brandrianarivelo_building effective reform groups
TRANSCRIPT
Benjamina RandrianariveloWorld Bank Institute
Operations OfficerLeadership & Governance
(WBILG)
1
BUILDING EFFECTIVE REFORM TEAMS with
LEADERSHIP FOR RESULTS – L4R
Frankfurt, March 4th, 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 structur
ed coalition
s & teams
Lack of organizatio
n (PS)
Lack of mutual trust
Lack of capacity
(incl. continual
change; no commitmen
t)Lack of mechanism
s for implementi
ng
Weak coordinatio
n and/or follow up
No mechanism
s for sustaining partnership
One way HOW to address those issues: L4RLeadership for
Results
Successful implementation through effective reform
coalitions
Authorizing Environme
nt
Team or Coalition functionin
g
Change process coachin
g
Structured
approach and tools
KEY
CON
CEPT
S O
F L4
R
Set up an authorizing environment
O Adaptive leadership O Visioning O Strategic evidence-based
monitoringO Performance & StrategyO Strategic Communication
based on Vision + ResultsO 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-MapTool 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 prioritiesO Identifying critical issuesO Clarifying challengesO 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 processO Empowering
individuals and teamsO Providing tools based
on proven practices O Capitalizing on lessons
learnt (reasons for success/failures)
O …
RRIA 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 firstO Temporary structureO Learning all along the wayO Instutionalize effective
practice – Scale up
Reduce delays in connecting
electricity from 3 months to 1 week
in 100 days starting 1 Sept.
2013
Key actions
Tools
Examples of pratictioners of L4R/RRI
Example of Sectors
Water and Sewerage
management
Local tax collection
Civil service HR manageme
nt
Land administrati
onSolid waste manageme
nt
Financial Manageme
nt Information
Systems
Urban settlement
Pharmaceutical procurementEducatio
n
Public Sector
Capacity Building
Connection to
Electricity
