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

Managing Performance

The experience of the World Bank Mauritania Country Office

2Managing performance – The experience of the World Bank Mauritania Country Office

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


Solutions for these 4 missing concept used both for portfolio and internally

Our ResponseResponsibility: Business lines

Selectivity: Multi-criteria analysis tool / WPA & budget

Perf. Measurement: Perf. framework / Indicators/ Scorecard

Tracking: Improvement plans

Responsibilities

Improvement plan

Monitoring & Tracking

Results

Selectivity

EvaluationMeasure

Mission

1

2

3

4

Business Lines

Collective & Individual Responsibilities


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.


9 Functions (groups of Business Lines)

1. Country strategy and data

2. Donors partnership

3. Portfolio management (core business)

4. Government assistance (other than projects)

5. Human resources

6. Working together

7. Resources management

8. Communication

9. Knowledge management


Business lines questions non résolues

Idées et best practices (autres bureaux) (sous la

ligne)

Forces/ ………………………………. Opportunités (sous la ligne)

Faiblesses/ ……………………………….

Menaces (sous la ligne)

2.2 CAS

Motivation de l’équipe de la Bm Expérience de la Bm dans d’autres

pays pour des exercices similaires ………………………………..

Bon timing pour le CAS et CSLP 2 Implication des Lead Spécialists dans

le processus du CAS Exercice de scénario déjà engagé par le

PNUD Organisation de soirées thématiques

informelles lors des passages de spécialistes

Limitation des fonds IDA rend l’exercice un peu théorique

……………………………….. Risque d’un Core Team non permanent Processus participatif qui peut ralentir la

mise en œuvre Questions de certains partenaires sur la

pertinence d’élaborer des stratégies durant la période de transition

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

WPA, budget & multi-criteria analysis

Selectivity


Multi-criteria analysis tool

1. World Bank’s comparative advantage

2.

Secto

r’s

need

s

3. Relative weight

Performance measurement

Indicators & Scorecard


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.


business lines indicateurs

stat

ut

30/0

6/05

stat

ut

30/0

6/06

stat

ut

31/0

8/06

stat

ut

30/0

9/20

06ta

rget

31/

12/0

6st

atu

t 31

/12/

06

1- S

trat

égie

d

ével

op

pem

ent

pay

s CSLP et besoins pays CSLP/CDMT compatibles 90%

Evaluation de la performance du pays# ateliers de restitution réalisés (CEM, PER, CPIA,…) avec les acteurs concernés

1

Harmonisation & coordination avec les partenaires

Amélioration indicateur de la déclaration de Paris N/A

CAS satisfaction des participants N/A

1- S

trat

égie

d

ével

op

pem

ent

pay

s

2-

Par

ten

aria

ts

bai

lleu

rs e

t C

AS

These performance measures lead to a quarterly analysis and to a discussion at the staff meetings

Internal Performance Measurement(extract of the internal scorecard)


These performance measures lead to a quarterly assessment / analysis and to a quarterly discussion at the CPPR

Portfolio Performance Measurement(extract of the portfolio scorecard)

A.Résultats B.Alignement C. Risques D. Efficacité E. I ntégrité des données

A.1 DO

B.1 Coordination

B.2 Suivi-

évaluation

C.1 Nbre de flags

C.2 Projet à risques

D.1 IP D.2 Décais-

sements D.3 reco. D.4 DNO D.5 DRF Fiche Projet

PRISM2

PRISM2 PET

PNDSE

PNDSE Sup

MAP/SIDA

PASN

PDIAIM2

PDRC

PRECASP

PDU

GDLN

Improvement plans

Tracking System


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

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

N TempsResp1

Resp2

Taskinitial

deadlineReport Notes / Remarques Catégorie

34 TD AN Manuels de procedures (org et AF) finalisés-4/7-Inserrer process map (Antoine) 07/31/05 08/20/06

Retransmis a AN et TD pour rajout welcome letter et eventuels autres outils - 5/15/2006 au 6/30/06 Apres retraite - 31/07 report au 20/08, TD et AN doivent lire et valider + inclure règles overtime + règles de transmission du courrier

Travailler ens.

44 10h AN BA Commande des étagères pour le filing 09/05/05 08/15/06 date 04/30/06 report au 15/5 (y inclus reception etagères) --8/15/2006 Travailler ens.

105 10h TD Mise en place du filing room 09/05/05 06/30/0631/3/06 travail en cours ---report a changer a tout moment - voir avec Thiane identification appui extérieur

Travailler ens.

