Performance Management in 2016: Global Edition

PERFORMANCE MANAGEMENT IN 2016 “The predominant aspect that should be explored more is the integration of cognitive dimensions in performance management.”

State of the discipline annual magazine

“Performance management has to undertake a paradigm shift from adopting a judgment and accountability approach, to following an improvement and enhancement approach.”

7 Interviews. 5 Countries.

Practitioners. Academics.

Consulants

Performance - related legislation in 227 countries

Statistics for the most popular performance-related keywords in Google search

Degrees. Subjects. Main Events.

Best-selling books. Latest published books. Academic articles. Portals.

Communities

Gartner’s Magic Quadrant for 2016.

INTRODUCTION

Executive summary Performance Management in 2016 a year of intensive evolution for Performance Management, mainly when it 2016 was comes to integration and technology. Data gathering and streamlined reporting, performed through both software and hardware solutions are not only available, but also optimized, as enablers continue to mature. Now, more than ever, performance related practices extend across all levels, from the almost traditional organizational-operational-individual trinomial to the personal life. More and more people seek to better understand their contribution to the world, to make better decisions and, eventually, to improve their daily performance, even outside working hours, and the technological development fully supports this trend. This report is meant to be an objective and reliable monitor for such changes and trends.

Performance Management in 2016 is part of a series of annual publications in which The KPI Institute provides an overview on the state of the discipline. The report is the result of a qualitative study, in which both primary and secondary resources were used. It covers a broad range of topics, from expert perspectives to education, from keyword trends to governmental efforts in implementing Performance Management tools and systems.

The report Performance Management in 2015 continues the standards established by the previous five editions, which consist in gathering and compiling opinions from practitioners, academics and consultants alike, in order to gain a balanced perspective on the state of the discipline. Based on this editorial rule, the report presents interviews with a wide range of specialists from 10 countries, who offered rich insights on the development of performance management in 2015. In order to provide a complete and comprehensive image, opinions from both private and public sector, from all the corners of the world are included in the report – from Australia to China, from New Zealand to Italy and from the United States of America to Saudi Arabia.

The report Performance Management in 2016 continues the standards established by the previous three editions, which consist in gathering and compiling opinions from practitioners, academics and consultants alike, in order to gain a balanced perspective on the state of the discipline. This edition features interviews with a specialists from the latter 2 areas of expertise from 5 countries, who offered rich insights on the development of performance management in 2016. In order to provide a complete and comprehensive image, opinions from both private and public sector, from multiple countries in the world are included in the report – from Belgium & England, to Italy, Norway and Saudi Arabia.

The content was compiled in such manner as to provide opinions and extensive analyses through interviews, as well as specific information through topics such as events, media exposure, resources and software.

Š 2017 The KPI Institute Ltd. All Rights Reserved.

ID Number: TKI0171051 ISBN-13: 978-1545133941 ISBN-10: 1545133948 An appropriate citation for this magazine is: The KPI Institute, Performance Management in 2016, April, 2017, Melbourne, Australia Indemnity statement: The KPI Institute has taken due care in preparing the analysis contained in this publication. However, noting that some of the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions, or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed here in are subject to change without notice.

Published by: The KPI Institute Editorial coordination Aurel Brudan Andrei Costea Editorial Staff Maria Juncu

)

Research Team Marcela Presecan Ana Lechintan , Andrea Minelli Alina Miertoiu

In 2016, time has come for us to migrate, from viewing the whole picture of this discipline, to studying details found in different regions of the same picture. Therefore, the series of qualitative reports, offered by The KPI Institute, will be completed by three additional reports, all of which assess the state of the discipline in three specific geopolitical areas. More precisely, the reports Performance Management in 2016: GCC Special Edition, Performance Management in 2016: ASEAN Special Edition and Performance Management in 2016: North America Special Edition are soon to be released.

Work has begun on launching additional publications as part of this series. Feedback regarding this edition and inputs for future editions are highly appreciated by our team and should be directed at editor@kpiinstitute.org. editor@kpiinstitute.org.

Editorial coordination: Aurel Brudan

DTP dexign.ro Headquarters: Melbourne Office Life.lab Building 198 Harbour Esplanade, Suite 606 Melbourne Docklands, VIC 3008 Australia T: +61 3 9028 2223 M: +075 4864 336 www.kpiinstitute.org

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

1

Introduction 1. Executive Summary 2. Visual Summary

About the Report

4

4. About the Report

Perspectives 5. Introduction 6. Global Perspectives 10. Map Overview 12. Interviews

Perspectives

Around the World 24. Map Overview

6

24. Introduction 25. Country Profiles 27. Country Legislation 102. Global Insights

Trends 112. Trends and Statistics

Trends

112

2

Around the World

24

Education

Education

118

118. Educational Introduction 119. Educational Degrees & Programs

Career 136. Careers & Salaries 139. Events

Resources

Resources

142

Career

136

142. Bestselling Books 143. Latest Published Books 144. Communities 146. Portals

Software 147. Gartner releases its 2017 Magic Quadrant for BI software solutions

Software

147

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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INTRODUCTION

About the Report The report Performance Management in 2016 is the result of a qualitative research study which reflects the annual changes and developments related to the field of Performance Management. The study was conducted by The KPI Institute in the period December, 2016 – February, 2017. The information employed came both from primary and from secondary sources.

Interviews This specific section was built based on the expertise shared by academics and consultants in the Performance Management field.

A total of 7 semi-structured interviews were conducted email in the period January 2016 – February 2016. The combined expertise of the interviewed professionals represents a stepping stone for the future of Performance Management practices.

Legislation The section encompasses 232 countries, regardless of their independency status, and it focuses on changes regarding each country’s performance-related legislation, its implementation and immediate outcomes. The main sources used for compiling this section were official governmental websites, strategic development plans and official reports. Drawing the lines, a total number of 31 countries were added since the 2013 report, 87 of all have legislated a performance management system, while most of the remaining 145 countries are planning to implement performance-related legislation.

Trends in Search Continuing the tradition of past years’ Performance Management reports, in 2016, we used the same tool, Google Trends, and a new one – Mangools, to obtain graphic data regarding keyword search operations performed last year, worldwide.

Education Continuing the tradition of past years’ Performance Management reports, in 2016, we used the same tool, Google Trends, and a new one – Mangools, to obtain graphic data regarding keyword search operations performed last year, worldwide.

Events This section presents a comprehensive list of events which had Performance Management as a central theme. The focus of this section are conferences, both international and regional. The list was split into two tables, one comprising international events organized by several worldwide known firms, and the other highlighting events organized

by The KPI Institute.

4

Books This section of the report is dedicated to books which have either Performance Management, or a closely-related subject, as the main theme. The chapter is split into two distinct sections: one centers on best-selling books, while the other focuses on the latest published books in the field.

Portals The Portals section was born with the intention of providing necessary guidelines for online orientation in the Performance Management field. Thus, it comprises two tables which provide a ranking of the ten most accessed performance-related websites, according to Alexa.com and Similarweb.com.

Communities Which of the many LinkedIn communities can one visit, in order to benefit from valuable Performance Management insights? This section of the report was created with the intention of answering this specific question.

Career The section provides an overview of the job and salaries trends, as they evolved in 2016, on a global level.

Software This section presents the results of the Gartner study, which aims to rank software solutions providers according to a set of unique variables.

INTRODUCTION 14 Questions

A

crucial point in every research project, regardless of the subject, is to have access to insights from experts in the field.

The report Performance Management 2016: Global Edition continues the standard set by the previous editions, which consists of gathering and compiling opinions from numerous specialists in the field, in order to provide an overview of the state of the discipline.

Trends

Practice

7

What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

2

8

3

9

knowledge, shedding light on vital issues, such as the best practices in Performance Management, what is the current downturn in today’s practice and what can be done to take the field to the next level.

All interviewees answered the following set of questions (1-13), with Question 14 varying based on each of our interviewee’s specialization:

Personal Performance

Which are main challenges of Performance Management in practice, today?

12

What should be improved in the use of Performance Management tools and processes?

13

What would you consider as a best practice in Performance Management?

Education

What aspects of Performance Management should be explored more through research?

4

10

5

11

Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Consultants

From the public to private sector, authorities in the domain shared their expertise and

1

Research

Academics

Regardless of the field, progress can only come through the collective efforts of academics, consultants and practitioners, who develop the discipline through their work, providing insights from practice. This edition of the report features interviews with specialists from the former two specializations.

Which were the 2016 key trends in Performance Management, from your point of view?

Which will be the major changes in managing performance, in the future?

7 Interviews

Which aspects of Performance Management should be emphasized during educational programs?

What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

What is your opinion on the emerging trend of measuring performance outside working hours?

What personal performance measurement tools do you use?

Specific Question

14 a

For Academics: We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/ degrees such as the Masters in Managing Organizational Performance)?

14 b

For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

6

Which of the existing trends, topics or current aspects within Performance Management have lost their relevance and/ or importance, from your point of view?

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

5

GLOBAL PERSPECTIVES

1

Which were the 2016 key trends in Performance Management, from your point of view?

Our interviewed panel of experts noted that one of the most prevalent aspects that characterized 2016 was the rise & influence of data and analytics. In their opinions, the vast amount of readily available data and analytics contributed more to the organizational growth of most businesses, than any other tool or instrument.

As companies are beginning to truly understand the secrets held by data analysis and visualization, they’re integrating these processes into an as many organizational layers as possible, primarily focusing on the employee one. Using analytics to measure current levels of performance & seeking methods of improving them, all the while allowing employees to alter their KPIs as is best for their current position/ task, is what brings organizations to a whole new level of performance management and improvement.

Other noteworthy trends mentioned are moving from traditional KPI measurement to measurement that effectively supports management decisions, a growing interest in integrated information management systems – which goes hand in hand with the growing influence of the aforementioned data & analytics, the adoption of a less enforced ranking process, the measurement of intangible assets, such as human capital, the acceptance of more informal work settings and an increase of feedback episodes between managers & employees.

2

What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

On one hand, there is unanimous agreement that cascading PM at all levels is very important and effective as well, from a performance standpoint. On the other hand, our interviewees once again concertedly note that in order for this to happen smoothly and most efficiently, great care should be given when cascading to the employee level.

6

Employees need to have a very clear understanding of the whats, whys, hows and whens behind the whole process. Without a doubt, KPIs should be in accord with the organizational strategy and general KPI framework, but employees must be given ownership, so as to maximize buy-in and satisfaction and reduce the feeling of control.

3

Which will be the major changes in managing performance, in the future?

When it came to judging the future, responses were quite varied and as such, here are some of the changes that our experts envision for Performance Management: • Rising demands for detailed analytical business data and an integrated management information system • Less predefined feedback sessions • Feedback based on individual employee’s needs • Less smart goals and more purpose oriented goals • More forward discussions

oriented

performance

• More focus being put on employee wellbeing, particularly motivation and professional development • Performance Management has to undertake a paradigm shift from adopting a judgment and accountability approach, to following an improvement and enhancement approach • Changes related to outcomes and impacts, with more emphasis either on the major leaps towards competitiveness or on the impact that happiness has on the customer

4

What aspects of Performance Management should be explored more through research?

When thinking about research endeavors, some of the main highlighted points were paying more attention to and spending more

time researching alternatives to the current iteration of Performance Management, looking into the benefits of allowing employees to work from home, integrating cognitive dimensions into performance management, analyzing what KPIs can best measure the BOT performance and finally, finding the most optimal path to integrating the use of analytics into the day-to-day activities of an organizational entity.

5

Which organization would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Unlike our usual bullet point list of company suggestions, our interviewed experts named only two companies that have outstanding or out-of-the-ordinary results, due to their approach to Performance Management: Southwest Airlines and Google.

Other answers urged us and our readers to look at and try to learn from organizations that have fulfilled at least one of the following practices: • succeeded in developing and implementing a value-adding management information system & in offering consultancy service for said system • succeeded in tailoring their services and/ or products to their customers’ needs, i.e. if it is a university, it offers tailored BAs and MBAs, which can be adapted to suit the students’ interests, while maintaining its job market relevance; if it’s a store, it offers products/services that their customers want and so forth • succeeded in setting up dedicated data management offices, such as a Data Office or a Data Governance Office, or assigning a CDO, which will act as an integrated source of information for an organization’s managers.

PERSPECTIVES

6

Which of the existing trends, topics or current aspects within Performance Management have lost their relevance and/or importance, from your point of view?

Many subjects within Performance Management have long lost their relevance, but not everyone is quite aware of this. So we have asked our panel of specialists what are some of the trends, topics or current aspects within PM that do not seem to be as relevant nowadays as they used to be:

administrative and developmental purpose of PM • Having a balanced approach and avoid falling into ”performance managerialism” • The selection or development of appropriate KPIs for each of the measured objectives is still very much a challenge today as it was in previous years • Generating structured information out of an enormous amount of data • Lackluster data availability and quality

• The traditional approach to performance measurement is losing its impact from a strategic point of view • At the employee level I expect more and more companies to step away from the annual performance appraisal • Any aspects which do not mean much to the employees and are used solely for their judgement value, not for improvement purposes, lose their relevance in any performance management system • Financial performance has completely lost its relevance due to the stronger impact of the stock market performance indicator • Past version of Performance Management seemed to only be useful for providing weak justifications for poor administration decisions (e.g. justifying pay, promotions etc) • The relevance of measuring the equilibrium of efficiency, optimization processes and output measurements

7

Which are the main challenges in today’s Performance Management practice?

The interviewed professionals have identified numerous challenges related to the field, from very general to very specific ones. The challenges that most professionals referred to are:

• Trying to use new sources of data, i.e. social media data, without fully understanding the difficulties that this entails • Providing a mindset that comprehends the fact that measurement is not about tracking numbers or having intelligent dashboards, but that it is a mindset, a philosophy that has to be driven top-down

8

What do you think should be improved in the use of Performance Management tools and processes?

Far from offering simple improvement suggestions, the interviewed professionals provided numerous examples of improvements brought to performance management tools and processes that could help organizations achieve the desired outcomes. Some of them are: • Adopting a Big Data approach • All related performance management tools and processes used for reporting within an organization, across departments, should be based on the same centralized data source • The distribution of reports should be managed by a centralized department

be substantially improved and there should be less reliance on hard, transactional data • Surveying line managers and employees on the usefulness of their current PM system and what improvements would they suggest

9

What would you consider as a best practice in Performance Management?

Some of the aspects regarded by the interviewed professionals as best practices in the field are: • Having less predefined feedback sessions, fewer SMART goals, more feedback based on individual employee needs, with respect to timing and constructivity • Using Performance Management to liberate the hidden productive potential within an organization, rather than turning it into a constraining tool that only serves to put pressure on individuals • Perfectly aligning Performance Management Systems at all levels • Developing an integrated approach both from a conceptual and technological/ architectural point of view • Hiring a Chief Data Officer or creating a role within an organization that solely deals with analyzing & reporting data • Nurturing and growing the desire to achieve, the driveability of strategic initiatives to realize strategic objectives and the impact of outcomes measured at the highest possible level

10

Which aspects of Performance Management should be emphasized during educational programs?

• PM, as a process, is time-consuming and people tunnel vision on reporting rather than actually developing performance.

• Every Performance Management System should be linked to an evidence and feedback subsystem that documents achievements, in addition to the factors that contributed negatively or positively to achieving those respective achievements

Given the current curriculum in many universities and schools around the world, our experts agreed that there are still numerous performance related aspects that are not fully addressed through the existing educational programs. Some of the mentioned aspects are:

• The

• The integration of soft variables needs to

• The use of analytics engines which offer

conflict

of

interest

between

the

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

7

PERSPECTIVES effective support to one’s business strategies • Defining the right performance measures, as wrong measures may lead to dysfunctional behavior, ultimately causing sub-optimal results • Providing integrated, transparent and easy to use performance management reporting tools • Looking at organizations as ecosystems, instead of using Performance Management from a micro perspective, linked to processes and being blinded by the aforementioned equilibrium • Offering an open course, designed to find the best possible management systems that can be employed in educational institutions, according to the course participants’ insight • Emphasizing performance management practices with a multi-dimensional focus, which take into account elements such as understanding soft variables and using systems thinking • Any aspects which are based on empirical research, rather than the typical normative aspects that don’t take basic research on employee motivation into account

11

What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

The limits identified by professionals revolve around the following major points: • Uncritically copying other organizations’ practices and lacking basic knowledge about organizational behavior and human work psychology • Being narrow minded, over-relying on financial and transactional data, and spreadsheet modelling

• Being resistant to change, which can lead to the fragmentation of performance management reporting processes • Lacking acumen

the

necessary

technological

• Focusing chiefly on the reporting side without any insights and/or analytics usage

12

What is your opinion on the emerging trend of measuring performance outside working hours?

Our interviewed specialists concluded that although measuring performance might have some utility in getting better at a certain hobby, they are not in favour of such practices, as it can strain an employee’s mental fortitude, seeing as people might get burnt out and nervous due to a persistent feeling of being watched, measured and generally kept under a magnifying glass.

In their opinion, work should be work and it is fine measuring one’s performance there, as that is the place where an individual must do his very best, but during one’s free time, everyone should look to relax and enjoy themselves without seeking to maximize whatever it is that they are doing.

13

What personal performance measurement tools do you use?

When it comes to this topic, on par with their previous answer, our academics and consultants stated that apart from using spreadsheets for personal purposes, they do not actually use any other types of instruments, tools or gadgets that measure their performance outside of work.

14 a

• Integrating data from different systems

For Academics: We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/ degrees such as the Masters in Managing Organizational Performance)?

• Data-sharing among practitioners in the same field, which negatively influences benchmarking purposes

As far as degree suggestions go, we were told that taking into account educational institutions that have degrees either

• Focusing on the outputs rather than the outcomes

8

dealing with or about Business Analytics & Analytics in general would be a great addition. One such example would be the Warwick Business School, which has undergraduate, doctoral and post-doc degrees in Management, Business Analytics or Business Administration.

14 b

For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

When it came to this question, the answers we received were quite practical and could be valuable points of interest for anyone wanting to improve & develop their performance management system.

One element that came under the limelight was the time required to generate periodic performance management reports, which in turn highly depends on the level of automation.

Another one was inspecting to see whether the tools and processes within that PMS are used to build a new & innovative approach to data analysis and management, or whether these instruments integrated/federated or decentralized data.

As a final point of analysis, our consultants mentioned the fact that you always have to constantly review that system, to see if its tools and instruments are well-customized to suit the needs and specificities of the organization using it, at various points in time.

PERSPECTIVES

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PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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PERSPECTIVES

Map Overview

Bard Kuvaas Professor - Department of Leadership and Organizational Behaviour, BI Norwegian School of Management

10

Martin Kunc

Mohamed Zairi

Randa Hariri

Associate Professor of Science Management, Warwick Business School

CEO/Executive Chairman, Excellence Tetralogy/European Centre for Best Practice Management and Zairi Institute

Director of StrategicOperational Planning & Performance Evaluation Department/Assistant Professor, Dar Al-Hekma University

PERSPECTIVES

Bart Geeraerts

Francesco Consolati

Paul Moroney

Management Consultant and Performance Management Reporting & Projects Expert, Degroof Petercam

Advisory Business Solution Manager - Risk, Fraud and Performance Management, SAS

Chief Product Officer, ActiveOps Limited

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

11

INTERVIEWS Academics useful they think the existing Performance Management system is in developing employee performance through surveys or focus groups.

Organization: BI Norwegian School of Management Current Position: Professor - Department of Leadership and Organizational Behaviour

Trends 1. Which were the 2016 key trends in Performance Management, from your point of view?

Last year’s key trends in Performance Management were centered around the adoption of a less (forced) ranking process, the acceptance of a less formal setting and the increase in feedback episodes.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

I would prefer not to answer this question as I do not have any particular thoughts on this matter.

3. Which will be the major changes in managing performance, in the future?

I hope that some of the major changes in managing performance in the future will include: less predefined feedback sessions, feedback based on individual employee’s needs, less SMART goals and more purpose oriented goals, as well as more forward oriented performance discussions.

Research 4. What aspects of Performance Management should be explored more through research?

I would like researchers to pay more attention to and to spend more time researching the possible alternatives to the traditional Performance Management of today.

5. Which organizations would you recommend to be looked at, due to 12

their particular approach to managing performance, and their subsequent results?

I believe that the Southwest Airlines should be more closely analyzed, because of their many results in the field of Performance Management, and because of the fact that most of these results are a ‘reaction’ to the particular approach they have adopted.

6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/or importance, from your point of view?

I find that the past traditional Performance Management has not had any particular relevance, except perhaps for providing weak justifications for poor administrative decisions (e.g. for pay, promotion etc).

Practice 7. Which are the main challenges of Performance Management in practice, today?

The main challenges of Performance Management in practice are due to the fact that the process is time consuming and that people haven’t focused enough on the development of performance. One other challenge I would like to mention is the conflict of interest between the administrative and developmental purpose.

8. What should be improved in the use of Performance Management tools and processes?

I think that there are many things that need to be improved. A way to start would be to ask line managers and employees how

9. What would you consider as a best practice in Performance Management?

Some best practices in Performance Management can result from less predefined feedback sessions, feedback based on individual employee’s needs with respect to timing and constructive feedback, less SMART goals and more purpose oriented goals, as well as more forward oriented performance discussions.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

The aspects of Performance Management that need to be emphasized during educational programs are those aspects that are based on empirical research, rather than the typical normative aspects that don’t take basic research on employee motivation into account.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Some practitioners might not be able to achieve higher levels of proficiency in Performance Management because of their uncritical copying of other organizations, and their lack of basic knowledge about organizational behavior and human (work) psychology.

“

I find that the past traditional Performance Management has not had any particular relevance, except perhaps for providing weak justifications for poor administrative decisions.

“

Name: Bård Kuvaas

PERSPECTIVES

Academics processes?

I think that the integration of soft variables needs to be improved substantially and that there should be less reliance on hard transactional data.

Organization: Warwick Business School Current Position: Associate Professor of Science Management

1. Which were the 2016 key trends in Performance Management, from your point of view?

Analytics has become an important aspect in the discussion of performance management as a tool to design performance management systems and as a decision support system for performance management.

The amount of data that these provide offer an organization’s leaders the opportunity to find every pain point, every weakness and also garner enough information to build a remedy.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

Performance management is still a predominant aspect at the organizational, departmental and employee level, and it has proven to have quite an impact.

3. Which will be the major changes in managing performance, in the future?

Managing performance will become more sophisticated with the introduction of multiple dimensions based on the rise of analytics and data. However, the cognitive aspect of managing performance is still years away of being fully understood.

Research 4. What aspects of Performance Management should be explored more through research?

The predominant aspect that should be explored more is the integration of cognitive dimensions in performance management, especially the impact of complexity on managers’ cognitive abilities to fully utilize performance management.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

I believe that Google should be more closely looked at, taking into account its many results in the field of performance management, as well as its approach to it.

“

I think that the integration of soft variables needs to be improved substantially and that there should be less reliance on hard transactional data.

“

Trends

6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/or importance, from your point of view?

I have noticed that financial performance has completely lost its relevance due to the stronger impact of the stock market performance.

Practice 7. Which are the main challenges of Performance Management in practice, today?

The main challenge today is to have a balanced approach to performance management and to avoid falling into “performance managerialism”, e.g. the abuse of measures to drive behavior.

8. What should be improved in the use of Performance Management tools and

9. What would you consider as a best practice in Performance Management?

One best practice is reflected in the fact that we can use performance management to liberate the potential existing in organizations, rather than using it to constrain organizations, which would be performance managerialism.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

Educational programs should place more emphasis on performance management with a multi-dimensional focus, incorporation of analytics, the understanding of soft variables and the use of systems thinking.

My book - Kunc, 2008 Management Decision paper stands as a reference point, for anyone that is curious.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Some of the limits that prevent practitioners from achieving higher levels of proficiency in performance management are: narrow mindedness, reliance on financial and transactional data, and spreadsheet modelling. Narrow mindedness prevents them from broadening their horizons and working with different types of people; reliance on financial and transactional data limits their information coverage; and spreadsheets can be misread.

“

The predominant aspect that should be explored more is the integration of cognitive dimensions in performance management.

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

“

Name: Martin Kunc

13

PERSPECTIVES

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

This is very bad from a privacy perspective and it will reduce productivity inside working hours, because feeling under constant pressure to perform will decrease employees’ productivity, and it will make them feel that they are losing their privacy.

13.

What personal performance measurement tools do you use?

This is a private matter and I feel that it should be the same for everyone.

Specific Question - Academics 14. We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/

degrees such as the Master’s in Managing Organizational Performance)?

I would like to suggest a Master in Business Analytics or related degrees. For example, the Warwick Business School has undergraduate courses in international management and management, a doctoral programme in Business Administration and a post-grad degree in Business Analytics.

Academics together the measurement of distinctive capabilities and the way in which these become distinctive, as an example of the best way to compete. Moreover, it will be important to look at causal relationships between one aspect of measurement - from a capabilities viewpoint (i.e. the how to and where) - and the impact on outcomes, to which I alluded previously, where one aspect of measurement is to look at the significance of outcomes.

Name: Mohamed Zairi Organization: Excellence Tetralogy/European Centre for Best Practice Management and Zairi Institute Current Position: CEO/Executive Chairman

1. Which were the 2016 key trends in Performance Management, from your point of view?

Last year’s key trends in Performance Management were centered around the adoption of a less (forced) ranking process, the acceptance of a less formal setting and the increase in feedback episodes.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee levels?

The integration of PM across the board is becoming more significant as a trend because nowadays organizations are regarded as open systems. There are lots of concepts which look at where value is captured, where it is created and put forward for the customer, in both discrete areas and larger, strategic areas. Some of this integration is also extending externally, because more and more organizations are expected to behave as open systems through digital connectivity.

3. Which will be the major changes in managing performance, in the future?

Insofar as the major changes in managing 14

performance are concerned, they are going to be mostly related to the outcomes and impacts, with more emphasis either on the major leaps towards competitiveness - using international indices, or on the impact that happiness has on the customer.

Research 4. What aspects of Performance Management should be explored more through research?

As far as research is concerned, there are multiple areas which should be explored, that look at the discipline holistically, joining

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One big challenge is to provide a mindset that comprehends the fact that measurement is not about tracking numbers or having intelligent dashboards, but that it is a mindset, a philosophy that has to be driven top-down.

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Trends

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

I think the emerging thoughts on performance measurement are related to the government sector. For instance, some of the work we are doing in the UAE is really innovative. We’re talking here about smart service design, customization of services, with consumers and citizens being involved in creating and measuring the impact of said services, both from an excellence & effectiveness or efficiency point of view, and through measuring the impact this design has on happiness.

6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/or importance, from your point of view?

On this topic, I feel that the problem is not the relevance of measuring equilibrium of efficiency, optimization processes and output measurements. More significant nowadays is the responsiveness and measurement that facilitate the application of agility, adaptability and suitability of measurement,

PERSPECTIVES in terms of tracking where value is being made, as opposed to measurement that is static and looks specifically at optimization and consistency, and not at agility and dealing with disruption.

Practice 7. Which are main challenges of Performance Management in practice, today?

One big challenge is to provide a mindset that comprehends the fact that measurement is not about tracking numbers or having intelligent dashboards, but that it is a mindset, a philosophy that has to be driven top-down. We are still far behind on this and many organizations are too distracted with tools and dashboards, without a clear understanding of how measurement and its pervasiveness can impact the whole organization.

8. What should be improved in the use of Performance Management tools and processes?

This, I believe, is really a matter of “horses for courses”, as the saying goes, making sure that the language of measurement, of the general philosophy, is what matters, and not the need to have gadgets and tools that are colourful and which tend to be a distraction, and not real enablers.

9. What would you consider as a best practice in Performance Management?

The intent to achieve, the driveability of strategic initiatives to realize strategic objectives and the impact of outcomes measured at the highest possible level, are the best practices in Performance Management. Again, this is something that

“

The intent to achieve, the driveability of strategic initiatives to realize strategic objectives and the impact of outcomes measured at the highest possible level, are the best practices in Performance Management.

is happening in the government sector, as opposed to the private sector.

Education 10. Which aspects of Performance Management should be emphasized I’d recommend looking at organizations as ecosystems, instead of using Performance Management from a micro perspective, linked to processes and being blinded by the aforementioned equilibrium of efficiency, optimization and effectiveness.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

The work-life balance is an agenda of wellbeing & happiness. The modern philosophy of measurement is that the psychological, emotional, physical and perhaps even spiritual strengths can help people produce the best quality work and perform to their highest level of creativity and innovation.

tools that really look at measuring things from an emotional or happiness impact point of view. There are some algorithms that are currently being developed and any of them, if they were used, would do the job just fine.

13c. Practitioner Point of View: Which were the recent achievements in generating value from performance management in your organization?

Our recent achievements can be indexed from the work we do for the UAE government. We have seen significant leaps in performance, as emphasis is now placed more on driving performance for the future through disruptive thinking and driving performance by looking at capabilities from a relative standpoint, than on stabilizing the ship and creating a constancy of purposes, through consistency and predictability of performance, from a static perspective.

12. What is your opinion on the emerging trend of measuring performance outside working hours?

We primarily defer to tools and instruments that revolve around the work-life balance & the state of wellbeing, in order to maintain these in a healthy condition.

Specific Question 13a. Academic Points of View: We are developing a database of subjects/ degrees in Performance Management.

What are your suggestions relevant to the database (i.e. subjects/degrees such as the Masters in Managing Organizational Performance)?

I suggest a Masters in Performance Management, that looks at intangible assets, at organizations as ecosystems and perhaps that focuses more on the emotional or happiness impact.

13b. Consultant Point of View: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

I believe that this area is still under the microscope and that there are no significant PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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PERSPECTIVES

Academic Name: Randa Hariri Organization: Dar Al-Hekma University Current Position: Director of Strategic-Operational Planning & Performance Evaluation Department/Assistant Professor

1. Which are the 2015 key trends in Performance Management, from your point of view?

Performance management differs from one industry to another. From my position as an academic consultant, I view the performance management system as a holistic process that should make wise use of the interrelated collected data, as well as praise the engagement of all employees through encouraging selfevaluation processes, by producing portfolios that document everyone’s work and reveal their progress.

In this portfolio, employees are encouraged to include all data that measures their performance; accordingly, the employee is encouraged to develop or select the KPIs that best measure their performance and contribute to the achievements of their own objectives that strictly align with their respective departmental and institutional objectives and missions. In this way, the KPIs would be more relevant and acquire more than judgmental meaning to the employees.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

The integration of Performance Management at the organizational, departmental and employee level is highly necessary and highly recommended. This integration is highly related to the intended alignment along the various levels and thus best ensures the achievement of the objectives at the different levels. Most importantly, this integration provides the employees an ownership of the objectives at all levels and enhances their contribution to their achievement. Alongside 16

with the performance management integration at all levels, comes the importance of educated or informed decisions that must be data-driven.

3. Which will be the major changes in managing performance, in the future?

The major changes in managing performance in the future should focus more on the employees’ wellbeing, mainly their motivation and professional development. Accordingly, this entails more focus not only on the outcomes or results, but rather on the employees’ behaviors.

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I think that every Performance Management System has to be linked to an evidence and feedback subsystem that documents achievements, in addition to the factors that contributed negatively or positively to achieving those respective achievements.

“

Trends

This aligns with the holistic approach to performance management, which recommends more work engagement for the employees that starts with the development of the objectives at all levels, as well as with the evaluation of their performance.

Performance management has to undertake a paradigm shift from adopting a judgment and accountability approach, to following an improvement and enhancement approach.

This paradigm shift in the approach renders the employee more responsible for their work and for their own personal achievement, as well as the achievement of the whole organization.

Nevertheless, this does not entail that employees should ignore data completely, but recommends making wise use of the data that they need to seek or collect. This renders the employees of any organization to be the data owners, the data collectors, and most importantly the data analyzers of their work in relation to their own objectives, the departmental objectives, as well as the organizational objectives. This emphasizes the importance of engaging employees in the evaluation process and most significantly, focusing on their engagement in relation to the achievements they have to work towards. This indepth engagement constitutes an intrinsic reason to succeed for an employee, which is way more effective than the existing external motivations such as, but not limited to, incentives of all kinds.

Research 4.

What aspects of Performance Management should be explored more through research?

There are always new topics to be researched and explored in performance management.

One of the main ones that have not been researched could be: How could performance management be related to leadership practices?

What KPIs can best measure the BOT performance?

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Ultimately, educational institutions are unique and cannot be included within the business organizational frame. In light of this, the performance management system in these institutions must be reconsidered and a special performance management system for this sector must be developed accordingly.

This is significantly obvious through the specificity of the clients, although this term is not favored by educators, that educational institutions deal with, who are the students: the students who are the starting point of any educational institution and their end product. In addition, educational institutions have another kind of specificity related to their employees. Schools, colleges and universities have special treatments to teachers or faculty members on the one hand, and to other staff members on the other hand.

PERSPECTIVES

Practice 7. Which are main challenges of Performance Management in practice, today?

The main challenges of a Performance Management System, in practice in the past and today, are still almost the same. These challenges are manifested in the selection or development of appropriate KPIs that best measure the respective objectives.

8. What should be improved in the use of Performance Management tools and processes?

I think that every Performance Management System has to be linked to an evidence and feedback subsystem that documents achievements, in addition to the factors that contributed negatively or positively to achieving those respective achievements. This would be a vital element in the paradigm shift towards the improvement or development of performance management.

9. What would you consider as a best practice in Performance Management?

The alignment along the different levels: institutional, divisional, departmental and employee levels. In addition, the measurement used through specific KPIs, which can lead to informed decisions based on data.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

From my perspective & experience as an educator in higher education institution, I believe more emphasis should be put on or even a special section could be designed about educational institutions and the management systems that can best be employed in these institutions. Such a topic must be included in the educational programs about management systems. This emphasis is worth being considered due to the importance of

the education sector, its size, and role in today’s societies.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

There are always limits for every functional system whose effects vary from low levels of influence to high levels. Nevertheless, the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management focus on the following: • Sharing data among practitioners in the same field, which influences benchmarking purposes.

• Focusing on the outputs rather than the outcomes • The restricted ability of the performance management systems to evaluate creativity; • Communicating data • Integrating data from different systems;

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Performance management has to undertake a paradigm shift from adopting a judgment and accountability approach, to following an improvement and enhancement approach.

“

6. What Performance Management question would you like to have answered by researchers?

I think that any aspects which do not mean much to the employees and are used solely for their judgement value, not for improvement purposes, lose their relevance in any performance management system. The more performance management aspects are used for improvement purposes, the more relevant they get.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

I totally disagree with this emerging trend.

The employee is a human being whose nature we need to respect, as well as respond to his needs and abilities. On the contrary, I am an advocate of closing emails after working hours to give employees time to relax and resume their work more efficiently and effectively the next day.

13.

What personal performance measurement tools do you use?

Actually, due to the specificity of educational institutions that I emphasized earlier, we developed a system in our university, customized to best document and monitor the progress of the achievements of all objectives and their respective KPIs, including the detailed action plans.

Connected to this system are scorecards, dashboards and databases, which are developed and maintained at the departmental, divisional and institutional levels, to measure our KPIs. Interestingly, we succeeded in transforming these scorecards into self-evaluation tools that are used by each respective manager at the departmental, divisional, and institutional levels to monitor their progress and document their achievements. These altogether provide us with precise information of where we are & where do we want to be. In addition, this tool allows us to identify the challenges that we are facing towards attaining any target and thus achieving any objective.

Specific Question 14a. For Academics: We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/degrees such as the Masters in Managing Organizational Performance)?

I would much like to see you developing oneyear diplomas or certificates with focused content on performance managementrelated topics.

14b. For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

In regards to educational institutions, which are my main focus, I look at whether that institution’s system has tools or instruments that are well customized for it, taking into considerations the specificity of such an institution at all levels. Such an instrument could be a Management System that incorporates one’s portfolio of achievements as a self-evaluation tool, which is integrated into the grand design of the whole institution.

14c. For Practitioners: Which were the recent achievements in generating value from performance management in your organization?

We have changed the way our scorecards work. From simply displaying data to a user and nothing else, we’ve redesigned and improve them, turning them into selfevaluation tools, which can showcase strong points, weaknesses and also give the user the ability to share achievements.

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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PERSPECTIVES

Consultant I think it is worth taking a look at any company which has succeeded in both developing & implementing a valueadding management information system and in offering consultancy regarding the inner workings of said system, to other organizations who might wish to adopt it.

Organization: Degroof Petercam Current Position: Management Consultant and Performance Management Reporting & Projects Expert

a focus on employee satisfaction rather than control is key.

Trends 1. Which were the 2016 key trends in Performance Management, from your point of view?

In 2016 I noticed a growing interest in an integrated management information system that allows the user to easily drill down data into great details. Especially in dynamic industries with complex business models and corporate structures, reporting and explaining even the most obvious performance measures effectively requires a well-conceived integrated management information system.

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At the employee level I expect more and more companies to step away from the annual performance appraisal, as it can lead to an increase in unhealthy competition between employees.

“

2.

What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

While cascading Performance Management throughout the various levels of an organization may seem evident, it is a delicate exercise when the employee level is involved. Unless employee goals are very straightforward (i.e. where performance management can be cascaded down), a great deal of ambiguity may be involved when assessing employee performance. In that case, depending on the context, I believe that 18

3. Which will be the major changes in managing performance, in the future?

As the amount of available data grows, I expect detailed analytical business demands to rise as well. For a Performance Management practitioner, in order to respond to an increasing number of challenging questions effectively, a detailed integrated management information system is a sine qua non.

Research 4. What aspects of Performance Management should be explored more through research?

Many­companies seem reluctant to allow employees to work from home. However, in my opinion, there are several reasons to believe that, in certain situations, it could lead to improved performance. That is why I believe that this aspect should be more closely analyzed. have worked, data entered by front line staff has been vital to completing a valid and informative performance picture.

Yet is has never been clear to either them or me how this can be truly beneficial to them.

There exists a gap between the reality they face on the job, the systems they use and data they must enter, and the final use of that in planning and performance management at a strategic level. It would be good to showcase and present examples of good practice, where that has been delivered most effectively.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/ or importance, from your point of view?

At the employee level I expect more and more companies to step away from the annual performance appraisal, as it can lead to an increase in unhealthy competition between employees, which in the long term can affect their overall performance.

Practice 7. Which are main challenges of Performance Management in practice, today?

I think that at the organizational level, one of the main challenges of Performance Management is generating structured information out of an enormous amount of data.

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I think that measuring performance outside working hours can be useful to develop particular skills, but I also feel that this has to do more with the mindset than the actual measurements.

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Name: Bart Geeraerts

8. What should be improved in the use of Performance Management tools and processes?

All related performance management tools and processes used for reporting within an organization, across departments, should be based on the same centralized data source.

Moreover, the distribution of reports should be managed by a centralized department ensuring consistency is always first and foremost. This will ultimately lead to an increased credibility of the reported figures.

PERSPECTIVES 9. What would you consider as a best practice in Performance Management?

Banking on my previous answer, considerable attention should be given to an integrated approach both from a conceptual and technological/architectural point of view. This will ensure the credibility and sustainability of the solution and process.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

Educational programs should place more emphasis on two important aspects of Performance Management: 1. Defining the right performance measures, as wrong measures may lead to dysfunctional behavior, ultimately causing sub-optimal results; and 2. Providing integrated, transparent and easy to use performance management reporting tools.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Some practitioners cannot achieve higher levels of proficiency because of their own resistance to change, which can often lead to the fragmentation of performance management reporting processes. Apart from this, I also believe that the level of technological acumen, or lack thereof better said, can represent another obstacle that can greatly hinder their development.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

I think that measuring performance outside working hours can be useful to develop particular skills (e.g. sports, hobbies) more effectively. Today, a lot of tools and apps

that facilitate all kinds of performance measurements are available. I believe, however, that it is more about the mindset than the actual measurements.

13.

What personal performance measurement tools do you use?

I mainly use spreadsheets for personal purposes, and apart from that, nothing else.

Specific Question 14. For Consult­ants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

The time required to generate periodic performance management reports, which highly depends on the level of automation.

Manual reporting processes are generally less accurate and imply a higher risk of errors, so that would be the main thing I’d take a close took at.

Consultant

Organization: SAS Current Position: Advisory Business Solution Manager - Risk, Fraud and Performance Management

Trends 1. Which were the 2016 key trends in Performance Management, from your point of view?

The top trend I see, for Performance Management as a discipline, is moving from traditional KPI measurement to effectively supporting management decisions. In the past, there was a lot of discussion regarding the differences between performance measurement and management but now it is time for all organizations, regardless of size, to adapt to market changes, which means fully utilizing both of the aforementioned aspects.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

Usage of Performance Management as an effective support strategy system depends on how pervasive it is within the organization.

One of the key factors is to spread the usage of Performance Management at the employee level. Of course, contrary to the organizational level, KPI definition and measurement will be very different at the employee level, where it makes more sense to talk about monitoring simple Performance Indicators. Nonetheless, these PIs will have to be in line with the organizational strategy and general KPI framework.

3. Which will be the major changes in managing performance, in the future?

Major changes will be the increasing use of analytics to effectively manage performance.

Currently, the evolution of Business Analytics, as developed by vendors like SAS, provides the ability to move analytics from statisticians to business people, so it becomes easier to do the following: • Analyze correlations between business variables and external factors (ex: volume of sales depends on prices and sales effectiveness, but also on the GDP rate) • Manage accurate forecasts to anticipate trends and support budget target definition

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In my opinion, the integration of analytics in the daily activities of any organization boasting a Performance Management System should be a high priority objective.

