The Rapid Results Approach:
An Overview
WBIFP
Investment Climate Unit
October 26, 2003
1
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
2
What is the Rapid Results Approach ?
The Rapid Results Approach (RRA) is a resultsfocused learning process aimed at jump-starting
major change efforts and enhancing
implementation capacity

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
3
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
4
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
Result in
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
5
Identifying a Rapid Results
Initiative
Improving the Investment Climate
Key
Strategic
Objective
Improve overall security
To: Start with carjacking
incidents
To: Focus on one “high
To: Focus
on onedistrict
“high
incidence”
incidence” district
To: Reduce carjacking
To:
Reduce
incidents
by
___% in
carjacking
incidents
__ district, in next
by 60
___%
in __
days
district, in next 60
days
RapidResults
Goal
6
Illustration of a Rapid Results
Initiative
Reduce
Action
time for
business
license
processing
Impact
Variable
in
Nairobi
Scope
by one
week
Measurement
in next 60
days
Time
Frame
7
Activities
Managing the RRA Portfolio
LongTerm
Activities
Time
Year 1
Rapid Results
Initiatives
Year 2
Year 3
Overall
Objective
8
Program Activities
Illustration of a Rapid Results
Portfolio
Strengthen key institutions in the Government
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
July 2000
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
Improve productivity
of 120,000 farmers
by 30% in 16 years
9
Steps in RRA Implementation
1-2
weeks
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
1-2
days
60-120
days
RRI
Identifi
cation
 Clarify challenge, outline possible RRIs & align stakeholders (client)
Launch
 Finalize goal of RRI (RRI team)
 Identify and mobilize RRI team (client)
 Orient team on RRI and train RRI coaches (WB team)
 Develop preliminary work plan (RRI team)
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)
6-12
months
Scale–up
 Scale up successful RRIs (client)
 Adjust portfolio of activities and rapid-results initiatives in the
strategic plan (client)
10
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
11
The Challenge in Kenya
After 9 months in power, the new NARC Government of
Kenya (GOK) faces one key capacity challenge:
To implement the government’s
Economic Recovery Strategy
(ERS)
12
Why Rapid Results in Kenya?
Using the RRA helps the government tackle the
implementation challenge

GOK sees RRA as an important, timely tool for
implementing the ERS

GOK decided to launch the first round of rapidresults initiatives

GOK is interested in institutionalizing the
approach within the government
13
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
14
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
15
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
16
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
17
Thank You
18