Benjamina Randrianarivelo World Bank Institute Operations Officer Leadership & Governance (WBILG) 1 BUILDING EFFECTIVE REFORM TEAMS with LEADERSHIP FOR RESULTS – L4R Frankfurt, March 4 th, 2014

O “… Une cellule de concertation Gouvernement – Secteur Privé est restée en léthargie totale depuis 2001 …” O “… A Government - Private Sector consultation committee remained in total lethargy since 2001 …”

This is not an isolated case. Why? Lack of structured coalitions & teams Lack of organization (PS) Lack of mutual trust Lack of capacity (incl. continual change; no commitment) Lack of mechanisms for implementing Weak coordination and/or follow up No mechanisms for sustaining partnership

One way HOW to address those issues: L4R Leadership for Results

Successful implementation through effective reform coalitions Authorizing Environment Team or Coalition functioning Change process coaching Structured approach and tools KEY CONCEPTS OF L4R

Set up an authorizing environment O Adaptive leadership O Visioning O Strategic evidence-based monitoring O Performance & Strategy O Strategic Communication based on Vision + Results O Progressive alliance building (Incentives + Opportunities) O Buy-in and readiness for moving ahead O Inspiring values & trust O Commitment to supporting implementation teams O Institutionalizing effective practices experimented by teams Key actions Tools

Enhance Team and/or Coalition functioning O Identifying people concerned by the challenges O Bringing them in an organized fashion O Roles and responsibility O Accountability for actions and results O … Net-Map Tool helping teams better understand the stakeholder networks that influence their success: O Who is involved? O What are their formal and informal links? O What do they want? O How influential are they? O What can we use this information? Key actions Tools

Coach teams and authorizers through change process Catalyzing and accompanying stakeholders and teams in: O Formulating priorities O Identifying critical issues O Clarifying challenges O Producing short term outcomes O Articulating them within a broader reform agenda O WBI Certification program:  NetMap,  RRI O Regional Coach networks (NetMap, RRI, StratComm) O Internal coaches: embedded in local institutions Key actions Tools

Apply structured approach & tools O Facilitating the process O Empowering individuals and teams O Providing tools based on proven practices O Capitalizing on lessons learnt (reasons for success/failures) O … RRI A disciplined process through which a team develops the skills and confidence needed to achieve ‘stretch’ results, through experimentation and learning, in 100 days or less. O Results first O Temporary structure O Learning all along the way O Instutionalize effective practice – Scale up Reduce delays in connecting electricity from 3 months to 1 week in 100 days starting 1 Sept Key actions Tools

Examples of pratictioners of L4R/RRI

Example of Sectors Water and Sewerage management Local tax collection Civil service HR management Land administration Solid waste management Financial Management Information Systems Urban settlement Pharmaceutical procurement Education Public Sector Capacity Building Connection to Electricity

For more information, please contact: Benjamina M. RANDRIANARIVELO