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Name: Francesco Consolati

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PERSPECTIVES

4. What aspects of Performance Management should be explored more through research?

In my opinion, the integration of analytics in the daily activities of any organization boasting a Performance Management System should be a high priority objective. As such, one activity that can be explored through further research is how to fully integrate analytics into the day-to-day activities of an organizational entity.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

The best in class organizations have set up dedicated departments, such as those for Data Office and Data Governance. On top of this, assigning a CDO further helps an organization to have an integrated source of information for managers and other department leaders & members.

6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/or importance, from your point of view?

The traditional approach to performance measurement is losing its impact from a strategic point of view, whilst it remains relevant for employee performance measurements and general performance evaluations.

Practice 7. Which are main challenges of Performance Management in practice, today?

I would say the main challenges are related to data availability and data quality. In addition to this, including additional sources of data like social and web data can add value to performance management systems, but also complicate things, so if you do embark on this journey, you must be fully aware of the challenges that lie ahead with all the new data you will be receiving.

8. What should be improved in the use of Performance Management tools and processes?

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Adopting a Big Data approach can add value to performance management, because it will provide you the ability to analyze company figures, including additional information like the ones mentioned before, web and social platform data, as well as ratings from customers and other data that will allow you to analyze the impact of your strategic actions on numerous variables, not just financial figures.

“

I think that one aspect, which is often overlooked, is the use of analytics engines which offer effective support to one’s business strategies.

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Research

9. What would you consider as a best practice in Performance Management?

In my opinion, a best practice could be the hiring a Chief Data Officer, who will be responsible for providing data for the CFO, CRO, CSO, CMO and so on. The Chief Data Officer should be different from the CIO, his main objective being to act as a data provider and to offer accurate information based on internal and external data.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

I think that one aspect, which is often overlooked, is the use of analytics engines which offer effective support to one’s business strategies. The evolution of analytics engine in terms of democratization (possibility to be used by everyone without statistical competences), like the ones provided by SAS, is something that can prove to be very helpful in this regard.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Usually, the limits are mainly related to data silos approaches and to practitioners chiefly focusing only on the reporting side without any insights and/or analytics usage.

Reporting is very lackluster if done without

any sort of data back up and I see many professionals falling into this trap, just to provide a quick report. Time is money, indeed, but accurate information is by extent, even more money in the mid-to-long run.

Specific Question 12. For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

My main points of analysis would be, as said before: Are these tools and processes used to build an innovative approach to data?

Do these instruments integrate/federate or decentralize data? Do they eliminate data silos or use external data, coming from social media platforms?

PERSPECTIVES

Consultant is more difficult.

Then, another aspect would be the impact of gamification as part of or alongside the PM system, and how these things work together to drive good performance.

Name: Paul Moroney Organization: ActiveOps Limited Current Position: Chief Product Officer

1. Which were the 2016 key trends in Performance Management, from your point of view?

The two most significant trends I observed are: • The challenge to the current performance management framework, including the use of annual objectives and bell curves, as a significant input to performance ratings; does this process actually add value, when looking at the resource costs and stifling of innovation that it delivers?

• A break from the annual review and CPI movements being linked to pay increases. This is being replaced by more transformations based on changes related to an individual’s contribution and capability.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

If the PM system does not align from the organizational to the employee level, then any correlation between what the organization is driving toward and individual actions is mere coincidence. There must be an alignment for the organization to be effective. The challenge is to identify how the PM system needs to change, objectives and measurements-wise, between levels.

This is particularly true of the support functions within organizations, which need to ensure they are contributing ‘fit for purpose’ solutions for their organization, not just the ‘best of breed’ from their specialist function.

Usually, this is not a disaggregation of the organizational targets that the individual needs to contribute to. It takes effort and creativity to determine what the appropriate deliverable of staff will deliver a successful company outcome.

3. Which will be the major changes in managing performance, in the future?

More and more data will be available to determine where employees are spending time.

The challenge is to make good use of this data, to identify what was achieved in the time spent, not simply record where the time went. Unless actions are taken, ‘busyness’ will (continue to be) mistaken for a valuable contribution.

More organizations will challenge the current approach of annual and quarterly objectives, in favor of more agile approaches.

Organizational metrics such as Net Promoter Score will continue to be used at individual levels, even where the individual has little control over what drives the score.

Research 4. What aspects of Performance Management should be explored more through research?

The trend toward removing bell curves and traditional PM systems is growing. The performance of organizations that have taken this approach, coupled with an understanding of what replaced the ‘traditional’ system would be an excellent area of research. Recognizing limitations is good, finding a better alternative

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More and more data will be available to determine where employees are spending time. The challenge is to make good use of this data, otherwise ‘busyness’ will (continue to be) mistaken for a valuable contribution.

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Trends

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Organizations that have moved away from ‘traditional’ PM. Therefore, companies such as IBM, Microsoft, KPMG, Accenture, Deloitte and PwC. 6. Which of the existing trends, topics or particular aspects within Performance Management have lost their relevance and/ or importance, from your point of view?

I have an interest in the decline of the Bell Curve. I have long held the view that for most large organizations, across large pools of people, with differing performance levels, it was self-explanatory that it worked. The challenge lies in the fact that organizations want the math to work at a team level of perhaps 10 people, along the lines I mentioned in answer to the interview’s second question.

This produces skewed results in two ways: generating good performance from average (or lower), and not recognizing great performance where four outstanding performance sources are on the same team.

Sound logic, poor execution.

Practice 7. Which are main challenges of Performance Management in practice, today?

The increase in automation will continue to remove more straightforward work (initially at least). This will cause the remaining roles to be more complex in nature. The more complex and diverse the role, the more challenging to see ‘what good looks like’.

8. What should be improved in the use of Performance Management tools and processes?

The ability to aggregate output in a meaningful way to demonstrate the contribution of individuals. Even data that is only materially correct is still more powerful to base PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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PERSPECTIVES performance conversations around than ‘gut feel and observations’. Data is not the answer, but it provides a framework for constructive conversations and comparisons.

9. What would you consider as a best practice in Performance Management?

Best practice Performance Management is light in administration, great at recognizing ‘real’ performance, and realistic regarding the impact of factors which lie outside of the individual’s control. People providing discretionary efforts and good results aligned to organizational goals and values are rewarded and retained.

Those who are not are provided the support to improve. If this is not successful, they need an opportunity to find a more suitable pursuit, even if it means changing organizations.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

The need for PM systems to be fit for purpose, to encourage organizational goals to be met whilst treating staff with respect. People will do what the PM system rewards, not what you ask them to do and not what you think they should do. Set PM systems up with this in mind!

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Best practice Performance Management is light in administration, great at recognizing ‘real’ performance, and realistic regarding the impact of factors which lie outside of the individual’s control.

“

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Historical views of what ‘good’ looks like.

This is despite evidence that for many organizations, traditional PM systems have become an industry of deadline-driven, form-filling exercises that have little to do with what needs to be done.

Enough process to be useful, and no more!

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Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

It seems most things can now be turned into ‘points’ or other measures and people care about them. Think FitBit, SnapChat and Candy Crush Saga and many more. Does it add value, will they sustain interest? I personally think these will have a relatively short shelf life, but the people being attracted to counting performance in different ways will continue for many generations to come.

13.

What personal performance measurement tools do you use?

I use Office365 Outlook for capacity management, to do lists for what I need to achieve, Word and Excel templates to record goals and objectives. I am currently experimenting with a host of Apps that help make all of this easier!

Specific Question 14. For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

We look for the organizational linkage and context to determine what is important. We want departments and teams to know what role they play and how to effectively and efficiently deliver customer outcomes.

Then we want the individual to: • have the opportunity to develop the rights skills, which change over time • be provided with enough work and challenge to keep them gainfully occupied • identify where the person ‘does not want to be here’ and help them find a way to change that attitude or move on. Life is too short for both that person and their teammates!

With all of the above working as intended, differentiate to reward and encourage discretionary efforts and excellent achievement!

PERSPECTIVES

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January edition

Performance Magazine, Printed Edition. Second issue, December, 2015. Content: News. Can you hear the music? Or how KPIs can alter reality. Performance in the big league. An Enel strategy. Volkswagen: improving performance the wrong way.

Performance Management in Namibia: contracts for all ministers. Sweden said “Yes!” to the 6-hour working day. Reaping rewards, increasing productivity. Business Development Manager reaches top 3 best jobs in America, in 2015. Connecting the dots: lack of innovation leads to failure of new products. Managers engaging employees on social media increase change success rates. Study links professional success to high EQ. Cover story: The state of the performance improvement and Key Performance Indicators in 2015. Expert Interviews: Ahmed Ragab. Principal Partner, Resilience&, Kuwait. Bert de Winter. Director of Logistics Operations for Printing & Personal Systems Hardware & Supplies EMEA, Hewlett-Packard, Belgium. Luis Gargalo. Management Control Systems Department Coordinator, Wayfield, Trading Internacional, SA – Grupo Refriango, Portugal. Michael J. Sutton. Associate Professor of Management Gamification, Serious Games, and Simulations, Westminster College, USA. Mohamad Yassine. Director of Institutional Effectiveness, Adjunct Professor, Gulf University for Science and Technology, Kuwait. Musa Bulus. Senior Strategy Analyst, Central Bank of Nigeria, Nigeria. Around the World: Governmental Performance. The Illinois Department of Public Health. GRUMA Mexico. A Performance Model Built on Innovation. Reaching the Right Audience in North America: A Digital Marketing Perspective. Strategy Formulation: Emirates Identity Authority Strategic Plan 2014 – 2016. Strategy and Performance Management. How to improve your decision-making process? Emerging Performance Management Trends in 2015. Change Management and the Transitional Process in Organizations. 5 Emerging Manufacturing Trends. Employee Performance Management. Emotional Branding or How to Engage Customers Emotionally. The Challenges in Building an Employee Performance Centered Ecosystem.

Managing Difficult Employees. A topnotch leadership skill. Performance Measurement. Why Does It Take My Bank 90 Days to Approve a Loan? Game Measurement. A Recipe for Success. Innovation Performance. Evaluation of Research, Development and Engineering through KPIs. What do a video game and a MBA Professor Have in Common? Performance Improvement. Leaders, Life-cycles and Performance. Risk Management. Prisons. The Risk Management Experts. Ask the Experts. Which Data Matters the Most? Lifestyle. Unlocking Human Performance. A Leadership Challenge. What Makes You Happier: Buying or Doing? Why and How You Should First Invest in Yourself? Hardware Review. Form-1: Money-friendly 3D printing. The Adidas Smart Ball. When Accuracy Wind the Gold Medal. IKEA. A Kitchen for Our Future Selves. Software Review. Air Fuel Synthesis. Fixing Energy Supply Problems and Global Warming. SmartApps. Connecting Parts, Connecting Worlds. Sutisoft. Sutisoft Is Upgrading and You Should Too. PUSH. Fitness Measurement at Its Finest. Recommended.

Readings to Warm Up Your Winter. Punch Above Your Weight!: How to Succeed at Whatever You Want to Do, by John R. Potter. How to Measure Anything: Finding the Value of Intangibles in Business, by Douglas W. Hubbard. Big Data and The Internet of Things: Enterprise Information Architecture for a New Age, by Robert Stackowiak, Art Licht, Venu Mantha, Louis Nagode. Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach, by Martin Reeves, Knut Haanaes, Janmejaya Sinha. Rich Dad, Poor Dad: What the Rich Teach Their Kids about Money that the Poor and Middle Class Do Not!, by Robert T. Kiyosaki. Think to Win: Unleashing the Power of Strategic Thinking, by Paul Butler, John F. Manfredi, Peter Klein. The First Steps of a Social Network. Keywords: Key Performance Indicators (KPIs). Balanced Scorecard. Performance Management. Performance Measurement. Performance Improvement. Strategy and Business Planning. Employee Performance Management. Supplier Performance Management. Personal Performance Management. Data Analysis. Data Visualization. Benchmarking. Customer Service Performance. Innovation Performance. Balanced Scorecard Management System Performance. Measurement. Evolution. Accuracy. Big Data. Management. Business Intelligence. Ethics. Education.

Solution. Problem-solving. Decision-making. Project Management. Project Planning. KPI Selection. KPI Documentation.

KPI Evaluation. KPI Life-cycle. Data gathering. Data presentation. Initiatives. Adjustment. Management techniques.

Ishikawa. The 5 Why’s. The Fishbone Technique. SWOT Analysis. Value Flow Analysis. Expert Interviews. Academics.

Consultants. Practitioners. Events. Research. Mission. Vision. Strategy. Best knowhow. Data and Facts. Common Sense. Data Accuracy. Performance Magazine Focus Categories: Editorials. News. Interviews. Multimedia. Strategy. Balanced Scorecard. KPI. Organizational Performance. Operational Performance. Individual Performance. Personal Performance. Around the World. Interviews. Articles.

Editorials. Multimedia. News. The KPI Institute’s Professional Certification Programs.

February edition

No. 2

INTERVIEWS ACADEMICS. PRACTITIONERS. CONSULTANTS. Insights from practice AROUND THE WORLD GRUMA MEXICO: A performance model built on innovation GOVERNMENTAL PERFORMANCE: The Illinois Department Public of Health ARTICLES HOW TO IMPROVE YOUR DECISION-MAKING PROCESS? EMERGING PERFORMANCE MANAGEMENT TRENDS IN 2015 + LIFESTYLE, HARDWARE & SOFTWARE, AND RECOMMENDED RESOURCES

PORTRAIT

RAVEE RAMAMOOTHIE

Commitment to performance, commitment to people.

March edition

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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AROUND THE WORLD

AROUND THE WORLD Map Overview

Legislated

Plan

N/A

Introduction When we describe a nation as a change leader or a model of excellence, we describe the most visible outcomes resulted from governmental decisions. What we see as general well-being, expending economy, cultural growth, actually represents the government’s vision applied to the country it leads.

the performance management system they benefit from.

Thus, because governments, together with their countries, always strive for improvement, it should be there where we look for the best examples of performance management practices.

The second table represents the most extensive part of this chapter as it encloses a list of 232 countries together with their representative status of implementation of a performance management system and a cohesive description of it.

The following section encompasses the complete list of countries, as they were listed in 2016, together with a brief presentation of 24

The first section, Country Profiles, is defined by a list of 13 countries, all selected based on the performance management systems they had implemented and the improvement actions thereafter.

An overall, statistical assessment of the global situation, in performance management

terms, reveals that, out of the 232 countries evaluated, 87 have already legislated a PM system while most of the remaining 145 countries are planning to legislate it within the upcoming years. Since the launch of the report Performance Management in 2013, 22 countries have changed their status regarding performance management from planned to legislated. These include the 31 new countries added to the report.

The report was compiled only by using Government official websites or webpages belonging to other public institutions. The information was correct at the time of its gathering (December, 2016 – January, 2017) and the links were functional.

AROUND THE WORLD

Country Profiles Profiles of countries which have legislated a Performance Management System within their governmental institutions:

Australia The Austrian Stability Programme (2015-2020) covers the national medium-term budgetary plan of the country. In 2016 the Federal Government continues its stability-oriented and sustainable fiscal and economic policy strategy, having identified the following key policy areas: implementation of the tax reform 2015/2016 and reduction of non-wage labour costs; additional stimuli in the areas of internal and external security and measures to address the refugee inflow; acceleration of future-oriented investment to strengthen the growth potential of the Austrian economy, including support to the digital economy agenda, the labour market and employment creation; continuation of structural reforms.

Canada The 2016-2019 Federal Sustainable Development Strategy responds to public feedback and presents 13 aspirational goals that are a Canadian reflection of the environmentally-related sustainable development goals of the 2030 Agenda for Sustainable Development.

The 2016–2019 FSDS outlines what the country will do to promote clean growth, ensure healthy ecosystems and build safe, secure and sustainable communities over the next three years. Its 13 goals that support Canada’s sustainable development vison are: effective action on climate change; low-carbon government; clean growth; modern and resilient infrastructure; clean energy; healthy coasts and oceans; pristine lakes and rivers; sustainably managed lands and forests; healthy wildlife population; clean drinking water; sustainable food; connecting Canadians with nature; safe and healthy communities.

China The Communist Party of China Central Committee and the State Council have issued guidelines on the implementation of the 13th Five-Year Plan (2016-2020) for economic and social development.

The guidelines urged appropriate handling of the relationship between the government and the market, mobilizing the enthusiasm of both central and local governments, coordinating priorities with overall development and strengthening the leading and restrictive role of the plan during the period. The proposal of the Five-Year Plan (2016-2020) includes five development ideas, namely to maintain: growth through “innovation”; “coordinated” growth complementary and mutually reinforcing growth; environmentally friendly “green” growth; and last but not least, to maintain “sharingbased” development, which is aimed at enabling all citizens to share the benefits of development.

Indonesia The World Bank Group has renewed its partnership with Indonesia through the Country Partnership Framework (CPF) for the period of 2016-2020. The CPF concentrates on areas of infrastructure necessary to better connect the economy, provide sustainable energy, help the country reap benefits from the rapid pace of urbanization,

and improve equality of opportunity through better access of the poor and vulnerable to essential water and sanitation services.

Malaysia Notable developments in 2016 were the strengthened oversight of the Auditor General Office, the tabling of the AuG Report to three times a year, from a one-time a year, both being major projects under the Anti-Corruption NKRA, and the pledging of 574.592 Integrity Pacts, under the same NKRA, which manage the transparency of government spending and the relationship between the public and private sector.

Oman Based on its objectives for research development, The Oman TRC approved in 2016 a Water Research Strategic Program, the establishment of an Environmental Excellence Center and three pilot projects that are to be developed over the next 3 following years – The Continuous Hybrid Cooling Using Geothermal and Solar Heat Sources and Underground Storage Systems project, the Submarine Groundwater Discharge project and the IATI Wastewater project.

The three pilot projects will be put into practice with the aid of the Helmholtz Association of German Research Centres.

Qatar As part of the Qatar National Development Strategy 2011 – 2016, the following areas are considered key points for performance improvement of government: strategic policy and planning, budget and financial management, organizational alignment, human resources development, streamlined institutional processes, the advancement of information technology and further improving performance management.

Saudi Arabia In 2016, Saudi Arabia introduced the National Center for the Measurement of the Performance of Public Agencies (NCMPPA), which is responsible for the evaluation of the performance of public agencies, through the application of uniform and effective methodologies and tools. The main goals behind this institution is to improve government services, identify inefficiencies, make sounder budget allocations, build greater accountability and public trust.

Singapore In 2016, Singapore’s Public Service Department was awarded the Excellence in Engagement Strategy, from the HRO Today Services and Technology Association, in recognition of the department’s efforts to engage, motivate and recognize its hard-working public officers. Furthermore, the PSD’s Deputy Director received the Medal of Commendation from the National Trades Union Congress for his contributions in building strong and long lasting partnerships between the public sector and unions.

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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AROUND THE WORLD

South Africa Managerial practices at departmental level are being assessed on a regular basis in order to control the quality of services and implement changes wherever it is necessary. The Department of Planning, Monitoring and Evaluation (DPME) is the agency controlling the entire process of evaluation and the generation of a frameworks needed to carry out performance management activities. Their aim is to get department managers to regularly monitor the quality of their management practices and to implement improvement plans where necessary.

United Arab Emirates For the UAE, 2016 marked one of its greatest achievements in pursuing its Vision 2021 goal, which is the continued development of a world-leading infrastructure base. Far-reaching urban planning projects, like the Abu Dhabi Emirate-wide Vision 2030 or the Dubai Urban Development Master Plan 2020 stood at the core of these achievements. Thanks to these plans, the UAE jumped into the top 5 of the Nabarro Infrastructure Index. Other noticeable achievements would be the implementation of the “government accelerator”, a new mechanism meant to speed up the decision-making process, as well as the establishment of two new ministries, the Ministry of Happiness and the Ministry of Culture and Knowledge Development.

United Kingdom The entire range of UK’s public entities, from Ministries to every smaller Agency, share their performance data publicly and by using the same, standardized framework. Due to years of experience and improvements, the UK now benefits from a highly comprehensive performance evaluation and monitoring system. It undergoes 3 stages during the year: the first one of planning, followed by preliminary and final reviews. In 2015, the Civil Service Leadership Statement was released, specifying what type of mindset Civil Service workers can expect from their leaders at all ranks. One year later, in 2016, the CSL Statement was reviewed and updated, precisely outlying that civil service leaders should be inspiring, confident and empowering.

Each of these traits has specific indicators which must be upheld.

United States of America Performance management is, by far, not an alien term to the US Government. It has been officially monitoring its performance since 1993. However, changes had been regularly implemented over the years, through the Modernization Act of 2010. Although complex, USA’s evaluation system remains straightforward in nature, as it consists of five clearly defined annual stages: planning, monitoring, developing, rating and rewarding. In 2015, two developments are of note: The Federal Employee Viewpoint Survey Results and The Veteran Employment Initiative. The latter is an initiative that will last long into 2016, all the way until 2017, with the aim of offering veterans a stable and sustainable job within the public sector, all the while retaining current veteran talent and finding solutions for further career development.

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AROUND THE WORLD

Country Legislation

A

Country

Category

Notes

Abkhazia

N/A

Partially recognized state. Information regarding performance legislation was not available.

Afghanistan

Plan

The Plan for Transition, was implemented by the U.S. Mission in Afghanistan as a four-year strategic plan (2015-2018) and it is based on the premise that private sector-led economic growth will become the main source of increases in government revenue to replace donor assistance and provide resources for quality service delivery. Its Results Framework encompasses three Development Objectives: the expansion of the sustainable agriculture-led economic growth; the maintenance and enhancement of the gains in health, education, and the empowerment of women; and the improvement of the performance and legitimacy of the Government of Afghanistan.

Source: http://pdf.usaid.gov/pdf_docs/PBAAE268.pdf

Åland Islands

N/A

The territory is self-governing and, therefore, legislates its own policies and deals with administration issues. However, no further mentions of any performance management system were found.

Albania

Legislated

Albania’s Economic Reform Programme (2016 -2018) outlines the main macroeconomic and fiscal policy aspects as well as priority structural reforms planned by the Government of Albania (GoA) for strengthening the domestic economy and stimulating sustainable growth and increased competitiveness. GoA’s priorities are geared toward fiscal consolidation and strengthened public expenditure management, reduction of infrastructure, deficits, regulatory and institutional reform and improvement of social protection systems.

Sources: goo.gl/5hmxXP

Algeria

Plan

In 2013, Algeria signed a long-term strategic co-operation agreement with the African Development Bank for the 2013-2022 period. Adding up to this, in 2016 The African Development Bank and Algeria have signed another agreement for a €900-million loan to support the country’s industrial and energy competitiveness. This budget support loan provides the Government with the resources needed to offset the drop in its revenue due to the sharp fall in oil prices.

Source: goo.gl/NkcK9q

American Samoa

Plan

Building upon the 2013 American Samoa Energy Action Plan, the 2016 Energy Action Plan provides a progress update on the 2013 priority actions and adds new priority actions. This Energy Action Plan is based on four near-term strategies selected by the American Samoa Renewable Energy Committee (ASREC) during action-planning workshops conducted in May 2016. Its vision is to create a sustainable future by reducing dependence on fossil fuels and it mission is to enhance the well-being of the citizens, to ensure energy and economic security through energy independence and diversification, and to improve environmental quality.

Source: http://www.nrel.gov/docs/fy16osti/67091.pdf

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Country Legislation

A

Country

Category

Notes

Angola

Plan

The President’s Malaria Initiative (PMI) was launched in 2005 and its goal was to reduce malaria-related mortality by 50% across 15 high-burden countries in sub-Saharan Africa. The FY 2016 Malaria Operational Plan presents a detailed implementation plan for Angola, based on the strategies of PMI and the National Malaria Control Program (NMCP). The activities that PMI is proposing build on investments made by PMI and other partners to improve and expand malaria-related services, including the Global Fund to Fight AIDS, Tuberculosis, and Malaria (Global Fund) malaria grants.

Source: https://www.pmi.gov/docs/default-source/default-document-library/malariaoperational-plans/fy16/fy-2016-angola-malaria-operational-plan.pdf?sfvrsn=6

Anguilla

Plan

The Medium Term Economic and Fiscal Plan (2016-2018) under the Framework for Fiscal Sustainability and Development as mandated by the UK Government includes various policy decisions for the growth and development of Anguilla. This Medium Term Plan offers the Government the opportunity to introduce a number of other plans, such as plans related to business development and the continued implementation of the Sustainable Tourism Plan to include the yachting industry.

Source: http://theanguillian.com/2016/07/anguillians-told-about-3-year-economic-fiscal-plan/

Antarctica

Plan

Regarding performance improvement, New Zealand has big plans for the people of Antarctica, wishing to further strengthen their main areas of expertise, through their 2014-2018 Statement of Intent. Among their goals one can read maintaining and improving the quality of their scientific research, ensuring that the environment is fully protected, increasing public awareness of the relevance of New Zealand’s science and stewardship in Antarctica and furthering relations with other governments. Additionally, in 2016 the Ministry of Social Development has promised to help New Zealanders to help themselves to be safe, strong and independent, through the 20162020 Social Intentions document.

Sources: http://antarcticanz.govt.nz/images/downloads/whoarewe/ StatementofIntent2014-18.pdfgoo.gl/hqcdFV

Antigua and Barbuda

Plan

Antigua and Barbuda’s 2016 Budget theme was “Rebuilding a Stronger, Safer and Prosperous Antigua and Barbuda”. Through the Budget Statement the Government pledged to lay the foundation for a stronger economy, a working Social Security and Medical Benefits Schemes, an advanced education, safety for the homes and businesses of the citizens, and good paying jobs.

Source: http://www.ab.gov.ag/pdf/budget_speech_2016.pdf

Argentina

Plan

The 2016-2021 Access to Longer Term for Micro, Small and Medium Enterprises Project is one of the latest projects assisted by the World Bank Group. The objective of this project is to improve access to, and strengthen the framework for the provision of longer term finance for eligible micro, small and medium enterprises. The project consists of three main components: a credit line intermediated by BICE to PFIs for on-lending to MSMEs; (b) technical assistance and capacity building to: (i) support BICE’s strengthening of its second-tier lending business model, (ii) strengthen the financial infrastructure and credit guarantee program that will improve the enabling environment for access to credit, and (iii) enhance the capacity of MSMEs to become bankable; and (c) project management.

Source: http://projects.worldbank.org/P159515/?lang=en&tab=overview

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Country Legislation

A

Country

Category

Notes

Armenia

Plan

The Country Partnership Strategy of 2014 - 2018 aims to help Armenia integrate its economy regionally, and to rebalance it toward more resilient, inclusive, and environmentally sustainable growth. The CPS will support improving transport links, upgrading secondary towns, and strengthening energy security. More specifically, in 2015, the Country operations business plan was enacted, which will support the development of local transportation, water and other urban services, building public sector capabilities and efficiently allocating public finances to ensure infrastructure sustainability.

Source: http://goo.gl/1GnffB

Aruba

Plan

The policy recommendations, signed between the Kingdom of the Netherlands-Aruba and the IMF, propose among others: putting debt on a downward trajectory, obtaining a surplus of 1.50% of GDP by 2020, increasing labor market flexibility, reducing the costs of engaging in business affairs, ensuring high performance of renewable energy sources and many more, which will be financed through the FDI. There have been no significant developments during 2016.

Source: https://www.imf.org/external/pubs/ft/scr/2015/cr15116.pdf

Australia

Legislated

IP Australia is the entity responsible for administering Australia’s IP rights system, specifically Patents, Trade Marks, Designs and Plant Breeder’s Rights. Their customer base is broad encompassing business, legal professionals, entrepreneurs and self-filers, to research institutions and global IP offices. Their purpose is to: provide an effective framework for protection of innovative products and brands which creates a secure environment for investment and technology diffusion; provide incentives for undertaking research and development; promote the disclosure of discoveries and follow-on generation of ideas; enable firms to build brand value and business reputation which in turn contributes to improved consumer confidence. The 2016-17 Corporate Plan covers the period 2016-2020, as required under section 35(1) of the Public Governance, Performance and Accountability Act 2013. Some of the strategies for 2016-17 are: implementation of primary outcomes from the review of IP Australia’s quality management system; Benchmark Trade Mark (TM) demand forecasting against other IP offices; exploration of alternative TM business models to improve cost effectiveness of the TM system for applicants; working with the TM and Designs, and Patents Consultative Groups to better understand customer needs etc.

Source: https://www.ipaustralia.gov.au/sites/g/files/net856/f/ip_australia_corporate_plan_201620.pdf

Austria

Legislated

The Austrian Stability Programme (2015-2020) covers the national medium-term budgetary plan of the country. In 2016 the Federal Government continues its stability-oriented and sustainable fiscal and economic policy strategy, having identified the following key policy areas: implementation of the tax reform 2015/2016 and reduction of non-wage labour costs; additional stimuli in the areas of internal and external security and measures to address the refugee inflow; acceleration of futureoriented investment to strengthen the growth potential of the Austrian economy, including support to the digital economy agenda, the labour market and employment creation; continuation of structural reforms.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/sp2016_austria_en.pdf

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Country Legislation

A-B

Country

Category

Notes

Azerbaijan

Plan

The Country Partnership Strategy of 2014 - 2018 aims to help Azerbaijan integrate its economy regionally, and to rebalance it toward more resilient, inclusive, and environmentally sustainable growth. The CPS will support reduction of poverty, job creation, social protection, education, private sector development, and capacity development. More specifically, in 2016, the Country Operations Business Plan was enacted, which will support the development of transport, energy, water and other urban infrastructure and services.

Sources: https://www.adb.org/documents/azerbaijan-country-partnership-strategy-2014-2018 https://www.adb.org/documents/azerbaijan-country-operations-business-plan-2016-2018

Bahamas

Legislated

The 2016-2017 Budget Agenda – An Agenda for a Modern Bahamas, is the fifth budget communication presented to the Honorable House of Assembly of the Commonwealth of the Bahamas. The Budget Agenda reveals a reduction in the Government’s GFS Deficit, a reduction that began with the implementation of the Medium-Term Fiscal Consolidation Plan. The Medium-Term Fiscal Consolidation Plan yielded concrete improvements in the public finances of the nation and has established a solid foundation for stronger growth and job creation. The Plan for the 2016-17 fiscal year is to build further on the country’s fiscal success with a projected GFS Deficit of $100 million.

Source: http://www.caribbeanelections.com/eDocs/budget/bs_budget/bs_budget_2016.pdf

Bahrain

Legislated

The Economic Vision 2030 was launched as part of the Kingdom’s ambitious programme to ensure the enduring well-being and prosperity of all Bahraini. The National Development Strategy (2015-2018) represents the next step in Bahrain’s journey toward the attainment of the Vision, as it outlines the medium-term strategic direction of the country. Its main strategic priorities are: maintain a safe and pleasant environment; enhance the quality and accessibility of social services; achieve sustainable quality growth; ensure fiscal sustainability to fund the future; ensure excellence in infrastructure; ensure sustainable development of strategic resources; enhance government performance and efficiency. The government worked to establish a pilot power plant that can generate 5MW from solar and wind technologies and that became operational at the beginning of 2016.

Source: http://www.bahrainedb.com/_layouts/National-development-strategy/en/document/#p=1

Bangladesh

Legislated

The objective of the 2016 FIP Investment Plan Preparation Project is to support the preparation of the Bangladesh Forest Investment Plan that meets the criteria of the Forest Investment Program.

Preparation of the IP involves drafting of the IP by a technical team with the help of other relevant parties to generate agreement on: the key challenges to enhancing forest-based mitigation and adaptation; and priority actions (policy and investment), both inside and outside forests, to address those challenges.

Sources: goo.gl/IBlpc3 http://projects.worldbank.org/P160234/?lang=en&tab=overview

Barbados

Legislated

In 2016 Barbados was one of the participating countries in the implementation of the second sequence of the Latin America - Central America & Caribbean Catastrophe Risk Insurance Project. The Project’s Development Objective is to improve affordability of high quality sovereign catastrophe risk transfer associated with earthquakes and climate-related events for CCRIF Participating Countries.

Source: goo.gl/z7zw7i

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Country Legislation

B

Country

Category

Notes

Belarus

Plan

The 2016-2020 Economic and Social Development Plan has been developed to support the achievement of national development priorities in the field of inclusive and sustainable development of the Republic of Belarus. Its main goals are: increasing economic competitiveness; innovation development; structural reforms that ensure knowledge-based economic growth and human capital development; inclusive, responsive and accountable governance; environmental protection and sustainable management of natural resources; as well as promotion of gender equality and human rights in line with the human rights-based approach (HRBA).

Sources: https://www.unicef.org/about/execboard/files/Belarus_DPDCPBLR3_UNDAF.pdf

Belgium

Plan

The central government of Belgium does not have the power to influence or control detailed variables and aspects such as performance figures and processes, due to its well-known internal division. Among the few measures that it can take are some general, budgetary or legal ones. In 2016 the government has mainly focused on economic reforms. It aimed at improving the labor market, reforming the tax and pension systems, restoring the sustainability of the social-security system, and other such tasks.

Source: http://www.sgi-network.org/docs/2016/country/SGI2016_Belgium.pdf

Belize

Legislated

The 2016 National Integrated Coastal Zone Management Plan for Belize is a comprehensive and crosssectoral planning framework that offers robust strategic solutions that build on the national agenda for growth, sustainable development and improved resources management. It links the economic potential and ecological value of the coastal zone with a balanced mix of utilization and conservation, and it ensures the strengthening of the governance of coastal resources by effectively facilitating the transition from sectoral management regimes to coordinated, cross-sectoral decision-making processes at local and national levels.

Source: goo.gl/wqgoXd

Benin

Legislated

The development objective of the Public Investment Management (PIM) and Governance Support Project (2016-2021) for Benin is to improve efficiency in PIM and enhance the performance of selected institutions of accountability in Benin. The project is comprised of four components: 1) enhancing efficiency and effectiveness in the PIM expenditure cycle; 2) strengthening good governance and accountability; 3) results-based financing in the electricity, water, and justice sectors; 4) support the project management unit (PMU).

Source: http://projects.worldbank.org/P147014/?lang=en&tab=overview

Bermuda

Plan

The 2015-2016 Strategic Plan of the Bermuda Police Service is aimed at developing a computerized appraisal system which will provide a continuous and thorough performance review for every officer up to the rank of superintendent. The 2016-2018 plan has the same goals as the previous one. In addition to this, the government will invest in new technology to improve efficiency, capacity and create accountability.

An electronic document management system will be implemented to enhance electronic filing capacity and streamline compliance with the requirements from the Public Access to Information Act. Other new worthwhile tech novelties would be a more interactive crime statistics reporting system, equipped with electronic crime mapping and automated incident analysis, to further improve citizen safety performance.

Sources: http://www.bermudapolice.bm/sites/default/files/BPS%20Strategic%20Plan%202016-2018. pdf PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Country Legislation

B

Country

Category

Notes

Bhutan

Legislated

The Technical and Vocational Education and Training (TVET) Blueprint was developed in collaboration between the Government of Bhutan and ADB TA project. The Government of Bhutan officially launched the TVET Blueprint 2016 -2026 in June 2016. The Blueprint outlines four pillars of reform areas that respond to the key constraints prevailing in the TVET system. The four pillars focus on: (i) Expansion of TVET, (ii) Improvement of quality, (iii) Improvement of relevance, and (iv) Strengthening of management.

Source: https://www.adb.org/projects/50296-001/main#project-pds

Bolivia

Legislated

The Economic and Social Development Plan (2016-2020) of the Plurinational State of Bolivia, constitutes the strategic framework and prioritization of goals, results and actions to be developed in the third period of government of the Democratic Cultural Revolution, which is made on the basis of the Patriotic Agenda 2025 and the Program of Government 2015-2020. The Democratic Cultural Revolution is the support for the construction of the Comunitarian Socialism for Living Well of all Bolivian women and men. Living Well is a philosophy that values life, seeks balance with oneself and others, promoting the respect and harmonious coexistence between human beings and nature.

The PDES 2016-2020 moves forward to consolidate the Living Well concept.

Source: http://www.slideshare.net/benavifer/economic-and-social-development-plan-20162020

Bosnia and Herzegovina

Plan

Bosnia and Herzegovina (BiH), together with the United Nations have agreed upon a new programme, entitled One programme 2015-2019, under the United Nations Development Action Framework. The expected outcomes of this plan are as follows: improved access to justice, non-discrimination and equality under the rule of law, consolidation and strengthening of mechanisms for peaceful resolution of conflicts, reconciliation, respect for diversity and community security, reduction of economic and social disparities between units of self localgovernment, more coordinated employment, education and scientific policies, which will enable improved access to productive employment and income opportunities. More specifically, in 2016 UN-Habitat has agreed to facilitated BiH preparations for the Third United Nations Conference on Housing and Sustainable Urban Development (Habitat III).

Source: http://goo.gl/kjIibl

Botswana

Legislated

Performance Management systems are currently in place in Botswana, Ghana, South Africa and Uganda. Botswana’s system in place guarantees a more comprehensive management of performance at all levels of an organization. The system is structures in several committees: The Productivity Committee for Civil Service, The Ministerial Productivity Improvement Committee and The Departmental Productivity Committee. The system also makes use of a balanced score card to enhance its performance based reward system. The Botswana National Planning System is currently developing the Next Long Term Vision (Beyond 2016) – Vision 2036. Botswana’s Development Plan is concerned with finding solutions to the following five priority issues: eradicating extreme poverty & reducing inequality; strengthening human development outcomes; generating export-led diversified growth and employment; managing trade-off between income generation & environmental sustainability; deepening democracy outcomes and strengthening governance institutions.

Source: http://goo.gl/L9dxJ0

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Country Legislation Country

Category

Brazil

Plan

B Notes On September 2016, the Government of Brazil launched a Privatization Plan in an attempt to pull the country’s economy out of the worst recession in eight decades. The government aims to raise $24 billion from the concessions program, and will also offer contracts to private firms for a wide range of projects from building new roads to running mines. The program includes the concession of an already built railway as well as the long-delayed auction of rights to oil fields and hydroelectric dams in the first and second half of 2017.

Source: https://www.rt.com/business/359285-brasil-privatization-plan-economy/

British Virgin Islands

Legislated

The 2016-2018 Budget Address states that the Government will continue with the expenditures for roads, for waterand for the sewerage systems, and it will also proceed with The Phase Five Development of the BVI Electricity Corporation. This means a higher standard of living for the people, as well as the government’s ability to offer the visitors and trading partners a high level of services and amenities. What is more, the National Health Insurance Programme will ensure that everyone in the territory, regardless of their ability to pay, has access to health care.

Source:http://www.bvi.gov.vg/pub/2016%20-%202018%20Budget%20Estimates%20-%20 Final.pdf

Brunei

Plan

The Brunei government has institutionalized a New Public Management system to monitor and optimize activities within its public sector and to help Brunei achieve a desired status envisioned in the ‘Brunei 2035” strategic plan. The economic strategy within the plan aims to expand both the oil and gas downstream and economic clusters outside of the oil and gas sector. Local business development is also seen as a major part of the plan, with a boost to opportunities for small and medium-sized enterprises (SMEs) particularly stressed. The year 2016 has seen the start of the ASEAN Economic Community (AEC), which promises to see growth towards an open intra-ASEAN market, while on the horizon the Trans-Pacific Partnership, a massive international free trade deal that Brunei Darussalam has long wished for, will also see further opening up.

Source: goo.gl/C4ju1d

Bulgaria

Plan/Legislated

The development objective of the Deposit Insurance Strengthening Project (2016-2018) for Bulgaria is to strengthen the financial and institutional capacity of the Bulgarian deposit insurance fund (BDIF) so as to enable it to meet its deposit insurance and bank resolution obligations. The project will have a single component, DIF. Such expenditure meets the productive use requirements as financing of a deposit insurance scheme helps increase confidence in the financial system. This is likely to lead to increased deposits in the banking sector, which can be utilized for financing investment lending and other forms of productive economic activity Source: http://projects.worldbank.org/P154219?lang=en

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B-C

Country

Category

Notes

Burkina Faso

Plan

Through an inclusive and participatory process, the Government of Burkina Faso prepared and adopted, on 20 July 2016, the National Economic and Social Development Plan (PNDES) to be implemented during the 2016-2020 period. The PNDES is based on the Presidential Programme dubbed “Building, along with the people, a country of democracy, economic and social progress, freedom and justice”. The overall cost of the PNDES is 15 395.4 billion CFA francs. The State of Burkina Faso will finance up to 63.8% of the overall cost while 36.2% will be sought from technical and financial partners and the private sector. The PNDES is a political and programmatic response to the aspirations of the Burkinabe to live in a democratic and prosperous country where the rule of law prevails. In its first axis `Reform the institutions and modernize the administration’, the PNDES proposes the significant improvement of methods used to manage and regulate community and public affairs.

Sources: http://www.pndes2020.com/pdf/04-en.pdf http://www.pndes2020.com/pdf/06-en.pdf

Burma

Plan

The Country Operations Business Plan (COBP), 2016–2018 is consistent with the strategic directions of the interim CPS, 2012–2014 (extended to 2016), and thus closely aligned with the government development planning framework and ADB’s Strategy 2020. It reflects an agreed gradual shift towards increased sector focus and selectivity, focusing on transport, energy, and education and training. It begins to apply a long-term programmatic approach in the core sectors, and is coordinated and aligned with the evolving strategies and sector activities of other development partners.

