysis and to a discussion at the staff meetings

14. Portfolio Performance Measurement(extract of the portfolio scorecard) These performance measures lead to a quarterly assessment / analysis and to a quarterly discussion at the CPPR

15. Improvement plans Tracking System

16. Improvement plans • Performance assessment allows to define corrective actions (recommendations) in the following cases: • Poor performance • Recommendations implemented but not with expected results In order to obtain results on the ground / performance in the office

17. Improvement plans(extract of the internal improvement plans) • Recommendations are listed and followed: • For the country office, in the form of a list of tasks, originating from an action plan defined during the annual retreat and staff meetings

18. Improvement plans(extract of external improvement plans) • For the portfolio, in the form of a recommendation tracking matrix, originating from the aide memoires. • Both tools are broadly shared with all actors involved, and provide information on deadlines and responsibilities

19. Implementation of these concepts

20. Implementation: Success factors • Shared sense of urgency to change • Shared will to professionalize the activities of the country office • Promotion of a team spirit within the office • Transparency and integrity of the information shared within the team (all staff, including project staff)

21. Implementation: Monitoring • The country office uses two on-line monitoring systems: • An internal monitoring system (list of tasks, common calendar, scorecard and dashboard currently being finalized) • A portfolio monitoring system: www.lppms.org • The objective of these systems is to allow for greater internalization of the monitoring tools, and a greater diffusion of results

22. Process & Related Human Resources Issues From overall to individual performance management

23. From overall to individual performance management • A direct link between overall and individual performance management allows to: • Link individual and team performance, in a coherent way, in order to ensure that all staff participate to the office’s accomplishments; • Ensure maximum performance through (i) the implementation of corrective actions in case of poor performance, (ii) the monitoring of bottlenecks and (iii) prioritization of tasks; • Reduce stress levels and improve work-life balance through improved time management and prioritization of tasks; • Promote initiative, by allowing exchange of individual experiences and create emulation during staff meetings;

24. Internal Performance Measurement (extract of the overal internal scorecard) These performance measures lead to a quarterly analysis and to a discussion at the staff meetings

25. Business lines Indicateurs Perf Perf obj Perf obj Recommendations + objectifs 6/ 05 6/ 06 6/07 6/07 08 …………………………………………………………………………………… Plan d’amélio ration (resp., deadline for each action) (sous la ligne) Internal performance is linked to the individual improvement plans • This detailed scorecard is reviewed quarterly in order to update the overall scorecard • The actions in the improvement plan are entered on my portal and each staff member can follow up individually his own performance while contributing to the evolution of the internal performance.

26. The RA are linked the office scorecard The indicators of the detailed scorecard are included in the results agreements. Since the scorecard indicators are reviewed quarterly then certain indicators of the RA are also updated quarterly which helps the annual OPE evaluation.

27. Link between RA and the office scorecard : the responsability matrix • The responsibility matrix shows: • Who is responsible for which business line • Who are the staff members working on that business line • The number of indicators from the detailed scorecard in the RA.

28. Sum up • Internal performance is closely linked to individual performance • Indicators of the scorecard are present in the Results agreements • Thus the performance of the office and the individual performance evolve jointly. • The quarterly evaluation of the performance of the scorecard enables a more efficient and reliable individual performance evaluation (OPE )

29. Integration of individual performance into overall performance

30. Impact Does it work?

31. Impact • Impact on staff: • Increased sense of responsibility; • Stress reduction; • Sense of Initiative. • Impacts on client: • A more concrete dialogue with Ministers, and the possibility to adapt the level of dialogue depending on the issues: Prime Minister’s Office, line Ministries, etc; • A formalization of joint reviews: audiences with key partner Ministry of Economic Affairs (MAED) based on tools, quarterly CPPR in the presence of MAED and respective line Ministries, quarterly audience with the PM; • The implementation of a monitoring system on the MAED level, possibly with other donor institutions.

32. What is next? • Internally: • Implement an internal multi-criteria analysis • Develop process maps for all business lines • Portfolio: • The government uses multi-criteria tools for all donors • Common document formats are standardized (aide memoires, NOR, etc.) • Use of functions / BL systematized for projects

33. Implementation step by step