The Experience of Kenya in Rapid Results

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The Experience of Kenya in Rapid Results Approach
by Mr. Obongo Sylvester Odhiambo, Public Service Reform and Development

In his presentation Mr. Obongo observed that almost all governments, Kenya inclusive, are struggling to reshape their public service in order to achieve greater efficiency, responsiveness and flexibility and focusing more on tangible results. Rapid Results Approach (RRA) then offers a result focused learning process aimed at jump starting organizational change efforts and enhancing implementation capacity. It also tackles large-scale medium and long-term change efforts through a series of small scale results producing and momentum-building initiatives implemented within 100 days. The premise of RRA is to create an environment of learning and for enhancing implementation capacity by enabling institutions to work on sharply defined 100-day initiatives that dovetail into annual work plans and strategic plans. RRA as a tool therefore has several advantages;

• Accelerates implementation of strategic plans and priorities,
• Builds support for large scale change efforts by overcoming inertia and resistance to change,
• Helps leaders adapt and refine implementation strategies,
• Accelerates learning and discovery,
• Reduces hidden risks inherent in long-term strategies,
• Promotes cross-section/departmental team-work orientation to implementation of plans and strategies,
• Strengthens accountability and commitment for results.

The RRA has registered results in Kenya in institutions where it has been implemented. To see the power point prepared for this presentation please visit the conference page at www.cop-mfdr-africa-org or see conference CD-ROM given to all conference participants. NOT ON CD Plenary Discussion Following the presentation, several issues and observations were raised;

• RRA is a good tool especially if there are many challenges and problems to solve, since it enables institutions to initiate and work on reforms within 100 days and doing things differently from the traditional ways. It also involves evaluating the impact of the reforms in a short time and this encourages learning.
• It also enhances working across sectors and institutions and at different levels creating vertical and horizontal linkages. Stakeholder mapping facilitates the identification of stakeholders including their roles and responsibilities.
• In RRA, there are no failures, the challenges are many but with the right stakeholders buying-in especially top managers synergies for cooperation and networking are built.
• RRA does not call for allocation of additional resources instead stakeholders make personal commitments to deliver better results more effectively and efficiently. In other words, there value addition.
• Effective leadership was emphasized as one of the cornerstone for the successful implementation of RRA.