Source: https://www.adb.org/documents/myanmar-country-operations-business-plan-2016-2018

Burundi

Plan

The development objective of the Agro-Pastoral Productivity and Markets Development Project (2016-2018) for Burundi is to increase small producers’ productivity and market access for targeted commodities in the project Area. The project comprises two components. The first component, “support to agricultural productivity and access to markets” will up-scale activities related to the promotion and adoption of improved technology packages by beneficiaries through the implementation of productive sub-projects. The second component, “irrigation development and feeder road rehabilitation” will be expanded to accommodate activities related to: completing and consolidating rural infrastructure rehabilitation work, and further developing rural infrastructure to increase productivity and facilitate access to markets.

Source: goo.gl/PGaOG5

Cambodia

Legislated

The Cambodia-WHO Country Cooperation Strategy (2016-2020) was developed on the foundation of Third Health Strategic Plan 2016–2020, which highlights the Government’s commitment to UHC. This CCS is a renewal of the 2009–2015 CCS — and a reaffirmation of the shared commitment to support national priorities, goals and strategies of The Ministry of Health of the Kingdom of Cambodia tog­ether with the World Health Organization (WHO). WHO and the Government of Cambodia have identified four strategic priorities in its CCS 2016–2020: providing leadership for priority public health programme; advancing universal health coverage; strengthening the capacity for health security; engaging in multisectoral collaboration and fostering partnership.

Source: http://apps.who.int/iris/bitstream/10665/246102/1/WPRO_2016_DPM_004_eng.pdf

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C

Country

Category

Notes

Cameroon

Plan

The objective of the Electricity Transmission and Reform Project (2016-2022) is to improve the capacity, efficiency, and reliability of Cameroon’s national electricity transmission network. There are three components to the project, the first component being provision of support towards the operationalization of SONATREL’s transmission portfolio. The second component is the strengthening of the national transmission grid, and the third component is the project management support and capacity building.

Source: http://projects.worldbank.org/P152755?lang=en

Canada

Legislated

The 2016-2019 Federal Sustainable Development Strategy responds to public feedback and presents 13 aspirational goals that are a Canadian reflection of the environmentally-related sustainable development goals of the 2030 Agenda for Sustainable Development. The 2016–2019 FSDS outlines what the country will do to promote clean growth, ensure healthy ecosystems and build safe, secure and sustainable communities over the next three years. Its 13 goals that support Canada’s sustainable development vison are: effective action on climate change; low-carbon government; clean growth; modern and resilient infrastructure; clean energy; healthy coasts and oceans; pristine lakes and rivers; sustainably managed lands and forests; healthy wildlife population; clean drinking water; sustainable food; connecting Canadians with nature; safe and healthy communities.

Source: http://www.fsds-sfdd.ca/index.html#/en/intro/

Caribbean Netherlands

N/A

The island is under the jurisdiction of the Netherlands but no further details were found concerning performance related legislation

Cayman Islands

Legislated

The Office of the Auditor General (OAG) is in charge of not only scrutinizing public spending but also holding the Government for account and reporting findings to the Legislative Assembly. The OAG is not focused only on financial departments. Its activities spread also on performance within the public sector. The results of the office’s activities are then grouped into reports. Their strategic plan includes three objectives for the office: strengthening the accountability, transparency, integrity and delivery of public services through high quality audits; demonstrating ongoing relevance to the people of the Cayman Islands, the Legislative Assembly and other stakeholders; encouraging improvement through leading by example.

Source: goo.gl/Ctt9bZ

Central African Republic

Plan

The First State Consolidation Development Program (SCDP) for Central African Republic (CAR) is to support the reestablishment of basic fiscal management and transparency as well as support economic recovery. The operation is structured around two pillars. Under the first pillar, reestablishing basic fiscal management and transparency the development policy operation (DPO) series seeks to increase fiscal revenue, improve wage-bill management, reduce the use of extraordinary budget spending procedures, and increase budget control and transparency. Under the second pillar, supporting economic recovery—the DPO series seeks to support a pro-poor, posttransition reform agenda that reinvigorates drivers of economic growth in critical sectors, including transport, agriculture, forestry, and telecommunications or ICT. Source: goo.gl/3cS3mj

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Country Legislation

C

Country

Category

Notes

Chad

Plan

The Country Partnership Framework (CPF) 2016-2020 is designed to support the forthcoming Chad Five-Year Development Plan (2016-2020). It succeeds the Interim Strategy agreed with the Government of Chad in March 2010. The Interim Strategy Note (ISN) set out the World Bank Group’s (WBG’s) support to Chad for the period 2010-2012. The strategy was composed of three main pillars: strengthening governance; improving livelihoods and access to key social services; and improving regional integration and connectivity.

Source: goo.gl/3QkK2H

Chile

Legislated

The development objective of the Social Inclusion for Shared Prosperity (SISP) Development Policy Financing (DPF) Program for Chile is to: (i) promote equal opportunities in education; (ii) improve the conditions to enhance the quality of tertiary education; and (iii) strengthen institutions for poverty measurement and enhance targeting mechanisms of social programs. The operation supports the Chilean Government’s program of promoting equity and social inclusion through specific actions to improve the access and quality of education and of strengthening institutions for poverty measurement and targeting of social programs.

Source: http://projects.worldbank.org/P154213?lang=en

China

Legislated

The Communist Party of China Central Committee and the State Council have issued guidelines on the implementation of the 13th Five-Year Plan (2016-2020) for economic and social development. The guidelines urged appropriate handling of the relationship between the government and the market, mobilizing the enthusiasm of both central and local governments, coordinating priorities with overall development and strengthening the leading and restrictive role of the plan during the period. The proposal of the Five-Year Plan (2016-2020) includes five development ideas, namely to maintain: growth through “innovation”; “coordinated” growth - complementary and mutually reinforcing growth; environmentally friendly “green” growth; and last but not least, to maintain “sharing-based” development, which is aimed at enabling all citizens to share the benefits of development.

Sources: https://www.mizuhobank.com/service/global/cndb/economics/monthly/pdf/R5120075-XF-0105.pdf http://english.gov.cn/policies/latest_releases/2016/10/24/content_281475473859818.htm

Christmas Islands

Legislated

Our Future: Christmas Island 2018 Plan is intended as the key to Christmas Island’s successful transition to a more robust and diverse economy and community. It has been developed with input from all parts of the community and includes a shared vision, shared objectives and agreed priority actions. Six themes were identified throughout the development of the Plan. These were: 1. Land Use Planning; 2. Infrastructure Planning; 3. Economic Diversification; 4. Protecting the Natural Environment Community Capacity; 5. Health and Wellbeing Governance, Institutional Capacity and Getting Things Done.

Source: goo.gl/8f2Px

Cocos (Keeling) Islands

N/A

The country is governed under the authority of the Australian Government. However, the latter only provides services which are essential to life and minimal well-being. These include drinkable water, power sources, and education and health services.

Source: http://goo.gl/3lsyUX

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Country

Category

Notes

Columbia

Legislated

The 2016-2017 Development Policy Financing (DPF) operation supports the efforts of the Government of Colombia to: (i) strengthen institutions for land management and territorial planning; and (ii) improve subnational financial management and investment prioritization. The operation builds on, and complements a portfolio of current and previous World Bank operations and analytical work in the areas of urban and rural development, land management, decentralization, financial management and subnational governance.

Source: http://projects.worldbank.org/P158520?lang=en

Comoros

Plan

The primary objective of the Bank’s Country Strategy Paper (CSP) 2016-20 for the Comoros is an economy that is more diversified and resilient to external shocks and job-creating. It aims not only to ensure continuity and consolidate the achievements of the previous CSP, but differs from the latter by introducing significant innovations based on lessons learned. To achieve this objective, The Bank will use an approach which focuses on inclusive and green growth building on the private sector as the main engine of diversified economic growth, namely: Investment in energy and road infrastructure and improvement of sector governance in order to foster a more favorable business climate.

Source: goo.gl/XBVPNo

Congo, Democratic Republic of the

Plan

The year 2016 has seen the development of the Country Strategic Plan for the period 2016-2020.

The country programme will continue to maintain its focus on humanitarian interventions to address the needs of those affected by conflict, while also providing multi-sectoral support to improve resilience to shocks and reduce levels of poverty. Issues of accountability will continue to be prioritized and implemented in all stages of the programme cycles, while integrating protection and promotion of gender equality.

Source:https://doj19z5hov92o.cloudfront.net/sites/default/files/media/country/drc_ annual_narrative_plan_2016_final.pdf

Cook Islands

Plan

The Country Operations Business Plan 2016–2018 has been implemented with the support of the Asian Development Bank. ADB’s operations in the Cook Islands are demand-driven, within areas of ADB’s comparative strength, and capitalize on regional approaches and partnerships. The Cook Islands is a Group C developing member country in ADB and has access to ordinary capital resources.

ADB’s short to medium term support will focus on: (i) enabling the government to continue improving the effectiveness of the public sector, (ii) supporting private sector-led economic growth, (iii) supporting government’s commitment to renewable energy, and (iv) escalating the efficiency of the ICT sector.

Sources: https://www.adb.org/sites/default/files/linked-documents/cobp-coo-2016-2018-ld-01. pdf

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Country Legislation

C

Country

Category

Notes

Costa Rica

Legislated

The development objectives of the Program-for-Results (PforR): Strengthening Universal Health Insurance in Costa Rica (2016-2022) are to contribute to: improving the timeliness and quality of health services; and enhancing the institutional efficiency of the Costa Rican social security administration (CCSS). The program will support all critical areas of strategic agenda for strengthening the health insurance (SASHI). It will focus on strengthening the primary health care (PHC) network and increasing the integration of services across all levels of care.

Source: http://projects.worldbank.org/P14843­5?lang=en

Cote d’Ivoire

Plan

The PEPFAR program in Côte d’Ivoire will contribute to achieving the UNAIDS 90:90:90 goals embraced by the Ivoirian government and multilateral stakeholders. The Country Operational Plan (COP) 2016 accelerates the vision of reaching 80% coverage of adult treatment and 40% of pediatric treatment in select high-impact geographic areas, targeting 16 Scale-Up to Saturation Districts and 23 Aggressive Scale-Up Districts. What is more, PEPFAR-CI is advocating the adoption of alternative service delivery models in COP16, such as differentiated care guidelines for stable patients, alternative methods of ARV distribution etc.

Source: https://www.pepfar.gov/documents/organization/257653.pdf

Croatia

Plan

The National Reform Programme 2016 describes the measures that are already taken or shall be taken by the Government within the next 12 to 18 months to achieve sustainable economic growth, job creation and the creation of better opportunities for Croatian citizens, while taking into account the stability of public finances, sustainable level of debt and high quality of public services. CP describes the macroeconomic context and the process of fiscal consolidation in the same period, with the primary aim of reducing the general government deficit and achieving fiscal sustainability of the public sector.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/nrp2016_croatia_en.pdf

Cuba

Plan

On April 16-19 2016, the Communist Party of Cuba (PCC) held its Seventh Party Congress. During the conference, Cuba’s leadership debated and voted on a number of key issues, including: (1) the Central Committee’s Report; (2) the draft concept of Cuba’s socialist economic and development model; (3) the proposed vision for the 2030 National Economic Development Plan; (4) an update on the 2011 Guidelines for Economic and Social Policies; and (5) the working objectives of the PCC, such as promoting greater participation, strengthening the country’s institutions, and maintaining the central control of the Party.

Source: http://www.albrightstonebridge.com/files/ASG%20-%20Cuba%20Party%20Congress %20Update.pdf

Curaçao

N/A

Part of the former Netherlands Antilles, Curacao, together with Saint Maarten, experienced a downfall after becoming autonomous countries. A United Nations Development Program released in 2011 assesses the evolution of the countries and sets forward strategic development plans.

However, no mention of a performance related legislation or system is made.

Source: http://www.undp.org.tt/NA/MDGReportCURandSXM.pdf

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C-D

Country

Category

Notes

Cyprus

Plan

Part of the former Netherlands Antilles, Curacao, together with Saint Maarten, experienced a downfall after becoming autonomous countries. A United Nations Development Program released in 2011 assesses the evolution of the countries and sets forward strategic development plans. However, no mention of a performance related legislation or system is made.

Source: http://www.undp.org.tt/NA/MDGReportCURandSXM.pdf

Czech Republic

Plan/Legislated

The National Reform Programme of the Czech Republic 2016 follows up on the measures of last year’s NRP. The Programme’s priority areas are: ensuring long-term economic growth and stable employment; proper implementation of recently adopted measures aimed at combatting tax evasion and stabilisation of public administration; improvement of the situation on the labour market and increase quality of primary and higher education; improvement of cooperation between research institutions and the business sector, implementing measures to establish favourable investment environment, and continuous effort regarding digitization of the economy.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/nrp2016_czech_en.pdf

Denmark

Legislated

Denmark’s National Reform Programme 2016 presents the measures that Denmark has taken in order to comply with the country-specific recommendations from EU received in July 2015, namely to: avoid deviating from the medium-term objective in 2016, and to enhance productivity, in particular in service sectors oriented towards the domestic market, including retail and construction, to ease the restrictions on retail establishments and take further measures to remove remaining barriers posed by authorisation and certification schemes in the construction sector. It also describes the Danish implementation of EU’s growth strategy (Europe 2020). Furthermore, the overall economic framework for the Danish economy is presented being based on Denmark’s Convergence Programme 2016.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/nrp2016_denmark_en.pdf

Djibouti

Plan

Towards the end of 2016 the World Bank helped Djibouti to improve its business environment through an additional financing of the Governance for Private Sector Development and Finance Project. The additional financing will: (i) scale up the existing components of the Parent project; and (ii) add a new component on modernization of the national payment system at the Central Bank of Djibouti. A level one restructuring is also being proposed concurrently with the proposed AF to: (i) revise the original PDO to ‘improve the efficiency of business regulation and establish an automated National Payment System,’ and (ii) revise the results framework to introduce new indicators related to the new component, and revise existing indicators related to existing components.

Sources: http://projects.worldbank.org/P158952?lang=en

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Country Legislation

D-E

Country

Category

Notes

Dominica

Plan

The National Physical Development Plan (NPDP) 2016 together with the National Land Use Policy (NLUP) are responsible for guiding the planning for future land use and development in Dominica. The NPDP is intended as a tool to be used by multiple groups, namely by: 1. Government Agencies, to: provide guidance on how to prioritize funding and resources, provide information on appropriate locations for infrastructure, etc.; 2. Landowners and Private Developers, to: provide clarity on what development is permitted and where development is permitted, ensure Government decisions are consistent and predictable, etc.; 3. Financing Organizations, to: provide clarity on the priorities and long-term vision for Dominica, help to explain how individual projects fit into the long-term vision for Dominica, etc.

Source: http://www.physicalplanning.gov.dm/images/draft_dominica_national_physical_ development_plan.pdf goo.gl/yGOpo2

Dominican Republic

Plan

The Strengthening Management of Public Finances Development Policy Loan (DPL) Program for Dominican Republic is a stand-alone, United States (U.S.) 60 million dollars DPL designed to support the Dominican Republic’s efforts to improve the management of public debt, strengthen the management of public expenditures, and enhance the transparency and monitoring of government operations.

Source: http://projects.worldbank.org/P155425?lang=en

Ecuador

Plan

The Association of American Schools in South America has set in place, in Ecuador, a performance management system for evaluating teachers. The system uses the Goals and Roles Performance Evaluation Model with enhanced focus on the relationship between professional performance and learner achievements, performance indicators, evaluation based on multiple sources and a results-based evaluation system. Adding to this, in 2016 a new project was rolled out, supported by the World Bank – Transformation of the Tertiary Technical and Technological Institutes Project, that has as main objectives: to optimize and upgrade the supply in targeted provinces; to improv the program relevance, quality of teaching and IST management capacity; to strengthen mechanisms for institutional coordination.

Sources: http://projects.worldbank.org/P157425?lang=en

Egypt

Legislated

The development objective of the Second Fiscal Consolidation, Sustainable Energy Competitiveness Development Policy Financing Project for Egypt is built around three pillars. First, by enhancing macroeconomic and fiscal stability the operation will help boost investor confidence and free up domestic financing for the private sector and make public resources available for social spending. Second, by creating a more dynamic and commercially oriented energy sector, the operation will improve service delivery and enable a scale-up in private investment. Third, the operation will help improve competition and the regulatory environment for businesses.

Source: http://projects.worldbank.org/P161228?lang=en

El Salvador

40

Plan

The new Country Partnership Strategy with El Salvador was submitted in June 2015 and is based on two pillars: building the foundations to promote inclusive growth and promoting sustainability and resilience.

Specific objectives include: building capacities to­make communities safer to foster increased economic development; improving academic performance of secondary school students; increasing employability and job skills of young people; increasing financial inclusion; promoting efficient public spending and ex­panding fiscal space; building capacities to mitigate natural disasters and environmental challenges. Currently, the World Bank portfolio in El Salvador totals US$220 million and includes three projects focused on serving vulnerable groups, enhancing government and municipal efficiency, as well as improving health and education.

Source: http://www.worldbank.org/en/country/elsalvador/overview#2 http://documents.worldbank.org/curated/en/942061467986289288/pdf/95185-CAS-R2015-0105IFCR2015-0161-MIGAR2015-0039-Box391454B-OUO-9.pdf

AROUND THE WORLD

Country Legislation

E

Country

Category

Notes

Eritrea

Plan

It has a Performance Management system in the Public Service for employee evaluation and appraisal.

Performance Management is also used within the health department as part of the National Malaria Program.

Furthermore, in the period 2014 – 2016, the African Development Bank started an interim country assistance strategy that shall pave the way for a more comprehensive Country Strategy Paper after 2016. This interim strategy will mainly bank on the enhancement of skills and country performance & technology development, in support of inclusiveness and transition to green growth. Some of the key points which will be worked on shall be improvements in public sector planning and management, strengthening the resilience of institutions and communities alike, for a greater degree of well-being, inclusiveness and this way, sustainable development is also brought in the spotlight. Additionally, the year 2016 has seen the evolution of Eritrea’s Education Sector Development Plan 2013-2017, that focuses on making basic education available to all, regardless of their ethnic origin, sex and religion; on reducing class sizes and the number of double shift schools, reduce repetition and increase learning achievement; on expanding educational opportunities for females, and much more.

Sources:http://books.google.ro/books/about/Performance_Management_of_Public_Servant. html?id=sMA5cgAACAAJ&redir_esc=kiy http://www.rbm.who.int/countryaction/aideMemoire/Eritrea-The-malaria-program-performancereview-2013.pdf http://goo.gl/Khtzny http://www.globalpartnership.org/content/eritrea-education-sector-development-plan-2013-2017

Equatorial Guinea

Plan

The Results-Based Country Strategy Paper 2008-2012 (RBCSP) for Equatorial Guinea was approved in October 2008 to support the Government’s National Economic and Social Development Plan. The National Economic and Social Development Plan (PNDES) aims to diversify the economy and transform Equatorial Guinea (REG) into an emerging economy by 2020. The year 2016 marked a transition year for the 2013 – 2017 UNDP Programme, which is funded by the Government of Equatorial Guinea and which is focused on 3 key areas: governance, poverty reduction and SDGs, and energy and environment.

Source: http://goo.gl/jomEjz http://goo.gl/s1OAuX goo.gl/McFAJX

Estonia

Legislated

The Estonian Health Insurance Fund is a legal person in public law established by law for the organization of health insurance. The 2016-2019 Development Plan of the Estonian Health Insurance Fund is comprised of four major strategic objectives, namely: 1. Ensuring the availability of health insurance benefits by making expedient use of health insurance funds; 2. Supporting the high quality of health care services provided in the health care systems; 3. Shaping people’s health awareness and guiding their health behavior; 4. Development of an organization that provides first-rate health insurance.

Source: https://www.haigekassa.ee/sites/default/files/uuringud_aruanded/hk_arengukava_a4_eng_ veeb.pdf

Ethiopia

Plan

The main objective of the government’s development strategy, anchored on its first Growth and Transformation Plan (GTPI), was to promote inclusive growth through massive public-driven infrastructure investments. Aligned to the GTPI by focusing on infrastructure development and promoting good governance pillars, the Country Strategy Paper (CSP) 2011–15 has been instrumental in facilitating the government’s achievement of its development objectives. Building on GTPI and GTPII, the current Country Strategic Paper 2016-2020 aims to: (i) maintain an annual average real GDP growth rate of at least 11%; (ii) pursue aggressive measures towards rapid industrialisation and structural transformation; and (iii) ensure the sustainability of growth by fostering a stable macroeconomic framework and climate resilient green economy.

Source: goo.gl/NmLijO PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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F

Country

Category

Notes

Falkland Islands (Islas Malvinas)

Plan

The Falkland Islands Development Corporation (FIDC) Business Plan’s (2016/2017-2020/2021) vision is for the Falkland Islands to have a highly successful, diverse and sustainable economy, which is based on a dynamic private sector and reflects the island’s culture, identity and environment.

Some of the overarching Objectives for the Corporation for the five-year Business Plan are: to facilitate dialogue between public and private stakeholders and promote a coordinated approach to economic development, acting as an advocate for and on behalf of the private sector; to provide business support and mentoring across traditional, emerging and new industries of the economy by providing assistance and incentives, such as grants, loans, business advice and projects; to build relationships and partnerships with business associations and development agencies locally and overseas to increase collaboration, identify good practice and share knowledge and experience, etc.

Source: http://www.fidc.co.fk/library/fidc-business-plan-annual-reports/302-fidc-businessplan-2016-2021/file

Faroe Islands

N/A

An autonomous, self-governing country within the Danish Realm. There is no mention of any performance management legislation.

Fiji

Plan

The objectives of the Pacific Regional Connectivity Program 2016-2021 for Fiji are to reduce the cost and increase the availability of internet services in the Northern Division of the Borrower’s territory. There are three components to the project: 1. The Submarine Cable System; 2. The Regulatory Technical Assistance; 3. the Project Management and Administration. The expansion of optical fiber cable backbone networks in the Northern Division of Fiji and the establishment of non-discriminatory access agreements increase the portion of the population with fast, reliable and resilient communication services and in this way help build an inclusive and effective disaster early warning and response system.

Source: http://projects.worldbank.org/P159297?lang=en

Finland

Legislated

In 1988, starting from a Government resolution, a performance management system was set up to reinforce public sector activities. Since then, the system has gone through many changes, the last ones being introduced in 2013 and 2014. The program is agreement-based (a contract is negotiated and signed by ministries and agencies) and it mainly focuses on finding a balance between resources and targets. In 2015, the system was updated to be more strategic, lighter, more horizontal and benefit from deeper consolidation.

Source: https://goo.gl/lKKA7D http://vm.fi/en/performance-management

France

Legislated

The French Standardization Strategy (2016-2018), aims to highlight the prospective needs that have been identified as important and beneficial to France’s sustainable and responsible growth in keeping with governmental policies. It offers guidance to French businesses and industry on which position to adopt and the corresponding course of action. It delivers a consistent overview of the challenges that voluntary standardization stakeholders will need to address. It suggests lines of inquiry for the next few years. Finally, the strategy aims to promote national interests at both the domestic and international levels and foster harmonious interaction between voluntary standardization and legislation.

Source: http://normalisation.afnor.org/wp-content/uploads/2016/06/Strategie-francaise-201618-GB.pdf

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F-G

Country

Category

Notes

French Guiana

N/A

It currently is under French jurisdiction. Information regarding performance related legislation was not found.

Gabon

Plan

The African Development Bank regularly monitors and assesses the development of ongoing projects implemented in Gabon. One such project was the Country Strategy Paper 2011 – 2015, which aimed at improving the sub-sectors and informal sectors to support governmental plans in designing development policies and strategies. What’s more so, Gabon leaders wish to consolidate the Public-Private Partnerships that they have in place, which are used to empower the capacity of public administration to organize and manage services, with a special emphasis on growing private investments in the energy and water sector.

Source: http://goo.gl/Yj4CEQ

Gambia, The

Plan

In 2016, through its Second Additional Financing (AF2), the World Bank has supported The Gambia’s Integrated Financial Management Information System Project in two main areas: (a) the expansion of several existing project activities in the area of Integrated Financial Management Information System (IFMIS) rollout, support for human resources (HR) management, payroll efficiency, pension reform, debt management, and statistical capacity building; and (b) the addition of one new component to address urgent needs in the area of the reform of state-owned enterprises (SOEs). With the help of the World Bank, The Gambia was able to further implement the main objective of the project: to increase the recipient’s capacity in public resource management.

Source: http://projects.worldbank.org/P159000?lang=en

Georgia

Legislated

The Country Operations Business Plan (COBP) 2016–2018, of the Asian Development Bank (ADB), supports the government to: (i) improve internal and regional market connectivity to enhance private sector competitiveness and to broaden community access to economic opportunities; (ii) make essential drinking water, sewerage, and sanitation services more accessible and reliable; (iii) improve the security and stability of power systems; (iv) strengthen public sector management for domestic resource mobilization and investment in business and infrastructure; and (v) increase access to finance and promote financial inclusion, particularly for micro, small, and medium-sized enterprises.

Source: https://www.adb.org/documents/georgia-country-operations-business-plan-2016-2018

Germany

Legislated

Germany, in collaboration with its cooperation partners, the EU and the international community, has implemented the BMZ Development Policy Action Plan on Gender Equality 2016 – 2020.

The BMZ Gender Action Plan (GAP II) is designed to: enforce women’s rights and achieve gender equality; make sustained and inclusive advances through close cooperation and intensive dialogue with all actors and stakeholders; strengthen efforts to eliminate violence against women; build gender competence and address current needs with innovative interventions and methods; promote women’s economic empowerment by implementing the Leaders’ Declaration of the G7 at their Elmau Summit, etc.

Source:https://www.bmz.de/en/publications/type_of_publication/strategies/ Strategiepapier363a_03_2016.pdf

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AROUND THE WORLD

Country Legislation Country

Category

Ghana

Legislated

G Notes Ghana’s Economic Management Strengthening Project (2016-2020) has as its main objective the strengthening of the Government of Ghana’s institutional capacity for revenue and expenditure management. There are five components to the project: strengthening Ghana revenue authority’s business intelligence system; strengthening debt management; strengthening capacity in public investment management; improving the governance of State-owned Enterprises; and, the project management.

Source: http://projects.worldbank.org/P152171?lang=en

Greece

Plan

In terms of equality between women and men, Greece has responded with the National Action Plan for Gender Equality 2016-2020, initiated by the General Secretariat for Gender Equality.

The document acts as a roadmap for the advancement of the status of women and for substantive gender equality in the following priority areas: economy, labour market, reconciliation of family and working life; education, training and stereotypes; health; social cohesion, poverty and migration; gender based violence; and last but not least, decision-making.

Source: goo.gl/1h4atg

Grenada

Plan

As of 2015, Grenada has implemented a public services performance management system, which is managed by the Administration Department of the Ministry of Finance, Planning, Economy, Energy & Co-operatives.

The personnel in charge of supervising said system are required to ensure proper supervision of public servants functions, match staff with budgeted post and salary scale, co-ordinate the performance appraisal process and training sessions for employees in collaboration with the Department of Human Resources.

Source: http://www.gov.gd/ministries/finance.html

Guadeloupe

N/A

It currently is under French jurisdiction. Information regarding performance related legislation was not found

Guam

Legislated

In 2016, the Department of Public Health and Social Services of Guam has implemented the Quality Improvement Plan (QIP). The purpose of the QIP is to establish a framework for department quality improvement efforts and to provide a structure for developing, monitoring, evaluating and promoting quality improvement (QI) activities aimed at improving performance throughout the Department of Public Health and Social Services.

Source: goo.gl/Eizrms

Guernsey

Plan

The Island Development Plan (IDP) sets out the land planning policies for the whole of Guernsey in a single document and was adopted by the States of Guernsey on the 2nd November 2016. The IDP replaces both the Urban Area Plan and the Rural Area Plan with immediate effect. The IDP will provide for the future development requirements of the Island in a way that conserves the special features of its environment, makes optimum use of its resources and offers a good quality of life for its people. The Island Development Plan Objectives are to: make the most effective and efficient use of land and natural resources; manage the built and natural environment; support a thriving economy; support a healthy and inclusive society; ensure access to housing for all; and meet infrastructure requirements.

Sources: https://www.gov.gg/CHttpHandler.ashx?id=104804&p=0 https://www.gov.gg/planningpolicy

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Country Legislation Country

Category

Guyana

Plan

G-H - I Notes Guyana’s Ministry of Business’ Strategic Plan (2016-2020) aims to create a business environment that fosters innovation, competitiveness, growth and diverse employment opportunities by improving the ease of doing business, attracting sustainable investment, promoting value-added exports and enhancing workforce skills through policy-making, advocacy and cooperation with the private sector.

Source:http://minbusiness.gov.gy/wp-content/uploads/2016/07/MoB-Strategic-Plan-SecondDraft.pdf

Honduras

Plan

Multiple growth and development plans for Honduras 2020 have gone into effect in 2016. The Honduras 2020 Plan focuses on reducing poverty levels and decreasing child migration to the U.S. What is more, the World Bank Group endorsed a partnership strategy with the Honduran government for 2016-2020. The strategy, the Country Partnership Framework, aims to strengthen conditions for growth, reduce the country’s vulnerabilities and promote social inclusion.

Sources:http://borgenproject.org/honduras-2020-development-plans-reducing-poverty/ goo.gl/Fel45P

Hong Kong

Plan

The 2016 Content and Drivers of Performance Management in Agency-Type Organizations of the Hungarian Public Administration Research focuses on organizations of central public administration where the successful application of performance management methods is based on the international literature. The purpose of this study is to get an overview on organizational level performance management tools applied by Hungarian agencies, and to reveal the reasons and drivers of the application of these tools. The empirical research is based on a mixed methods approach which combines both quantitative methods and qualitative procedures.

Sources: http://unipub.lib.uni-corvinus.hu/2361/ http://unipub.lib.uni-corvinus.hu/2361/1/VT_2016n5p12.pdf

Hungary

Plan

The 2016 Content and Drivers of Performance Management in Agency-Type Organizations of the Hungarian Public Administration Research focuses on organizations of central public administration where the successful application of performance management methods is based on the international literature. The purpose of this study is to get an overview on organizational level performance management tools applied by Hungarian agencies, and to reveal the reasons and drivers of the application of these tools. The empirical research is based on a mixed methods approach which combines both quantitative methods and qualitative procedures.

Sources: http://unipub.lib.uni-corvinus.hu/2361/ http://unipub.lib.uni-corvinus.hu/2361/1/VT_2016n5p12.pdf

Iceland

Plan

Iceland has several performance related systems implemented in various public departments, such as the medical and economic sectors. Each department is in charge of creating and implementing its own performance assessment system. In 2016, a national eHealth infrastructure encompassing a secure HealthNet, interconnected electronic health records, e-prescriptions, a national medication database and a patient portal has been implemented in Iceland. The timely and secure access to patient information by health professionals through a single portal, is expected to increase efficiency, decrease duplication of data and tests, increase cost effectiveness and much more.

Sources: http://www.ima.is/ima/quality_and_performance/ goo.gl/GSkXRm PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Country

Category

Notes

India

Plan

The country operations business plan (COBP), 2016–2018 is aligned with the India country partnership strategy (CPS), 2013–2017. The CPS supports India’s Twelfth Five-Year Plan objectives of “faster, sustainable, and more inclusive growth”, and fits within the rubric of the Asian Development Bank’s (ADB) Strategy 2020. The COBP contributes to the three strategic pillars of the CPS, namely: inclusive growth; environmentally sustainable growth; and regional cooperation and integration (RCI).

Source: https://www.adb.org/documents/india-country-operations-business-plan-2016-2018

Indonesia

Legislated

The World Bank Group has renewed its partnership with Indonesia through the Country Partnership Framework (CPF) for the period of 2016-2020. The CPF concentrates on areas of infrastructure necessary to better connect the economy, provide sustainable energy, help the country reap benefits from the rapid pace of urbanization, and improve equality of opportunity through better access of the poor and vulnerable to essential water and sanitation services.

Sources: goo.gl/ltxxvOgoo.gl/iEb5hf

Iran

Plan

Iranian authorities have adopted comprehensive strategy encompassing market-based reforms as reflected in the government’s 20-year vision document and the sixth five-year Development Plan for the 2016-2021 period. The plan is comprised of three pillars, namely, the development of a resilient economy, progress in science and technology, and the promotion of cultural excellence. On the economic front, the development plan envisages an annual economic growth rate of 8 percent and reforms of state-owned enterprises, the financial and banking sector, and the allocation and management of oil revenues among the main priorities of the government during the five-year period.

Sources: http://www.worldbank.org/en/country/iran/overview

Iraq

Plan

The decline in oil prices in 2015 and 2016 and the ISIS insurgency have contributed to a sharp deterioration of economic activity. Because of this, the World Bank has started a series of three DPFs to span over three years, from 2015 to 2017, with the aim of securing financial support for Iraq’s humanitarian crisis. The 2016 Humanitarian Response Plan is focused on: reaching families cutoff from assistance; supporting families whose income and assets are exhausted; bridging critical gaps in the Government’s social protection floor for brief periods and only for acutely impacted households and communities; and alleviating the long-term consequences of brutalization by providing specialized protection support to survivors of gender and sexual-based violence and highly at-risk children.

Source:http://beta.worldbank.org/en/country/iraq/overview https://www.humanitarianresponse.info/en/operations/iraq/document/2016-iraqhumanitarian-response-plan

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I

Country

Category

Notes

Ireland

Plan

The Central Bank of Ireland’s Strategic Plan 2016-2018 builds on work already underway in preceding years. The Bank’s Mission Statement ‘Safeguarding Stability, Protecting Consumers’ remains at the heart of the plan. The Bank’s responsibilities cover a wide range: price stability; financial stability; consumer protection; supervision and enforcement; regulatory policy development; payment, settlement and currency systems operations and oversight; the provision of economic advice and financial statistics; and the recovery and resolution of distressed financial services firms.

Source:https://www.centralbank.ie/publications/Documents/Strategic%20Plan%202016%20 -%202018.pdf

Isle of Man

Plan

As a major component of the Development Plan, the Strategic Plan is one of the key strategic documents of the Government. It provides the land use planning framework for the future development of the Island. The strategic aim of the Isle of Man Strategic Plan 2016 is to plan for the efficient and effective provision of services and infrastructure and to direct and control development and the use of land to meet the community’s needs, having particular regard to the principles of sustainability whilst at the same time preserving, protecting, and improving the quality of the environment, having particular regard to the uniquely Manx natural, wildlife, cultural and built heritage.

Source:https://www.gov.im/media/1350906/the-isle-of-man-strategic-plan-2016-approvedplan-15_03_16.pdf

Israel

Legislated

According to an OECD report, Israel employs performance management methods at a greater scale compared to the average OECD country. Within the Civil Service, employee assessment is mandatory for almost all servants and elements such as tasks undertaken, quality of work, timeliness, interpersonal skills and competency improvements are of high importance to the evaluation process.

The 2016 results, reveal that: Israel’s economy is resilient and that it has sound fundamentals; maintaining an expansionary monetary stance and public debt reduction remains appropriate; the country needs productivity-enhancing reforms to boost growth and make it more inclusive; welldesigned reforms to promote social cohesion and share the fruits of growth are also needed; and that the climate change policy should be strengthened.

Sources: http://www.oecd.org/gov/pem/OECD%20HRM%20Profile%20-%20Israel.pdf

Italy

Plan

Has a Performance Management system in place in the Civil Service sector. The system is modelled after the pay-for-performance strategy and has no regards for seniority or for length of service. Employees undergo an annual assessment where they are evaluated based on objectives achieved, actions implemented and output quality. A 2016 IMF study reveals that the Italian economy is recovering gradually from a deep and protracted recession. The authorities have embarked on a range of very important reforms, including institutional, public administration, fiscal, labor market, and banking sector reforms.

Source: http://www.biblio.liuc.it/liucpap/pdf/192.pdf http://www.imf.org/external/pubs/ft/scr/2016/cr16222.pdf

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AROUND THE WORLD

Country Legislation Country

Category

Jamaica

Plan

J Notes The Sector Plan for Education is influenced by the guiding principles in the Vision 2030 Jamaica -National Development Plan and is based on a shared vision of placing Jamaica prominently on the global map in terms of excellence in education. The Plan will build on work already undertaken by the Task Force on Education Transformation. It recognizes the importance of the integration between education and training. The following activities have been scheduled to be accomplished by 2016: the modernization of the Ministry of Education (MOE), the decentralizing of the administration of the school system, improvement in teacher quality, provision of additional school spaces, reduction in teacher-pupil ratio, improvement in quality assurance and increased stakeholder participation.

Source:http://planipolis.iiep.unesco.org/upload/Jamaica/Jamaica_Vision_2030_Education_ sector_plan.pdf

Japan

Legislated

The economic policy package adopted by the Japanese government, known as “Abenomics”, consists of three policy measures: (i) bold monetary policy, (ii) flexible fiscal policy, and (iii) growth strategy. The Japanese government has also undertaken drastic reforms on areas such as: agriculture, healthcare, energy, and labor market, encouraging growth-oriented corporate management, as well. However, Japanese companies need to shift their internal reserves into investment for equipment, innovation and human resources, to contribute to the country’s future growth. In this light, Japan’s 2016 Growth Strategy focus areas are: 1) Strategically creating new growing markets; 2) Overcoming supply constraints and workforce shortage through unprecedented improvement in productivity (“Revolution in Productivity”); and 3) Strengthening human resource capacity, to adopt and support new emerging industrial structure.

Source: http://www.mofa.go.jp/files/000185866.pdf

Jersey and Saint Pierre and Miquelon

Legislated

The government evaluates the implementation of its strategic plans by analyzing and evaluating yearly performance reports. Departmental business plans make sure that everyone working for the public sector understands how their work helps deliver the strategic priorities agreed by the States Assembly. The 2016 Social Security Business Plan aims to: help people achieve and maintain financial independence; provide well-targeted social benefits and support to those unable to fully support themselves; deliver excellent customer services.

Source: goo.gl/dHe0Ko https://www.gov.je/Government/PlanningPerformance/StrategicPlanning/Pages/ StatesDepartmentalBusinessPlans2016.aspx

Jordan

Plan

The development objective of the Second Programmatic Energy and Water Sector Reforms Development Policy Loan (DPL) Project (2016-2017) for Jordan is to improve the financial viability and increase efficiency gains in the energy and water sectors in Jordan. The policy program supported by the DPL will be structured around two pillars: (i) improving the financial viability of the electricity and water sectors, and (ii) increasing efficiency gains in the energy and water sectors.

Source: http://projects.worldbank.org/P160236?lang=en

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Country Legislation Country

Category

Kazakhstan

Legislated

K Notes Just like its name suggests, the objective of the Social Health Insurance Project: Improving Access, Quality, Efficiency and Financial for Kazakhstan (2016-2021) is to improve accessibility, quality, and efficiency of health service delivery, and reduce financial risks to the population that are caused by serious health problems. There are three components to the project: 1. support implementation of the national mandatory Social Health Insurance system; 2. strengthen the health service delivery to support implementation of the national mandatory Social Health Insurance system; 3. the project management, monitoring, evaluation, and communications strategy.

Source: http://projects.worldbank.org/P152625?lang=en

Kenya

Legislated

The development objectives of National Agricultural and Rural Inclusive Growth Project (2016-2021) for Kenya are to increase agricultural productivity and profitability of targeted rural communities in selected Counties, and in the event of an Eligible Crisis or Emergency, to provide immediate and effective response. There are four components in this project: 1) Supporting Community-Driven development; 2) Strengthening Producer Organizations and Value Chain Development; 3) Supporting County CommunityLed Development; 4) Project Coordination and Management.

Source: http://projects.worldbank.org/P153349?lang=en

Kiribati

Plan

A government report released in 2012 evaluated the Civil Service sector as being ineffective. As a result, a reform plan was developed to evaluate and reform public departments and increase their overall performance. With the help of AusAID, the Kiribati Government developed and implemented an Integrated Performance Framework for all employees to evaluate and assess their performances.

Source: http://goo.gl/hdXT7V

Korea, North

Plan

At the Seventh Party Congress held in May of 2016, North Korea announced a “Five Year Strategy “.

In his speech, Kim Jong Un emphasized the need to solve the problem of providing electric power, and of developing the metal and railway industries. He also suggested that he wanted his country to engage more in the international economy. After collapsing in the 1990s, North Korea’s economy has experienced a rebound of sorts. South Korea’s central bank estimates the nation’s gross domestic product grew about 1.3% in 2012, 1.1% in 2013 and 1% in 2014.

Sources: http://www.latimes.com/world/asia/la-fg-north-korea-economy-20160508-story.html http://www.nkeconwatch.com/category/policies/five-year-plan/

Korea, South

Legislated

In 2006, South Korea legislated a Performance Evaluation Act through which the performance of each governmental ministry and agency is monitored, evaluated and included in an annual report. Based on that annual report, five-year or longer Performance Management Strategy plans are then developed and implemented. South Korea adopted the pay-for-performance strategy for its performance management system. The 2016 OECD economic survey has revealed that Korea’s policies to end low growth and inflation are boosting the economy; that productivity has raised through innovation and structural reform; and that the labor market reforms helped promote inclusive growth and social cohesion.

Sources: http://www.oecd.org/korea/2497102.pdf https://www.oecd.org/eco/surveys/Korea-2016-OECD-economic-survey-overview.pdf

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Country Legislation

K-L

Country

Category

Notes

Kosovo

Plan

By 2018, the Kosovo Government plans to develop and implement a Monitoring, Evaluation and Learning process, so that the country’s strategic objectives can be tracked and achieved more easily.

