1 WBIFP Investment Climate Unit October 26, 2003 The Rapid Results Approach: An Overview

2 Agenda Overview of the Rapid Results Approach (RRA) Piloting RRA in Kenya Risks of traditional project plans and key strengths of RRA Conditions for RRA Implementation RRA and Traditional Capacity Building Methods

3 What is the Rapid Results Approach ? RRA tackles large-scale change efforts through a series of small-scale, results-producing and momentum-building initiatives RRA is consistent with the International Community’s focus on results and capacity enhancement and client ownership The Rapid Results Approach (RRA) is a results- focused learning process aimed at jump-starting major change efforts and enhancing implementation capacity

4 What Can the Rapid Results Approach (RRA) Do? Unleashes and enhances implementation capacity Translates intent into action to achieve results within 100 days Overcomes inertia and resistance to change Builds support for change Helps leaders adapt and refine implementation strategies Accelerates learning and discovery and reduces hidden risks inherent in long-term strategies

5 RRA Brings Out Group Motivation RRA sets and drives “Breakthrough Goals” and holds teams accountable for these goals Breakthrough Goals: Challenging “stretch” goal, yet achievable Using existing resources and capacities Urgent and compelling – 100 days or les Sharply defined and measurable and visible Change in Organizational Behavior People Collaborate People Experiment and Ignore Red Tape People Tap Their Full potential of energy and creativity Result in

6 Identifying a Rapid Results Initiative To:Focus on one “high incidence” district To:Reduce carjacking incidents by ___% in __ district, in next 60 days Improve overall security Key Strategic Objective Rapid- Results Goal To:Start with carjacking incidents To:Focus on one “high incidence” district To: Reduce carjacking incidents by ___% in __ district, in next 60 days Improving the Investment Climate

7 Illustration of a Rapid Results Initiative Action Impact Variable Time Frame Measurement Scope Reducetime for business license processing in Nairobi by one week in next 60 days

8 Managing the RRA Portfolio Activities Time Rapid Results Initiatives Overall Objective Year 1 Year 2 Year 3 Long- Term Activities

9 Program Activities Set up competitive fund to subsidize private services Strengthen Nicaraguan Institute for Agricultural Technology Pilot education/training for technical service providers Establish information system to identify farmer needs Strengthen key institutions in the Government Improve productivity of 120,000 farmers by 30% in 16 years July 2000 Illustration of a Rapid Results Portfolio Increase sale of milk from 500 to 1500 gallons per day in 60 small and medium size producers in Leon municipality, in 120 days Jul-Oct 2002

10 Steps in RRA Implementation Scale–up  Scale up successful RRIs (client)  Adjust portfolio of activities and rapid-results initiatives in the strategic plan (client) Orien tation  Introduce RRA to strategic leaders (WB team)  Ensure high-level buy-in and commitment to implementation (WB team)  Conduct preliminary orientation with possible team leaders (WB team) 1-2 weeks Launch  Finalize goal of RRI (RRI team)  Develop preliminary work plan (RRI team) 1-2 days Impleme ntation Support  Implement work plan, and adjust as needed (RRI team)  Provide guidance and implementation support (WB team)  Review progress and disseminate learning (WB team) days  Clarify challenge, outline possible RRIs & align stakeholders (client)  Identify and mobilize RRI team (client)  Orient team on RRI and train RRI coaches (WB team) 1-2 weeks RRI Identifi cation 6-12 months

11 Kenya Pilot as a Prototype New government in place with desire for reform High expectations for results from the general public but strong inertia and resistance to change IDA requirement for results: push for rapid results Entry point on a theme: improving investment climate Unique use of RRA to enhance implementation capacity and results Support for implementation through RRA

12 The Challenge in Kenya To implement the government’s Economic Recovery Strategy (ERS) After 9 months in power, the new NARC Government of Kenya (GOK) faces one key capacity challenge:

13 Why Rapid Results in Kenya? GOK sees RRA as an important, timely tool for implementing the ERS GOK decided to launch the first round of rapid- results initiatives GOK is interested in institutionalizing the approach within the government Using the RRA helps the government tackle the implementation challenge

14 Key Risks of Traditional Strategic Projects Integration Risk: Being able to knit the activities together to produce the desired result Execution Risk: Organizational inertia and Weak accountability “Figure-out-ability” Risk: Knowing all the needed activities in advance

15 Key Strengths of RRA Unleash existing capacity through strengthened accountability at all levels Create a goal-oriented context for leveraging outside capacity inputs Accelerate the learning and discovery process of capacity issues, requirements, and constraints, and reduce hidden risks inherent in long-term strategies Generate stimulus and momentum for change

16 Conditions for Selecting RRA New government/administration facing political pressure to perform Government showing political commitment to reform Presence of reform champions within the government Entrepreneurial spirit: willingness to take some risk

17 RRA and Traditional Capacity Building Methods Need to enhance implementation capacity Existing WBI products focus only on diagnostics, knowledge and skills transfer RRI complements existing products Combining RRIs with longer-term traditional training activities can create a large-scale implementation strategy

18 Thank You