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The Case for Injecting Early Results

Building a Portfolio of CE Strategies. The Case for Injecting Early Results. Prepared by: Nadim Matta, RHS&A and Moira Hart-Poliquin, World Bank Institute. Agenda. Capacity Unleashing in Action – Video Clip Results Framework for Capacity Enhancement Break-out Group Work

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The Case for Injecting Early Results

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  1. Building a Portfolio of CE Strategies The Case for Injecting Early Results Prepared by: Nadim Matta, RHS&A and Moira Hart-Poliquin, World Bank Institute

  2. Agenda Capacity Unleashing in Action – Video Clip Results Framework for Capacity Enhancement Break-out Group Work Debrief and Discussion

  3. Implementation capacity is unleashed and enhanced in context of strong accountability for achieving results Leadership challenge: • Strengthen accountability for results, at all levels • Guide the choice of results to focus on • Deploy cross-organizational teams to pursue these results • Blend the focus on results with longer-term programs

  4. Agricultural Technology Project in Nicaragua Strengthen key institutions in the Government Set up competitive fund to subsidize private services Project Activities Strengthen Nicaraguan Institute for Agricultural Technology Pilot education/training for technical service providers Establish information system to identify farmer needs July 2000 Improve productivity of 120,000 farmers by 30% in 16 years

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

  6. Traditional Capacity Building Programs Technical Training Programs Programs Management and Leadership Training programs Public Sector Strategic Planning Process Learning Networks Twinning Programs Information Technology Infrastructure: GDLN, … Year 2 Year 1 Year 3 Time Improve Performance and Results Activity-Time Box

  7. Traditional Capacity Building Strategy Technical Training Programs Management and Leadership Training programs Programs Public Sector Strategic Planning Process Twinning Programs Learning Networks Time Year 2 Year 1 Year 3 Information Technology Infrastructure: GDLN, … Improve Performance and Results Rapid-Results Initiatives

  8. Reducing risk: anchor programs with rapid-result initiatives Activities Year 2 Year 1 Year 3 Improve Performance and Results Time Early Projects aimed at achieving Targeted Results—in microcosm—in 100 days or less

  9. Illustrative Examples of RRI’s Trade, Tourism and Industry • By the end of December 2003, clear out the backlog of licenses, increase the speed of processing new licenses by 5%, and reduce the time for processing licenses by one week Infrastructure • By end of December 2003, rehabilitate 1200 km of urban roads, and gravel 1500 km of rural roads in key agricultural areas (one district in each Region) ICT • By December 2003, introduce system of court proceeding recording that facilitates accessibility of court records and minimizes queuing in courts (measurement benchmarks to be determined) Public Safety Law and Order • Reduce police response time to distress calls to 30 minutes, for calls originating in Nairobi

  10. Criteria of Rapid-Results Initiatives • Focused on a real Result • Designed for impact as well as learning and discovery • Requires the absorption and use of new technical and managerial capacities • Stimulating and energizing goal: • Challenging, yet achievable • Urgent and compelling – 100 days or less • Sharply defined and measurable

  11. Scope variable we will impact Measurement Time Frame Action Elements of Rapid-Results Goal “Reduce carjacking incidents in __ district by 50%in next 60 days”

  12. Why Rapid-Results? • Strengthen accountability for results • Unleash existing capacity • Maximize return on external support and capacity inputs • Create momentum for change • Reduce hidden risks inherent in long-term plans

  13. Long-Term Activities Rapid Results Initiatives Managing the Portfolio – Role of Sponsors Activities Overall Objective Year 2 Year 1 Year 3 Time

  14. Mapping “Horizontal” Long-Term Programs • For each of these themes - plot a which strategic intervetions make sense to promote • Over the next 6-9 mos. • Over the next 2-3 years • Which long-term results are these likely to contribute to? • How might you sequence these along a 3-year time-line? Be prepared to report out in 30 minutes

  15. Scoping initial wave of rapid-results initiatives 1. What type of results at the municipal level will generate the biggest pay-off in terms of… • Creating a visible impact and “signaling” effect? • Building momentum for change? • Accelerating learning and discovery? Develop preliminary rapid-results goal in one or two areas Be prepared to report out in 30 minutes

  16. Developing Engagement Strategy 1. In order to mobilize the right actors to ensure success in achieving rapid-results initiatives What fora exist ?Who needs to be involved? • A process will begin to design the preliminary capacity enhancement strategy? Who needs to be involved How will we engage them? • Are their key sponsors beyond government? donor community? How & when should we engage. Be prepared to report out in 30 minutes

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