The process also includes a Performance Management Plan, which aims to monitor and evaluate ongoing strategic plan developments. Awaiting the arrival of 2018, in 2016 Kosovo adopted a 2016 – 2021 National Development Strategy, which is based on four pillars: 1. shifting policies towards Kosovo’s labor force becoming the engine of development; 2. increasing state support for businesses and for the benefit of citizens; 3. increasing state support for the re-industrialization process in Kosovo; 4. directing state’s financial resources towards building the strategic infrastructure assets that will be at the function of development.

Sources: http://www.demi-ks.org/?cid=2,58,925 http://www.kryeministri-ks.net/repository/docs/National_Development_ Strategy_2016-2021_ENG.pdf

Kuwait

Plan

Kuwait’s Five Year Development Plan (2015 / 2016-2019 / 2020), aims to improve public services and develop the statistics and national information systems, provide an investment-attractive environment to support development, and improve the citizens living standards, deepening their belonging to their homeland of Kuwait. These developments can lead to the realization of a better infrastructure, advanced legislation, and an encouraging business environment. Moreover, different fields of development, general goals and policies, and planned quantitative targets have been determined in cooperation with General Secretariat for the Supreme Council for Planning & Development.

Source: http://www.mpw.gov.kw/sites/en/developmentplans/Pages/5YearsPlan.aspx

Kyrgyzstan

Plan

The Country Partnership Strategy (CPS), 2013–2017 of the Asian Development Bank (ADB) for the Kyrgyz Republic supports the National Sustainable Development Strategy 2013–2017. The overarching goal of the CPS is poverty reduction through inclusive economic growth. The strategic thrust of the Country Operations Business Plan, 2016–2018 is aligned with the strategic objectives and priorities of the CPS: (i) public sector management for private sector development; (ii) transport and logistics; (iii) the energy sector; (iv) education and training; and (v) water supply and sanitation.

Sources: https://www.adb.org/documents/kyrgyz-republic-country-operations-businessplan-2016-2018 https://www.adb.org/sites/default/files/institutional-document/174772/cobp-kgz-2016-2018.pdf

Laos

Plan

The Government of Lao PDR’s 8th Five-Year Plan (2016-2020) is a continuation of the 7th Five-Year Plan. The Plan is regarded as a measure for achieving socio-economic development, industrialization and modernization towards the year 2020. Some of the Sustainable Development Goals (SDGs) for Lao PDR are: end poverty in all its forms everywhere; ensure inclusive and equitable quality education and promote lifelong learning opportunities for all; promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all; ensure sustainable consumption and production patterns; promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels.

Source:http://www.la.one.un.org/media-center/publications/258-8th-five-year-national-socioeconomic-development-plan-2016-2020

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Country

Category

Notes

Latvia

Legislated

The Stability Programme of Latvia is a medium-term policy document, describing Latvian fiscal policy for 2016–2019 and which has been prepared following the conditions and guidelines of the SGP implementation. The objectives of the fiscal policy are as follows: 1. to increase public defense capacity; 2. to provide responsible and sustainable economic development, by ensuring increase of funding for defense, internal security, health and education; 3. to reduce the inequality in the population’s income, by gradually increasing the minimum wage and introducing the progressive non-taxable minimum of the PIT; 4. to gradually increase the amount of tax revenue against GDP to 1/3 of GDP, basically improving efficiency of tax collection.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/sp2016_latvia_en.pd

Lebanon

Plan

The United Nations Strategic Framework (UNSF) represents the UN’s cooperation framework with Lebanon for the period 2017-2020. The UN’s agreed mission statement is to support ‘a secure, stable and prosperous Lebanon, exercising full sovereignty while respecting, protecting and ensuring the rights of all’. In carrying out this mission, three core priorities will frame UN system support to government: 1. all people in Lebanon have peace and security; 2. Lebanon enjoys domestic stability and practices effective governance; 3. Lebanon reduces poverty and promotes sustainable development while addressing immediate needs in a human rights/gender sensitive manner.

Source: http://reliefweb.int/report/lebanon/united-nations-strategic-framework-unsflebanon-2017-2020

Lesotho

Plan

The National Strategic Development Plan 2012/13 –2016/17, represents renewed commitment and strategic guidance towards the achievement of the National Vision 2020. The main goals of this SDP are to: i) Pursue high, shared and employment creating economic growth; (ii) Develop key infrastructure; (iii) Enhance the skill base, technology adoption and foundation for innovation; (iv) Improve health, combat HIV and AIDS and reduce vulnerability; (v) Reverse environmental degradation and adapt to climate change and (vi) Promote peace, democratic governance and build effective institutions.

Source:http://www.gov.ls/gov_webportal/important%20documents/national%20strategic%20 development%20plan%20201213-201617/national%20strategic%20development%20plan%20 201213-201617.pdf

Liberia

Legislated

Like its name suggest, the Third Poverty Reduction Support Development Policy Operation (2016-2017) is the third in a programmatic series of four single-tranche operations to support the implementation of the government’s Agenda for Transformation (AfT). Liberia’s primary development challenges, relate to sustaining the peace, achieving economic transformation, developing human capital and improving governance and public institutions. To support the government in addressing the primary development challenges, the operation focuses on three principal areas: (i) governance and civil service reforms; (ii) economic transformation; and (iii) human capital.

Source: http://projects.worldbank.org/P151502?lang=en

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L

Country

Category

Notes

Libya

Legislated

The World Bank is committed to supporting Libya’s transition and economic recovery through technical assistance and analytical services, as well as trust fund and grant financing.

The Bank’s support to Libya was initially articulated around three near to medium term objectives: increasing accountability and transparency; improving the delivery of services; creating jobs. Most recently, the bank c­oncluded its third brainstorming session attended by Libyan economists, public administration, and private sector representatives. The initiative comes as an effort from the World Bank in supporting the Government of National Accord in particular on an economic recovery and social stability prioritization and sequencing.

Sources: https://www.worldbank.org/en/country/libya/overview#2 http://pubdocs.worldbank.org/en/282581475460786200/Libya-MEM-Fall-2016-ENG.pdf

Lichtenstein

Plan

In 2010, the Liechtenstein Government announced two major programs: its overall governmental program called “Agenda 2020” and a budget consolidation program. Both strategic plans triggered a chain reaction in the social and health sectors. This ultimately led to reforms which aim at a better governance and performance management. However, there is no clear specification regarding a performance management system. There have been no significant developments during 2016.

Source: http://socialprotection.eu/files_db/1252/asisp_ANR12_LIECHTENSTEIN.pdf

Lithuania

Legislated/Plan

Lithuania’s Action Plan for participation in the international Open Government Partnership Initiative (2016-2018) recognizes the importance of the application of the principles of open government in public governance. The Government has defined ambitious commitments leading towards greater openness, transparency, accountability and closer dialogue with the citizens. One of the 2017 Government’s priorities is to increase the quality of public services and the efficiency of the public sector, as well as to promote open government and public participation in governance. 2014-2016 Lithuania’s Action Plan for Participation in the Open Government Partnership Initiative provides for the following guidelines with regard to the latest developments and initiatives: 1) citizen-focused public services, 2) public participation in governance, 3) openness to the public of the activities of government institutions (open data), 4) preventing corruption, and promoting transparency.

Source: http://www.opengovpartnership.org/sites/default/files/AVP_planas_2016-2018_ en%20(1).pdf

Luxembourg

Plan

The Stability and Growth Programme of the Grand Duchy of Luxembourg for the 2016-2020 Period reveals the government’s efforts to reduce annual deficit by implementing a balancing plan called the “Zukunftspak” (package for the future). This 4 year programme aims to reduce the growth rate of expenditures and increase revenues to counter-finance ongoing deficits, particularly impacted by the 2015 loss of VAT revenues on e-commerce, following changes to community laws. The introduction of this counter-financing strategy, equivalent to 1.3% of GDP, has contributed to the substantial improvement of the fiscal situation.

Source: http://ec.europa.eu/europe2020/pdf/csr2016/sp2016_luxembourg_en.pdf

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Country Legislation Country

Category

Macau

Legislated

M Notes In 2016, Macao’s government issued a 5-year development plan, built around all the major pillars of societal and governmental growth. From beginning a process of administration reform, establishing an e-Governance platform, building a platform between China and PSCs, providing support and assistance for SMEs, to improving the educational, healthcare, pension, culture and tourism sectors, as well as managing urban planning and environmental protection, along with trying to bring new life in society, by support the birth of more novel industries, such as the gaming one. As far as current developments are concerned, 2016 saw the establishment of the Commission for the Coordination in the Management and Development of Macao’s Waters and the Committee for Development of the Commercial and Trade Cooperation Service Platform between China and Portuguese-speaking Countries.

Source: http://portal.gov.mo/web/guest/info_detail?infoid=1486934

Macedonia

Legislated

Based on the 2015 – 2018 Country Partnership Strategy, Macedonia has received, in 2016, a 25 million euros loan from the World Bank, which will aid the Second Municipal Services Improvement Project.

This project’s main aim is to improve transparency, financial sustainability and the inclusive delivery of municipal services across the country, given that all municipalities are eligible for governmental aid. MSIP2 will be providing economic assistance to develop high priority local infrastructure, focusing on poverty alleviation and social inclusion, so as to help poorer regions become more interconnected with developed ones, ensuring a homogenous level of growth will take place.

Source:http://pubdocs.worldbank.org/en/698951475670457231/Macedonia-Snapshot-Oct2016FINAL. pdf

Madagascar

Plan

The World Bank and the Government of Madagascar agreed in 2015 to sign an International Development Association credit, aimed at improving the efficiency of public finance management.

Entitled Resilience Development Policy Operation, it will strive to strengthen reporting and increase the availability of information relevant to measuring the effectiveness of public finance plans. Furthermore, payroll management, upholding the single Treasure account principle, increased public financing & services transparency and thorough auditing efforts of state-owned enterprises are all part of this new agreement. Another project, with similar objectives was also signed between Madagascar’s government and the African Development Bank. As far as 2016 is concerned, Madagascar saw the founding of the Senate, thus establishing all of the necessary democratic institutions in the country’s Fifth Republic. Furthermore, given this milestone, the UNDP, ADB and the World Bank decided to aid the nation with a further $6.4 billion dollars, in support of its 2017 – 2020 projects, based on the positive results recorded in 2016, namely the expansion of the tertiary sector, of numerous public works programs and the recovery of the primary economic sector. Based on this last point, economists are expecting to see Madagascar’s GDP grow by 4.1% this year.

Sources: http://goo.gl/cRzGjW http://goo.gl/rNbKKs http://www.worldbank.org/en/country/madagascar/overview

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Country Legislation Country

Category

Malawi

Legislated

M Notes In 2015 the African Development Bank began its second phase of the Public Finance Management Institutional Support Project, which will inspect the current state of public performance management efforts and seek to enhance transparency, compliance and controls concerning the use of public resources. In addition, it will solidify the capacity of tax and revenue agencies and their overall administration. The aforementioned objectives will be attained through the implementation of a procurement system that will include in-service training materials for public workers, along with staff training sessions, performance auditing and excising a tax needs assessment study. These measures come as a result of the unfortunate Cash-gate incident. Fast forward to 2016, and the country’s seeing improvements in the public sector, with the government successfully rolling out the national identification program, but due an unfortunate series of environmental catastrophes, Malawi’s economy has taken a serious blow and is now trying to recover, suffering from recurrent food, water and electricity shortages.

Source: http://goo.gl/s1NIKx http://www.worldbank.org/en/country/malawi/overview https://goo.gl/A7BvbO

Malaysia

Legislated

The Performance Management & Delivery Unit (PEMANDU) was formally established on September 16, 2009, and it is a unit under the Prime Minister’s Department. PEMANDU’s main role and objective is to oversee the implementation and assess the progress of the Economic Transformation Program and the Government Transformation Program. It also aims at facilitating and supporting the delivery of the following KPIs: the National Key Result Areas (NKRAs), National Key Economic Areas (NKEAs) and Ministerial Key Result Areas (MKRAs). On top of this, an ongoing program which started out in 2011 and aims to clarify the government’s role in business is the Reducing Government’s Role in Business (GRiB) Strategic Reform Initiative (SRI). Its objectives are to avoid crowding out the private sector, increasing the liquidity of the capital markets and improving the overall fiscal position of the government. How they will achieve these objectives will be done by clearly establishing the purpose of government in business, developing a streamlined divestment plan for government-linked investment companies and setting out clear governance guidelines for state-owned enterprises.

Source: http://www.pemandu.gov.my/ http://goo.gl/0Zxzui

Maldives

Plan

In late 2008, the government of the Maldives asked the Fiscal Affairs Department (FAD) of the IMF to help carry out a Public Expenditure and Financial Accountability (PEFA) assessment for the Maldives. The PEFA methodology provides a framework for governments and other stakeholders to assess the public financial management system in a country. The assessment is based on a standardized format. As per an IMF 2015 report, the Maldives are continuing to improve the efficiency of their public services. The report also commends the local government on its actions to achieve this objective: developing regional hubs and improving transport connectivity that would enable higher quality service provision, developing Special Economic Zones (SEZ) to diversify jobs in certain industries, undertaking infrastructure development to add capacity, particularly when it comes to their airport and reducing the environmental impact of tourism. Even more so, when it comes to government and private institutions wishing to operate in the SEZs, very high, equable standards of conduct will be set in place.

Source: http://goo.gl/ZxWQoM https://goo.gl/PVn8LH

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M

Country

Category

Notes

Mali

Plan

In Mali, operational research was conducted to identify the match between motivation and the range and use of performance management activities. Results showed that Performance management is not optimally implemented in Mali, as job descriptions were not present or were inappropriate. As far as performance of public institutions is concerned, in 2015 the IMF released its latest statement regarding Mali, in which it commended their fiscal decentralization efforts, suggesting that a gradual, transparent implementation of an accountability mechanism must be put in place to ensure that any resources transferred to local governments are put to good use. Further into 2015 and all the way up to the end of 2016, the International Finance Corporation has agreed to send $43 millions of dollars worth of aggregate commitments to Mali, which are meant to solidify seven projects: two infrastructure projects, two financial institutions and three manufacturing companies. The most important results of 2016 were the concession agreements obtained for two major independent renewable energy projects, 42 MW Kenie Hydropower and 33 MW Scatec Solar.

Source: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1402315/ https://www.imf.org/external/np/sec/pr/2015/pr15547.htm http://www.worldbank.org/en/country/mali/overview#2

Malta

Legislated

In 1994, the Maltese Public Service introduced a Performance Management Program for its employees to gradually phase out Performance Rating Reports and replace them by this new appraisal system.

The performance of employees is assessed against approved output and quality standards. In 2016, the system was updated, making it completely automated and web-based, giving each Public Service servant their own ID to log into the system and check their current performance ratings. Furthermore, it measures a civil servant’s performance as a part of the overall Public Service Performance Management Programme, not just his individual score, thus allowing for an easier time to identify and develop future leaders.

Source: http://pahro.gov.mt/performance-management?l=1 https://goo.gl/xfVPR0

Marshall Islands

Plan

Both public sector organizations, such as the healthcare ones, and businesses have successfully used performance management concepts and tools to improve service delivery and process performance.

Together with the Asian Development Bank (ADB), the Republic of the Marshall Islands will implement a plan spanning until 2017, which aims to bring about medium-term development around the areas of macroeconomic and fiscal management, human capacity and infrastructure development, with a keen eye on good governance. In order to monitor and evaluate the performance of local government workers that will be involved in implementing this strategy, the ADB shall place project-funded local coordinators, which along with its development coordination office in Majuro, will help with ensuring the coordination between government and development partners. Moreover, the Islands’ government decided to run a second development plan alongside the existing one, which will span from 2016 to 2018, entitled Marshall Islands: Country Operations Business Plan, and will be done in partnership with the ADB once more. Just like the existing one, this plan will also focus on building better and sustainable infrastructure, but unlike it, other topics of focus will be improving the quality of basic education, introducing several structural system reforms and also enhancing public sector management, which will go hand in hand with the previous plan’s emphasis on good governance.

Source: http://www.cdc.gov/stltpublichealth/Performance/index.html http://www.adb.org/sites/default/files/institutional-document/82624/cobp-rmi-2015-2017.pdf https://goo.gl/9t9ERG

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Country

Category

Notes

Mauritania

Plan

The World Bank monitors, assesses and evaluates Mauritania periodically, in accordance with the 2011-2015 Third Poverty Reduction Strategy Paper. 2015 marked the final year of the World Health Organization’s cooperation with Mauritania on this plan, which included enhancing the performance of its health system, including human resources development. These were achieved by health mapping districts, strengthening the health research and information database, implementing a strategic plan for HR development and enabling further monitoring and evaluation efforts. In addition to this, the World Bank also offered assistance with another development plan, namely the 2014 – 2016 Country Partnership Strategy, which will play an important role in supporting agriculture and fishing, the creation of a targeted safety net system and the decentralization of service delivery.

Source: http://goo.gl/MoRqfP http://www.who.int/countryfocus/cooperation_strategy/ccsbrief_mrt_en.pdf https://goo.gl/UiAXmG

Mauritius

Plan

A Performance Management System is used in local governments. These government administrations allow people and nongovernmental organizations (NGOs) to participate. In 2015, a circular letter was released, stating that in order for a PMS to work at maximum capacity, it needs to be fully implemented at all organizational levels. As a result, a Performance Improvement Plan (PIP) was given to public sector employees, where they could highlight specific areas or competencies that fall under the agreed standards, suggestions for designing an achievable level of performance and steps required to meet this new standard. The following year, Mauritius introduced the Code of Corporate Governance, which is a set of principles and guidance aimed at improving and guiding the governance practices of organizations within Mauritius. This Code will advance corporate governance reforms in both the public and private sector in the country, by creating a corporate governance framework of principles for business leaders to apply, provide greater flexibility through a focus on principles rather than regulation and encourage change amongst the Mauritian business community by emphasizing on using effective governance practices.

Source: http://www.miod.mu/media/12701/mauritius-country-review-report.pdf http://goo.gl/yauZh6 http://www.miod.mu/info-centre/new-code-of-corporate-governance-for-mauritius-2016

Mayotte

N/A

Under French jurisdiction. No further information regarding any performance-related legislation was found.

Mexico

Plan

Mexico was a pioneer in Latin America in the use of sound methodologies to evaluate the performance of social policies, especially since 1997. The social sector has been a strong champion of using evaluations in Mexico’s public administration and has exerted important influence on the M&E and performance-based management reforms at the government-wide level. In 2015, all public entities are expected to adopt performance-based budgeting, which requires a robust measurement system.

On top of this, a new program for monitoring local public agencies’ performance – SEDEMSI, was implemented. It includes 8 of the 18 municipalities and has 51 indicators, classified in six topics.

Following the implementation of this program, the OECD released a report in 2016, highlighting Mexico’s governance performance, based on 4 indicators: the level of support for higher quality regulation at all levels of government, the degree of stakeholder engagement at all stages of the regulatory process, the range of topics and items covered by Regulatory Impact Assessment, and finally the thresholds that trigger ex post evaluations of major regulations. Based on this, Mexico scored much higher points than the median for Latin American Countries or the OECD median.

Source: http://www.oecd.org/derec/worldbankgroup/44392961.pdf http://icma.org/en/press/pm_magazine/article/106495 http://www.oecd.org/gov/regulatory-policy/Mexico-regulatory-policy-ireg-2016.pdf

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Country Legislation Country Micronesia, Federated States of

M

Category

Notes

Plan

A technical assistance program was approved in 2015, its objectives being a medium-term public sector reform that improves a few core areas: reorganization of government structure, based on functional review of governmental units, support for corporate planning processes,­redevelopment of job descriptions and consideration of realignment of positions to promote flexibility across functional areas, rationalization and simplification of the job grading and pay structure, a strengthened merit-based payment system and consideration of capacity development and training requirements. In 2016, the Green Climate Fund along with the Asian Development Bank granted several Pacific island countries, including Micronesia, financial grants that will aid the states in moving away from diesel power to solar, hydropower and wind energy. These grants will support the construction of 22 solar power plants, 5 wind farms, 8 hydropower plants, 7 energy storage facilities and 25 renewable energy mini-grids.

Source: http://www.adb.org/projects/48482-001/main#tabs-0-1 https://www.adb.org/news/gcf-supports-adb-accelerate-shift-renewable-energy-pacific

Moldova

Plan

USAID’s Rule of Law Institutional Strengthening Program (ROLISP) is a four-year technical assistance program focused on strengthening the institutional capacity, transparency and accountability of key justice sector institutions. One the program’s key strategies is to develop, with the aid of national companies, a fully functional employee performance management system.

A Country Program Snapshot of the World Bank mentions that during the 2015-2016 period, Moldova needs to improve its composition of public capital investments, rationalizing the civil service and payroll to increase staff incentives and correct underperformance in tax collection.

Source: http://goo.gl/zoqNR7 http://www.worldbank.org/content/dam/Worldbank/document/Moldova-Snapshot.pdf

Monaco

Plan

The Administration and Training Division within the Police Department deals with examining needs, preparing and carrying out recruitment, training, drafting the general budget, as well as with managing equipment and human resources. It is also in charge with regular performance assessments of employees.

Source: http://goo.gl/jiINpI

Mongolia

Legislated

TIn 2015, a joint program between The KPI Institute, the Asian Productivity Organization (APO) and the Mongolian Productivity Organization (MPO), has begun, with the aim of aiding Mongolia increase its productivity in all societal levels. Among the expected outcomes, one can find strengthening their performance management and measurement capabilities and upgrading structural thinking & analytical competencies, according to their productivity improvement needs. The next year, 2016, marked the last one of the Open Government Partnership program, which focused around transparency and openness between Mongolia’s government and its citizens. This was done through the creation of a “11-11” center that enables direct contact with people, by receiving and consequently solving citizens’ petitions through the telephone, postal service and public media. Moreover, 78 units of “Public Service Online Machines” have been placed in numerous municipal districts, looking to extend their coverage, which serve as a quick access tool for the general populace to keep in touch with government.

Source: http://kpiinstitute.org/development-of-public-service-measurement-system-mongolia-2015 http://www.opengovpartnership.org/sites/default/files/OGP_CAP_Launch.pdf

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Country

Category

Notes

Montserrat

Legislated

The Government of Montserrat, through its Public Service Reform Program, has introduced the Performance Management System and began training some selected members of government departments regarding the transformation of the service into a performance-oriented one. In 2015, they have reinstated their increments system, to incentivize public sector workers to achieve higher levels of performance, but it will not be available to a few categories: those already at the top of their scale, those on special agreements or those on contracts. During the period of 2016-2017, Montserrat’s government will focus on prudent economic management, enhanced human development, sustainable environmental management and appropriate disaster management practices, good governance and look to increase its population size, as part of the Sustainable Development Plan 2008 – 2020.

Source: http://goo.gl/2K1hhq / http://www.discovermni.com/2015/11/public-servants-to-get-increments/ http://finance.gov.ms/wp-content/uploads/2016/10/Citizens-Guide-Montserrat-2016-2017.pdf

Montenegro

Legislated

In the following four fiscal year period of 2016 – 2020, Montenegro along with the World Bank Group will look to focus on the country’s employment situation, its fiscal balance and rural area sustainability, as these key areas are what need to put back on track in order to help with the state’s EU ascension. The topic of rural sustainability is one of particular importance, as this one has received attention from the WBG in previous years, through the MIDAS and IPARD projects, which tried to strengthen institutional capacity building in order to better manage public funds dedicated to agricultural support and offered grant schemes that supported investments in agriculture holdings & the promotion of agri-environmental measures. Approximately 660 farmers received IPARD-like grants and the two projects helped solidify the Montenegro’s Food Safety System, via developing a regulatory framework, a Border Inspection Post and upgrading national reference labs.

Source: http://www.worldbank.org/en/country/montenegro/overview#2

Morocco

Plan

A Public Financial Management Performance Report (PFM-PR) assesses the current performance of financial management in Morocco’s public sector. The performance management framework applied for this review uses an assessment tool based on a set of high-level indicators that provide reliable information on the performance of PFM systems, processes and institutions. The purpose of using this tool is to measure performance for five PFM areas in Morocco as compared to international standards.

In 2015, the Public Governance Review of the Open Government in Morocco, by the OECD, banks on the idea of implementing Information and Communication Technologies (ICTs) to enhance governmental performance. ICTs would positively contribute to increased transparency, operational speed, efficiency and better connectivity between public, private and individual stakeholders, as communication between them would be more streamlined.

Running alongside this project, the World Bank started a Country Partnership Strategy with Morocco, for the 2014-2017 period, and as 2016 came to a close, being at the mid period of this agreement, the WB’s report highlighted that Morocco’s development trends are still in accord to the plan’s original three areas for strategic results, namely promoting competitive and inclusive growth, building a green and resilient future and strengthening governance and institutions to better service delivery to citizens. Even more so, to ensure that the CPS stays relevant throughout its implementation period, for the Moroccan people, some of the plan’s initial points were scrapped and the focus was centered around country-specific issues, such as youth, gender, education, inequality and employment.

Source: http://goo.gl/qH3PUu https://goo.gl/CvSuOf http://www.worldbank.org/en/country/morocco/overview#2

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Category

Mozambique

Plan

M-N Notes The objective of the Public Financial Management (PFM) for Results Program Project for Mozambique is to improve the transparency and efficiency of expenditures for the storage, distribution and availability of medicines and for more transparent and accountable management of complete primary schools. Within the program, performance based allocations are used to motivate the targeted h­ealth and education sector institutions achieve the objective of the Program.

In 2016, the World Bank found that over 80% of PFM’s targets for Disbursement-Linked Indicators (DLI) have been met. A few key areas of concern still remain, which are the following: - The Ministry of Economy and Finance’s (MEF) coordination and leadership: although the PFM’s team continues to improve communication and relations with the MEF, there are still certain gaps in terms of capacity for administrative functions and communication with several sectors, while expenditure rates are still modest.

- Audit Reports: DLI validation and program audits done by the Tribunal Administrativo (TA) have improved, but in order to further strengthen the quality and timeliness of reporting, the program’s coordination team needs to receive continued technical assistance and capacity development through the PFM and other sources, as well bolstering the TA’s human resources.

- Compliance with Legal Covenants: Both healthcare and education are lacking compliance with legal covenants, given that reports on complaint handling mechanisms are still pending, as is the report by the Anti-Corruption Cabined with the Attorney General.

As the PFM’s phase 1 is coming to an end in 2017, the program’s team have already started discussions for a phase 2, as the results achieved thus far are satisfactory.

Source: http://goo.gl/LKix1m https://goo.gl/bBtjHN

Namibia

Plan

A Performance Management System was introduced in Namibia since 2005 as part of the longterm Vision 2030 project. The system aims to improve the overall efficiency and effectiveness of the Civil Service and to align its activities with the national vision and targets. According to the 2015 Prime Minister Keynote Statement, a robust monitoring and evaluation system that measures both institutional and individual performance targets will be implemented.

Now, in 2016, we have the first results: all cabinet members have signed Performance Agreements with the president, quarterly review reports are submitted to the President based on the aforementioned agreements, 65% of staff members have completed their performance agreements this year, up from 35% last year and a new electronic tool has also been developed, to better manage the PMS, with 10 government offices, ministries and agencies having been trained on the operationalization of this tool, with piloting commencing in 5 of them in January 2017. Furthermore, the governmental recruitment process has been cut down from 360 days to 45 days, organizational development for farming out government services has been reduced from 31 days to 7 days and approving a major restructuring has gone from 465 days to 100.

Source: http://gopempal.org/sites/default/files/international_articles/PMS.pdf http://goo.gl/szEaXm https://goo.gl/a3KAbh

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Country Legislation Country

Category

Nauru

Plan

N Notes It implemented a performance management framework in order to monitor and evaluate the development of the Nauru National Sustainable Development Strategy within the 2005-2025 timeframe. The Asian Development Bank started a 2015 – 2017 Country Operations Business Plan, as part of the above-mentioned development strategy, which will mainly target improving public sector management and personnel competencies, with special focus on enhancing the governance of the utilities sector. Furthermore, in 2016, Nauru became a member of both the World Bank and the IMF, which should provide greater technical assistance and financing for the country. On top of this, during the 2015-2016 period, Australia has given $25.2 million dollars in Official Development Assistance (ODA) to Nauru, which will contribute to three major areas of improvement: more effective public sector management, infrastructure and human development (health and education). In regards to public sector management and infrastructure investment, progress is going as expected at this stage of aid implementation; support for human development has started towards the end of 2016 and will focus on identifying employment needs and educational & healthcare capabilities.

Source: http://www.spc.int/sppu/images/stories/nauru%20final%202008-2010%20jcs.pdf https://www.gtai.de/GTAI/Content/DE/Trade/Fachdaten/PRO/2014/10/Anlagen/ PRO201410295013.pdf?v=1 http://dfat.gov.au/about-us/publications/Documents/nauru-appr-2015-16.pdf

Nepal

Legislated

Nepal’s Portfolio Performance Review (NPPR) is a monitoring framework with regular review meetings and clearly identified targets and indicators which help the government identify its most critical issues. The main focus for 2015 was built around strengthening internal audits, institutionalizing e-bidding and untying development cooperation to address procurement-related issues, stabilizing personnel movement across governmental levels and building capacity, linking planning and budgeting efforts and holding representatives of the State accountable for transparency, performance and the reciprocity of commitments and obligations.

Following up on the focus in the previous year, in 2016 the World Bank alongside several individual donor-countries established a Multi Donor Trust Fund, to harmonize development support. With this in mind, the WB targeted Nepal’s public financial management, specifically its Treasury Single Account (TSA) management, its Public Expenditure and Financial Accountability (PEFA) assessment and its Office of the Auditor General. The TSA has been rolled out in all 75 districts a year ahead of the term, the PEFA assessment has found progress in 61% of its performance indicators and as far as the Auditor General is concerned, it will now be moving towards a risk-based auditing approach and will try to promote citizen engagement in the performance audit, by engaging Civil Society Organizations (CSOs) in the process.

Source: http://mof.gov.np/uploads/document/file/NPPR2011_20130715123906.pdf http://mof.gov.np/uploads/document/file/NPC_NPPR_2015_20150913062701.pdf https://goo.gl/iQSTcK

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Category

Netherlands

Legislated

N Notes Has legislated a performance management system (UWV) since 1991. The ministry defines a set of goals which are then translated into indicators and targets. Directors / Headquarters management and regional offices employees have insight in this Management Information Portal. In the Netherlands, evidence based approach is more and more embraced, first at the staff and top level. The purpose of the system is to supply (semi-) scientific knowledge about how the UWV efficiently and effectively contributes to raising employment rates and, where possible, limiting the benefits paid.

In 2016, the European Commission and the European Council have given several policy recommendations to the Netherlands, targeting certain areas of development such as the current status of research and development (R&D), the housing market and the pension system.

In regards to the status of R&D, the Dutch government has come up with the Promotion of Research and Development Act and the Research & Development Tax Credit, which were combined into a single scheme that can is now more accessible and transparent for any Dutch company that wants to invest in R&D. When it comes to housing, entitlements to mortgage interest relief for new loans will now be linked to the condition that the loan must be fully redeemed on an annuity basis within 30 years, while the maximum Loan-to-Value will be reduced to 100%, by 2018. Mortgage interest tax deductibility will also be gradually reduced from 52% to 38%.

Last, but not least, for the pension system, the government has adjusted its Witteveen Framework, has raised the standard retirement age, on top of introducing a new financial assessment framework and regulations on administering funds, while also improving communication on pensions.

Source: http://evi.sagepub.com/content/6/3/335.short http://ec.europa.eu/europe2020/pdf/csr2016/nrp2016_netherlands_en.pdf

New Caledonia

N/A

Under French jurisdiction. Information regarding performance legislation was not available.

New Zealand

Plan

New Zealand’s focus on performance has steadily evolved since the passage of the State Sector Act in 1998, which led to the development of annual performance agreements between ministers and the chief executives of each ministry or department. Performance assessment tools are made public, together with useful advice, for personnel and organizations. 2015 brought a few changes to the New Zealand Performance Improvement Framework (PIF), namely: acknowledging the Four-year Excellence Horizon as a core component of the PIF, as it quantifies and analyzes priority areas for performance improvement for each governmental agency, changing the Lead Questions for Delivery of Core Business from focusing on “effectiveness” and “efficiency” to “value to customers and New Zealanders” and “increased value over time” and adding a new Critical Area, with its own set of KPIs, regarding public services delivery for customers and New Zealanders.

In 2016, New Zealand has worked together with Callaghan Innovation, to improve the overall performance, utility and efficiency of businesses in the country. This will be done based on a 4-year plan, that will focus on ensuring that all businesses, old and new, will emphasize investments in research and development (R&D) and technology led innovation. Among expected results, small firms are expected to become mid-size firms through innovation, while mid-sized firms will fully embrace R&D to further drive their scale and scope. Callaghan Innovation will work with New Zealand’s government to give any businesses all the development information they need, where they can get resources and how to best acquire them, without having to move offshore. This is part of the larger scheme to build a stronger business base in NZ, making it a more attractive investment hub.

Source: http://www.ssc.govt.nz/performance-measurement http://www.ssc.govt.nz/sites/all/files/pif-core-guide-1-dec2015_0.pdf https://www.ssc.govt.nz/sites/all/files/pif-callahan-innovation-dec16.pdf PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Country Legislation Country

Category

Nicaragua

Plan

N Notes With the aid of the World Bank, Nicaragua is implementing the Public Financial Management Modernization Project”, which began in 2010. The implementation of the “post classification and personnel performance evaluation modules under the Government’s civil service information system” is mentioned in the project clauses. A few key components which were implemented as of 2015 are as follows: improving the statistics management capacity, strengthening of the institutional capacities of the Ministry of Finance, designing, acquisitioning and developing a renewed Integrated Financial Management System, enhancing project management capabilities and implementing Performance Fiscal Management capacity building in Central Government agencies.

In continuation to the previous year’s achievements, in 2016, the National Accountants and Auditors Association in Nicaragua saw over 500 employees from various strategic ministries in the public sector receive on-site training, with another 59 training sessions planned to take place in 2017. Going into 2017, the government’s plan is to bring in a number of accountants from the private sector and to focus on improving the quality and sustainability of the Continuing Professional Development Program.

Source: http://goo.gl/8p5m0P http://goo.gl/ZwikNR https://goo.gl/i3cvbk

Niger

Plan

The public sector benefits from an Employee Performance Appraisal System. A study done on the relationship between Performance Appraisal and Organizational Productivity in the Nigerian Public Sector has found that if managerial decisions are fair and just with equitable reward and promotion for job done, it will increase employees’ commitment and loyalty in the organization.

Consequently, if employees were properly motivated with the necessary and adequate training needs, innovation would increase rapidly on the job and this will thereby lead to competitive positioning. In addition to this, employees agreed that if they got regular feedbacks about their performance on the jobs, it could secure competitive positioning for the organization, as this will help them to identify their strengths and weaknesses which could invariably produce opportunities to the organization they are working with. The main highlights of this study are expected to be used as a blueprint for improving the system’s current state.

Source: https://goo.gl/ZWRqbZ https://goo.gl/n2xMe5

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Category

Nigeria

Plan

N Notes The Supervising Minister of the National Planning Commission explained that “The National Planning Commission initiated the adoption of the performance management system in August, 2013 which had culminated into the signing of performance contract agreements between the President and his Ministers.” The new Performance Management System will provide a platform for continuous performance enhancement with regards to national development programs within sectorial, institutional and individual levels. In 2014, a more harmonized performance management system was scheduled for implementation, as a joint effort between three governmental agencies, which would bring about the tools and templates that the 2013 PMS lacked, a few of which were linking performance to pay and promotion, managing performance fairly and objectively, overcoming human errors and limitations that constrained the previous evaluation reporting system and replacing examinations with outcomes of appraisals.

Fast forward two years, in 2016, and Nigeria has brought into existence a national reform council, with its President as chairman, while its Bureau of Public Service Reforms (PSR) director will report directly to the secretary to the government of the federation.

The first decision was to implement a Freedom of Information portal (FOI) for the PSR Bureau, where requests can be submitted electronically and responses are issued within 2 hours of the request being lodged.

Moreover, the PSR Bureau’s director restructured their pilot performance management system, so that it better reflects the governments newly merged ministries, clarifying every public servant’s role and linking these to their newly written job descriptions, to better measure performance.

Even more so, in order to tackle subpar service culture that has plagued governmental agencies, the PSR Bureau has come up with an improvement system based on three components: a guide on how to run a government agency, a web-based self-assessment tool for agencies to rate themselves against good practices and rapid institutional assessments – a diagnostic tool used to measure key functions within each agency, in order to obtain a status-quo report.

Source: http://bpsr-nigeria.blogspot.ro/2015/08/performance-management-reforms.html https://goo.gl/68nXkU

Niue

Plan

Performance Management systems, included in the country’s strategic development plan, are due to be developed and applied at all departmental levels by 2011. The government also applies, as of June, 2011, a Performance Measurement Framework to assess the financial public sector. As per the official government site, in 2015 Niue boasts a Secretariat Public Service Commission that handles all affairs relating to the following areas: corporate services/ human resource management information system, strategic human resource management, employment arrangement and relations and human resource development.

In 2016, the country started its Niue National Strategic Plan 2016 – 2026, built around the principle of Build – Preserve – Protect for the Future. The 7 developmental areas of focus will be finance and economic development, governance, infrastructure, social services, environment and climate change, Taoga Niue and the private sector. These development areas were specifically selected in order to ensure that every citizen receives the best possible opportunities and services from the Government. Niue’s Prime Minister mentioned that he does not expect all of the goals attached to these focus areas to be achieved in a single year, but believes that they should simply be seen as guiding principles for the strategies that will be put in place. Each of Niue’s Government department and agency will have their priorities aligned to the Strategic Plan and their performance will be measured annually through the national budget.

Sources: http://www.sprep.org/att/irc/ecopies/countries/niue/40.pdf http://www.pftac.org/filemanager/files/Reports/4_Niue_PFM_Aug2011.pdf http://www.gov.nu/wb/pages/secretariat-public-service-commission.php https://goo.gl/cGS6oX PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Country Legislation Country

Category

Norfolk Islands

Legislated

N Notes Although the Norfolk Islands had a Performance Management System implemented under the guidance of the Australian Government, a 2011 report concluded that “The Public Sector Management Act 2000(NI) is out of date, contains inconsistencies and requires a complete rewrite.”

In the 2015 – 2016 period, the Norfolk Island Continued Laws Amendment (2015 Measures No. 1) Ordinance 2015 came into effect and transformed the Island’s semi-autonomous state, which is now in full a part of Australia. Based on the Administrator of Norfolk Island’s Report (ANI), the small island will have to take a few measures in order to ensure a smooth transition, namely: - Bolster decision-making and operational management capacity and capability at the Executive level through the appointment of a Transition Manager and an Operations Manager - Address urgent repairs and maintenance needs in relation to critical infrastructure - Invest in staff development through the implementation of a cultural change program - Implement a new Enterprise Business Management System (EBMS), which will allow community members to electronically interact with local governance, improve efficiency and drive process compliance and improvement within the Regional Council through the introduction of electronic workflow management. Furthermore, this system will improve decision-making, by providing real time operational and financial information to all levels of management Source:http://www.regional.gov.au/territories/publications/files/Norfolk_Island_Public_ Service_Review_20111121.pdf https://goo.gl/ytqtJn

Norway

Legislated

The Norwegian performance management system is now a main tool for regulating relations between ministries and agencies. An essential part of this system is the establishment of a quasi & contractual steering model, whereby the parent ministry allocates resources and specifies targets and goals for the various agencies by means of an annual steering document.

The agencies, in turn, are expected to report on performance through formal reports and a formalized steering dialogue. In 2015, a research paper comparing performance management and accountability in Norway and Germany found that by having a performance management system, new accountability structures have sprouted up, which have influenced service delivery performance.

In 2016, Norway released its Sustainable Indicators Report, which is a document highlighting each of the major and minor societal aspects that the government wishes to improve and gives it a score from 1 – 10, with 10 being the best possible obtainable score. For 2016, in regards to governance and executive capacity, the highest scores were granted to Governmental Strategic Planning and Decision-Making, Ministerial Bureaucracy, Informal Coordination, all receiving a score of 7, with the Regulatory Impact Assessment (RIA) Application being granted a final score of 8.

Norway’s RIA instrument is especially important to highlight, as it is the country’s evidencebased tool that takes into account all of the proposed legislation plans, forwarded by the country’s ministers and provides comprehensive assessments of the potential budgetary, environmental, health and human rights effects these might have. Any consequences are to be quantified to the maximum extent possible, including by means of a thorough socioeconomic analysis.

Source: http://uni.no/media/attachments/publications/348_wp_8_2014__askim__christensen _and_l_greid.pdf http://www.tandfonline.com/doi/abs/10.1080/01900692.2015.1069838 http://www.sgi-network.org/docs/2016/country/SGI2016_Norway.pdf

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Category

Oman, Sultanate of

Plan

O-P Notes In 2015, The Research Council (TRC) of Oman started implementing a support system which will aid the ongoing assessment of TRC-backed research impact and performance improvement.

The two main objectives of this system are to measure the impact and performance of TRCfunded projects and collect data in order to set a KPI baseline for future projects.