Improvement plans(extract of the internal improvement plans)


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 I l n’y a plus de

problème de contrepartie au niveau du projet;

2006-12-072006-09-30Disponibilisation des fonds de contrepartie;

C1

Difficultés de mobiliserles fonds de contrepartienotamment pour certaines agences;

C

Le texte a étépris et le personnel sera recrutéprochainement ;

0000-00-002006-11-30Recrutement du personnel de l?ANAT

B1

Retard important dans la mise en place de l’ANATpour l’exécution des programmes ;

B

2006-09-212006-09-30

Accélérer l?exécutiondes travaux, (des progrès sontconstatés, maisdoivent se maintenir)

A2

2006-12-072006-09-30Prolongation de la 1ere phase (BM) ;

A1

Niveau de décaissementfaible par rapport aux prévisions ;

A

Réponses du gouvernement

Date RéalisationDeadlineRecommandationsPoints de blocage

I l n’y a plus de problème de contrepartie au niveau du projet;

2006-12-072006-09-30Disponibilisation des fonds de contrepartie;

C1

Difficultés de mobiliserles fonds de contrepartienotamment pour certaines agences;

C

Le texte a étépris et le personnel sera recrutéprochainement ;

0000-00-002006-11-30Recrutement du personnel de l?ANAT

B1

Retard important dans la mise en place de l’ANATpour l’exécution des programmes ;

B

2006-09-212006-09-30

Accélérer l?exécutiondes travaux, (des progrès sontconstatés, maisdoivent se maintenir)

A2

2006-12-072006-09-30Prolongation de la 1ere phase (BM) ;

A1

Niveau de décaissementfaible par rapport aux prévisions ;

A

Réponses du gouvernement

Date RéalisationDeadlineRecommandationsPoints de blocage

Implementation of these concepts


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)

Implementation: Success factors


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

Implementation: Monitoring

Process & Related Human Resources Issues

From overall to individual performance management


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;


These performance measures lead to a quarterly analysis and to a discussion at the staff meetings

Internal Performance Measurement

Staff meetings et retraite % du staff présents et à l’heure dans la salle de réunion ? 90%

Country Team # Country Team organisés par an ? 4

Incoming missions autres que TTL satisfaction VIP ?6- T

rava

iller

en

sem

ble

business lines indicateurs

stat

ut

30/0

6/05

stat

ut

30/0

6/06

targ

et 3

1/03

/07

stat

ut

31/0

3/07

targ

et 3

0/06

/07

(extract of the overal internal scorecard)


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.

6. Travailler ensemble 6.1. Country Team Informer et consulter l'ensemble du staff travaillant sur la Mauritanie sur toutes les activités liées au pays, promouvoir une approche participative et un esprit d'équipe Thiane

i611. # Country Team organisés par an i612. % secteurs représentés au CT i613. % d’actualisation du team calendar

(hebdomadaire) i614. # de staff meetings par mois ayant une liste

des taches, une agenda, et des minutes i615. Note global du score card > 3.5

4 100% 100%

4 90%

100%

2

3,5

611. Planifier au moins 4 CT avec Agenda : 1 avant annual meetings et CPPR, 1 en fin d’année, (TD, chaque trimestre)

612. Actualiser régulièrement le Team Calendar (ACS, continu)

6.2. Meeting with Washington (RLT, Town Hall, etc) Faciliter la participation du staff aux meetings de Washington François

i621. % meetings auxquels assiste le staff du bureau Mauritanie

i622. % de staff sectoriel de Washington participant aux réunions auxquelles ils sont conviés

65%

N/A

N/A

65%

80%

621. Partager l’information a temps avec le staff (TD, continue) 622. Planifier participation du staff sectoriel de Washington aux meetings (Staff,

continue)

6.3. Staff meeting et retraite Améliorer la communication et la réflexion commune ainsi que le suivi des activités Aissata

i630. % des tâches actualisées par semaine i631. % de tâches mise en place sur le web i632. % du staff présents et à l’heure dans la salle

de réunion i633. % PV diffusées en temps dans le M drive (3

jours ouvrables après la réunion) i634. Retraites organisée en 08 check list finalisée

à J-15

90%

90%

100%

100% 100% 100%

100%

100%

630. Assurer le suivi de la liste des tâches : (TD, continu, all staff) 631. Mettre á jour de la liste des taches sur le web (all staff, continue) 632. Envoyer à temps Convocations aux staffs meetings (TD, continu) 633. Préparer et poster les PV de staff meeting dans le M drive (ACS, 3 jours

ouvrables après la réunion) 634. Etablir les TDRs et Check list logistique pour la retraite (AN/ stagiaires,

31/03/08)

6.4. Staff moral & work life balance Equilibrer la vie professionnelle et la vie privée Aissata

i641. Amélioration de l’indicateur work-life balance du staff survey

i642. # d’activités organisées par le staff association

10%

10%

3

641. Réaliser une enquête en interne sur l’application des AWs (AN, 31/08/07) 642. Organiser des distractions (fêtes de fin d’année, anniversaire, sorties avec les

familles, etc.) (AN/TD/MT, continue) 643. Réaliser des activités par le bureau du staff association (YA, continu) 644. Quantifier le plan de travail (ON, 31/08/07)

