“… il y a beaucoup de problèmes quand il s‟agit de réalisation concrète…”
Amadou Boubacar Cissé, Minister of State for Planning, Regional Development, and Community
Development, Niger
“… there is disconnection between decision made and implementation…”
Anne Ndirangu, COMESA, Monitoring and Evaluation Expert
2
Addressing
problems: beyond
technical solutions
Effective
implementation: Needs
collaborative action
Productive process:
Acceptance of new
ways of doing things
Success:
Depends on
managing change
processes
skillfully
3
Authorizing
environment
• Challenges;
• Stakeholder
alignment;
• Enabling
conditions for
teams in charge
of carrying out
implementation.
Implementing
• Jump-starting
complex
reforms;
• Accelerating
implementation;
• Innovating way
of working;
• Measuring
reform
outcomes.
Sustaining
• Development
goals;
• Capacities;
• Performance-
oriented
culture.
5
Set up an
authorizing
environment
Sustain Implement
-Binding Constraints -Net Map -Strat. Comm.
Institutionalization RRA/RRI
6
RESULTS FIRST – short term outcome is more
tangible, makes the „pressure cooker‟
environment and creates space for innovation
and learning.
READINESS AND OWNERSHIP – Where there is
readiness means the results attained and lessons
learned are of value to the organization and its
staff ( go to scale and sustain)
PROVEN PRACTICES – High performance teams
with right people; leadership coaching; and space
to reflect and grow facilitate achievement of the
final result.
• Ambitious outcome-oriented performance goal
• RRI goal aligned with a broader framework RESULTS FIRST
• Leadership and Stakeholder Orientation
• Temporary governance structure with clear roles
READINESS AND
OWNERSHIP
• Rapid Results Initiative
• Coaching
• Structured process in 4 phases
PROVEN
PRACTICES
9
A Rapid Results Initiative is a structured process that mobilizes teams to achieve a meaningful, challenging result in 100 days or less- learning along the way.
◦ RRIs help when implementation capacity is missing;
◦ RRIs help when a result is needed and the margin of error is low;
◦ When the process is unclear due to the adaptive nature of the challenge.
Mai 2009 11
Gérer le Progrès
Shape
Launch
Mid-point
review
Final review
* Align stakeholder * Identify constraints * Agree on critical challenge * Identify Team members
Help the team prepare for implementation
* Take time to identify effective practices / strategies * Change course if needed
* Celebrate the team‟s success * Discuss scale up plans and next steps
T1
T50
>T100
<T1
• Bring institutional support and set up an
authorizing environment for implementation
• Help overcome non-technical constraints
Leadership
Group
• Manage towards results
• Mobilize team
• Learn by doing
RRI Team
• Facilitate problem solving, result delivering and
learning process
• Assist team in applying the methodology
RRI Coach
13
BURUNDI: Improving the quality and reliability of electricity service [related to one of AfriK4R strategic policy areas: Business environment <<Getting electricity>>]
“To sustain economic performance, we must demand greater efficiency, and we expect results from all sectors... In this regard, we have already motivated people towards improved accountability, planning and performance using the Rapid Results Approach”
Pierre Nkurunziza, President of the Republic of Burundi
Bujumbura, 2011
16
From Strategic objective to a 100-day RRI
To: Improving the quality and reliability of the Cy‟s service
To: Concentrating on connecting
electricity
Strategic Objective From: Improving the
corporate image / branding of REGIDESO
Scope of challenge
To: Targeting Electricity in Bujumbura
RRI Goal: Reduce delays in connecting electricity in Bujumbura from 3 months to 1 month in 100 days
Issues and challenges Innovations to take up
Customers‟
dissatisfaction
due to long
delays
Equipment
for
connection
frequently
out of stock
Slow and
multiple
procedures
Connection
agents tend
to prioritize
those
willing to
pay an
additional
fee
Set up a Team from different units: Operation, Connection, Finance, Supply Services, Field Inspection;
Make application procedures simpler and more transparent;
Adopt new practice: FIFS + Compliance with deadline.
17
RESULTS:
June-July-August: all new subscribers were connected 1 month after submitting their applications (vs rate of 66% in March-April-May);
November-December: delays were less than 20 days.
IMPACTS:
-Customer Satisfaction;
-Financial profit for REGIDESO;
-Improvement of BI‟s ranking in "Doing Business" which is likely to attract more investors.
18
Delays in connecting electricity were reduced from 100 to 30 days in Bujumbura after a 100-day RRI cycle
Doing Business 2013 report out, Burundi tops regional peers Posted by: Patrick Kagenda & Agencies
Posted date: October 23, 2012
Doing business in East Africa: Burundi makes big progress in improving business climate
Posted Saturday, April 14, 2012
Contribution
19
REGIDESO‟s Managing Director: ◦ released a memo establishing RRA as the working
method at REGIDESO;
◦ confirmed the changes of procedure in accordance with the recent RRI practice;
◦ promoted the extension of RRI to other services;
◦ participated in key events for further RRI cycles in order to set up and maintain an authorizing environment for implementation and demonstrate the leadership engagement.
20
broader reform agenda + integrated performance management framework
engaged leadership
effective and supportive change management coaching
high performance teams
tailored capacity boosting and team morale processes
monitoring tools
21
Regional level
•Identify and select regional coaches
•Train regional coaches
National level
•Engage leaders
•Form and mobilize teams
•Select and train national coaches
•Launch implementation of action plan
•Carry out periodic reviews
Network
•Establish a network of practitioners and coaches
•Engage and mobilize participation inside the network
22
Tool / Methodology
Expected results Time for training (days)
COALITION BUILDING
How to use the portable checklist of political economy analysis [lots of practice sessions]
4
NET MAP [Interview-based mapping tool]
How to practice facilitating a Net Map and how to analyze Net Map data [helps understand, visualize, discuss and improve situations in which many different actors influence outcomes]
3
RAPID RESULTS INITIATIVE
Understanding of the How and When to use RRI so clients can begin to work on their own [a customized coach guide according to the specificity of the strategic policy areas will be developed beforehand]
-Training:3 -Coaching / Mentoring: 4
23
24
How can it be used for boosting the implementation of Country Action Plan?
Is it a right tool to help implement the Country Action Plan?
Samson Machuka (Kenya)
Benjamin Bonge (DRC)
Emile Nimpaye (Burundi)