Based on its objectives for research development, The Oman TRC approved in 2016 a Water Research Strategic Program, the establishment of an Environmental Excellence Center and three pilot projects that are to be developed over the next 3 following years – The Continuous Hybrid Cooling Using Geothermal and Solar Heat Sources and Underground Storage Systems project, the Submarine Groundwater Discharge project and the IATI Wastewater project.

The three pilot projects will be put into practice with the aid of the Helmholtz Association of German Research Centres. The reasoning behind the latter two is to keep up with current and future challenges surrounding the growing need for water, as the projects aim to track the movement of water as well as controlling environmental factors and pollution in the marine environment and looking to build local water treatment units in residential areas that are away from the central sewage systems. The first project’s objective is to take advantage of Oman’s great amount of solar and thermal energies, which can be used afterwards in the production of electricity, reducing its energy dependence on fossil fuels and also reducing the country’s greenhouse gas emissions.

Source: http://www.rand.org/randeurope/research/projects/research-council-oman.html https://home.trc.gov.om/tabid/1125/language/en-US/Default.aspx

Pakistan

Plan

The Pakistani Civil Service will undergo radical changes, as stated by governmental representatives. A performance management system will be implemented, along with changes to the recruitment system and increases in civil workers’ pay. With help from the United Nations Development Programme (UNDP), Pakistani leaders hope that the system will bring about efficiency, effectiveness, transparency and accountability. To further ensure this, the government will hire specialist cadres, which will be recruited through separate, cluster-based examinations for each professional area. Expected date of implementation is 2017.

Source: http://www.globalgovernmentforum.com/pakistan-civil-service-to-undergo-radicalreforms/

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Country Legislation Country

Category

Palau

Legislated

P Notes The Bureau of Public Service System (BPSS) is in charge with implementing and assessing the performance management framework. It is responsible for the day-to-day management of programs and activities involving personnel of the national government. It identifies, obtains and develops the human resources needed to accomplish the goals of the Executive Branch of the Republic of Palau. BPSS administer training programs for upgrading the skills and qualifications of national government employees; formulate rules, regulations, policies and procedures to carry out the provisions of the National Public Service System Act. In 2015, the BPSS worked on classifying and reclassifying both new and existing law enforcement positions, in order to attract and retain qualified members of law enforcement by offering appropriate levels of payment.

2016 brought with itself the successful completion of the 13th Pacific Public Service Commissioners Conference (PPSCC), which prompted the participants to schedule another meeting this year, in order to decide on the road forward for the yearly conference. It was decided that a small work group consisting of three member states would gather between the 26th and 28th of November, 2016, in order to discuss future development paths, draft a plan and submit it for review to each individual member that had participated in the PPSCC. Their work proved to be very fruitful, as they renamed the PPSCC to the Pacific Public Services Governance Enhancement Forum and due to this, they also drafted a new Governance Structure, Vision, Mission plan and new Outcomes and Outputs for the member countries to adhere to. Furthermore, they started working on a development framework with the assistance of the Pacific Leadership and Governance Precinct, a comprehensive education and leadership training institution, which will build the capacity of PNGs Public and Private sector leaders. In addition to this, it was decided that 2017’s conference will be organized around the theme of “Ethical and Values-based Leadership and Governance in the Pacific.”

Source: http://palaugov.org/about_and_contacts/ http://palaugov.org/executive-branch/ministries/finance/bureau-of-public-service-system/ http://palaugov.pw/wp-content/uploads/2016/12/PPSC-Working-Group-Meets-in-PNG.pdf

Palestine

Plan

The Palestinian Reform and Development Plan set out to establish, within the 2008 – 2010 timeframe, the basis for the introduction of a coherent and appropriate performance management system within the public sector.

A 2015 study on the effects of Knowledge Management within Palestinian Public Sector Institutions showed that KPIs and Key Enablers for Knowledge Management proved to be very effective at boosting performance within public sector institutions. The most impactful key enablers, for this study, were organizational culture, leadership, information technology and personnel. This last one was by far the most impactful, out of the four, when it came to measuring performance. This points to the fact that there can be great performance if the Palestinian authority invests in its human resources. As general recommendations, the study laid out the following suggestions for achieving greater performance: - Invest more in employees - Ensure their participation in policy-making - Enhance knowledge creating and sharing practices among employees - Develop an effective motivation and award system - Build a culture of trust among employees and within all organizational levels Source: http://siteresources.worldbank.org/INTWESTBANKGAZA/Resources/PRDP08-10.pdf https://goo.gl/oJKpB8

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Category

Panama

Plan

P Notes The World Bank funded, in 2011, the Enhanced Public Sector Efficiency Technical Assistance Project (EPSETAP) for Panama. Its objective is to assist public agencies in producing, using and disseminating timely and quality performance information, thereby allowing a more efficient, transparent and account use of the Borrower’s public budget funds. As of 2015, two notable improvements were as follows: first off, the implementation of a series of on-line platforms, such as the financial information management system – ISTMO, the debt management module – SIGADE and the E-Tax module, in 13 central government ministries, agencies and respective sub-entities and second, training arrangements have been made for Contraloria officials.

As part of the continued implementation process for the EPSETAP, in 2016, all of the activities related to developing capacities for results-based planning, budget management and evaluation have been streamlined and re-adjusted, to better fit Panama’s new governmental priorities.

Furthermore, the World Bank has contributed with an extra US $2.3 million dollars for the execution of activities in the 2nd and 3rd components of the assistance project, namely managing public resource information more efficiently and strengthening public procurement and contracting, which will be achieved by bringing in a number of consultants, whose mission will be to two-fold: the first team will have to design a methodology of evaluating public policies, whilst the second team of consultants will work to develop a normative and methodological basis of program budgeting, while designing a programmatic structure for the budget in three pilot sectors.

Source: http://goo.gl/Qh7LRh http://goo.gl/OeoCCu https://goo.gl/NEDuX9

Papua New Guinea

Plan

The country benefits from several development projects implemented by the Australian Government in almost all public sectors. The latter also performs annual reviews designed to assess ongoing projects and their effects. In return, the Papa New Guinea Government pledged to benefit from its projects although recent reviews revealed that the programs did not translate into the tangible good development outcomes that the citizens expected. As per the 2014 – 2015 Papua New Guinea Aid Program Performance Report, improvements were targeted for four areas: health, education, transport and law and justice, with support being offered to public and private sector development. The program achieved its targets, despite having mixed results, with achievements being greater in certain areas, such as infrastructure. The challenging security environment restricted obtaining greater improvements when it came to public sector services and governance in general.

In 2016, some of the more notable advances highlighted in the 2015 – 2016 Papua New Guinea Aid Program Performance Report are as follow: - the training of 2640 women and 4051 men in public service core skills - the launching of the Pacific Leadership and Governance Precinct, in support of Papua New Guinea’s (PNG) program of public service leadership renewal. The Precinct has so far delivered courses to more than 1100 PNG students - supporting more than 1100 Papua New Guineans to study in Australia and in PNG through the Australia Awards, with a special focus on developing employment skills and knowledge, building enduring people-to-people relationships and cross-country & professional links - providing access to better standards of justice for more than one million PNG citizens by contributing to the training of more than 2000 village court officials, covering 42% of village courts, in 461 locations - an improved tuberculosis response in PNG, contributing to greater TB detection rate, which in turn led to better clinical management of drug-resistant TB cases at the Daru General Hospital, where the number of people receiving treatment for it increased from 40% in 2011 to 97% in 2016 Source:http://www.forumsec.org/resources/uploads/attachments/documents/PNG_Peer_Review_ Aug2013.pdf http://dfat.gov.au/about-us/publications/Pages/papua-new-guinea-aid-program-performancereport-2014-15.aspx http://dfat.gov.au/about-us/publications/Documents/papua-new-guinea-appr-2015-16.pdf PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Category

Paraguay

Legislated

P Notes The National Health Information System (HIS) in Paraguay is highly fragmented. To address these problems, USAID supported the Pan American Health Organization (PAHO), in collaboration with MEASURE Evaluation to lead the implementation of an assessment and monitoring process to improve HIS performance in Paraguay. The financial boost to the HIS unit has reinforced not only their commitment to continually monitor the performance of the system at all levels, but it has also given them the confidence to share solid information and make better decisions with the information produced.

In 2016, Paraguay’s public institution performance management system is up and running well. Its main purpose is to promote quality management through the application of measuring instruments, specialized and timely training and technical assistance based on each institution’s needs.

Current measuring tools are in place for municipalities – where it measures financial, operational, service, legislative and democratic management, local councils – where it measures institutional, health and financial aspects and NGOs – where it focuses on social impact, governance, financial efficiency & solvency and institutional development.

Source: http://www.midamos.org.py/que-es-midamos.php http://www.midamos.org.py/que-es-midamos.php

Peru

Plan

The Peruvian Government’s performance is evaluated and monitored by entities with which the country signed strategic development projects. Thus, both the World Bank and the USA assessed the country. The latest reports were the 2011-2014 United States - Peru Environmental Cooperation program and the Peru Trade Promotion Agreement (PTPA), both of which aim to enhance environmental performance and transparency of decisions. In regards to the latter, in 2015, an independent governmental body was created that will function as a voice for the public, given that its main function is going to be to receive submissions from Peru’s citizens regarding environmental enforcement.

2016 has been a very good year for Peru, as the country has implemented quite a few reforms based off of the Forest Annex, which is a Forest Sector Governance plan, part of the PTPA agreement, which aims to combat illegal logging and trade in timber and wildlife products, by: - establishing key forest sector institutions, such as an independent forestry oversight agency - amending Peru’s criminal code to include substantial penalties for illegal logging and wildlife trafficking - adopting laws and other measures necessary to comply with the Convention on International Trade in Endangered Species of Wild Fauna and Flora - enacting a new Forestry and Wildlife Law that will improve implementation of key provisions in the Forest Annex - publishing draft regulations to implement the new above-mentioned law Source: http://www.state.gov/documents/organization/169165.pdf https://ustr.gov/about-us/policy-offices/press-office/blog/2015/june/united-states-andperu-continue-action https://goo.gl/2ek5I9

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Philippines

Legislated

P Notes President Aquino III issued Administrative Order (AO) No. 25 before end-2011, which mandates the development of Results-Based Performance Management System (RBPMS), by integrating the various performance monitoring tools used by oversight agencies, in six months. As far as 2015 is concerned, the government has stated that significant fiscal increases will be transferred to local government units (LGUs) through various program to provide incentives that will enhance their performance. Examples of such programs are the Bottomup Budgeting program (BUB) for Barangay, which is a participatory budgeting program and the KALSADA program, a local roads rehabilitation initiative. Both of these are intended for infrastructure enhancement, so that local public sector agencies can improve both the level of their work and the channels through which they provide services.

Source: http://goo.gl/IyH2u9 http://goo.gl/lMvc5d

Pitcairn Islands

Legislated

As part of the Pitcairn Islands Strategic Development Plan 2014 – 2018, a comprehensive review of all inland jobs has been deployed as of 2015, with the aim of consolidating certain roles at the expense of reducing the number of existing job positions, in order to prompt up efficiency, job satisfaction and reallocate financial resources. As such, appropriate training and a performance appraisal system shall be part of this new employment policy.

As part of Pitcairn Islands’ 2016 reprioritization plans, the main action lines that will be pursued according to the Strategic Development Plan are in order the following: 1. re-population 2. economic development by growing its tourism sector and small scale exports scope 3. environmental management by ways of improving water & waste management, combating any occurring climate change issues, protecting its marine and islands eco systems and investigating any options for renewable energy exploitation 4. improved health care, by opting to provide the best primary and secondary healthcare as required by Tahiti and NZ, strengthening inland communications by introducing a communication repeater system and ensuring that the Healthcare & Compassionate Grant Policy’s guidelines are closely respected, thus meeting best practice standards and the needs of both patient and GPI Source: http://www.government.pn/policies/SDP%202014-2018%20-%209-7-2015.pdf http://www.government.pn/policies/SDP%202014-2018%20-%20Amended%2011-05-2016.pdf

Poland

Plan

The Ministry of Labor is responsible for coordinating Public Employment Services and has overall responsibility over the performance management framework. However, each of the 341 county labor offices are independent in their governance and, therefore, employ the performance management system as each pleases.

Source: http://ec.europa.eu/social/BlobServlet?docId=10246&langId=en

Portugal

Legislated

The performance assessment in Public Administration (SIADAP) applies to the performance of public services, their respective managers and all other staff. It is an integrated approach to management and assessment systems, allowing for consistent alignment between the performances of services and of those who work in them. SIADAP is designed for universal application throughout State, regional and local administration, providing wide-ranging mechanisms for flexibility and adaptation to be able to cover the specific nature of the different types of administration, public services, careers and functional areas of their staff and management needs.

Source:http://www.dgaep.gov.pt/eng/index.cfm?OBJID=27887f50-0e72-45a7-a421a805d34371f3 https://goo.gl/e10zpD PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Category

Notes

Puerto Rico

Plan

Within its National Public Health Improvement Initiative, Puerto Rico installed a performance management system to monitor and assess development in the respective public sector.

Furthermore, through the Puerto Rico State Plan for education, the U.S. Department of Education will offer its assistance by monitoring developments there via its various performance management and monitoring activities and indicators, such as offering technical assistance, organizing regional meetings to discuss ongoing progress and offer tools and resources which will aid in measuring said progress.

Source: http://www.cdc.gov/stltpublichealth/nphii/territory/puertorico.html http://www2.ed.gov/programs/titleiparta/equitable/prequityletter.pdf

Qatar

Plan

As part of the National Vision 2030, Qatar started a public sector development and modernization process that will focus on ensuring high levels of government performance. As stated on the government’s official website, “modern public institutions focus on human capital development, practice performance management and deliver public services consistently with efficiency and effectiveness, meeting the expectations of stakeholders”. The State of Qatar has also been focusing on the levers that institutions must apply to modernize, including Policy and planning, Human resources development, Organizational alignment and Performance Management. As part of the Qatar National Development Strategy 2011 – 2016, the following areas are considered key points for performance improvement of government: strategic policy and planning, budget and financial management, organizational alignment, human resources development, streamlined institutional processes, the advancement of information technology and further improving performance management.

Source: http://portal.www.gov.qa/wps/portal/about-qatar/Government-Legislatives http://www.gsdp.gov.qa/gsdp_vision/docs/NDS_EN.pdf

Réunion

70

N/A

Governed by France, all policies and legislations passed for France’s overseas territories apply to Réunion.

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Notes

Romania

Plan

Within the Government, the Control Body of the Prime Minister is a non-legislative structure that controls and monitors the activity of Ministries and their decentralized public services, public institutions under Government’s authority, specialized bodies of the central public administration subordinated to the Government, offices, departments, commissions, autonomous companies, national companies and societies, trading companies and financial banking institutions with state majority capital or entirely owned by state. Moreover, in 2011, a pay-for-performance system was implemented, where performance equaled staff position within governmental organizations. In 2016, this system will be reviewed, to ensure that evaluation standards are updated.

As per the pay-for-performance system’s assessment results, in 2016 the Romanian Government implemented an Emergency Ordinance which will seek to amend and correct inequities regarding salary levels in the healthcare and education sectors. In detail, the ordinance will: A. Remove pay inequalities for equal pay for equal work, within the same institution, via bringing wages to the maximum level in payment in public institutions, public authorities for all occupational families, in the limit of budgetary allocations B. Fu­lly restructure the pay system in the healthcare sector by establishing a pay scale with nominal values of wages C. Fully restructure the pay system for teaching personnel and auxiliary personnel from the education sector by again establishing a pay scale with nominal values of wages D. Introduce a system of awards based on reform conditions and performance criteria for the healthcare personnel as of January 2017 and for the teaching personnel as of January 2018.

Source: http://gov.ro/en/government/organization/government-s-working-apparatus https://goo.gl/ZFUKDi http://stiri.tvr.ro/salarii-in-functie-de-performante--guvernul-lucreaza-la-noua-forma-alegii-salarizarii-bugetarilor_69456.html https://goo.gl/wo2yl5

Russia

Plan

Between 2004 and 2013, the Russian Government underwent serious reforms, especially in its public service sector and performance management system. A report revealed that the system’s implementation suffered from inconsistencies and that further development approaches will take into consideration lessons learnt from both domestic and international experience with performance management, tools and frameworks. Adding to this, a recent research paper showed evidence that local government civil servants tampered with data regarding performance measurement and as such, this information is unreliable at best.

A 2016 study that looked at Russia’s public service institutions found that the country state agencies would achieve greater performance if they were to implement a system of performance management in the public sector. Currently, this would require Russian institutions to transition any of their existing results-oriented principles from their current secondary positioning to a primary, core positioning and focus solely on building each agency around them.

Source: http://vgmu.hse.ru/en/2014--1/119099347.html http://unpan1.un.org/intradoc/groups/public/documents/nispacee/unpan005015.pdf http://www.tandfonline.com/doi/abs/10.1080/14719037.2014.965271 http://econpapers.repec.org/article/nosvgmu00/2016_3ai_3a2_3ap_3a165-174.htm

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Country

Category

Notes

Rwanda

Plan

Aiming at becoming a middle income economy through the Vision 2020 framework for development, Rwanda will be changing their current performance-based and accountability mechanism – Imihigo, with a Results-Based Management (RBM) system, which will be a much more comprehensive system than the previous one. The new RBM framework will provide a completely integrated and standardized blueprint for outcome-based civil worker contracts, rather than output-based and furthermore, it will improve the preparation and evaluation of each individual contract, so that measurements shall quantify the contribution of every public servant to the overall mandate of his/her institution. With these developments in mind, the Rwandan Government will also introduce unwavering RBM principles for each institution and a mix of incentives, both of which are expected to promote a culture for results. As a final note, to ensure that the above-mentioned points are implemented with utmost efficiency and transparency, the capability of the existing ICT systems will be greatly improved.

In order to achieve its Vision 2020 plan, Rwanda has formulated a medium-term strategy, entitled Economic Development and Poverty Reduction Strategy (EDPRS 2), which outlines growth acceleration and poverty reduction through economic transformation, rural development, productivity and youth employment, and accountable governance. Started in 2013, the goal by 2018 is to raise GDP per capita to $1000, have less than 30% of the population below poverty line and less than 9% of the population living in extreme poverty. Between 2001 towards late 2015, real GDP growth averaged at about 8% per year, child mortality dropped by two-thirds and the country achieved near-universal primary school enrolment.

Source: http://www.minecofin.gov.rw/fileadmin/user_upload/FINAL_RBM_POLICY_11-8-2015.pdf http://www.worldbank.org/en/country/rwanda/overview

Saint Barthelemy

N/A

The island is under the jurisdiction of France, but no further details were found concerning performance related legislation.

Saint Helena, Ascension and Tristan da Cunha

Plan

The Human Resources Directorate handles performance management within Saint Helena’s Government. Its goal is to “add value to SHG by developing appropriate personnel policies and learning and development programs, as well as putting effective employment practices into place, to ensure SHG has an HR function that manages the needs of our organization by maintaining a stable workforce, managing the needs of staff within a fair and legal framework.”

Source: http://www.sainthelena.gov.sh/human-resources/

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Notes

Saint Kitts and Nevis

Plan

The USAID launched two country development projects to strengthen Saint Kitts and Nevis’ Health System and its Private Sector. Both projects were finalized in 2014 and an assessment report noted that the government would greatly benefit from a performance management system implemented in its public governmental departments. So far, no further details have been provided on this matter. In other news, in 2015 the Royal St. Christopher and Nevis Police Force have continuously maintained their 6-point crime fighting plan, to further curtail crime levels and increase police task force performance.

One year later we find the High Command of the Royal St. Christopher and Nevis Police Force (RSCNPF) meet with the country’s Federal Cabinet, to discuss the RSCNPF’s 2016 – 2019 Strategic Plan, which comes in continuation of the 2015 6-point crime fighting plan. Under the new development strategy, the police force will consider implementing a new organizational framework, in order to specialize its task force members in specific areas of expertise, thus raising their overall effectiveness when it comes to crime fighting. The new framework will distribute the administration of the Police Force in 4 directorates: Service Improvement, Crime, Operations and an entirely new directorate, the ART&I or Administration, Resources, Technology and Intelligence.

Source: http://goo.gl/G2wZLz http://sknis.info/?s=performance https://goo.gl/e40nCT

Saint Lucia

Plan

The Government of St Lucia, through its Ministry of Justice, contracted the UWI/Institute of Business to design and deliver a Management Development Program for senior officers of the Police Force. Thus, a Performance Management System was implemented to align divisional and individual performance to strategic objectives and employ an appraisal process that emphasizes employee development as a means of building the required competence to achieve targets.

Source: http://www.rslpf.com/iob.htm

Saint Vincent and the Grenadines

Plan

A 2014 Ministry of Health, Wellness and Environment report suggested, after reviewing the country’s current state, to implement “A results based performance system supported by good governance with shared goals and targets.” The goal is for the currently expanding country to continue its development post 2015.

In 2016, the Grenada and St. Vincent and the Grenadines Regional Disaster Vulnerability Reduction Action Plan should have been concluded, but due to unforeseen complications, the plan’s closing date was forestalled until 2018. This plan has four components, albeit the first three cover closely-related topics and can be fit under the same category: prevention and adaptation investments, regional platforms for hazard and risk evaluation & applications for improved decision-making, natural disaster response investments and last but not least, project management and implementation support.

The first three components registered satisfactory levels of objectives achievement, with the final point still requiring more work. As such, the Government assigned a new Project Engineer to support civil works preparation and supervision, given that there are at least two contracts management functions which require improvements: 1. Acceptance procedures and certifications, and 2. Budget follow-up suffering from a lack of ongoing cost-control. The country’s partner for this project, the World Bank, will assign a task team to offer training in contract management and supervision for engineers within the Ministry of Public Works within the next reporting period.

Source:http://www.sids2014.org/content/documents/247SVG%20Rio+20%20Final%20 Report.pdf https://goo.gl/IjiwxK

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Samoa

Plan

The Human Resource Management Services Unit provides advice to the Commission, line Ministries and other stakeholders on Human Resource policies, it monitors and evaluates their effective implementation in Ministries and institutes a value-based Samoa Public Service. In addition, the Public Service Performance & Policy Division is responsible for ensuring that the Public Administration Sector Plan is implemented appropriately through effective monitoring and evaluation.

Source: http://www.psc.gov.ws/hr_management.htm http://www.psc.gov.ws/pasp.htm

Sao Tome and Principe

Legislated

Continuing the successful implementation of the Word Bank Public Resource Management and Governance Reform Development Policy Grant Project, the Sao Tome and Principe Government confirmed that an adequate institutional capacity building assessment is a key and necessary element for ensuring quality at entry. It continues to build a Monitoring and Evaluation (M&E) culture that will contribute to maintaining the implementation of an operation’s commitments on track. These lessons are being reflected in arrangements for follow-up operations. As per the Sao Tome and Principe Transformation Agenda 2030, adopted in 2015, the government will initiate a rationalization of administrative structures, optimization of human resources, through redeployment of staff and training, a more accurate control of the State Performance Delivery system, by managing governmental expenditure and will work on ensuring better effectiveness and efficiency of public services.

As far as 2016 achievements are concerned, Sao Tome and Principe’s economy grew by 5.3% as the country improved taxpayer registry expanded the tax base, revised its investment code and implemented an automatic price adjustment mechanism for petroleum products, whilst establishing an electronic financial control department to assist its SAFE financial administration system with financial accounts reporting. Sao Tome and Principe was also the top Central African performer for overall governance in the 2015 Ibrahim Index, with key improvements in economic opportunity, human rights and rule of law, and it has begun the development of a national urbanization strategy in absence of any proper national planning projects.

Source: http://goo.gl/rNEULs http://goo.gl/UhZU2F https://goo.gl/Qx3GTv

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Saudi Arabia

Legislated

The Federal Authority for Government Human Resources passed, in 2008, the Federal Decree Law #11, which applies a performance management system on all Federal Ministries and Authorities.

Saudi Arabia’s Employee Performance Management System (EPMS) was developed taking into consideration all the modern managerial concepts available. Its guiding principles are: - strategicalignment: each employee’s input is cascaded and aligned with the government’s strategic direction; -management by objectives: employees take part in two main processes,namely establishing objectives and strategic planning; - continuous feedback:employee performance is increased by “fair, accurate and proactive feedback from line managers;” - integration: tracing the link between performance at work and incentives such as pay increase, promotion, training, development opportunities; - fairness and credibility: the EPMS must be “consistent, fair and credible,” and all features should be established through “clear standards, policies and procedures.”

The structure of this system is fairly simple, as it consists of two main bodies: objectives (the outcome achieved through an employee’s work over a year) and competencies (the tools or procedures used by an employee to complete the work).

In 2016, Saudi Arabia introduced the National Center for the Measurement of the Performance of Public Agencies (NCMPPA), which is responsible for the evaluation of the performance of public agencies, through the application of uniform and effective methodologies and tools. As a whole, the main goals behind this institution is to improve government services, identify inefficiencies, make sounder budget allocations, build greater accountability and public trust. In full detail, the NCMPPA will: - create indices to assess the levels of quality of, and public satisfaction with, the services offered by public agencies - support efforts for the improvement of the performance of public agencies - identify impediments to optimal performance and suggest appropriate solutions - spread the culture of measuring and improving performance In order to achieve the above-mentioned duties, the National Center will have the right to conduct site visits and audits, organize workshops, appoint consultants and experts, provide administrative advice to public agencies, prepare and publish studies and reports and finally, enter into associations and partnerships (including with universities, research centers and specialized institutions) for the exchange of experience and know-how.

Source: http://goo.gl/DTYdt7 https://goo.gl/5VBaAL

Senegal

Plan

The objective of the Additional Financing for the Public Financial Management Strengthening Technical Assistance Project for Senegal is to enhance budget credibility, transparency and accountability mechanisms in the use and management of central government financial resources. The development objective has been revised to cater for the specific objectives resulting from the introduction of a Public Sector Performance-based management and results monitoring system, and to support the acquisition of a fully integrated budget and financial management IT platform. Progress towards achievement of the PDO under the ongoing project, as well as the overall Implementation Progress (IP) has been rated satisfactory for the duration of the project (three years).

As of 2016, the portfolio for the Technical Assistance Project is comprised of 19 national International Development Association (IDA) projects and 7 regional IDA projects, with the largest shares of the portfolio going to agriculture (21%), water, sanitation and flood protection (16.35%), public administration and governance (15.6%) and education (16.04%).

Source: http://goo.gl/FYNOF6 http://goo.gl/no4kaW http://www.worldbank.org/en/country/senegal/overview#2

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Serbia

Plan

The Council of Europe and the European Agency for Reconstruction implemented the 2-year Strengthening Local Self-Government in Serbia program. The main focus was on legislative reform and the establishment of an institutional framework closer to European standards.

The project took the first steps towards developing an appropriate Performance Management Program, establishing targets, collecting performance data and centralizing it in order to create national performance standards in providing particular services. As per the European Commission Working Staff Document covering the 2014 – 2015 period, Serbia has made significant forward strides in reforming its public administration: it adopted a comprehensive action plan, a law on inspection oversight, a national training strategy for local government and a law stating the maximum number of public sector employees. As per recommendations, the Commission sees the following as being of top importance: streamlining the roles and responsibilities of leading institutions, amending the current civil service framework to guarantee neutrality and a merit-based recruitment system, adopting a multi-annual public financial management reform programme.

Starting with 2016 and going all the way into the next four years, Serbia established a Country Partnership Framework together with the World Bank, in order to create a competitive and inclusive economy. Key areas that will be focused as part of this CPF are restoring fiscal and macroeconomic stability, creating conditions for accelerated private sector growth and job creation, improving infrastructure and strengthening public sector management & improving public service delivery to citizens.

This CPF will build on the previous 4 years of intensive dialogue and technical advice that took place between the WB and the country’s representatives, combined with the use of policybased and results-based lending that have yielded important results, like the SOE Reform Development Policy Lending series, the Deposit Insurance Strengthening Project, the Jobs and Competitiveness Project and the Program for Results in support of Public Administration Modernization and Optimization. These projects have made it so that the number of commercial SOEs which posed both high fiscal costs and distortions in the economy has now been lowered to a more manageable portfolio, all the while public utilities are returning to a good state of financial health with gradually improving services, and the size & cost of public administration have been significantly reduced.

Source:http://www.coe.org.rs/REPOSITORY/1416_123_strengthening_local_self-government _in_serbia_1.pdf http://ec.europa.eu/enlargement/pdf/key_documents/2015/20151110_report_serbia.pdf http://www.worldbank.org/en/country/serbia/overview#2

Seychelles

Legislated

Seychelles has legislated the use of Performance Appraisal Systems in two areas with the Gender Management System (GMS) in order to ensure gender equality. Performance Appraisal System for Teachers was also introduced in January 2011. Another Performance Management system is employed by the Seychelles Revenue Commission to monitor and evaluate its 2012-2014 Strategic Development Plan. In 2015, alongside the education and natural resources governmental departments, three more ministries will receive a performance-based budgeting plan, to maximize efficiency regarding resource allocation and use.

December 2015 to January 2016 marked the end of the Country Partnership Strategy 2012 - 2015 between the World Bank and Seychelles. The WB is in the process of drafting the Systematic Country Diagnostic on the island nation, which will review the last project’s achievements and draft the next steps needed to implement a follow-up development strategy.

Sources:http://planipolis.iiep.unesco.org/upload/Seychelles/Seychelles_Education_Reform_ Action_Plan_2009-2010.pdf http://www.src.gov.sc/resources/StrategicPlan2014.pdf http://goo.gl/HBeKlv http://www.worldbank.org/en/country/seychelles/overview#2 PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Sierra Leone

Plan

The Sierra Leone Pay and Performance Project (PPP), supported by the World Bank, took shape in June 2012, when GoSL and the World Bank signed an agreement to implement the project.

The desired results are priority pay and performance reforms in the Civil Service, which are needed to achieve the economic growth and poverty reduction goals of the country. The objective of the PPP is to improve competitiveness and internal equity in pay setting, thereby enabling the Civil Service to attract and retain qualified professionals. The project is designed to support three key reform initiatives within the Government’s overarching Public sector program, namely: Pay Reform, Recruitment and Staffing and Performance Management.

Source:http://www.psru.gov.sl/content/sierra-leone-pay-and-performance-project-pppsupported-world-bank http://www.psru.gov.sl/sites/default/files/sites/default/files/reports/PPP_Training%20 Report_ICPS_%20May%202015_1.pdf

Singapore

Legislated

Singapore’s Public Service for the 21st Century (PS21) Project has an integrated Performance Management framework that has helped transform the public sector into a change leader. The system’s approach is to clearly define the agencies’ strategies and employ a Balanced Scorecard together with its Performance Key Indicators. The lessons learnt are: the Scorecard is central to organizations, senior management’s involvement and ownership must be ensured, strategy maps and key performance indicators provide good communication and, finally, the fact that a computerized Scorecard facilitates implementation and monitoring across agencies. As per Deputy Prime Minister Tharman Shanmugaratnam, in 2015 civil service workers were expected to enhance governmental agencies’ cohesion, by adopting multi-dimensional policies. In his words, “solutions and policies must cut across agencies”, given that the best solutions were often those that brought various ministries, departments or agencies together. Moreover, special attention must be given to the general public, as they are the primary beneficiaries of public sector services and as such, volunteering was heavily emphasized throughout 2015. “Seeing things through the eyes of ordinary citizens” was the general theme promoted by governmental leaders, in order to maximize utility of services and better understand citizens’ needs.

In 2016, Singapore’s Public Service Department was awarded the Excellence in Engagement Strategy, from the HRO Today Services and Technology Association, in recognition of the department’s efforts to engage, motivate and recognize its hard-working public officers.

Furthermore, the PSD’s Deputy Director received the Medal of Commendation from the National Trades Union Congress for his contributions in building strong and long lasting partnerships between the public sector and unions.

Source: http://www.mfdr.org/Marketplace/Posters-pdf/Singapore_MfDR_Marketplace_Poster _Final_07.pdf http://www.psd.gov.sg/media/in-the-news https://www.psd.gov.sg/who-we-are/our-achievements

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Saint Maarten

Legislated

The St. Maarten government uses a performance management method as a human resource management and development instrument, which is meant to monitor the performance of the entire Civil Service core – both management and employees. Workers are evaluated and graded according to a three-number scale, from poor performance to strong and excellent performance. Furthermore, the core values as per the updated 2015 Employee Handbook, regarding the nation’s public service performance management framework are highlighted as being the defining characteristics of any governmental employee, which must be upheld at all times: client-orientation, quality, reliability and continuous improvement. In 2016, no new policies were introduced in the Employee Handbook, only a few articles were rewritten, renamed or repositioned within the handbook, such as the one on pension, as the age of retirement has been increased and thus needed to be consistent with the change.

Source: http://pnobeleid.sharepoint.com/Pages/Performance.aspx http://pnobeleid.sharepoint.com/Documents/2015%20Employee%20Handbook.pdf https://pnobeleid.sharepoint.com/Pages/News.aspx

San Marino

N/A

Various organizations, such as the World Health Organization and the International Monetary Fund perform regular assessments regarding the current state of the territory and provide solutions for improvement where such are needed. Specific data on the implementation of performance related legislation was not found.

Sources: http://www.imf.org/external/pubs/ft/scr/2010/cr10317.pdf http://apps.who.int/iris/bitstream/10665/107381/1/E74647.pdf

Slovakia

Legislated

Performance evaluation started to be used in the public sector especially in connection with NPM initiatives in the last phase of last century, with the aim to improve the performance of public bodies. Performance evaluation represents the first (and sometimes the last) level of performance management. Quite a few performance management tools are used today in the Slovak higher education system – accreditation, focusing on the quality of performance and formula based performance financing, trying to allocate public grants to universities in an objective way. Accreditation and performance financing, in their current form, were introduced by the new higher education law in 2002 (Law 131/2002).

The introduction of a Performance Management System within the financial department helped the country reform its system and regain credibility, when close to economic collapse.

When it comes to local governments, a 2014 research study shows that although in smaller numbers than maybe other countries, Slovakian local governments favor utilizing performance management systems – about 44% of the sample use benchmarking or CAF/ISO standards and about 67.65% use individual staff performance measurement. There is also a great deal of variety when it comes to performance appraisal systems and the use of unconsolidated performance-related pay schemes.

Sources: http://www.cejpp.eu/index.php/ojs/article/view/10/6 http://publicfinance.undp.sk/en/show/D3896E5C-F203-1EE9-BF535DAA9B32459F http://www3.ekf.tuke.sk/cers/files/zbornik2014/PDF/Jacko.pdf

Slovenia

Legislated

Performance management is integrated into regular organization levels and structures. The overall responsibility for performance management lies with the Director General and senior management staff and Central and Regional Offices. The technical support as well as data maintenance for the performance management system is ensured by the analytical department and ICT department in the Central Office. The country’s quality management model was legislated in 2004.

Source: http://ec.europa.eu/social/BlobServlet?docId=10247&langId=en PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Solomon Islands

Plan

The Australian Government releases an Annual Program Performance Report in which the current state of the country and the implementation of ongoing development projects are assessed. Further instructions are provided to help in future decision making processes.

Performance benchmarks are used on a yearly basis to assess the current state of development.

In 2016, Australia, in coordination with the Solomon Islands, began implementing its 3-year Aid Investment Plan, which is built around three major objectives: supporting stability, enabling economic growth and enhance human development.

1. Supporting stability This will be done by way of assisting courts and justice agencies to exercise their core functions, with special emphasis on the Magistrates’ Court & including provincial circuits, supporting the Solomon Islands Government to maintain its core economic functions, such as budget and debt management, as well as the ability to respond to economic shocks, and assisting the government in its conduct of organizing credible elections.

2. Enabling economic growth A new Growth Support Initiative (GSI) will be put in place to respond to emerging needs in potential growth sectors. As such, the main development priority for the GSI will be infrastructure, followed by improvements to urban water and sanitation services. These priority areas will be contracted to the private sector, to spur direct employment. Furthermore, Australia will partner with the World Bank to support rural development, by funding village infrastructure, agricultural extension and rural business development across the Solomon Islands. In addition to this, through a number of regional programs, Australia also be providing support for fisheries management, by developing an effective regional cooperation with the Forum Fisheries Agency and the Secretariat of the Pacific Community, to boost market access for Solomon Islands’ exports.

3. Enhancing Human Development On this topic, the main focus will be in the education & health sectors. In regards to education, Australia will work with the local government to adjust the latter’s resources within this sector, in order to development an industry-led and demand-driven skills program. In the informal subsector, short courses will be linked to small business development and rural income generation plans. When it comes to the health sector, investment aid spending will prioritize support to maternal and child health, followed by assistance to reduce disease burden and improvements to the Islands’ health system to ensure that it is able to deliver essential medicines and better services to its communities.

Source:http://aid.dfat.gov.au/countries/pacific/solomon-islands/Documents/apprsolomon-islands-2011.pdf http://dfat.gov.au/about-us/publications/Pages/aid-investment-plan-aip-solomon-islands-201516-to-2018-19.aspx

Somalia

Plan

Included in its Interim Education Sector Strategic Plan for the 2013/2014 - 2015/2016 timeframe, Somalia proposed activities which will involve the development of policies, strategic plans, implementation plans and performance frameworks thereby enabling the education system to function. The performance management system will follow the one already implemented in South Africa.

Source:http://planipolis.iiep.unesco.org/upload/Somalia/Somalia-South-Central-ZoneEducation-Sector-Plan_2013-08.pdf

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South Africa

Legislated

The Department: Planning, Monitoring and Evaluation (DPME) has been mandated to regularly assess the quality of generic management practices in departments. To this purpose, a specific methodology was developed, in collaboration with the Offices of the Premier, National Treasury and the DPSA, and in consultation with the Office of the Auditor General and the Office of the Public Service Commission. In the 2011/12 financial year, numerous assessments were conducted on the quality of management practices in 103 national and provincial departments.

These assessments will be carried out annually. Their aim is to get department managers to regularly monitor the quality of their management practices and to implement improvement plans where necessary. Moreover, the Government Performance Information reports provide a quarterly source of information regarding provincial departments’ performance against predetermined objectives set for that respective year.

Sources: http://www.thepresidency-dpme.gov.za/keyfocusareas/mpatSite/Pages/default.aspx http://www.dpme.gov.za/keyfocusareas/Provincial%20Performance%20Publication/Pages/ default.aspx

South Ossetia

N/A

Russia, as the sovereign nation, is in charge of all administrative aspects of the country.

Information about reforms or strategic plans are not public.

Spain

Plan

Sector specific quality assurance measures on employment services are taken at regional level and there is also a quality program in place for temporary employment agencies. The system mainly focuses on service sustainability and accessibility, with less attention paid to staff working conditions or qualifications. Coaching teams are responsible for the continuous improvement and learning in the Public Employment Services at all levels. There were 75 such teams in 2011, comprised of 5-6 people in a group organized in the provincial offices. Following Spain’s 2015 National Reform Programme, the Council of the European Union has released a statement in which it heavily emphasized the need for further improvement in the Spanish government’s performance measurement efforts, as any such initiatives have been only slightly enhanced from its 2011 status. The Council recommends aligning wages and productivity, in consultation with social partners and according to national practices, whilst taking into account differences in both skill level and economic status between Spain’s numerous regions.

In 2016, the Council of Europe recommended that during the following year, Spain should take measures to tackle excessive debt, especially at regional levels and properly implement its spending measurement tools which were set out in the new fiscal framework law that was adopted at the end of 2015; in addition to this, it should work on enhancing control mechanics for public procurement and coordination of procurement policies across all government levels.

Furthermore, it needs to improve labour market integration, by focusing on individualized support and strengthening the effectiveness of training measures, on top of enhancing the capacity of regional employment services and reinforcing their coordination with social services. The recent law on market unity, which eases entry into the market for SMEs is a step in the right direction, but more such laws need to spring up so that the economy can get back on track.

Sources: ec.europa.eu/social/BlobServlet?docId=10310&langId=en http://ec.europa.eu/europe2020/pdf/csr2015/csr2015_council_spain_en.pdf http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32016H0818 (02)&from=EN

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Sri Lanka

Legislated

At present, performance competitions among Local Authorities are being held, and the Local Authorities which display high results among the relevant category of Local Authorities, are evaluated at provincial level as well as at national level, as an annual event. The Ministry of Local Government and Provincial Councils and Departments of Local Government in respective provinces provide contributions for this activity. The main objective of this activity is to identify the best Local Authority, under each category, at provincial level and at national level. Although this methodology has been used for identifying the best Local Authority at provincial level and national level, it has not been utilized for the purposes of evaluating the performance and observing the weaknesses.

Source: http://www.lgpc.gov.lk/eng/wp-content/uploads/2013/10/PERFECTguidebookEnglishDraftV1.pdf

Sudan (South)

Legislated

The Performance Management System at the national level of South Sudan was launched on August the 2nd, 2012, by the Vice president, Riak Machar Teny under the theme, “Performance Management System for delivery of the vision 2040: Towards Freedom, Equality, Justice, Peace and Prosperity for all through an efficient and effective Public Service.” According to the Deputy Minister of Labor, Public Service and Human Resource Development Kwong Danhier Gatlwak, this system was adopted to facilitate effective management of the national development agenda.

Source: http://www.afrimap.org/fr/newsarticle.php?id=3462

Suriname

Plan

A performance management system was implemented in the healthcare sector, and a similar system is to be implemented in the public service sector to increase its efficiency. The plan is expressed in Suriname’s strategic development program for the 2005-2010 period. Further details regarding the implementation of the system were not available.