6.5. Incoming missions autre que les TTL (VIP, etc.…) Assurer une gestion efficace des missions Thiane

i651. Satisfaction des VIP i652. % Agenda disponible 6 jours ouvrables avant

arrivée

100% 100%

100% 100%

651. Mettre à jour les tableaux de missions trimestriels tous les mois (ACS, tous les mois)

652. Actualiser le CO Calendar (TD, tous les mois) 653. Déposer le Welcome letter à l’hôtel pour les missionnaires qui ne sont pas

accueillis par les chauffeurs de la Bm (BSD/ST/KS) 654. S’assurer de la mise à jour du- Welcome letter & quick-contact liste sont mises à

jour (ON 30 /06/07)

Business lines + objectifs

Indicateurs Perf 6/ 05

Perf 6/06

obj 6/07

Perf 6/07

obj 08

Recommendations ……………………………………………………………………………………

Plan d’amélioration (resp., deadline for each action) (sous la ligne)


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.

Key Results Indicators(Top 3-5 results for which I am accountable) (How I will know each result is achieved)4. Working together >>> Ref Business Line 6 • 100% staff aware of meetings, retreat and TownhallStaff meeting & retreat / VC request • 100% of tasks updated before staff meetings (Ref i630)

• 100% of SL tasks available in the internal portal (Ref i631)• Retreat organized in 08 with check list finalized 15 days before (Ref i634)

5 - RM – Logistic >>> Ref Business line 7 • 100% mail prepared taking into account the CO and CD procedures/guidelinesCO daily tasks supervision • 100% mail delivered timelyManagement of diffusion lists (AFMMR/CT) • 100% of officials changes available in the system/0 complain VIP Incoming missions • VIP Satisfaction (Ref i651)

• Agenda is finalized 6 opening days before arrival (Ref i652)

RESULTS AGREEMENT 2008


Link between RA and the office scorecard :

the responsability matrix

6. Travailler ensemble6.1. Country Team 3 0 0 O X X X X X X X6.2. Meeting with DC (RLT, Town Hall, etc) 2 0 0 O X X X X X6.3. Staff meeting et retraite 5 3 3 X X X O X X X X X X X X X X X X X X O X X X X6.4. Moral du staff & work life balance 2 2 2 X X X O X X X X X X X X X X X X X X X X X X X6.5. Incoming missions autre que les TTL (VIP, etc…) 2 2 2 X X X X X O X6.6. Filing physique et informatique 3 3 3 O X X X6.7. Contacts et CV 1 1 1 O X X X X X

Business Lines # ind. SL

# ind. SL dans les

RA

# ind. RA du (des) resp &

dans SL Franc

ois

Amad

ou

Hawa

Aissat

a

AwaAbd

oulay

e

Sileye

Batou

ly

Brahim

Cherif

Fatim

a

Kalido

u

Maim

ouna

CisséHar

oune

Mou

staph

a

Salam

ata

Souley

man

e

Thiane

Yahya

Ba Pierre

/ Nico

las

Olivia

Other

s (Fro

m D

C or o

ther

s age

ncies

)

The responsibility matrix shows:

1. Who is responsible for which business line

2. Who are the staff members working on that business line

3. The number of indicators from the detailed scorecard in the RA.


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 )


Integration of individual performance into overall performanceIn

divi

dual

Indi

vidu

alO

vera

llO

vera

ll Overall Performance Evaluation

Internal Performance Scorecard

Individual Improvement

Plan

Responsibility Matrix

Respon-sibilities

TasksObjectives

Results Agreement A

ggre

gate

, coo

rdin

ate

Dec

ompo

se, a

ssig

n

Impact

Does it work?


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.


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

What is next?


Implementation step by step

Steps Internal tools Portfolio tools

1.a. Collective

Responsibility

1. Definition of Business lines

2. Swot Analysis

3. Indicators and targets

4. Action plan

For now and for us 1 Project = 1 BL but for the project manager and the TTL it could go beyond in defining internal BL for each project

1.b. Individual responsibility

1. Matrix of responsibilities

2. Result agreement and learning plans

3. OPE

Performance contract

2. Performance measurement

1. Scorecard

2. Benchmarking when possible (initiative with Benin)

1. Scorecard

2. Benchmarking when possible

3. Tracking

1. Improvement plan

2. Monitoring and update of the plan

3. Main milestones calendar

1. Recommendation matrix updated during mission and discussed with MEF

2. Main milestones calendar

4. SelectivityTo be developed 1. Selectivity tools based on needs and

WB added value by sector (bubble chart)

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

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