Publications

	Table of Contents
p. 6 of 8 BACK | NEXT I. Introduction II. Background Information III. Operational Assessment A. NARO's Utility and Operational Effectiveness for the Bank B. NARO's Usefulness from the Perspective of its Constituencies C. Ongoing Efforts to Improve Effectiveness and Minimize Costs IV. Benefits and Costs V. Conclusions

A Review of North American Representative Office : III. Operational Assessment

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C. Ongoing Efforts to Improve Effectiveness and Minimize Costs

27. NARO can best be described as an outreach office-the work orientation is primarily outward with staff spending most of their time going to the constituencies. The interior design features of the office are minimal and the furnishings are basic. While located in a good quality commercial building, rental charges are reasonable in light of initial assistance from IMF in negotiating the lease and annual rent increases of approximately 2 percent. These factors helped keep establishment and operating costs down.

28. Over the past two years, NARO adopted a number of measures to improve effectiveness and minimize costs. Missions within the constituency were planned to include multiple city stops so as to effectively utilize travel time. Each city visit tried to include discussions with all interest groups to maximize the range of contacts. NARO leveraged its outreach activities by taking advantage of public relations opportunities organized by interest groups in Canada and the US. This expanded NARO's opportunities to meet the constituencies with minimal resource impact. NARO also enlisted Headquarters staff to leverage its outreach activities. Events were arranged around visiting Headquarters staff to provide the constituencies with more opportunities for in-depth discussions on issues of concern.

29. NARO's physical location made it possible for the Bank to contract part of its telecommunications requirements through a lower cost, US-based telecommunications company. NARO served as a telecommunications hub with communications from Headquarters routed through NARO to most member countries. This arrangement has allowed the Bank to realize telecommunications savings¹ of approximately $455,000 in 1996 and 1997.

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