Source: http://www.gov.sr/media/98914/suriname_drug_management_report__final_.pdf

Svalbard and Jan Mayen Islands

N/A

Part of the Kingdom of Norway territories in the Arctic circle, the islands only benefit from research and scientific programs granted by the legislative power. Periodical assessment of these projects are performed. In addition, the state of the environment is also closely observed for any alterations.

Sources: http://www.forskningsradet.no/en/Funding/SSF/1253971526892 http://polarbearscience.com/tag/environmental-monitoring-of-svalbard-and-jan-mayen/

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Swaziland

Legislated

From the mid-1990s, a number of reform initiatives were established, such as the Internal Structural Adjustment Program (ISAP), whose focus is on revenue diversification and expenditure control, the Public Service Management Performance whose overall goal i­s to contribute towards enhancing the institutional capacity of the public service, and recently, the Economic and Social Reform Agenda (ESRA), which aims at instilling discipline within the civil service and promoting the principles of affordability, efficiency and effectiveness in service delivery and in meeting targets. Furthermore, Swaziland’s Ministry of Public Service is the main overseeing agency when it comes to managing the public administration. As per their mission goal, they aim “to ensure public service is qualitative, responsive, meritorious and of the right size to support national development challenges”, by ensuring that services are efficient and effective via performance improvement & measurement efforts.

Currently, Swaziland is in the process of implementing His Majesty’s Government Programme of Action 2013 – 2018, which is based off of the Swaziland Development Index (SDI). This is a set of indicators that measure which specific areas within the nation need to be improved in order for the country to reach first world status. The programme’s bulk implementation of actions and plans will take place during the aforementioned period, adding in a follow-up period of up to 2022, in case it is needed. When it comes to the specific areas of improvement, these will target economic prosperity, agricultural growth & environmental stability, education, health care, service delivery, infrastructure, governance and anti-corruption measures, all of which have their respective subcategories that will receive the most focus based on relative importance and relevance for the country, at that point in time.

Source: http://unpan1.un.org/intradoc/groups/public/documents/aapam/unpan031853.pdf http://www.gov.sz/index.php?option=com_content&view=article&id=252&Itemid=388 http://www.gov.sz/images/programme%20of%20action%202013%20-%202018.pdf

Sweden

Legislated

The main features of the Swedish performance system are: The Parliament and the Government decide upon the objectives, aims and financial frameworks of the activities and the agencies are responsible for deciding the means which have to be used for getting results; Delegation/decentralization of power to management requires a clearer orientation on accounting and analysis, meaning that the focus has moved from input-control to monitoring and evaluation of the results; The model requires wide consultation between agencies and the Government, as well as between the Government and the Parliament.

Source: http://goo.gl/o8l6I7

Switzerland

Plan

The results-oriented steering of Performance Evaluation System in Switzerland is underpinned by a service level agreement between the federal ministry and cantonal governments. This agreement is time limited. At the core of this service agreement, there are four results indicators. A Steering Committee, which is composed of federal and cantonal decision-makers, meets regularly and discusses on the steering of Swiss PES. In short, the Swiss system lets the federal level define the objectives and delegate the execution to the cantonal level, which is relatively free to decide upon how to reach the goals. This gives room to local solutions, which in turn respond more accurately to regional needs and which lead to some sort of competition.

In 2016, Switzerland changed all of its focus to concentrate on building its e-Government capabilities, which will be the main hub for coordinating strategic projects and services. In addition, all governmental agencies will have to make their open data available to the public via a new online portal – opendata.swiss, that is being developed as part of this new e-Government focus strategy and will be operated by the Federal Archives.

Source: ec.europa.eu/social/BlobServlet?docId=10250&langId=en https://goo.gl/15Sr0n PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Syria

Plan

After the establishment of the Emergency Response Fund (ERF) for Syria in 2014, the following year saw the implementation of an Accountability Framework (ERFAC), designed to keep track of the ERF’s progress. The system is a comprehensive risk management framework, intended to link capacity assessment, performance & throughput and due diligence throughout the entirety of the project cycle. It has four pillars of accountability: risk management, monitoring and reporting, evaluation and auditing. Moreover, the ERFAC endorses the Country-based Pooled Fund Guidelines, adapted for the Syrian citizens’ needs. All partners contributing to the ERF will also be assessed, to further ensure that their efforts align with public demand.

Source: https://goo.gl/rKxL7O

Taiwan

Legislated

Taiwan has implemented performance evaluation for many years. In 1951, the Executive Yuan promulgated the “Evaluation Plan for Subordinate Agencies of the Executive Yuan”, which launched agencies’ performance evaluation in Taiwan’s government. The Research, Development and Evaluation Commission, Executive Yuan (the “RDEC”) established later took over responsibility for the mission. The RDEC has done numerous revisions for the original system, including the performance evaluation indicators and performance evaluation methods during the past years. In 2001, the RDEC divided the government performance management system into two major areas, i.e. “agency performance management” and “project performance management”. The former is to measure overall performance of each agency by applying strategic management and outcome-oriented methods; the latter focuses on the performance management and evaluation of significant projects implemented by the agencies.

In 2014, Taiwan inaugurated the National Development Council, a governmental body which aims to be a policy-planning and coordinating headquarters for the mapping out of national development strategies. It is tasked by the Executive Yuan with planning, designing, coordinating, reviewing and evaluating the nation’s overall development, from both a societal and governmental standpoint. Its mission is to engage in forward-looking panning, forge a vigorous economy, build a just society, foster sustainable land development and enhance public governance.

As far as 2016 achievements are concerned, the NDC along with the Executive Yuan and the American Chamber of Commerce (AmCham) released a White Paper in which it was suggested that Taiwan should adopt a “2nd generation” Administrative Procedure Act (APA), which would serve to improve regulation-making procedures, create more transparent processes in rule-making and revision and provide the public with sufficient time for feedback regarding would-be regulation. The NDC stated that it has already launched an amendment to the APA, having implemented a minimum 14-day preview period for draft laws and regulations. In addition to this, they have mentioned that upon issuing new legislation, the public will be asked to submit its opinion on this and the results will be made public, to boost governmentsociety communication levels and openness.

Sources: http://wspg.nccu.edu.tw/english/ https://goo.gl/mk6a4j

Tajikistan

N/A

It does not have its own Performance Management system in place. However, several international organizations, such as the United Nations Economic Commission for Europe monitor and evaluate different fields of interest, such as the environment.

Source: http://www.unece.org/?id=31560

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Tanzania

Legislated

The Public Service Reform Program (PSRP) was implemented in a series of overlapping but mutually supporting phases. The first phase spanning the year 2000 to June 2007 had the theme “Instituting Performance Management Systems”. This specifically aimed at building an integrated system for creating a shared vision, understanding and agreeing upon the results to be achieved, as well as an operational framework for continuous performance improvement in standards and quality of public service delivery in Tanzania. The second phase, whose implementation commenced in July 2007, is expected to run until June 2012, and it flies under the banner of “Enhanced performance and Accountability”. The third phase is envisioned to operate from July 2012 to June 2017, namely “Quality Improvement Cycle”.

Source: http://goo.gl/dOV1Qy

Thailand

Legislated

The Public Administration Act (No. 5) B.E. 2545 (2002), the Government Organization Restructuring Act B.E. 2545 (2002) and the Royal Decree on Criteria and Procedures for Good Governance, B.E. 2546 (2003), together set in motion a change process aimed at greater effectiveness in public service delivery to the people of Thailand. Additionally, in 2004 the Performance Agreement and Incentives for Promoting the Good Governance Scheme strengthened performance management (PM), under the supervision of the ministries or departments as discrete and integrated Chief Executive Officer (CEO) led organizations. All seventy-five provinces, excluding Bangkok, participate in this scheme with their performance being judged under four perspectives, namely effectiveness in meeting citizen needs, quality of services, efficiency of administration and progress on organization development.

Source: http://www.seed.manchester.ac.uk/cod/medialibrary/working-papers/cod_wp_08.pdf

The Republic of Cabo Verde

Plan

Due to increased efforts performed by the African Economic Outlook for country development, Cap Verde presently benefits from improved quality and efficiency of the infrastructure and eligibility to fulfil the Millennium Development Goals.

Source: http://www.africaneconomicoutlook.org/en/countries/west-africa/cabo-verde/

Timor-Leste

Legislated

Timor-Leste’s public financial management performance was assessed in June 2010 using the Public Expenditure and Financial Accountability (PEFA) framework. That analysis found that, overall, Timor-Leste has made solid progress in strengthening public financial management systems – recent improvements were measured in 12 of the 29 applicable indicators. While the improvements were often modest, they were underpinned by substantive changes in work practices, legislation and information technology systems. Most notable were the gains made in the comprehensiveness of fiscal information, fiscal transparency, funding predictability, timeliness and quality of bank reconciliations and financial statements. Legislative scrutiny and the external audit process have also known certain improvements.

Source: http://www.adb.org/sites/default/files/linked-documents/cps-tim-2011-2015-ra.pdf

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Togo

Plan

Togo employs a performance evaluation methodology within the health sector. However, its use is limited and has not been extended to a fully developed performance management system. The lack of such a framework has been noted by other international organizations which promote and invest in country development projects. Still, 2015 brought some good news in the form of e-government. The Togolese government wishes to revive its online platform, to serve as a link between itself and the general public and as a result, is inviting any technicians, engineers and ICT professionals to participate in a few training sessions where they will acquire the necessary knowledge to manage broadband network infrastructures. The information gained throughout the sessions will be used to rebuild the e-government platform.

In 2016, as part of the World Bank’s engagement in Togo, through its International Finance Corporation Strategy, continued providing technical assistance to the government to support the implementation of reforms aimed at facilitating private foreign investments, as these are currently severely lacking in the country and would prove to be a great boost to its overall development.

Sources: http://www.who.int/management/workingpaper8.pdf http://documents.worldbank.org/curated/en/2003/05/2353569/togo-road-transport-project http://www.biztechafrica.com/ar ticle/togo-trains-staff-manage-e-governmentnetwork/9622/#.Vp5alfl95hE http://www.worldbank.org/en/country/togo/overview#2

Tokelau

Plan

The actions of monitoring, reviewing and evaluating (MRE) performance are carried out in various forms. There is monthly financial r­ eporting to the General Fono delegates, Council of Ongoing Government, the Taupulega and departments. Reporting to the General Fono is done on a 6 monthly basis by sending sector reports. There are also situations when both Tokelau and New Zealand collaborate to review certain sectors. The General Fono of Tokelau adopted in 2016 its Tokelau Development Platform for Growth 2016 – 2020: the Plan, which identified the Air Service, ICT, Governance and Infrastructure as key enablers for development, in the first implementation period, after which the focus will shift onto the health sector, followed by the education one which will receive a 7-year improvement plan. In regards to the education plan, the Department of Education will provide each village with a summary of their financial responsibilities arising from this 7-year project and will also ensure that each Taupulega fully understands the plan and their responsibilities.

In addition to this, a new Public Service Commissioner’s office will be inaugurated, whose main duty will be to find talented and driven individuals to serve in the country’s public service. Moreover, as part of the 2016 – 2020 Plan, Tokelau will review and implement a few fisheries reforms around the scientific collection of data, to facilitate compliance with reporting obligations as well as inshore fisheries management.

Source: http://www.tokelau.org.nz/Strategic+Plan.html http://www.tokelau.org.nz/site/tokelau/files/2016Docs/GF-Decisions10-11mar16E.pdf

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Tonga

Legislated

In Tonga, the Public Service Commission is in charge with managing and maintaining the country’s public sector performance management system that facilitates a government wide understanding of the use of such a system and its competencies for decision-making and development of a results-based and performance-based Public Service. Among the functions of the Commission, which transpose in the PMS, are the following: • Develop systems, standards and procedures for the continual performance improvement and performance management of the Public Service • Promote, uphold and ensure adherence to the merit principle in the selection, promotion and transfer of public servants • Ensure that the Public Service upholds its Principles In 2015, the system was also implemented in the Outer Islands and further staff training, relating to PMS awareness, recap training and supervisor training were offered to Ministries that requested such sessions for their personnel. As far as the following year is concerned, three ministries – the Ministry of Public Enterprises, the Ministry of Infrastructure, the Ministry of Lands and Natural Resources, have been the primary ministries to greatly improve their performance measurement efforts and as a result, improve their overall efficiency.

Source: http://www.psc.gov.to/index.php/about-us/function-of-the-psc http://www.psc.gov.to/index.php/80-news/162-performance-management-system-articleseptember-2015 http://www.psc.gov.to/images/December%20Article%202016%20-%20FINAL.pdf

Transnistria (Trans-Dniestr/ Transdniestria)

N/A

Although its performance is regularly monitored by international organization such as WHO, Transnistria does not have any legislation regarding performance.

Trinidad and Tobago

Plan

Performance Management within the Public Service of Trinidad and Tobago was based mostly on two activities: the process of developing an annual work program for each public and the process of reporting, where Ministries and Departments account to the relevant central agency (currently the Ministry of Planning and Development) for budget allocation and spending.

In recent times, there have been initiatives to develop a unified system for the identification of excellent performance or otherwise. These initiatives include the development of a new system for financial management and the development of a policy for the conduct of HR audits.

Further adding to this, the National Performance Framework 2012 – 2015 has established a monitoring & evaluation system, which is administrated by the National Transformation Unit of the Ministry of Planning and Sustainable Development and which is part of the ResultsBased Management approach that the government is pursuing. The RBM fully supports the Integrated Public Management Framework, a plan which connects public management cycle elements – policy, planning, budgeting, implementation and results, into an overarching integrated system that will provide performance information of governmental departments, to decision-makers.

Source: http://unpan1.un.org/intradoc/groups/public/documents/CARICAD/UNPAN017179.pdf http://www.planning.gov.tt/sites/default/files/content/mediacentre/documents/NationalPerformance-Framework-2012-2015.pdf

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Tunisia

Plan

Tunisia has launched in 2016 the Tunisia 2020 development plan, which is designed to enable the country to achieve an annual growth rate of over 4% by 2020. Given that such an initiative cannot be attained without properly improving all socio-economic and governance aspects, the plan’s pillars of actions cover the following: 1. Good governance, public administration reforms & anti-corruption measures 2. Transition from a low-cost country to an economic hub 3. Human development and social inclusion 4. Fulfilment of regional ambitions 5. The Green Economy, a pillar of sustainable development Regarding public administration reforms, the main objectives will be built around improving accessibility to public services, enhancing the organization of public services and achieving better cost control and financial balance. As far as specific targets for these objectives are concerned, these will be as follows: • restructuring of the supervisory bodies • creating a management agency of state participation • establishing performance contracts with public enterprises • establishing a regulatory basis of short, medium and long term compensation expense Source: http://www.tunisia2020.com/en/plan-2016-2020/ http://tunisia2020-548724.c.cdn77.org/wp-content/uploads/2016/11/Fiches-projets-enanglais.pdf

Turkey

Plan

Turkey makes more use of performance assessment in HR decisions compared to the average OECD country. Assessment is used for almost all public servants under the GEF and takes the form of annual written feedback from the immediate superior. A wide range of criteria is used, including activities undertaken, timeliness and quality of outputs, values, interpersonal skills and improvement of competencies. Assessment is of high importance to career advancement and contract renewal. Turkey is one of five OECD countries that do not use performancerelated pay.

In 2015, among developments one can count improved service delivery to citizens and businesses through the use of improved e-services, due to a strong commitment to a useroriented administration and excellent administrative capacity. In order to enhance their public administration reform, the European Commission recommended that it focus on a more coordinated management of human resources, for example by including a more modern and integrated information system and more transparent procedures for recruitments, promotions and dismissals, so as to not jeopardize the merit-based principles on which it is founded.

For 2016, Turkey was set to implement a series of public administration reforms that aimed to bring about a more open, responsive and efficient public service, but most such plans were put on a slight hold after a stalemate broke out on a possible shift to a presidential system, followed by the attempted coup, causing the government to focus on primarily investigating the causes and perpetrators of the latter. Although regulatory impact assessments (RIAs) are now better regulated, due to new legislation being adopted, government-wide implementation of RIAs is still quite lacking and there has been little follow-up on the European Commission’s 2015 recommendations.

Source: http://www.oecd.org/gov/pem/OECD%20HRM%20Profile%20-%20Turkey.pdf http://ec.europa.eu/enlargement/pdf/key_documents/2015/20151110_report_turkey.pdf https://goo.gl/VsN9zH

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Turkmenistan

Plan

The Environmental Performance Review (EPR) of Turkmenistan began in November 2010.

It analyses the progress made in Turkmenistan from 2000 on environmental protection, and proposes recommendations on how the country can improve its environmental management and address upcoming environmental challenges. Moreover, concerning good governance and government performance, a summary of the World Bank -Turkmenistan Partnership Program lays out a few recommendations for the Turkmen government to follow regarding public sector improvements: developing a strategic framework to guide public investment decisions and ensure that public capital investments are efficient; to further solidify such an initiative, nationwide staff capacity developments have to be implemented to ensure that public workers can effectively carry out in-house appraisal, screening and selection of priority public investment projects. Furthermore, Turkmenistan should adhere to a set of international standards of statistics to aid policy-making and project investments and train civil service workers to provide such information to the general public, upon request.

Sources: http://www.zaragoza.es/contenidos/medioambiente/onu/941-eng.pdf http://pubdocs.worldbank.org/pubdocs/publicdoc/2015/10/427111444311375942/ Turkmenistan-Snapshot.pdf

Turks and Caicos Islands

Legislated

The Turks and Caicos Islands Public Service is the nation’s primary means of serving its people, by providing efficient government services and impartial & accurate advice to the government for the formulation of policies. Its vision is of a well-structure, properly resources and professional public service that is respected and balances both traditional and modern practices, with a culture of integrity, impartiality, transparency, accountability, honesty and a deep emphasis on high ethical standards.

The Public Service statute is regulated by the Public Service Ordinance 2012, the Public Service Handbook, the Code of Conduct for Public Servants, the Public Financial Management Ordinance, the Procurement Ordinance and the Integrity Commission Ordinance. Out of all, the Code of Conduct provides the most insight into the Service’s character, as it provides guidance on ethical conduct and regulated the behavior of public officials of all sorts, through items such as its Ethical Standards, the Seven Principles of Public Life, the Values of the Public Service, the Use of Public Resources and more.

On top of all this, the government has set up a Training and Development Unit (TDU) to facilitate learning experiences by way of tailored, cutting-edge programs for would-be public servants that wish to join the Public Service. Learning in these programs is facilitated by business educators who are passionate about developing individuals, and who use customized methods, depending on the needs of each public worker. The TDU continuously tunes in to the external environment and introduces learning innovations that match organizational and individual competencies, which can also vary based on the citizens’ demand. Moreover, the Training Unit has developed a Competency Framework, which assists officers in understanding the key skills they need to apply to their work in the Public Service; this framework is also used in the PS’ Performance Appraisal System.

Source: https://www.gov.tc/government/public-service

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Tuvalu

Plan

Tuvalu does not have a performance management system in place, but the country is periodically analyzed through government aid programs such as the Aid Program Performance Report performed by the Australian Government. In 2016, efforts were directed at long-term recovery, following Cyclone Pam, specifically improving health services, re-establishing crops and strengthening the Tuvalu Red Cross operations and Tuvalu Government Disaster and Relief Coordination Unit. In addition, the Australian government sought to offer its assistance regarding improvements in the quality of basic education, by supporting teacher training, enhancing early grade literacy and reforming school management.

Sources: http://aid.dfat.gov.au/Publications/Documents/tuvalu-appr-2012-13.pdf http://dfat.gov.au/about-us/publications/Documents/aid-fact-sheet-tuvalu.pdf

Uganda

Legislated

In the 1980s, in an effort to improve civil service performance, Uganda raised basic pay and instituted performance measures in its remuneration package. In the 1990s, Uganda began structuring individual performance-related pay and the results, as observed by the World Bank and others, have been a great increase in effectiveness and professionalism in the Ugandan civil service.

In 2015, a report of the Ugandan Budget Monitoring and Accountability Unit (BMAU), which is a governmental agency that seeks to verify information in the quarterly performance reports and monitor sector indicators that are listed in the budget framework papers, categorized into short term, medium term and long term indicators, listed several areas which would require further improvements. Examples would be the enforcement of the rewards and sanctions framework, operationalizing proposed payment levels for public sector employees, prioritizing records management, conducting a national comprehensive needs assessment that would gather information on critical training gaps which civil servants might need addressing – such as lack of innovative thinking or a culture of results.

As per the First Quarter Expenditure Report of 2015-2016, two of the more noticeable developments were the full decentralization of Pensions and Gratuities, for which Local Accounting Officers will now be in charge of their respective budgeting and payment schemes and to ensure that all requests are processed as quickly and efficiently as possible; and in addition to this, the government has analyzed work plans and allocated expenditure limits to each agency, according to past absorption trends and resource availability. These will be based on quarterly payroll projections and take into account past expenditure performances.

Source: http://www.mfa.gov.tr/making-performance-pay-more-successful-in-public-sector.tr.mfa https://goo.gl/i5dU2U

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Ukraine

Plan

U Notes The civil service reform aims to ensure that public authorities function effectively, public policies have positive impact on common wealth and civil servants serve the national interests of Ukraine and its citizens. This includes performance monitoring of public authorities and their leadership with regards to the implementation of strategic policies and delivering services to the citizens.

As part of the first phase of Ukraine’s Governmental Action Plan for 2016 (GAP), the country’s leaders will seek to work on four factors that are seen as complementary: macroeconomic stabilization, development of favourable business development conditions, establishment of the rule of law and counteracting corruption, altogether with improvement of the quality of public administration and public services. a. Concerning macroeconomic stabilization, the first measures will be to reform the public finance management system through observing the newly-implemented strict budget constraints, offering a stronger role for the Ministry of Finance, making efficient use of the available funds and implementing a mid-term budgetary planning project, followed by a complete pension system reform and the implementation of a targeted social support system. b. As per developing an attractive business environment, the Ukrainian government will seek to establish a tax reform and a tax administration reform, along with the privatization and management reform of state-owned enterprises, the deregulation and improvement of the investment environment, as well as implementing land & energy sector reforms. c. When it comes to the rule of law and anti-corruption measures, the GAP specifies that it is the government’s duty to safeguard the integrity and impartiality of its three anti-corruption authorities – the National Anti-Corruption Bureau, the Special Prosecutor’s Office and the National Agency for Prevention of Corruption, on top of implementing an electronic declaration of incomes for all public officials, to further improve the transparency of public administration. d. Last, but not least, when it comes to improving the quality of public administration, two major lines of development are stated – finishing the decentralization process that commenced immediately after the Revolution of Dignity and reforming the public service, for which the Law “On Civil Service” was drafted and adopted. The law specifies that all representatives of Central Executive bodies will earn their positions by means of a system of competitive selection, where “only people who can professionally perform their duties in different spheres will come”.

Source:http://www.esteri.it/mae/doc/ua09enpiot23_twinning_fiche_civil_service_ development_ukraine_11-11-10.pdf http://www.kmu.gov.ua/kmu/control/en/publish/article?art_id=249139225&cat_ id=244314967&ctime=1466757007383 http://www.kmu.gov.ua/control/en/publish/ar ticle?ar t_id=249001039&cat_ id=244314971

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United Arab Emirates

Legislated

U Notes Performance of the employees is evaluated in comparison with the main objectives and indexes between the employee and his direct Supervisor. Performance is dealt with as being the practical translation for all stages of planning in the Government Authority and it is not considered an objective in itself but a means to achieve the desired outcomes.

April, 2007 marked the beginning of the UAE Government Strategy for 2008-2010 project implementation. In order to oversee its progress and results in various government entities, the Prime Minister’s Office developed “an integrated system for managing performance and monitoring the execution of strategic and operational plans.” The system, named Adaa, proved to be highly effective in managing the performance of UAE’s public sector. Therefore, in 2012, a new version of Adaa was released, Adaa 2.0, which shifted its focus from performance measurement towards performance management.

The System, prepared by the Federal Authority for Government Human Resources, uses modern Administrative concepts applied by the Government in accordance with the Federal Decree Law # 11. The new Adaa 2.0 system has the following characteristics: • it highlights the connection between services integration and strategic & operational plans; • it records results of the above-mentioned plans together with the financial performance of the institution in question; - it uses analytical reports to point out eventual gaps or weak areas and provides possible solutions so that government entities can meet their needs; • it makes use of “multi-dimensional performance indicators (at the areas and branches level)”; • strategic and operational plans are assigned to a direct owner, thus increasing responsibility and identifying the workflow mechanisms; • it ensures the risk management of operational plans and their implementation process; • it provides internal audit for government bodies and secures data integrity through the use of evidence-based KPIs. For the UAE, 2016 marked one of its greatest achievements in pursuing its Vision 2021 goal, which is the continued development of a world-leading infrastructure base. Far-reaching urban planning projects, like the Abu Dhabi Emirate-wide Vision 2030 or the Dubai Urban Development Master Plan 2020 stood at the core of these achievements. Thanks to these plans, the UAE jumped into the top 5 of the Nabarro Infrastructure Index, which rates countries across the world in terms of investment attractiveness, surpassing countries such as France and Germany, only overtaken by the UK, Canada, the USA and Australia. Even more so, in November 2016, the Abu Dhabi General Services Company, Musanada, announced that the Abu Dhabi-Dubai Highway is 98% completed and soon to be opened for public use. The highway is an extension of the Sheikh Mohamed bin Zayed Road, which will connect several points of interest within the UAE, such as the Seih Shuaib area at the Abu Dhabi border and Dubai with the Sweihan interchange, on top of providing access to the city of Abu Dhabi during peak hours and its international airport, as well as the Yas & Saadiyat islands.

Other noticeable achievements would be the implementation of the “government accelerator”, a new mechanism meant to speed up the decision-making process. Furthermore, as of 2016, the UAE leads the region in more than 100 development indicators and its economy has witnessed a massive jump, with the GDP doubling from AED 663 billion to AED 1360 billion. Its non-oil exports have increased from AED 113 billion to 603 billion, whilst the share of government services has increased from AED 23 billion to AED 86 billion. The great strides made in the healthcare and education sector are also quite visible – the number of doctors increased from 10.000 to 17.000, whilst government spending in the education sector rose by 57%, with State universities increasing their number of accreditation programs from 206 to 862.

Moreover, two new ministries were established, the Ministry of Happiness and the Ministry of Culture and Knowledge Development, which will aim to safeguard the Arabic language. Even more so, the leading global communications marketing firm, Edelmen, ranked the UAE as the number one country in the world when it comes to people’s confidence, surpassing China and Singapore.

Sources: http://www.moca.gov.ae/?page_id=615&lang=en https://www.pressreader.com/kuwait/arab-times/20161202/281732679100134 http://www.khaleejtimes.com/news/uae-all-set-to-carry-out-2021-vision-after-great-2016achievements PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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United Kingdom

Legislated

Performance management and measurement within the British public service has become almost ubiquitous over the last past three decades. Every part of the UK’s public departments, with very few exceptions, share their performance data publicly. In time, the system has become central to the decision making process. The capacity to formulate, monitor and analyze performance information has considerably evolved. The UK has been successful in developing a fairly comprehensive performance and evaluation measurement, monitoring and management system which currently focuses on achieving desired outcomes. Employees’ performance review is based on a single framework which is then applied across the entire public sector. The rating of worker performance follows three stages during a year: • Performance planning: the employee, together with the line manager, align performance objectives with business goals; • Performance review and assessment: each employee undergoes two performance reviews, the first being sometime during the year and the second is held towards the end of the year; • Performance differentiation: individual employee performance is assessed by taking into account personal contribution together with his/her colleagues’ contribution towards achieving the organization’s business goals.

UK’s Performance Management System has undergone several changes, the most recent one being in 2013 when a new Civil Service Competency Framework has been introduced. This modification has aligned the expected outcomes with employee goals. In 2015, the Civil Service Leadership (CSL) Statement was released, specifying what type of mindset Civil Service workers can expect from their leaders at all ranks. Fast forward one year later and the CSL Statement was reviewed and updated, precisely outlying that civil service leaders should be inspiring, confident and empowering. Each of these traits has specific indicators which must be upheld: A. Inspiring – will show pride in and passion for public service, communicating purpose and direction with clarity and enthusiasm; will value and model professional excellence and expertise; will reward innovation and initiatives, ensuring that everyone learns from past mistakes B. Confident – will be straightforward, truthful and candid in their communication, surfacing tensions and resolving ambiguities; will give clear, honest feedback, supporting their teams to succeed; will be team players and will not tolerate uncollaborative behavior which protects silos and departmentalism C. Empowering – will give teams the space the authority to deliver their clearly set objectives; will be visible, approachable and will welcome challenges, however uncomfortable they may prove; will champion both difference and external experience, recognizing the added value these elements may bring; will invest in the capabilities of their people, to be effective now and in the future.

Source: https://goo.gl/BZOFa2https://goo.gl/W1Y7XJ https://www.gov.uk/government/publications/civil-service-leadership-statement/civilservice-leadership-statement

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United States

Legislated

The Government Performance and Results Act (GPRA) was passed in 1993 by the federal government and it requires all federal organizations to engage in performance management.

GPRA was updated in 2010. The Modernization Act encourages a more active use of performance data. Employee performance management includes planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion and rewarding good performance.

A recent key initiative was the introduction of online dashboards, an example of a federal sector employing a proven private sector management tool. The dashboards, proposed in the eGov Act of 2002, are hosted on the web, allowing all stakeholders to review the expenditure and activities of various federal agencies.

Current dashboards include: • CMS Early Warning System: tracks the effectiveness of Medicare fraud prevention efforts; • USAspending.gov – how the government spends tax dollars; • RegInfo.gov – tracks proposed agency rules through the rulemaking process; • IT Dashboard – monitors IT investments across the federal government; • Recovery.gov – tracks the spending of money allocated in the Reinvestment Act of 2009; • Foreign Assistance –examines US Government foreign assistance spending.

As far as 2015 and 2016 updates are concerned, two developments are worth noting: The Federal Employee Viewpoint Survey Results and The Veteran Employment Initiative. The former is a report measuring employee engagement, global job satisfaction and workplace inclusion of public sector workers. On all three counts, satisfaction levels grew by 1% overall and in certain cases, even by double digits, showing that civil servants are satisfied with how current performance trends and practices are going. The latter is an initiative that will last long into 2016, all the way until 2017, with the aim of offering veterans a stable and sustainable job within the public sector, all the while retaining current veteran talent and finding solutions for further career development.

Sources:http://www.opm.gov/policy-data-oversight/performance-management/overview-history/ http://siteresources.worldbank.org/EXTPOVERTY/Images/ME17v3.pdf http://goo.gl/6E118E https://www.opm.gov/news/releases/2015/10/opm-releases-complete-2015-federalemployee-viewpoint-survey-results/ https://www.opm.gov/news/releases/2016/01/opm-acting-director-in-san-antonio-topromote-veteran-employment-initiative/

Uruguay

Legislated

Uruguay has a monitoring and evaluation system integrated in its public service: The Results-Based Management Evaluation System (SEV). The system focuses mostly on assessing performance of the organization rather than of employees. The purpose of this system is to help in the decision making process, especially in budget allocation, management improvement and enhance accountability and transparency of outputs generated by the Civil Service.

Source: http://goo.gl/vr8jCI

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Uzbekistan

Legislated

U-V Notes In the healthcare system, “performance assessment and consumer protection (both essential elements of quality) are part of one of the health care functions”. Performance-related pay is seen as an important element for bringing in quality. Another mentioned e­lement is the introduction of quality monitoring systems at facility and regional levels, and measurement of national performance indicators. Many laws, ministerial decisions, decrees and orders deal with the improvement of (primary) health care services. The Ministry of Health is responsible for maintaining and improving quality within primary care facilities, in collaboration with regional authorities, the Institute of Health, the Health project and other nongovernmental organizations. Benchmarking is used for comparing the performance of different organizations.

In 2015, Uzbekistan is closer and closer to completing its Country Partnership Strategy (CSP) with the Asian Development Bank (ADB), which started out in 2012. In relation to public sector improvements, the CSP focuses on institutional and regulatory reforms for the operational sectors covered in the framework and offering support to development initiatives in the areas of public management, project implementation and procurement.

Having completed its 2012 – 2016 CSP, the Uzbek Government in partnership with the ADB have drafted a 2017 – 2019 Country Operations Business Plan (COBP) that will build on the foundations laid by the previous CSP and continue its mission of strengthening the country’s development, specifically its private sector growth. The CSP’s main objective, aside from various improvements brought to the way government works, was to grow the number of SMEs, by way of improving transportation, communications, municipal services (such as the water & energy supplies) and most importantly, access to financial services, through reforming lending-related legislation and the way banks operated.

Its follow-up project, the COBP, will pursue seven development objectives via a newly-drafted National Development Strategy (NDS): industrial modernization, infrastructure development, continued private sector development, corporate governance, protection of private ownership, localization of manufacturing and energy efficiency. One last element, which is seen as a crosscutting theme across all these 7 objectives is human capital development, through improve and inclusive social infrastructure and services.

Source: http://www.euro.who.int/__data/assets/pdf_file/0007/100231/E91927.pdf https://www.gtai.de/GTAI/Content/DE/Trade/Fachdaten/PRO/2012/09/P80085.pdf?v=1 https://www.adb.org/sites/default/files/institutional-document/218236/cobpuzb-2017-2019.pdf

Vatican City

96

N/A

No details regarding a performance legislation were found.

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Vanuatu

Plan

V Notes A Performance Assessment Framework for Vanuatu has been developed in order to monitor progress against the priorities of the Vanuatu Education Road Map (VERM) project. The Performance Assessment Framework uses base line data captured in the Vanuatu Education Management Information System in order to assess progress. In addition to assessing its performance against the indicators in the Performance Assessment Framework, the Ministry of Education’s performance will be monitored against the implementation performance targets included in its Annual Work Plans.

According to the yearly Aid Program Performance Report of 2014 – 2015, Vanuatu continued its improvements regarding education performance, with investments for the Technical and Vocational Education and Training project (TVET) generating noticeable results, such as 93% of self-employed individuals that participated in a training and skills development activity reported higher incomes, whilst the Vanuatu Education Support Program (VESP) continued to improve its current state of development, with more teachers being trained in using literacy and numeracy kits and more schools benefiting from grants as a result of an enhanced schoolbased management, which takes into account the needs of each unit.

In 2016, Australia and Vanuatu signed an Aid Investment Plan (AIP), which will hopefully be fully concluded until 2018-2019 and will focus around four strategic objectives: • Building resilient infrastructure and an environment for economic opportunity: this will be achieved by strengthening the role of technical, vocational, education & training and university scholarships, along with expanding women’s income-earning opportunities and through an increase of opportunities for ni-Vanuatus to work in seasonal labour positions in Australia. Since these developments will require a better movement of people, goods and services, the 2 countries will also focus on building better rural roads and Port Vila’s urban infrastructure.

• Improving early education and essential health services, by working to widen access to early education for all and to resilient & quality essential health services • Improving community safety and resilience – achieved through empowering key legal and justice institutions (both formal and informal ones) • Support cyclone recovery and reconstruction Source:http://planipolis.iiep.unesco.org/upload/Vanuatu/Vanuatu_Education_Road_ Map_2009.pdf http://dfat.gov.au/about-us/publications/Documents/vanuatu-appr-2014-15.pdf http://dfat.gov.au/geo/vanuatu/development-assistance/Pages/development-assistance-invanuatu.aspx

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Vietnam

Legislated

V Notes The Law on Public Officials and Civil Servants, approved since 2008, states that all civil servants regularly undergo performance assessments: self-assessments, peer reviews and evaluation performed by the immediate superior.

In 2015, The World Bank measured the Vietnamese public’s content with its civil sector services, via opinion surveys that were rolled out in four provinces and which covered four areas of interest regarding service delivery: accessibility, responsiveness, cost of services and feedback mechanisms. All four provinces have continued funding for future surveys in their annual budget plans, so as to ensure process replicability which will lead to a more detailed picture of what the general public wants of its public sector workers and services.

Following up in the next year, Vietnam released its first report on the progress towards the Aid Investment Plan (AIP) Vietnam 2015 – 2020 project, which highlighted the new set of objectives that were pursued, namely enabling and engaging the private sector for development, assisting the development and employment of a highly skilled workforce and promoting women’s economic empowerment, including that of ethnic minorities.

The first objective included investing in transport infrastructure, reforming business regulation to ease the pressure on SMEs and piloting a new private sector-led service delivery model, focused on water and sanitation, as well as keeping in mind climate change adaptation and mitigation.

The second objective aims to shift human resource development support from the simple provision of individual scholarships for long-term study in Australia to include a broader and more flexible suite of tools.

These will develop the human capital in target organizations aligned to the AIP and support improvements to targeted areas of Vietnam’s higher education system and institutions.

The third objective will center around ensuring equitable participation in agriculture and tourism in the northwest provinces of Son La and Lao Cai. Source:http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan039125.pdf http://www.worldbank.org/en/news/press-release/2015/08/27/gauging-user-feedback-to-improvepublic-services-in-vietnam http://vietnam.embassy.gov.au/files/hnoi/Final%20APPR%202015-16.pdf

Virgin Islands

Plan

The Performance Management System within the Civil Service deals with performance planning, appraisal reports, competency checklists and employee development plans. The Performance Planning and Appraisal Report is designed to record the performance agreement between the employee and supervisor by outlining the performance objectives to be achieved during the planning period. Additionally, it is designed to assist in making an objective and factual evaluation of the performance of an employee by comparing actual performance against the performance requirements for the job.

As a way of enhancing policy development, twenty-five senior public officers have undergone the Developing Effective Policy: Analysis and Use of Evidence workshop, in 2015. The main goal of this training session was to enable trainees to make factual, critical judgements on evidence form research and evaluation and learn how this can mold with other aspects that can influence policy-making. The workshop also brought contributions in regards to improving decision-making. It was the first in a series of many to come which are intended to boost public officers’ understanding of policy-making, analysis and also their professional development.

As part of the Islands’ 2017 budget plan, the government outlined the following development result areas, which are a continuation of 2016’s focus areas for improvement: a. Social: quality healthcare and social services, quality education, gender equality b. Economic: stable and growing economy, strong infrastructure, minimize income inequality c. Environment: effective management of natural resources and natural environment, strategic physical development, hazard risk reduction and adaptation to climate change d. Direction/Governance: safety for all individuals, effective governance, a stronger focus on international relations Source: http://www.bvi.gov.vg/content/what-performance-management-programme http://unpan1.un.org/intradoc/groups/public/documents/caricad/unpan014406.pdf http://www.bvi.gov.vg/media-centre/upcoming-training-strengthen-government-s-policy-process http://bvi.gov.vg/pub/BudgetinBriewf2017Newsletter.pdf

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Country

Category

Notes

Wallis and Futuna

N/A

The island is under the jurisdiction of France but no further details concerning performance related legislation were found.

West Bank

Plan

The Palestinian Authority adopted, in 2007, a Public Financial Management model which broadly follows the Anglophone model, but in the years following its establishment, authority has increasingly become concentrated in the executive branch and the role of parliament has been reduced. The model includes a performance management assessment of the Public Financial Management of the central government, the subnational government (municipalities and community villages), and the autonomous public entities which are all under the umbrella of the Palestinian investment fund. The report is conducted with the support of the World Bank (WB).

As part of the 2014 – 2016 Palestinian National Development Plan (NDP), the WB’s guiding principles are having a sustained focus on technical work in a highly politicized environment, selectivity based on comparative advantages, flexibility and an enhanced focus on job-creation.

Based on these principles, the 2 main courses of action that will be pursued are Strengthening the institutions of a future state to ensure service delivery to citizens, which is aligned with the governance and institution building & social protection blocks of the NDP Supporting private sector-led growth that increases employment opportunities, which in turn is aligned with the economic development and employment & infrastructure blocks of the NDP Source: http://goo.gl/o4PcQZ https://goo.gl/L4i4n1

Western Sahara

N/A

Under Spanish jurisdiction. No information regarding any performance legislation was found.

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Category

Zambia

Legislated

Z Notes Zambia’s Public Financial Management (PFM) system is centered on a set of basic budget and accountability structures, revolving around a clear legislative framework. These include: • Responsibility and accountability for public funds delegated to individuals through the system; • Appropriate oversight by the legislature; • Clear statement of the powers and duties for the Ministry of Finance and National Planning (MoFNP) and for the Auditor-General; • Clear and well-documented roles and responsibilities for all stakeholders.

Furthermore, in 2015, the Office of the Auditor General (OAG) established a specialized audit department that will evaluate the performance of governmental programmes, in terms of both transparency and cost-efficiency. It will perform forensic investigations to track down irregularities that prohibit accountability in the use of public resources. These investigations will be done according to the standards comprised in the 2015 Auditor General performance manual, which is based off of International Standards of Supreme Audit Institutions and was a joint effort between the OAG, its Norwegian counterpart and the African Organization of English-speaking Supreme Audit Institutions.

In addition to this, 2016 marked the final year for 2 major development plans, the Country Partnership Strategy and the Zambia Decent Work Country Programme, both aided by the World Bank Group. These projects focused on incorporating young women and men into the country’s national development, so as to progress towards attaining the goals of the Vision 2030 Zambia Plan, through the following means: 1. Expanding educational facilities and vocational training to absorb all school leavers 2. Collaborating with the various existing industries to provide apprenticeship practical training 3. Facilitating access to finance, loan mechanisms and markets for young women and men 4. Introducing district vocational training centres in order to enhance skills training and create self-employment opportunities Source: https://pefa.org/en/assessment/files/97/rpt/261+&cd=4&hl=ro&ct=clnk https://www.lusakatimes.com/2015/10/06/specialised-audit-unit-to-evaluate-governmentperformance-launched/ http://www.ilo.org/public/english/bureau/program/dwcp/download/zambia.pdf

Zimbabwe

Plan

The Government of Zimbabwe embarked on a multi-year program to design, introduce and successfully implement an integrated Results Based Management (RBM) program across government. The RBM program comprises a Results-Based Budgeting (RBB) system, a Results-Based Personnel Performance System (RBPPS) and E-Governance. Cutting across all these three is an integrated Results Based Monitoring and Evaluation system (RBME) and a complementing Management Information System (MIS). The above systems are deemed critical to assist the government in conducting systematic program planning, formulation and implementation which in turn is expected to improve the performance of government’s development initiatives. The program has been operational since the year 2005.

Source: http://www.ijhssnet.com/journals/Vol_2_No_8_Special_Issue_April_2012/16.pdf

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Global Insights Country-Specific Perspectives Introduction As our data shows, countries worldwide are performance placing an increasingly higher importance on efficient management, with a strong covet for output growth. It is easily perceived that much effort has been invested in the reformation of outdated structures, as well as in the progressive advancement of forward thinking management systems. National initiatives for performance improvement have led to the development of

management foundations that will eventually become the backbone of fully functioning performance management systems.

The following section is intended to shed light on the state of performance management systems in a few countries around the world, namely Australia, Brazil, China and South Africa. A detailed analysis of the performance management systems, within

Global Insights

certain public sector agencies, surfaced valuable information regarding the enactment of indepth performance management frameworks and comprehensive strategies for performance improvement. Crucial transformations and vital reforms unraveled the cardinal significance of performance measurement and performance management systems put at work.

Australia

Welcome to Queensland - Where Performance Management Shines ¸ Ana Lechintan, Business Research Analyst

Australia has been striving economically for a quarter century, while globally, economies were shaken and scarred by the financial crisis. For 25 years in a row the country has experienced no recession. How did Queensland, the second-

Gold Coast, Queensland, Australia 102

largest Australian state, manage to avoid the universally despised two quarter negative GDP evolution? Did the minerals, metals and petroleum of the so called “Resource State” ensure its iron stability? Certainly. However, the strategy of effectively capitalizing on these commodities in no “raw” resource does not come “natural”. It is a rough crystal, refined by

a well-structured, systematized process. And the “Queensland Government Performance Management Framework”, together with the “Financial and Performance Management Standard 2009” are links of steel within this process.

The Great Barrier Reef, a living sapphire with an

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The Commonwealth of Australia, Great Barrier Reef Coral Australia, Available at: https://pixabay.com/en/great-barrier-reef-coral-australia-527987/ endless glitter of rainbow fish. A blue Skywalk through the green Tamborine Rainforests, enabling a whole new view of the world.

Brisbane, a capital city with a capital culture...

All these and many more are promised by the tourism slogan “Queensland, Where Australia Shines”. A further reason the Australian state should be renowned for is its “Government Performance Management Framework”, an

exemplary structure for constant improvement at central and local government level.

Queensland’s Performance Management Framework (PMF) The Queensland Government Department of the Premier and Cabinet has published an entire section dedicated to performance

management for government agencies on its official webpage. The pièce de résistance developed by the Department in collaboration with the Performance Unit, is “A Guide to the Queensland Government Performance Management Framework”.

The purpose of the guide is to facilitate the process of measuring and monitoring results

The Commonwealth of Australia, A Guide to the Queensland Government Performance Management Framework, Available at: https://www.premiers.qld. gov.au/publications/categories/guides/perf-manage-framework.aspx PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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AROUND THE WORLD in the public sector by establishing clarity for planning, measuring and monitoring results and public reporting as tools for the continuous improvement of Queensland public agencies. The guide applies to all government departments and statutory bodies, requirement which is legally imposed by the “Financial and Performance Management Standard 2009”, a national standard regulating the management of resources.

The columns framework

supporting

the

steel

Queensland’s Performance Management Framework is built with the stated desire to attain: openness and transparency by defining clear roles; responsibilities and procedures; integrity through an impartial and ethical decision-making process; accountability by ensuring that all agencies adhere to the set standards and stand for the decisions they take; due care through efforts dedicated to avoiding harm by negligence; a high degree of public defensibility, which refers to a decision-making process based on fairness and equity in relation to the public.

1. Planning, measuring and monitoring results, public reporting All the above attributes are to be achieved through these three basic components of Queensland’s Performance Management Framework: Planning, followed by Measuring and Monitoring Results, as well as Public Reporting. Each of these processes is applied and regulated at three levels: the wholeof-Government, specific Agencies (agency business direction as well as agency service delivery) and Individual.

In the first case, planning is embodied through the government’s stated objectives for the community, the Charter of Fiscal Responsibility, the State Budget, as well as through specific plans for priorities and strategies. In setting the direction, the government relies on the requirements and the opinions of stakeholders, customers and the entire community.

Furthermore, the whole-of-government direction is also guided by the promises made during the election campaign and agreements made with other entities. The fiscal policy and the annual budget are other strong elements

to be considered. Government agencies as well as individuals are to align themselves to the strategic, specific and operational objectives of the government.

After the planning is conducted, throughout the year, government entities are required to measure and monitor their progress against the objectives set during the previous phase.

The Department of the Premier and Cabinet is regularly monitoring and reporting on the performance of government entities, whereby agencies themselves are required to have their own systems of evaluating the degree to which they have reached their objectives.

Recommended measures for that include trend analysis, variance analysis (comparing result differences from one period to another, from one agency to another and from target to actual) and benchmarking.

As far as public reporting is concerned, the Auditor-General recommends a sincere and balanced performance information, which addresses the agencies’ key activities and reports both on good and less favorable results.

Furthermore, it should be stated whether

The Commonwealth of Australia, A Guide to the Queensland Government Performance Management Framework, Available at: https://www.premiers.qld. gov.au/publications/categories/guides/perf-manage-framework.aspx

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Objectives, KPIs, Performance Targets In setting its direction, the government gathers information on the requirements and opinions of its stakeholders, customers and the community, formulates them as objectives and develops policies in order to facilitate reaching them. Government entity objectives are recommended to be: • an expression of desired achievements; • focused on the end result and not on the means to achieve it; • be aligned with the government’s general objectives for the community as well as with the agency’s identity (vision, mission, purpose); • measurable and verifiable provided that concrete results are expected; • informative and the agency should be able to exert influence on their achievement.

The PMF also introduces KPIs, which have the role of indicating the extent to which the obtained outcomes are in line with the strategic objectives. Furthermore, each agency objective

is required to have at least one KPI and, if possible, a set target. According to the Guide, KPIs are to be: • descriptive of a measurable change over the period of time when the strategic plan is applied; • relevant to the agency’s desired state and attributable, whereby accountability should be clearly defined; • the targets for the KPIs should be challenging but at the same time achievable by considering available resources; • provide as much information as possible with regard to the reasons an objective has or has not been achieved.

Recommendations are made with reference to the target setting process too, which is described as a reinforcement towards performance improvement. Their main aim is “to set a level of performance acceptable to government on behalf of the community within fiscal limits […] Targets are expressed as absolute numbers, a percentage, or a ratio”.

Correctly set targets should be: • challenging but achievable without setting unrealistic standards, which would rather demotivate than stimulate achievement; • discussed with and known by staff within governmental agencies, individuals must be held accountable and feel ownership and

responsibility; • based on historical performance results and trends and must mind current policies and priorities, available resources and stakeholder demand.

The Performance Unit together with the Department of the Premier and Cabinet, offer government agencies paramount knowledge through the Guide to the Queensland Government Performance Management Framework. Furthermore, the website also publishes practical assisting documents containing, among others, common public sector terms used throughout the PMF, concrete examples of the concepts utilized within the document and best practice recommendations and templates.

A Performance Management System brings clarity and focus, ensures that resources are allocated towards what matters the most and supports entities in their efforts to align resources, employees, tools and processes to the main strategy. Considering these aspects, “Queensland’s Government Performance Management Framework” should be viewed as an epitome of accountability, value creation, reliability, transparency and most important, respect for citizens, a government’s ultimate customers.

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Global Insights

South Africa

The Republic of South Africa: How to Effectively Reconcile Strategic Planning and Budgeting Marcela Presecan, Business Research Specialist

How would you define operational effectiveness when it comes to government structures? The National Treasury Department of the Republic of South Africa advocates a Framework for Strategic Plans and Annual Performance Plans that might just answer that question. One reason that makes this Framework particularly interesting is that it focuses on more than planning, implementation, reporting, monitoring and evaluation. The National Treasury Department’s Framework goes one step further to emphasize the need to link strategic planning to budgeting.

Why is it important that strategic planning and budgeting are linked?

With governments and the public sector in general, it is particularly challenging to alleviate the tensions that come with tight budgets. That is why budgeting plays an important role in strategic planning for government entities.

Linking strategic plans to budget ensures that the objectives set out are reasonable and expectations sensible. With the Republic of South Africa, in particular, connecting strategy to budget provides reassurance that development and progress are achieved in the context of limited resources.

What is the relationship between strategic planning and budgeting?

Strategic planning relates to the strategic path an organization, may it be public or private, decides to engage in. In the context of government performance, strategic plans are mainly a stratagem for budget execution.

Although a strategic plan outlines the longterm goals and objectives of an organization, in the public sector such goals and objectives can easily turn into a mirage if not properly aligned to budget requirements. In an attempt to look into the best practices that reconcile long-term strategic planning and short-term focused budgets, the Framework suggested by the National Treasury Department of the Republic of South Africa clarifies the role and relationships of the main strategic planning and reporting tools used within the wider context of 106

government performance excellence.

What are the main strategic planning and reporting tools that link strategy to budget?

The Framework designed by the National Treasury Department of the Republic of South Africa identifies the following strategic planning and reporting tools that link strategy to budget:

1. Strategic Plans: A strategic plan establishes the long-term goals, objectives and priorities by minding the limitations of the resources available. It ideally covers a period of at least 5 years and it highlights the main service delivery areas of a governmental institution as constituted by its policies, programs and project plans. According to the National department of the Republic of South Africa, the strategic plan covers the following aspects related to strategy: • Vision, Mission, Values • Strategic Goals • Strategic Objectives • Budget Structures

2. Annual Performance Plans: The Annual Performance Plan assembles the performance indicators that were selected to

monitor the achievement of the institution’s goals and objectives, as they were drafted in its Strategic Plan. The Annual Performance Plan provides ultimate reconciliation of budgets and performance targets. Ideally, the Annual Performance Plans include performance targets for the following 1-year period. According to the National department of the Republic of South Africa, the strategic plan covers the following aspects related to performance: • Performance Indicators • Baselines and Targets What are some other strategic planning and reporting tools that link strategy to budget?

1. Performance Reports: Provide information and progress updates on the implementation of the Annual Performance Plan. Performance Reports are released either annually for purposes of wither review or oversight and quarterly, so as to regularly monitor performance against quarterly targets.

2. Performance Agreements: The National Treasury Department of the Republic of South Africa defines Performance Agreements as “the official duties and responsibilities that are attached to an appointment or position, and may include a performance-related incentive and reward system for managing an official’s job performance”.

Fig. 1: Strategic Plan – Excerpt Strategic objective

Increase access to HIV and AIDS programmes for individuals, families and society

Objective statement

To expand access to an appropriate package of treatment packages, to 100% (45 000) of all people diagnosed with HIV and Aids in the province

Baseline

Number of infected people currently supported in province: 20 000

Justification

This objective will contribute into decreasing the number of new infections, reducinge morbidity and mortality amongst HIV affected persons and implementing care and support programmes for people living with HIV and AIDS

This objective willPlans contribute toPerformance improvement the health status Links The Republic of South Africa, Framework for Strategic and Annual Plans,of Available at: of the citizens of the country by ensuring http://www.treasury.gov.za/publications/guidelines/SP%20APP%20Framework.pdf

access to HIV and Aids

programmes

The Republic of South Africa, Framework for Strategic Plans and Annual Performance Plans, Available at: http://www.treasury.gov.za/publications/guidelines/SP%20APP%20Framework.pdf

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Fig. 2: Annual Performance Plan – Excerpt Performance indicator

Audited/Actual performance

Estimated performance 20XX

Medium-term targets 20XX

20XX

20XX

20XX

20XX

20XX

1.1 # Patients receiving ARVs

3 000

5 000

6 000

10 000

12 000

15 000

20 000

1.2 # New clients tested for HIV/AIDS

4 000

6 000

8 000

10 000

13 000

15 000

15 000

The Republic of South Africa, Framework for Strategic Plans and Annual Performance Plans, Available at: http://www.treasury.gov.za/publications/guidelines/SP%20APP%20Framework.pdf

Fig 3: KPI Documentation Form – Example Indicator title

# Non-profit organizations (NPOs) funded by the government to deliver substance-abuse services

Short definition

The number of NPOs that deliver services for substance abuse, prevention and rehabilitation, funded by the government within the reporting period (i.e. the count excludes those that are not government funded)

Purpose/ importance

Benchmarking enables the department to track how widely its funding of substance-abuse programmes is distributed within the NPO sector

Source/collection of data

Manual funding registers

Method of calculation

Simple count

Data limitations

Dependent on the accuracy of the registers

Type of indicator

Output

Calculation type

Non-cumulative

Reporting cycle

Annual

New indicator

No

Desired performance

Increase in the number of funded NPOs

Indicator responsibility

Programme officer

The Republic of South Africa, Framework for Strategic Plans and Annual Performance Plans, Available at: http://www.treasury.gov.za/publications/guidelines/SP%20APP%20Framework.pdf 3. End-Term Reviews: Reports on the extent to which a public institution has achieved the strategic goals and objectives set forth at the beginning of the five-year period delineated by the Strategic Plan.

It validates a results-based management approach that integrates strategy and budget for sustainable delivery of government services in contexts that are related to public sector performance management.

The “Framework for Strategic Plans and Annual Performance Plans” advocated by the National Treasury Department of South Africa provides solid reference in terms of strategy planning, monitoring and reporting.

----------------------------------------------------------Reference: http://www.treasury.gov.za/publications/ guidelines/SP%20APP%20Framework.pdf PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Global Insights

China

Management Performance in the Chinese Government – An Evolving Trend Andrea Minelli, Business Research Analyst

I f we closely analyze the evolution of the Chinese economy of the last two decades, the results are noteworthy. The country has been able to transform its economic pace, becoming one of the strongest, if not the strongest, player in terms of International trading, product manufacturing capabilities, Gross Domestic Product (GDP), along with a population that in 2016 almost reached 1.4 billion people.

Besides these relevant indicators, since the early 1980s China had implemented a methodology that had, as an objective to improve government efficiency, ensured policy compliance at both the local and the Institutional level. This scheme was a Performance Management System, which along the years, has grown in terms of content and technicality.

Performance Management and Organizational Restructuring China’s commitment to improve its processing of activities and dealing with human resource management, has evolved and changed through several administrative reforms that have occurred in the last thirty years, and that have been mainly focused on structural changes. These reforms were implemented from the Central Government in a top-down manner.

The reforms were beneficial because they strengthened China’s audit capacity, which was focused on monitoring how local governments achieve their own targets. Local authorities alone weren’t able to manage themselves and assess important functions. For this reason, several managing methods for local county governments had emerged. They represented the “vertical” and “semi-vertical” system that differed in terms of responsibility, authority and central – provincial geographical position from the functional area.

Civil Resource Performance Management Following the several rounds of government restructuring from the early 1980s, a new civil system, which promoted civil resource 108

management based on merit and performance, was presented. These performance-based reward systems incentivized China’s pursue of a performance management regime even further, distancing themselves from the previous system, a system that was created and ran according to different criteria – as positionbased pay.

However, even though the regulations seemed rational and significant, there were several policies and requirements that had to be followed. For instance, status/qualifications had a noticeable influence on performance evaluation, along with a maximum percentage of civil servants that could be ranked as “outstanding”. Finally, the limited possibility of promotion within the working environment, had a negative impact on the performancebased rewards system.

The emergence of the Responsibility System”

of a unified guideline, resulted in different variations of ORS according to the regions of the country.

Furthermore, following the principles of “Management by Objective” (MBO), the ORS also involved: • objective setting specification; • monitoring and measuring the performance in achieving the defined objectives; • feedback and rectification measures based on performance information.

One important feature of the ORS is that it was carried out top-down in a centralized manner, setting-up targets and cascading to the lower layers of governments (ex. Township-level), forming a network of targets in the form of economic growth rate and related performance indicators.

“Objective

Modern Performance management arrived in China under the official name of “Objective Responsibility System” (ORS) at the local government level, and it was concerned with setting goals for the secondary provincial government. When implemented, the voluntary nature of the adoption and the lack

Moreover, the ORS of the 1990s has always had a single-facet focused on economic growth, giving noticeable weight to GDP growth in terms of target setting and performance evaluation. Except for a few monitored noneconomic indexes, all the main indicators led, directly or indirectly, to an improvement of the GDP growth.

AROUND THE WORLD by law.

An example showing these transitions was launched by the Qingdao City of Shandong Province in 2002. The example reveals that the ORS content covered economic and social development, as well as administrations according to law, transparency and service attitude.

Since the mid-1990s, China’s performance management has developed quickly, in comparison to its economic development.

In the beginning, the ORS was primarily designed for internal hierarchical control and it was focused merely on economic growth, neglecting all the social, environmental and administrative processing indicators. Soon after the end of the 1990s, China’s public sector performance placed more emphasis on social functions and public services, experiencing an increased citizen involvement in performance measurement at the government level, through citizen public assessment surveys. This transition towards more non-economic indexes came from both the center government and the local province governments.

Despite the progress achieved until now, that of a much greater public participation in the measurement of government performance, the system remains slightly limited and in need of improvement, especially when the demands of human development must be met.

OECD Journal on Budgeting, Performance Management in the Government of the People’s Republic of China, Available at http://www.oecd.org/governance/budgeting/48169592.pdf Social, Citizen and Economic Development in Performance Management After entering the 21st century, the “Objective Responsibility System” went through some important changes. Soon after the GDP cult,

during the huge environmental and great social losses of the last years of the 1990s, top leadership decided to broaden the focus of the ORS. They put more weight on social, “humancentered” principles, public service functions, sustainable development and administration PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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Global Insights

Brazil

Lessons Learned from Brazil’s Anti-Poverty Strategy Alina Miertoiu, Business Research Analyst

Brazil

is well-known for turning its soccer team and soap operas into a global phenomenon. But is there a way Brazil managed to convince the world its method of tackling poverty is worth testing and implementing at a global level? Could their strategy actually be replicated in other countries in order to help alleviate poverty and improve life standards worldwide?

Since the success of this policy led to its adaptation in almost 20 other countries, a deeper analysis of this strategy and its implementation from the perspective of the employed performance management system is worth exploring.

According to the Legatum Prosperity Index, a complex index which aims to reveal the underlying drivers of prosperity for countries worldwide, Brazil’s ranking was quite stable starting with 2007, only varying between the 49th place and 46th place. In 2014 the ranking dropped to the 53rd place, while in 2016 Brazil was ranked 52nd out of 149.

However, this index is not only focused on economical factors, but it rather delivers insight into the main areas of national growth, areas such as: openness of economy, government effectiveness, entrepreneurial design and labor market structures, access to education, health infrastructures, national security and personal safety, personal freedom, civic and environmental consciousness.

Brazil has a history of non-inclusive growth models and regressive social policies that resulted in high inequality and poverty rates. In terms of inequality, Brazil’s poorest population, representing 60% of the country, owned 4% of the wealth, while the richest people of the country, representing 20%, owned 58% of the wealth. Based on this background, in 2003 president Luiz Inacio Lula da Silva, who considered that „hunger is actually the worst weapon of mass destruction. It claims millions of victims each year”, initiated Bolsa Familia.

Bolsa Familia was one of the four pillars of 110

the strategy „Brazil without poverty” and a „conditional cash transfer program” that managed to reduce poverty in Brazil from 9.7% to 4.3%- almost by half- in 10 years.

Moreover, income inequality also decreased by 15%.

The program offers parents a fixed monthly income if they send their children

number of children. However, the indicators are not standardized. For example, the eligibility criteria for entering the program are: • Any family that has a lower monthly income than R$60.00/capita; • Any family, with children bewteen 0-17 years old, that has a monthly income between R$60.01 and R$120.00/capita.

OECD Journal on Budgeting, Performance Management in the Government of the People’s Republic of China, Available at http://www.oecd.org/governance/budgeting/48169592.pdf to school and health checkups. Due to its broad coverage, Bolsa Familia was addressed to approximately a quarter of Brazil’s popoulation and nearly 1.7 milion beneficiaries managed to get leave from the program. The basis of the program is the „single registry”, the beneficiaries’ targeting tool which consists of household information.

Bolsa Familia has three main strategic objectives: • Reduce poverty and inequality; • Reduce the transmision of poverty between generations; Family development through complementary programs.In order to assess both the need and the financial benefit, and to cover a large part of the population, the program has set targets, or interval targets, based on only two main indicators - the monthly income of the family and the

These same criteria are also used when establishing the type of financial benefit a family can obtain: either a basic, variable or a variable youth benefit.

After the families enter the program, the indicators used as conditions to receive the financial support are: the children’s minimum school attendance and medical checkups. The set targets for minimul school attendance are: 85% for children with ages between 6-15 years old, and 75% for adolescents aged 16 or 17.The government doesn’t have strict targets regarding health, but the metrics that are being monitored are: vaccination and optimal development of children under 7 years old, as well as prenatal care for pregnant women and monitoring of the lactating women.

Brazil’s Bolsa Familia doesn’t state any KPIs monitored in order to assess the success of its strategic objectives, which can be a major

AROUND THE WORLD critique from the perspective of performance management implementation. Although it can be argued that phenomena of poverty or inequality are usually measured by global indexes, such as the Legatum Prosperity Index or the GINI coefficient, we cannot say the same about the other two strategic objectives set by the program. Hence, one recommendation would be to create a performance management system that assesses the performance of all objectives or initiatives.

We can acknowledge that there has been an initiative to measure the performance by developing an index to assess the decentralized management - a strategy employed by Bolsa Familia. The index was created to help divide the resources between municipalities, as one municipality has to score above 0,5 in order to receive

resources they can use for the management of the program, for the monitoring and for the implementation of complementary programs. The index measures the following indicators: • Measurement of the quality of the Single Registry data; • Registry update; • Information on the education conditionalities; • Information on the health conditionalities.

In conclusion, although there are several critiques regarding the implementation of the policy and the fact that it can create dependency on the system, or that without a reform in health and education the policy will not have the desired success , Bolsa Familia managed to reduce poverty and inequality, to reduce the infant mortality rate, to boost the education levels and

even help promte the dignity of the poor.

From this perspective, we can agree that Brazil has a performant program and that even though the performance management system described above is rather oversimplified, there are several lessons to be learnt from this analysis: 1. the significance of choosing the key objectives for the program; 2. the importance of selectig KPIs to measure all objectives, since in Brazil’s example it is not clear whether some objectives were achieved or not; 3. the relevance of standardizing the indicators, as this will bring clarity regarding what is being measured; 4. the value added by integrating indexes or already collected data into the data analysis process, as it simplifies the data collection process.

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TRENDS Trends and Statistics T his section comprises information about online search trends and statistics. On a global scale, Performance Management has seen a steady level of interest, as will be shown in our graphics. We have used two sources, Google Trends – to highlight interest over time, and Mangools – to showcase monthly average search

volumes. The latter is a top choice for SEO enthusiasts, as it offers two solid analytics tools which can yield valuable information regarding trends, no. of searches, CPC, PPC and other SEO-related items.

The categories we have decided to focus on are the following: Performance

Management, Performance Measurement, Performance Improvement, Performance Appraisal, Employee Performance, Strategic Management and Balanced Scorecard.

The rankings below were generated in February, 2017, and since then, changes might have occurred.

Trends in Organizational Performance Management

Performance Management Interest over Time

Feb 21, 2016

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

50.0 k

Performance Management Monthly Search Volume

25.0 k

0.0 Mar ’16

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Jul ’16

Sep ’16

Nov ’16

Jan ’17

Performance Measurement Interest over Time

Feb 21, 2016

112

Jun12, 2016

Oct 2, 2016

Jan 22, 2017

TRENDS 7,0 k

Performance Measurement Monthly Search Volume

3,5. k

0.0 Mar ’16

May ’16

Jul ’16

Sep ’16

Nov ’16

Jan ’17

Performance Improvement Interest over Time

Feb 21, 2016

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

4.0 k

Performance Improvement Monthly Search Volume

2.0 k

0.0 Feb ’16

Apr ’16

Jun ’16

Aug ’16

Oct ’16

Dec ’16

Performance Appraisal Interest over Time Feb 21, 2016

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

70.0 k

Performance Appraisal Monthly Search Volume

35.0 k

0.0 Mar ’16

May ’16

Jul ’16

Sep ’16

Nov ’16

Jan ’17

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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TRENDS

Employee Performance Interest over Time

Feb 21, 2016

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

3.0 k

Performance Appraisal Monthly Search Volume

1.5. k

0.0 Mar ’16

May ’16

Jul ’16

Sep ’16

Nov ’16

Jan ’17

Strategic Management Interest over Time

Feb 21, 2016

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

70.0 k

Strategic Management Monthly Search Volume

35.0 k

0.0 Mar ’16

May ’16

Jul ’16

Sep ’16

Nov ’16

Jan ’17

Balanced Scorecard Interest over Time

Feb 21, 2016

114

Jun 12, 2016

Oct 2, 2016

Jan 22, 2017

TRENDS 140.0 k

Balanced Scorecard Monthly Search Volume

70.0 k

0.0 Mar ’16

“

May ’16

Jul ’16

Sep ’16

Nov ’16

Jan ’17

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

“

Henry R. Luce

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

115

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EDUCATIONAL PROGRAMS Visual Summary

Institutions offering performance-related degrees Institutions offering performance-related subjects

T he

following section is dedicated to university degrees and specific courses on performance management and several other neighboring subjects. The selection encloses prestigious universities from all continents, together with the degrees they offer for specialized management courses and educational tuition fees.

Thus, the first table encompasses universities which offer degrees in Performance, Strategic Management, Business Information Management and others, alongside their relevant curriculums and program costs.

In Europe there is at least one university in every major country that offers both undergraduate and postgraduate studies in this field.

118

The HEC Management School, pertaining to Liege University of Belgium, has master’s degree in Management and Business Engineering, France’s Ecole Supérieure de Commerce has a Specialized Master in Management Control and Business Performance and the UK, through Aston University, has the Master of Operational Research & Performance Management degree.

North America has its Stern School of Business from New York University, which offers the Risk Management for Executives diploma. In the Middle East, the United Arab Emirates University has a detailed MBA which includes courses regarding Advanced Risk Management, Performance and Rewards Management and Organizational

Excellence Modelling. In Asia, the Peking University offers both an International and an Executive MBA. In Australia, the University of Adelaide has a Master of Commerce or Performance Management and, lastly, Africa offers MBA degrees from the University of Cape Town, Africa University and the North-West University.

The second table is focused not on university degrees but on Performance Management or Strategic Management courses. Once more, there is an extended number of universities worldwide which offer such courses, from UK’s Cambridge University, to USA’s Harvard, Australia’s Adelaide University, the Chinese University of Hong Kong, the Qatar University in the Middle East or the University of Cape Town in Africa.

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

American University in Cairo

Africa

Egypt

Executive MBA

• Managerial Economics 15 months • Strategic Accounting • Financial Management • Corporate Financial Management • Talent Management, Coaching and Mentoring • Leadership and Management • Innovation and Creating The Best Practices of Tomorrow • Global Supply Chain Management and Operational Excellence • Negotiation and Conflict Management • Entrepreneurial Management

USD $ 45,000

Ghana Institute of Management and Public Administration

Africa

Ghana

Executive MBA

• Corporate Leadership • Environment of Business • Economics of Strategy • Ethics, Social Responsibilty & Governance • Financial Management • Management Information Systems • Managerial Practice • Organisational Behaviour • Operations and Project Management • Strategic HRM • Strategic Management

2 years

USD $ 8,650

KNUST School of Business

Africa

Ghana

MBA & EMBA (Management & Organizational Development)

24 months

N/A

Graduate School of Business Leadership, University of South Africa

Africa

South Africa Master of Business • Human Resource Management and 3 years Leadership Employment Relations • Operations Management • Marketing Management • Financial and Management Accounting • Strategic Management • Economics and the Global Business Environment • Leadership and Organisational Dynamics • Strategic Financial Management • Strategy Dynamics and International Business • Information Resource Management • Business Research • Business Ethics

• Management Accounting • Quantitative Analysis • Business Economics • Leadership and Organizational Behaviour • Human Resource Management • Operations Management • Marketing Management • Corporate Finance • Research Methods • MIS & E-Business

Cost (fee per year)

USD $ 2,973

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name

Region Country

Graduate School of Business Africa - University of KwaZulu-Nata

Degree

Related subjects/topics

South Africa Master of • Leadership in Social Partnership Contexts Commerce in • Leadership and Corporate Citizenship Leadership Studies • Leadership, Local Government and Local • Economic Development • Leadership and Learning in Organisations • Leadership and Strategic Development • Leadership and Whole Systems Change • Modelling and Managing Complex Social Systems • Leading and Managing Transformational Change • Comparative Philosophies and Traditions of Leadership • Leadership, Organisational Ecology and Sustainability • Leadership and Transformative Learning • Leadership, Group Intelligence and Creativity • Leadership, Value Systems and Change

Duration 12 months (full-time)

Cost (fee per year) N/A

24 months (part-time)

University of Cape Town

Africa

South Africa Masters in Business • Complexity, Organisation and Values 24 months Administration • Evidence-Based Practice • Markets in Emerging Countries • Business, Government and Society • Leadership and Personal Development • Economics for Business • Organisational Behaviour and People Management • Operations Management • Strategy

USD $ 23,017

University of Johannesburg

Africa

South Africa Master of Commerce Leadership in Performance and Change

• Management of human capital • Strategic organisational performance • People strategy • Systems thinking in change • Visionary leadership and change management

1 year (full-time)

N/A

South Africa Programme for Management Development

• The Business Environment • People and Performance Management • Effective Execution • Value-Based Innovation • Operational Effectiveness • Business Strategy for Managers • Business Finance for Managers

10 months

University of Pretoria

120

Africa

Up to 3 years part time

USD $ 3,716

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

• High-performance Personal Authentic Leadership • High-impact Leadership and Teaming • Creating and Leading Highperformance Organisational Culture • Multiculturism, Transformation and Competitiveness • Strategy as the Art of Execution • The Role of Business in Society • Growth and Application of Personal Authentic Leadership

12 months

Cost (fee per year)

University of Stellenbosch

Africa

South Africa Postgraduate Diploma in Leadership Development

USD $ 8,213

Africa University, Faculty of Management and Administration

Africa

Zimbabwe

Master of Public • Public Sector Management in Africa 12 months Sector Management • Public Policy Formulation, Evaluation (MPSM) and Management • Governance snd Leadership • Strategic Planning and Leadership • Programme and Public Management • Performance Management • Diplomacy and Negotiation • Conflict Management and Post Conflict Reconstruction

N/A

Cheung Kong Graduate School of Business

Asia

China

MBA

• Mananagerial Economics • Leadership • Organisational Behaviour • Operations Management • Strategic Management • Business Ethics • Corporate Finance • Business Simulation • Operations Strategy

14 months

USD $ 61,446

China Europe International Business School

Asia

China

MBA

• Strategic Management 18 month​​s​ • Entrepreneurial Management • Chinese Economic Reform • Statistics for Managerial Decision Making • Operations Management • Corporate Finance • Organisational Behaviour • Responsible Leadership and Governance

USD $ 59,902

Guanghua School of Management

Asia

China

Master in Business • Eastern versus Western Culture 2 years Administration • Organizational Behavior • Decision Making and Operations Management • Strategy Management • Business Beyond Profits • Marketing Management • Managerial Economics

USD $ 15,900

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name

Region Country

Degree

The Hong Kong University of Science and Technology

Asia

Hong Kong

Master in Business • Preparing to Lead 12 months Administration • Data Analysis • Information and Technology Management • Management of Organisations • Operations Management • Strategic Management

USD $ 69,900

Indian Institute of Management Bangalore

Asia

India

Post Graduate Programme in Enterprise Management

• Strategic Thinking and Decision Making 22 months • Strategic Management of Technology and Innovation • Creating High Performance Organisations • Leading Change and Organisational Renewal • Operations Strategy • Business Data Mining and Decision Models • Strategic Information Systems • Management Control Systems • Social Network Analysis for Managerial Leadership

N/A

Binus University Business School

Asia

Indonesia

MM Executive in Strategic Management

• Corporate Finance 24 months • Marketing Management • Research Methods • Design Thinking for Leaders • Corporate and Business Strategy • Leadership and Organisational Behaviour • Innovation and Knowledge Economy • Managing Organisational Change • Strategies for Growth and Value Creation

USD $ 353/credit

Nagoya University of Commerce & Business

Asia

Japan

Global MBA

• Strategic Thinking 24 months • Business Presentation & Negotiation • Innovation of Learning Organization • Internal Control System & Risk Management • Strategic Change Management • Technology & Operations Management • Strategic Store & Channel Management • Organizational Behavior & Leadership • Designing Organizations • Corporate Governance • Strategic Business Planning • Corporate Mission & Strategy • Orchestrating Winning Performance

USD $ 19,879

122

Related subjects/topics

Duration

Cost (fee per year)

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Asia

Philipines

Master in Development Management

• Analyzing The Development Environment 11 months • Budgeting and Financial Tools for Development Managers • Bridging Leadership • Operations Management in Development • Systems Thinking • Strategic Management in Development • Performance Management System • Strategic Negotiation and Conflict Management

USD $ 13,260

National University of Asia Singapore Business School

Singapore

MBA

• Analytics for Managers • Corporate Strategy • Managerial Economics • Management Practicum • Management Accounting • Managing Operations • Management and Organisations • Leadership in Organisations • Management Communication • Management and Organisation • Strategy and Policy

USD $ 45,601

Solvay Brussels School of Asia Economics and Management

Vietnam

Master in Business Quality & Performance Management

• Strategy and business environment • Quality Management Systems • Total Quality and integrated systems Economic Intelligence and Knowledge Management • Sustainable development • Human Resource Management for quality and performance • Innovation Management

Asian Institute of Management

Duration

Vienna University of Economics and Business

Europe Austria

MBA Performance • Strategic performance management Management • Corporate governance • Corporate planning and reporting • Profitability and cost management • Corporate and Business Strategies

Aarhus University

Europe Denmark

M.Sc. Economics and Business Administration Strategy, Organisation and Leadership

17 months

Cost (fee per year)

USD $ 44,83

18 month​​s

• Organizational Change and Development 24 months • Strategy and Business Development • Leadership • Human Resource Management and Development • Organisational Theory: Structure and Behaviour

USD $ 33,822

Free (EEA) USD $ 11,274 (Non-EEA)

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

Cost (fee per year)

EDHEC Business School

Europe France

MSc in Strategy and Organization Consultancy

• Organizational Performance Assessment • Change Management • Ethics & Corporate Social Responsibility • Strategy & Business Modelling • Strategic Analysis • Operations Management • Risk Management

12 months

USD $ 20,293

ESCP Europe Business School

Europe France

Master Sc. Business • Balanced Scorecard Performance • Advanced management control Management • Supply chain • Management performance • Advanced management control • Cost control and analysis • Supply chain • Financial analysis • Negotiation • Management control in HR

12 months

USD $ 18,940

Berlin School of Economics Europe Germany and Law

Master in International Strategic Management

• International Project Management 15 months • Global Strategic Management (3 sem) • International Supply Chain Management • Strategic Performance Management • Innovation and Technology Management • International Strategy Project

N/A

Università Bocconi

MSc in Economics and Management of Government and International Organizations

• Strategic public management • Policy analysis and evaluation • Public accounting and performance management • Politics and policy making

USD $ 13,529

Europe Italy

Stockholm Business School Europe Sweden

Tilburg University

124

24 months

Master in Operations • Production management and services delivery 24 months Management and • Management control and financial analysis (4 sem) Control • Performance management • Project leadership and change management • Qualitative Research

Europe The Master of Netherlands Management and Organization

• Business Research Methods and Techniques 15 months • Strategic Management • Business Performance Management • Organization Dynamics

Free (EEA) USD $ 11,049 (Non-EEA)

USD $ 33,258

EDUCATION

University name Aston University

Heriot-Watt University

Region Country

Degree

Related subjects/topics

Duration

Cost (fee per year)

Europe UK

M.Sc. Operational Research and Performance Management

• Performance Measurement in Practice • Advanced Performance Measurement • Operational Research Methods • Effective Management Consultancy • Statistical & Economentric Analysis • Data Mining & Business Intelligence

12 months

USD $ 19,157 (Non-EEA)

International Business Management with Performance Management MSc

• International Business Context • Competititve Strategy • Measuring and Managing Performance • Business Economics • Research Philosophy and Practice • Systems Thinking and Analysis

12 months (full-time)

• Management Accounting for Performance Measurement • Understanding Top Management • Corporate Finance • Corporate Governance • Executive Leadership • Managing People and Organisations • Strategy

12 months

USD $ 63,276

1 year

N/A

Europe UK

London Business School

Europe UK

Masters in Leadership and Strategy

IAE Business School, Universidad Austral

Latin Argentina America

Masters in Business • Human Behavior in Organizations Administration • Decision Making • Self-Discovery and Leadership • Strategic Management • Managing Organizations in Contemporary Settings • Operations Analysis and Design • Management Systems • Organizations & Power • Operations Strategy and Management • Risk Management

Brazilian School of Public Administration

Latin Brazil America

Executive Master in Business Administration

USD $ 13,126 (EEA)

Depends on the country

24 months (part-time)

• Behavior within Organizations 2 years • Corporate Strategies • Organizational Structures and Processes • Operations Management • Strategic People Management • Leadership and Strategy • Strategic Information Management • Decision Making Process • Organizational Culture • Project Management • Strategy, Society and Government • Innovation Management

USD $ 4,283

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

Cost (fee per year)

Business School Sao Paulo

Latin Brazil America

Executive Master in • Complexity Management Business Science • Leadership and Team Development • Strategic Human Resources Management • Cross Cultural Management • Adaptability and Leadership Styles • Strategic Negotiation • Change Management • Corporate and Competitive Strategy • Managerial Planning and Control • Entrepreneurship and Innovation • Corporate Risk Management

N/A

FIA Business School Fundação Instituto de Administração

Latin Brazil America

International MBA

• Strategic Management 1 year • Quantitative methods and decision making • Economic analysis, scenarios and forecasting for businesses • Innovation, value creation and marketing management • Managing people and change • Technical communication and presentation skills • Achieving operational excellence in service and manufacturing • Strategic management of technology and information systems • Negotiating across cultures • International management • Ethics, Social Responsibility and Corporate Governance • The Challenge of Sustainability and Development

USD $ 3,431

Pontificia Universidad Catolica de Valparaiso

Latin Chile America

Master of Public Administration

• Quantitative Methods for Decision Making 2 year • Organization Theory • Management of Human Resources • Leadership and Teamwork Workshop • Private and Social Project Evaluations • Strategic Planning and Management Measures • Organizational Modelling and Re-design

N/A

Escuela de Administración de Negocios

Latin Columbia America

Master in Organizational Management

• Strategic Thinking and Global Management 2 years • Business Initiative and Development • Organizational Strategies • Organizational Intervention • Organizational Environment

USD $ 227,00

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EDUCATION

University name

Region Country

Degree

Related subjects/topics

INCAE Business School

Latin Costa Rica America

Master in Business • Operations Management Administration • Leadership • Management Communication • Sustainable Development • Business Strategy • Organizational Change and HHRR • Innovation • Negotiation • Management Control • Implementation of Marketing Plan • Leadership

EGADE Business School, Tecnologico de Monterrey

Latin Mexico America

MBA in Global Business and Strategy

Duration

Cost (fee per year)

2 years

Depends on the country

• Operations Management 1.5 to 2.5 • Managerial Economics years • Corporate Finance • Marketing Management • Leadership and Organizational Behavior • Competitive Strategy and Business Design • Entrepreneurship and Business Development • Negotiations and Decisions in Multicultural Environments • The 3S’s of Success: Strategy, Systems, Sustainability

N/A

CENTRUM Graduate Latin Peru Business School, Pontificia America Universidad Catolica del Peru

International MBA • Organizational Behavior 2 years • Leading the Change (part-time) • Leadership and Managerial Skills • Strategic Management • Coaching and Teamwork • Operational Management • Tools for Management Decisions Making • Management of Cultural Diversity • Innovation and New Business

USD $ 28,930

ESAN Graduate School of Business

International MBA • Critical Thinking • Managerial and Cost Accounting • Quantitative Analysis for Management • Leadership and Organizational Behavior • Managerial Economics • Managerial Decision-making • Business and Government • Strategic Management

USD $ 22,352

128

Latin Peru America

2 years

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

French Arabian Business School, Arabian Gulf University

Middle Kingdom of East Bahrain

Master of Business • Leadership and Organizational Behavior 18 month​​s​ N/A Administration • HR & Compensation Management • Managing People • Entrepreneurial Manager • Decision Making and Negotiation • Corporate & Competitive Strategy • Global Strategy & Managing the Global Corporation • Business sustainability & Society • Logistics & Supply Chain Management

Faculty of Business, Sohar University

Middle Oman East

Master of Business • Managerial Economics Administration • Human Resource Management • Marketing Management • Operations Management • Organizational Behaviour • Managerial Accounting • Research Methods • Strategic Management • Management Information System

2 years

USD $ 14,025

Sohar University Faculty of Business

Middle Oman East

Master of Business • Managerial Economics Administration • Human Resource Management • Operations Management • Organisational Behaviour • Strategic Management • Management Information System

2 years

USD $ 14,025

Al Yamamah University

Middle Saudi Arabia EMBA in East International Management & Leadership

2 years

USD $ 1,199/ credit hour

King Abdulaziz University

Middle Saudi Arabia Master of Business • Leadership and Organisational Behavior East Administration • Strategic Operations Management • Advanced Strategic Management • Entrepreneurship • Strategic Marketing • Managerial Economics • Management Information Systems • Quality Management • Managing Culture Differences • Negotiation Skills

N/A

N/A

• Management Ethics & Law • Operations Management • Management Statistics • Financial Management • Organisational Behaviour & Leadership • Supply Chain Management • Strategic Management • International Management

Cost (fee per year)

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

King Saud University

Middle Saudi Arabia Master of Public East Administration

Abu Dhabi University

Middle UAE East

Master of Business • International Business Management 2 years Administration • Leadership and Communication • Strategic Management • Operations and Supply Chain Management • Corporate Performance Management • Job Evaluation and Performance Appraisal

USD $ 734/ credit

Al Ain University of Science Middle UAE and Technology East

Master of Business • Organizational Behavior 2 years Administration • Strategic Management • Quality and Operations Management • Entrepreneurship Strategies • Business Strategy and Global Competitiveness • Innovation and Change Management Strategies • Leadership • Database Management Systems

USD $ 598/ credit

Amity University

Middle UAE East

Master of Business • Behavioural Science 2 years Administration • Organisational Behaviour • Management Information Systems • Human Resource Management • Organisational Development and Change • Operations Management • Performance Management Systems • Business Environment and Strategic Management • Talent Management

USD $ 9,590

United Arab Emirates University

Middle UAE East

Master of Business • Statistical and Quantitative Analysis 2 years Administration • Accounting for Senior Managers • Information Systems in Business • Financial management • Global Operations Management in the Service Environment • Strategic Human Resources Management • Strategic Management in a Dynamic Environment • Entrepreneurship and Innovation

USD $ 24,427 (Al Ain)

130

• Human Resources Management 2 years • Organizational Behavior • Quantitative Analysis in Public Administration • Data Management and Decision Support • Organizational Development • Performance Management • Strategic Management and Strategic Planning • Administrative Leadership

Cost (fee per year) N/A

USD $ 34,023 (Dubai) USD $ 36,294 (Abu Dhabi)

EDUCATION

University name

Region Country

Telfer School of North Canada Management, University of America Ottawa

Degree

Related subjects/topics

Duration

MBA High Performance

• Corporate governance and ethics • Leadership and management • Change management • Managing corporate performance • Operations management • Data analysis • Strategy formulation and implementation

12 months (full-time)

Cost (fee per year) USD $ 41,950

24 months (part-time)

Bellevue University

North USA America

Master of Science in Organizational Performance

• Performance Management 12 months • Coaching and Mentoring for High Performance • Leading for Innovation • Stimulating Creativity in Organizations • Talent Management

USD $ 525/credit hour

Broad College of Business, Michigan State University

North USA America

Master of Science in Management, Strategy and Leadership (online)

• Competitive and Business Strategy • Strategic Decision Making • Managing the Learning Organization • Negotiations • Leadership and Team Management • Leading the Strategic Change Process • Corporate Strategy • Talent Management and Development • Developing Reward and Compensation Systems • Strategic Analysis

20 months

USD $ 1,040/ credit

Kellogg School of Business, Northwestern University

North USA America

MS in Management • Accounting for Decision Making Studies • Business Analytics • Leadership in Organizations • Management Communications • Operations Management • Marketing Management • Business Strategy • Global Initiatives in Management

12 months

USD $ 48,000

McDonough School of Business, Georgetown University

North USA America

Strategy and Performance Management

• Elements of Organizational Performance • Strategic Alignment: The Balanced Scorecard Model • Performance Measurement & Evaluation • Communicating Organizational Results • Measuring Human & Intellectual Capital

McDonough School of Business, Georgetown University

North USA America

Executive Master’s in Leadership

• Models of Leadership • Leading Teams • Leading Change • Creating and Changing Cultures • Tools for Leadership • Negotiations • Decision-Making

13 months

USD $ 70,112

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

131

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Regis University

North USA America

MBA in Organizational Performance Management

• Sustainability and the Context of Business 12 months • The Economics of Management • Ethical and Legal Environment of Business • Developing Effective Organizations • Effective Decision Making in Performance • Organizational Performance Measurement Systems

USD $ 31, 709

Sawyer Business School, Suffolk University

North USA America

Exexutive Master in Business Administration

• Organizational Behavior 2 years • Conflict and Negotiation • Operations and Data Analysis • Challenge of Managing Value • Information Management for Competitive Advantage • Strategic Management

USD $ 20,061/ semester

School of Business Administration, University of Miami

North USA America

Master of Science in • Managing Through People Leadership • High Performance Leadership • Business Analytics and Operational Excellence • High Performance Teams • Individual Assess. & Coaching in Leadership Skills • Negotiation Strategies • Business Plan Fundamentals & Communications • Leading Across Cultures

Stern School of Business, New York University

North USA America

MBA (Leadership and Change Management)

• Collaboration, Conflict and Negotiation • Developing Managerial Skills • Negotiating Complex Transactions • Managing Change • Managing High Performing Teams • Power and Politics in Organizations • Managing the Growing Company • Leadership Models

24 months

USD $ 63,720

Webster University

North USA America

MA in Management • Organizational Behavior and Leadership • Managing Human Resources • Basic Finance for Managers • Management and Strategy • Managerial Leadership • Organization Development and Change • Integrated Studies in Management

12 months

USD $ 685/credit

132

Duration

Cost (fee per year)

USD $ 1,850/ credit

EDUCATION

University name

Region Country

Degree

Related subjects/topics

Duration

Curtin University

Oceania Australia

Master of Business Leadership

• Organisational Behaviour 1.5 years • Leadership Development (full-time) • Critical Thinking • Managerial Effectiveness • Leading and Facilitating Teams • Sustainable Leadership Practice • Strategic Leadership • Organisational Change and Development

USD $ 43,800

Melbourne Business School

Oceania Australia

Master of Management

• Management competencies • Business analysis and decision making • Managing for value creation • People and change • Operations and process management • Performance management and reward systems • Leadership and dynamics • Management and business communication • Sustainable business practices • Managing organizational change • Stategic management

USD $ 61,175

2 years (full-time) 1.5 years (full-time)

Cost (fee per year)

USD $ 45,508

Newcastle Business School, University of Newcastle

Oceania Australia

Master of Business • Operational Behaviour and Design Administration • Cross-Cultural Management • Entreprepneurship and Innovation • Human Resource Management • Strategic Management • Corporate Governance and Social Responsibility

1.5 years (full-time)

USD $ 15,483

RMIT University

Oceania Australia

Master of Business • Managing people 1.5 years Administration • Design thinking for business (full-time) • Leadership and management • Marketing for managers • Financial analytics for managerial decisions • Management of technology and innovation • Business operations management • Strategy

AUD $ 34,560

University of Canberra

Oceania Australia

Bachelor of Public Administration

• Organisational performance • Public sector management • Global challenges in governance • Organisational behaviour

3 years (full-time)

USD $ 25,320

University of Canberra

Oceania Australia

Master of Management

• Organisational behavior 1.5 years • Strategic management (full-time) • Leadership in contemporary organisations • Managing change and innovation • Management project • Organisational performance

USD $ 27,520

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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EDUCATION

University name University of New England

Region Country

Degree

Related subjects/topics

Duration

Oceania Australia

Bachelor of Organisational Leadership

• Advanced Academic Skills in Critical Contexts • Managing People and Organisations • Integrated Marketing Communications • Organisational Development and Change • Business Ethics, Globalisation and Sustainability • Organisational Leadership and Performance • Human Resource Planning and Development • Strategic Planning and Management

1 year (full-time)

USD $ 17,336

up to 4 years part time

University of Southern Qeensland

Oceania Australia

Bachelor of Business • Information Systems Concepts (Management and • Organisational behaviour Leadership) • Data analysis • Business ethics and governance • Managing organisations • Leadership • Managing knowledge • Leading organisational change • Enhancing performance

University of Sydney

Oceania Australia

Executive Master of Business Administration

University of Otago

Oceania New Zealand

Master in Business • Organisational Leadership 15 months Administration • Statistics and Decision Tools • Human Resource Management • Strategic Planning for International Markets • Leading Sustainable Enterprises • Operational Excellence • Strategy Implementation • Advanced Organisation Theory

134

Cost (fee per year)

3 years (full-time)

USD $ 15,130

• Leadership 1.5 years • Integrated Management (full-time) • Creating and developing new opportunities • Managing growth • Turning around mature businesses

USD $ 40,000

USD $ 27,656 (International Students) USD $ 22,124 (Domestic Students)

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135

CAREER

CAREERS & SALARIES

T he number of available positions related to Performance Management is an important indicator, as it shows the concept’s importance, growth rate and market penetration. Research was conducted for all six continents – Africa, Asia, Europe, Oceania, North America and South America, as well as the Middle East region taken on its own. These findings looked at some of the biggest markets in each geographical region, using the popular job website Glassdoor.com, to find out the approximate number of jobs offered in the field of Performance Management. The following tables contain data obtained from this website when searching for two keywords: “Strategy Manager” and “Performance Manager”. The data was correct at the time of the research

(December 2016 - February 2017). It can be noticed that the total number of positions for “Performance Manager” and “Strategy Manager” vary based on each country’s evaluation of what job would fit either of these roles.

For “Performance Manager”, the leading markets seem to be the United States of America, followed by the United Kingdom, India, Canada and Germany. When it comes to ”Strategy Manager”, there are a few shifts, with the United States of America still in the lead, but this time it is trailed by India, the United Kingdom, Germany and Canada. One interesting aspect to note here is the fact that for several countries – South Africa, the

Philippines, the United Kingdom, Denmark, Australia, the United States, Canada and Saudi Arabia, the no. of positions are somewhat similar, given each one’s respective values; this could possibly be explained by the fact that these countries’ evaluations of the “Performance Manager” & “Strategy Manager” roles are more closely related.

Overall, the research offers an overview on the openings for performance-related roles around the world and, considering the increasing interest in Performance Management at all levels, it seems reasonable to extrapolate this situation to the entirety of a year.

Table 1. Performance Manager positions

Performance Manager Region

Country-Market

No. of Available Positions

Website

Africa

South Africa

150

Glassdoor.com

Asia

India

1000

Glassdoor.com

China

150

Glassdoor.com

Philippines

150

Glassdoor.com

Malaysia

60

Glassdoor.com

Thailand

40

Glassdoor.com

Japan

30

Glassdoor.com

Indonesia

25

Glassdoor.com

United Kingdom

2000

Glassdoor.com

Germany

200

Glassdoor.com

Poland

40

Glassdoor.com

Switzerland

40

Glassdoor.com

Netherlands

25

Glassdoor.com

Denmark

20

Glassdoor.com

Oceania

Australia

150

Glassdoor.com

North America

United States of America

15000

Glassdoor.com

Canada

500

Glassdoor.com

Mexico

30

Glassdoor.com

South America

Brazil

20

Glassdoor.com

Middle East

Saudi Arabia

20

Glassdoor.com

United Arab Emirates

20

Glassdoor.com

Europe

136

CAREER Table 2. Strategy Manager positions

Strategy Manager Region

Country-Market

No. of Available Positions

Website

Africa

South Africa

200

Glassdoor.com

Asia

India

7000

Glassdoor.com

China

500

Glassdoor.com

Japan

150

Glassdoor.com

Philippines

150

Glassdoor.com

Malaysia

150

Glassdoor.com

Thailand

100

Glassdoor.com

Indonesia

100

Glassdoor.com

United Kingdom

4000

Glassdoor.com

Germany

1500

Glassdoor.com

Netherlands

200

Glassdoor.com

Switzerland

150

Glassdoor.com

Poland

100

Glassdoor.com

Denmark

50

Glassdoor.com

Oceania

Australia

300

Glassdoor.com

North America

United States of America

20000

Glassdoor.com

Canada

1000

Glassdoor.com

Mexico

100

Glassdoor.com

South America

Brazil

60

Glassdoor.com

Middle East

United Arab Emirates

70

Glassdoor.com

Saudi Arabia

30

Glassdoor.com

Europe

Wages Wages are an important factor in determining both the attractiveness and profitability of a domain. The data below, made public by the free jobs and career community PayScale, delivers an outlook over the pay range correspondent to Performance Managers and

Strategy Managers, across all the countrymarkets listed above. It should be noted that PayScale may not have enough data for both job roles, which may result in some countrymarkets only featuring wage levels for one of the two.

The highest, lowest and average wages are based on the available positions found on

the above-mentioned job website. The wage ranges are estimated, which entails that their accuracy might be affected. Furthermore, differences may also come from the various positions required: some industries are looking for Senior Performance Managers and, therefore, they will have a higher average salary than the other ones.

Table 3. Wage levels per country-market

Performance Management wage levels across each country-market Country-Market

Job role

$USD Min

$USD Max

$USD Average

South Africa

Performance Manager

23742

273028

39188

Strategy Manager

16144

95850

54764

Performance Manager

41750

83501

N/A

Strategy Manager

26139

159742

N/A

China

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

137

CAREER

Performance Management wage levels across each country-market Country-Market

Job role

$USD Min

$USD Max

$USD Average

India

Performance Manager

2889

35618

13830

Strategy Manager

9798

41458

18037

Performance Manager

3868

91002

21249

Strategy Manager

4054

82970

N/A

Performance Manager

17768

167668

65064

Strategy Manager

35785

153623

N/A

Performance Manager

8133

33492

N/A

Strategy Manager

23507

85723

N/A

Performance Manager

12114

211317

47851

Strategy Manager

63916

208482

N/A

Performance Manager

10223

91763

N/A

Strategy Manager

15701

59192

N/A

Performance Manager

50492

109366

N/A

Strategy Manager

32793

126181

66282

Performance Manager

34342

74342

43348

Strategy Manager

49132

98558

64164

Performance Manager

15396

171621

66632

Strategy Manager

N/A

N/A

60000

Performance Manager

24618

88192

N/A

Strategy Manager

49247

118598

60197

Performance Manager

104441

202798

N/A

Strategy Manager

N/A

N/A

138979

Performance Manager

22106

144259

64125

Strategy Manager

58110

121408

N/A

Performance Manager

38770

125433

64763

Strategy Manager

55169

142014

91755

Performance Manager

37030

130021

65091

Strategy Manager

64122

145162

98431

Performance Manager

N/A

N/A

16971

Strategy Manager

29525

39662

N/A

Performance Manager

33786

91117

55188

Strategy Manager

55887

87590

67104

Performance Manager

27825

N/A

N/A

Strategy Manager

29168

150960

N/A

Performance Manager

22838

186644

N/A

Strategy Manager

38395

175978

N/A

Performance Manager

46282

193339

91475

Strategy Manager

27597

290008

96308

Indonesia

Japan

Philippines

Thailand

Malaysia

Germany

United Kingdom

Poland

Netherlands

Switzerland

Denmark

Australia

United States of America

Mexico

Canada

Brazil

Saudi Arabia

United Arab Emirates

138

CAREER

EVENTS T he following section presents an overview of the main conferences, trainings and seminars that will take place in 2017, all over the globe.

From Canberra, to Dubai and Miami, performance management conferences and other events have been providing both practitioners and academics with new knowledge and techniques in this specific field.

For this year’s events section, we will be

bringing you a series of conferences organized by both worldwide renown firms, as well as a few that will either be organized by or in partnership with The KPI Institute.

2017 promises to be an eventful year for performance management-related events.

Important events, such as the Strategic Workforce Planning Masterclass from Miami, The Complete Course on Management & Leadership from London, or the Strategy

Excellence: from Strategic Vision to Tactical Execution from Houston, have already been announced. This year, topics appear to revolve around strategy, HR & employee performance, supplier performance, performance improvement & KPIs. The information has been gathered using the official websites of the events or the organizers and the data was correct at the time of the research (March, 2017).

Table: Performance Management events in 2017

Date

Title

Type

Location

Duration Organizer

Fees

01 – 05 May

Strategy & Strategic Planning

Practitioners and Professionals

London

5 days

Oxford Management Center

$5,500

08 – 12 May

Strategic Workforce Planning Masterclass

Practitioners and Professionals

Miami

5 days

Oxford Management Center

$6,950

15 – 19 May

Human Resources Development & Personnel Management

Practitioners and Professionals

Kuala Lumpur

5 days

Oxford Management Center

$5,500

06 – 10 August

Essential Management Skills for Administrators: Moving into Management for Administrators

Professionals

Dubai

5 days

Oxford Management Center

$4,500

08 – 12 October

Managing & Negotiating with Consultants & Contractors: Selecting, Developing and Working with Suppliers

Practitioners

Dubai

5 days

Oxford Management Center

$4,500

26 – 28 April

The 11th Annual ERM for Government 2017

Practitioners and Professionals

Canberra

3 days

International Quality and Productivity Center

"Early bird fees: $3,399 – $5,099 Regular fees: $3,699 - $5,499"

13 – 15 June

The 2nd Annual Workforce Planning Summit 2017

Professionals

Sydney

3 days

International Quality and Productivity Center

"Early bird fees: $3,299 – $5,249 Regular fees: $3,699 - $5,699"

21 – 23 August

OPEX Week: The Business Transformation World Summit

Practitioners and Professionals

San Diego

3 days

International Quality and Productivity Center

"Early bird fees: $1,799 - $2,399 Regular fees: $2,599 - $3,299 Economy Class Pass - $3,299"

10 – 21 April

The Complete Course on Management & Leadership

Practitioners and Professionals

London

12 days

AZTech

$9,900

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

139

CAREER

Date

Title

Type

Location

Duration Organizer

Fees

23 – 27 April

Key Performance Indicators & Optimisation

Practitioners and Professionals

Dubai

5 days

AZTech

$4,150

15 – 19 May

Strategy Excellence: from Strategic Vision to Tactical Execution

Practitioners and Professionals

Houston

5 days

AZTech

$6,450

10 – 14 July

Performance Measurements, Continuous Improvement & Benchmarking

Professionals

London

5 days

AZTech

$4,950

09 – 13 October

Improving Productivity & Employee Engagement through Effective Frontline Leadership

Professionals

London

5 days

AZTech

$4,950

Table: The KPI Institute events or partnerships - 2017

International Conferences Date

Title

Location

Duration Organizer

Fees

16 – 18 May

CERTx MENA

Riyadh

3 days

IEE

"Public Sector: $500 – 1,200 Private Sector: $1,000 – $2,400"

N/A – December

Performance Improvement & KPIs Conference

Kuala Lumpur

N/A

The KPI Institute

N/A

Conferences in Romania Date

Title

Location

Duration Organizer

17 – 18 May

Conferinta Managementul Relatiilor cu Clientii in România

Bucharest

2 days

The KPI Institute

N/A

23 June

Inteligenta emotionala

Cluj

1 day

The KPI Institute

N/A

18 – 19 October

Conferinta Managementul Performantei în România

Bucharest

2 days

The KPI Institute

N/A

22 – 23 November

Conferinta Managementul Performantei în România

Sibiu

2 days

The KPI Institute

N/A

140

Fees

THE KPI DICTIONARY · REFERENCE COLLECTION OF BOOKS

Find the most suitable KPIs to measure your business success!

Examples of documented Key Performance Indicator Definitions for an in depth view on Performance Measurement Newly released publications: 14 Functional Area KPI Dictionaries 18 Industry KPI Dictionaries

7 years of business research invested

30,000+ resources studied

20+ subject matter experts involved

Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2015 Statistics. Media Exposure. Educational Programs. Main Events in the field. Career. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Australia. China. Italy. Indonesia. New Zealand.

Pakistan. Saudi Arabia. Singapore. Turkey. United Kingdom. | Keywords analyzed. Analytics. Balanced Scorecard. BI. Business Intelligence. Business Performance Management. Corporate Performance Management. Dashboard. Employee Evaluation. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Individual Performance Plan. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Performance Management. Performance Management Plan. Performance Management System. Performance Measures. Performance Review. Scorecard. Strategic Performance Management. Strategy Execution. Strategy Implementation. Strategy Management. | Educational Degree Institutions. Aston University. University College Dublin. Erasmus University Rotterdam. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. University of Liege HEC Management School. École Supérieure de Commerce Paris Europe. Universita degli Studi di Palermo. Franklin University. New York University Stern School of Business. University of Pennsylvania Wharton Business School. Regis University. Weber State University. Bellevue University. Georgetown University. University of Sydney. The University of Adelaide. Monash University. King Abdulaiz University, Faculty of Economics and Administration.

Beirut Arab University, Faculty of Business Administration. United Arab Emirates University. Zayed University College of Business. Peking University Guanghua School of Management. The Chinese University of Hong Kong. University of Delhi, Faculty of Management Studies. Africa University, Faculty of Business Administration. University of Cape Town, Graduate School of Business. North-West University, Faculty of Economic and Management Sciences. | Performance Management Events. 2015. Bahrain: Manama; Egypt: Cairo; Hungary: Budapest; Hong Kong; India: Mumbai; New Zealand: Auckland; Oman: Muscat; Saudi Arabia: Jeddah; Scotland: Edinburgh; Singapore: Singapore; Spain: Barcelona; United Arab Emirates: Dubai; United Kingdom: London; United States: Florida, New York, San Diego, San Francisco, Texas. | Career.

Jobs. Salaries. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Personal Performance. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 18. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Gartner: Magic Quadrant for Business Intelligence and Software Solutions. | 232 countries reviewed. 87 with performance management legislation in place. Abkhazia. Afghanistan. Åland Islands. Albania. Algeria. American Samoa.

Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas.

Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina.

Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada.

Cape Verde. Caribbean Netherlands. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Islands. Cocos (Keeling) Islands. Colombia. Comoros. Congo, Democratic Republic of the. Cook Islands. Costa Rica. Cote d’Ivoire. Croatia.

Cuba. Curacao. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador.

Eritrea. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Faroe Islands. Fiji. Finland. France. French Guiana. Gabon. Gambia, The. Georgia. Germany. Ghana. Greece. Grenada. Guadeloupe. Guam. Guernsey. Guyana. Honduras.

Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey and Saint Pierre and Miquelon. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos.

Latvia. Lebanon. Lesotho. Liberia. Libya. Liechtenstein. Lithuania. Luxembourg. Macau. Macedonia. Madagascar. Malawi.

Malaysia. Maldives. Mali. Malta. Marshall Islands. Mauritania. Mauritius. Mayotte. Mexico. Micronesia, Federated States of.

Moldova. Monaco. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Caledonia. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Islands. Norway. Oman, Sultanate of. Pakistan. Palau.

Palestine. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Puerto Rico. Qatar.

Réunion. Romania. Russia. Rwanda. Saint Barthelemy. Saint Helena, Ascension and Tristan da Cunha. Saint Kitts and Nevis.

Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia. Seychelles.

Sierra Leone. Singapore. Sint Maarten. San Marino. Slovakia. Slovenia. Solomon Islands. Somalia. South Africa. South Ossetia. Spain. Sri Lanka. Sudan (South). Suriname. Svalbard and Jan Mayen Islands. Swaziland. Sweden. Switzerland.

Syria. Taiwan. Tajikistan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau. Tonga.

Transnistria. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Turks and Caicos Islands. Tuvalu. Uganda. Ukraine. United Arab Emirates. United Kingdom. United States. Uruguay. Vatican City. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. Wallis and Futuna. West Bank. Western Sahara. Zambia. Zimbabwe.

PERFORMANCE MANAGEMENT IN 2015

More Publications INTERVIEWS

LEGISLATION

“New IT developments and software tools allow countries around the world to break conventional boundaries.”

EDUCATION

PERFORMANCE MANAGEMENT IN 2015

EVENTS

State of the discipline annual magazine

“Collaborative efforts will grow continuously and further impact Performance Management.”

Perspectives 13 Interviews. 10 Countries.

Practitioners. Academics.

Consulants

Around the World Performance - related legislation in 232 countries

Keyword Trends Statistics for the most popular performance-related keywords in Google search

Keep up to date with industry trends and leaders!

Education Degrees. Subjects. Main Events.

Resources Best-selling books. Latest published books. Academic articles. Portals.

Communities

Software Gartner’s Magic Quadrant for 2016.

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION For more details visit our store: marketplace.kpiinstitute.org

141

BESTSELLING BOOKS T he

following section of the report is dedicated to bestselling books which have either Business Strategy, Measurement, Improvement/Management, Employee

Performance or the BSC as their main theme.

The selection includes the top five books on sold Amazon.com, the world’s

biggest online retailer, for each category.

The rankings below were generated in February, 2017, and since then, changes might have occurred.

Table: Top 5 books on “Business Strategy”

Business Strategy

No

Title

Author

Published

1

Business Strategy: A guide to effective decision-making (Economist Books)

The Economist and Jeremy Kourdi

2015

2

The Art of Strategy: A Game Theorist's Guide to Success in Business and Life

Avinash K. Dixit and Barry J. Nalebuff

2010

3

Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)

Verne Harnish

2014

4

Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

Alexander Osterwalder and Yves Pigneur

2010

5

Good Strategy Bad Strategy: The Difference and Why It Matters

Richard Rumelt

2011

Title

Author

Published

1

The Personal MBA: Master the Art of Business

Josh Kaufman

2012

2

The First-Time Manager

Loren B. Belker and Jim McCormick

2012

3

How to Improve Your Leadership and Management Skills - Effective Strategies for Business Managers

Meir Liraz

2013

4

Good to Great: Why Some Companies Make the Leap and Others Don't

Jim Collins

2001

5

How Successful People Think: Change Your Thinking, Change Your Life

John C. Maxwell

2009

Title

Author

Published

1

The Balanced Scorecard: Translating Strategy into Action

Robert S. Kaplan and David P. Norton

1996

2

Balanced Scorecards and Operational Dashboards with Microsoft Excel

Ron Person

2013

3

Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results

Paul R. Niven

2006

4

Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies

Paul R. Niven

2008

5

Execution Excellence: Making Strategy Work Using the Balanced Scorecard

Sanjiv Anand

2016

Table: Top 5 books on “Business Management”

Business Management

No

Table: Top 5 books on “Balanced Scorecard

Balanced Scorecard

No

142

RESOURCES

LATEST PUBLISHED BOOKS T he

following section of the report is dedicated to the latest published books which have either Business Strategy, Measurement, Improvement/Management, Employee

Performance or the BSC as their main theme.

The selection includes the top five books on sold Amazon.com, the world’s biggest online retailer, for each category. The rankings below

were generated in February, 2017, and since then, changes might have occurred.

Table: The latest published books on “Business Strategy”

Business Strategy

No

Title

Author

Published

1

The Value Driven Business: The Simple Strategy To Create A Business You Love

Benjamin Teal

2017

2

Turning Goals into Results (Harvard Business Review Classics): The Power of Catalytic Mechanisms

Jim Collins

2017

3

The Check-in Strategy Journal: Your Daily Tracker for Business and Personal Development

Robert Craven and Adam Harris

2017

4

The Most Effective Content Marketing Strategies You Need to Master (Online Business Marketing Guides Book 3)

Jason Britt

2017

5

Passive income: Ideas and strategies on how to acquire financial freedom and live life on your terms

Horace Townsend

2017

Title

Author

Published

1

Managing Millennials - The 5 Minute Guide (Sales Management, Team Management, Motivation Management)

Jake Archer

2017

2

Manage.Lead.Transform: A Project Manager's Guide to reducing projects timelines by 50% or more

Shakeel Akhtar and Ayesha Hakim

2017

3

250 Greatest Words of Wisdom on Business, Entrepreneurship, Leadership & Management and Success from Richard Branson: Powerful Quotes and Life Lessons from Famous People

Hanks, Thomas Jay

2017

4

How to Dissolve the Divide: Tales from the Business-Management World

J. D. Strazz

2017

5

Entrepreneurship: An Entrepreneur's Guide to Wealth Building

Benjamin Sallai

2017

Title

Author

Published

1

Preference for Balanced Scorecard Measures: The Effects of Compensation and Strategy Formulation

Linghua Wang

2017

2

Strategy Driven for Success Handbook: Deploy Strategies - Achieve Objectives Celebrate Successes

Rod Baxter

2016

3

Balanced Scorecard for Performance Measurement

IntroBooks and Andrea Giordani

2016

4

A Guide to the Balanced Hoshin: A Better Way to Plan and Execute Strategy

Paul Osborn and Dave Nave

2016

5

Budgeting, Forecasting and Planning In Uncertain Times

Michael Coveney and Gary Cokins

2016

Table: The latest published books on “Business Management”

Business Management

No

Table: The latest published books on “Balanced Scorecard”

Balanced Scorecard

No

PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

143

RESOURCES

COMMUNITIES

For today’s business environment and the fast-paced corporate

world, even e-mail connections may seem too slow and unresponsive. Since 2012, social media has been encompassed in a booming ascension trajectory. While everyday connections are being delivered by platforms such as Facebook, business to business interactions migrated towards specialized social networks, such as LinkedIn. It offers the proper environment to share, exchange and analyze current trends, news and expertise related to various fields of business.

Thus, when it comes to Performance Management, seven different categories of groups have been identified, namely Performance Management, Business Strategy, Performance Measurement, Performance Improvement, Employee Performance Management, Balanced Scorecard and Business Intelligence.

The highly dynamic nature of the field becomes obvious when looking at the number of members registered for some of the Table: Performance Management communities

top groups, in each category: The Business Improvement, Change Management, Corporate Culture & Performance Management group has around 85,764 members, the Strategy Consulting Network – 186,947, PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics – 24,439, Human Resource Management (HR, SPHR, SHRM, Recruiter) – 174,754, Business Intelligence Professionals (BI, Big Data, Analytics, IoT) – 236,056.

Every group has experienced an increase in the number of members over the years, thus reflecting the increasing interest given to specific domains related to performance management.

Each group’s member base is represented below. The number of members was correct at the time of the research. However, given the high dynamism of social media, the number of members for the presented groups might have changed.

Table: Business Strategy communities

Performance Management

Business Strategy

Business Improvement, Change Management, Corporate Culture & Performance Management

85,764

Business Strategy & Competitive Strategy Forum

87,739

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

24,439

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

24,439

Performance Management Professional Group

25,686

Strategy Consulting Network

186,947

Table: Performance Measurement communities

Table: Performance Improvement communities

Performance Measurement

Performance Improvement

Certificate in Investment Performance Measurement (CIPM)

4,035

Business Improvement, Change Management, Corporate Culture & Performance Management

85,764

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

24,439

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

24,439

Performance Measurement

7,642

"International Society for Performance Improvement - ISPI"

7,735

144

RESOURCES Table: Employee Performance Management communities

Table: Balanced Scorecard communities

Employee Performance Management

Balanced Scorecard

Human Resources (HR) & Talent Management Executive

547,209

Balanced Scorecard Practitioners Global Network

34,757

Human Resource Management (HR, SPHR, SHRM, Recruiter)

174,754

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

24,439

Employee Performance Management (HR)

5,852

Balanced Scorecard Group

6,344

Table: Business Intelligence communities

Business Intelligence Business Intelligence Professionals (BI, Big Data, Analytics, IoT)

236,056

Business Analytics, Big Data and Artificial Intelligence

1741,59

Business Intelligence & Analytics Group

42,364

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DETAILED DOCUMENTATION

COMPLEX ARTICLES PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

145

RESOURCES

PORTALS

It comes as no surprise that today’s world relays mostly on online content as a prime source of information and knowledge. The following section was born with the intention of providing necessary guidelines for online orientation in the Performance Management field. Thus, the tables below provide a ranking of the ten most accessed Performance Management related websites, based on their online traffic statistics. Moreover, this year we have decided to

separate & compare websites based on their respective categories, as some are software providers, while others are online libraries or repositories.

The ranking in the first table is provided by Alexa.com, while the second table was provided by Similarweb.com, both of which offer trustworthy web statistics rankings.

Table: The most visited portals according to Alexa.com

No

Name

Category

Rank on Alexa.comd

1

www.KPILibrary.com

Repositories

297,837

2

www.kpiinstitute.org

Repositories

457,475

3

www.smartKPIs.com

Repositories

25,480,649

4

www.performanceportal.org

Repositories

-

5

www.businessintelligence.com

Software

506,488

6

www.b-eye-network.com

Software

568,433

7

www.dashboardinsight.com

Software

680,394

8

www.enterprise-dashboard.com

Software

1,387,802

9

www.dashboardspy.com

Software

1,399,534

10

www.dashboardzone.com

Software

1,569,835

Table: The most visited portals according to Similarweb.com

Global rank on Similarweb.com

Category

Category rank on Similarweb.com

www.KPILibrary.com

#433,540

Repositories

#48,398

2

www.kpiinstitute.org

#733,388

Repositories

#70

3

www.performanceportal.org

#26,832,562

Repositories

#4,821,843

4

www.smartKPIs.com

N/A

Repositories

N/A

5

www.businessintelligence.com

#1,056,218

Software

#23,651

6

www.b-eye-network.com

#1,253,923

Software

#27,150

7

www.dashboardinsight.com

#2,114,288

Software

#41,229

8

www.enterprise-dashboard.com

#2,125,336

Software

#41,425

9

www.dashboardspy.com

#2,268,094

Software

#43,527

10

www.dashboardzone.com

#2,839,998

Software

#51,833

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No

Name

1

SOFTWARE

SOFTWARE Gartner releases its 2017 Magic Quadrant for BI and analytics platforms February of 2017 marked the release of a yearlong expected report, the Magic Quadrant for Business Intelligence and Analytics Platforms published by Gartner.

In 2016, Gartner redesigned the Magic Quadrant for BI and analytics platforms to reflect a new, more modern, user-centric business perspective, compared to the older IT-defined enterprises. Now, in 2017, there is evidence “that the BI and analytics platform market’s multiyear transition to modern agile business-led analytics is now mainstream.”

“Reduced feature differentiation among a crowded market of players, buyer requirements for larger enterprise deployments, and the emergence pricing pressure are evidence of the maturity of the current market.”

analytics. Includes analytics for individual business units and users.

3. Governed Data Discovery Supports a workflow from data to self-service analytics to SOR, IT-managed content with governance, reusability and promotability of user-generated content to certified SOR data and analytics content.

4. OEM or Embedded BI Supports a workflow from data to embedded BI content in a process or application.

5. Extranet Deployment Supports a workflow similar to agile centralized BI provisioning for the external customer or, in the public sector, citizen access to analytic content.

Future trends

The Gartner team underlines the importance of the Magic Quadrant as it focuses on products that meet the criteria of a modern BI and analytics platform, which are driving the majority of net new mainstream purchases in the market today.

Finally, the Gartner report isolated the BI and

analytics platforms trends for the near future.

According to them, by 2020: • “smart, governed, Hadoop/Spark-, search- and visual-based data discovery capabilities” will merge into a single group of next-generation data discovery capabilities as components of modern BI and analytics platforms; • 90% of modern BI platforms will have a natural-language generation and artificial intelligence feature; • 50% of analytic queries will be generated using search, natural-language processing or voice, or will be auto-generated; • the number of citizen data scientists will grow five times faster than the number of data scientists.

What is more, by 2021, “the number of users of modern BI and analytics platforms that are differentiated by smart data discovery capabilities will grow at twice the rate of those that are not, and will deliver twice the business value.”

Platform leaders Just like last year, the leaders in Gartner’s Magic Quadrant are Microsoft, Qlik and Tableau. The quadrant ranks the BI and analytics platforms based on their ability to execute, correlated with their completeness of vision, among others.

Magic Quadrant ranking indicators Gartner uses a series of ranking variables which are called “use cases”. Analytics vendors, such as the above mentioned ones, are assessed for their support of five main use cases: 1. Agile Centralized BI Provisioning Supports an agile IT-enabled workflow, from data to centrally delivered and managed analytic content, using the self-contained data management capabilities of the platform.

2. Decentralized Analytics Supports a workflow from data to self-service PERFORMANCE MANAGEMENT IN 2016: GLOBAL EDITION

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RESOURCES

JOIN OUR GLOBAL PARTNERSHIP NETWORK WE VALUE STRONG PARTNERSHIPS AND THEIR POTENTIAL TO SUPPORT PERFORMANCE DEVELOPMENT WORLDWIDE Our partners have the unique advantage of selling and delivering the world’s most comprehensive training on KPIs selection, documentation and reporting, a result of our research in performance management system implementation.

BENEFITS Worldwide reach. Over 5000 certified KPI world-wide professionals.

Partnering with the leader. Proven global leader in performance management and KPIs training.

Collaborate for success. Management tools, technical guidance, and go-to-market resources to help you become a performance management expert and drive business success.

Develop unrivalled expertise. The KPI Institute insight plus Membership online sales and our consultant resource centers provide partners with the same tools and reference materials that our employees use in the field.

PROUD OF OUR LATEST PARTNERS

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Find more about Partnership Programs here: partnership.kpiinstitute.org/

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Content. Methodology. Visual Summary. Introduction. Global Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends and Statistics. Educational Programs.

Main Events in the field. Career. Bestselling Books. Latest Published Books. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Belgium. Italy. Norway. Saudi Arabia. United Kingdom. | Keywords analyzed. Performance Management. Performance Measurement. Performance Improvement. Performance Appraisal. Employee Performance. Strategic Management. Balanced Scorecard. | Educational Degree Institutions. Aston University.

University College Dublin. Erasmus University Rotterdam. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano.

University of Liege HEC Management School. École Supérieure de Commerce Paris Europe. Universita degli Studi di Palermo. Franklin University. New York University Stern School of Business. University of Pennsylvania Wharton Business School. Regis University. Weber State University. Bellevue University. Georgetown University.

University of Sydney. The University of Adelaide. Monash University. King Abdulaiz University, Faculty of Economics and Administration. Beirut Arab University, Faculty of Business Administration. United Arab Emirates University. Zayed University College of Business. Peking University Guanghua School of Management. The Chinese University of Hong Kong. University of Delhi, Faculty of Management Studies. Africa University, Faculty of Business Administration. University of Cape Town, Graduate School of Business. North-West University, Faculty of Economic and Management Sciences. | Career. Jobs. Salaries. | Performance Management Events.

2017. Australia: Canberra, Sydney; Malaysia: Kuala Lumpur; Romania: Bucharest, Cluj-Napoca, Sibiu; Saudi Arabia: Riyadh; United Arab Emirates: Dubai; United Kingdom: London; United States: Miami, San Diego, Texas. | Book Categories. Business Management. Business Strategy. Balanced Scorecard. | Communities Analyzed. Performance Management. Business Strategy. Performance Measurement. Performance Improvement. Employee Performance Management. Balanced Scorecard. Business Intelligence. | Portals. Top 10 Most Visited. | Software. Gartner: Magic Quadrant for Business Intelligence and Software Solutions. | 232 countries reviewed. 87 with performance management legislation in place. Abkhazia. Afghanistan. Åland Islands. Albania. Algeria. American Samoa.

Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan.

Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia.

Cameroon. Canada. Cape Verde. Caribbean Netherlands. Cayman Islands. Central African Republic. Chad. Chile.

China. Christmas Islands. Cocos (Keeling) Islands. Colombia. Comoros. Congo, Democratic Republic of the. Cook Islands. Costa Rica. Cote d’Ivoire. Croatia. Cuba. Curacao. Cyprus. Czech Republic. Denmark. Djibouti. Dominica.

Dominican Republic. Ecuador. Egypt. El Salvador. Eritrea. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Faroe Islands. Fiji. Finland. France. French Guiana. Gabon. Gambia, The. Georgia. Germany. Ghana.

Greece. Grenada. Guadeloupe. Guam. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia.

Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey and Saint Pierre and Miquelon. Jordan. Kazakhstan.

Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia.

Libya. Liechtenstein. Lithuania. Luxembourg. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali.

Malta. Marshall Islands. Mauritania. Mauritius. Mayotte. Mexico. Micronesia, Federated States of. Moldova.

Monaco. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Caledonia. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Islands. Norway. Oman, Sultanate of. Pakistan.

Palau. Palestine. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal.

Puerto Rico. Qatar. Réunion. Romania. Russia. Rwanda. Saint Barthelemy. Saint Helena, Ascension and Tristan da Cunha. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe.

Saudi Arabia. Senegal. Serbia. Seychelles. Sierra Leone. Singapore. Sint Maarten. San Marino. Slovakia. Slovenia.

Solomon Islands. Somalia. South Africa. South Ossetia. Spain. Sri Lanka. Sudan (South). Suriname. Svalbard and Jan Mayen Islands. Swaziland. Sweden. Switzerland. Syria. Taiwan. Tajikistan.

Tanzania. Thailand. Timor-Leste. Togo. Tokelau. Tonga. Transnistria. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Turks and Caicos Islands. Tuvalu.

Uganda. Ukraine. United Arab Emirates. United Kingdom. United States.

Uruguay. Vatican City. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. Wallis and Futuna. West Bank. Western Sahara. Zambia. Zimbabwe.