Morocco - INDH
Summary
World Bank Mission from 18th to 28th September 2007
Support for the Scaling-Up of Implementation of the Rapid Results Initiative Methodology to INDH Projects in the Grand Casablanca Region
Introduction
1. A World Bank Institute Mission, composed of Ms Cia Sjetnan, Program Director, and Mr Benjamina Randrianarivelo, Consultant, took place in Morocco between 18th and 28th September 2007.
2. The principal objective of the mission was to follow up on progress made in the scaling-up of implementation of the rapid results methodology to INDH projects throughout all the prefectures of the Grand Casablanca region, including a mid-term review of the Rapid Results Initiative (RRI) underway.
Context
3. An introductory test for implementing the Rapid Results methodology in 24 INDH projects began in 2006 in four prefectures of the Grand Casablanca region. This application of the Rapid Results methodology produced concrete, positive results (reduction in the times for execution of actions and achievement of the final objectives) and at the training level. In light of these results, Wilaya, in the Grand Casablanca region, opted for the scaling-up of this methodology for application to all the INDH programs, starting with the 2006 projects not yet launched in 2007, either to reach 207 projects in total, or, in the first instance, to target 60 to 80 projects.
4. “Rapid Results” is an implementation tool which aims to accelerate the achievement of concrete results in identifying the constraints and solutions to implementation. In this sense, it can serve as a tool to inform, to push for change and to implement reforms at the institutional and organizational level.
5. In the framework of applying the methodology to INDH projects, the methodology is adopted with the aim of accelerating the time taken for accomplishment of the projects, and increasing the performance of actions prescribed by the INDH framework. Application of the methodology also includes an important aspect in strengthening capacities: teams and persons involved are exposed to a new way of implementing projects, as well as new methods of leadership and of management. This arrangement leads to the adoption and acquisition of new work and service procedures, and to a change in behavior over time. At the institutional level, the pilots aim also to suggest changes and reforms necessary at the central level.
6. The process of applying the Rapid Results methodology was supported by the World Bank Institute – through its provision of an international consultant as well as the assistance of technical personnel at the World Bank Institute. Upon request from Wilaya in the Grand Casablanca region, the World Bank Institute continues to support the application of this methodology to INDH projects.
7. The strengthening of capacities being important in the application of the rapid results method, a methodological coordinator (MC) for each prefecture (11 in total) was formed as part of the methodology in June 2007. Approximately twenty internal coaches were trained in waves by the MC’s in each prefecture. In general, the MC’s participated in the introductory phase and in the mid-term reviews, even in prefectures outside of their own.
8. Following training of the MC, the second phase of the RRI was launched in eight prefectures: Sidi Bernoussi, Ben M’Sick, Moulay Rachid, Casa-Anfa, Nouaceur, El Fida, Aïn Chock et Aïn Sebaâ-Hay Mohammadi .
INDH Projects (September 2007):
(2006) / Number not yet started
(2006) / Number RRI1 launched –first phase / Number RRI2
launched – second phase (July – August 2007)
Aïn Chock / 74 / 19 / 29 / 22 / 3 / 3
Aïn Sebaâ / 67 / 32 / 28 / 3 / 0 / 6
Ben M’Sick / 96 / 8 / 77 / 11 / 0 / 11
Casa-Anfa / 84 / 19 / 58 / 7 / 13 / 11[1]
El Fida / 32 / 4 / 25 / 3 / 0 / 11[2]
Hay Hassani / 57 / 15 / 31 / 9 / 0 / 0
Mediouna / 27 / 7 / 20 / 0 / 0 / 0
Mohammedia / 37 / 17 / 16 / 3 / 2 / 0
Moulay Rachid / 61 / 18 / 39 / 4 / 6 / 4
Nouaceur / 59 / 16 / 11 / 32 / 0 / 3
Sidi Bernoussi / 60 / 22 / 32 / 0 / 0 / 4
TOTAL / 24
9. Of the eleven prefectures counted in the Grand Casablanca region, three have not, as at the end of September 2007, proceeded to launch the RRI in the period following the decision to scale-up the rapid results approach[3].
Intermediary Results: Mid-Term Review
10. The Mid-Term review of the RRI launched in July-August 2007 took place in September 2007. The expected results of this review were:
- To see the progress in achievement of the RRI’s with regard to the action plans developed and adopted at the time of launching;
- To identify the constraints to the accomplishments of the identified RRI’s and the solutions developed to overcome them;
- To ascertain the commitment of the strategic leaders in their support of the operational teams in attaining results under the RRI;
- To ascertain the commitment, the mobilization and the availability of the teams in charge of operationalization going forward ;
- To develop adjusted and detailed plans of action for each RRI in such a way as to increase the chances of achievement of the expected results.
11. The intermediary results of the second phase of the RRI are favorable, though they demonstrate some structural problems in relation to the application of the methodology to INDH projects.
12. Following this mid-term review, only 18 RRI’s of 53 (equivalent to 34% of the portfolio of RRI’s launched) can be considered as having implemented the rapid results method according to the norms prescribed, namely:
- Using a mapped out work plan and indicating by name those responsible for the milestones and the steps for action;
- Being made the object of visits / continuing support on the ground from the coaches and MC’s;
- Holding periodic meetings reporting on monitoring of the process; and
- Supplying follow-up reports.
13. Success Rate (mid-term review):
Prefecture / Number of RRI projects launched / Number of RRI projects reviewed at the Mid-Term Review / Success Rate of the RRI Portfolio (technical accomplishments)Casa-Anfa / 11 / 4 / 38%
El Fida / 11 / 7 / 0 %
Nouaceur / 3 / 3 / 10 %
Sidi Bernoussi / 4 / 4 / 58%
14. It would seem that the four RRI projects in Moulay Rachid are developing in a good way, however, in the absence of reporting and involvement from the coach/coordinator in monitoring and supervision, and although using work plans developed during the workshops at the time of launching, they cannot be considered as RRI’s and do not therefore form part of the mid-term review.
15. Identified competencies:
a. In the follow-up to the process:
- Sense of planning (forecasting and implementation): the INDH projects did not benefit from any planning
- Sense of responsibility reinforced – thanks to clarification and better understanding of the roles and responsibilities in implementation of the INDH (as provided for in the procedure manuals): I do not agree with this; for the first phase, yes, but for this phase we had a substitution of the work of the activity group for the area by DAS. We can use the example of Sidi Bernoussi where DAS was more involved than the coordinators of the activity groups in the area concerned (which is not in conformity with the procedure manual). However, we are going to discuss this in the coordination meetings with the MC’s;
- Suitability of the notion of ‘team’: For the first time, associations formed teams before commencing. (But the participation of all members designated at the time of the launch was not always respected)
- Generalized collaboration between the participating parties: example of the prefecture in Sidi Bernoussi: the Governor holds a weekly meeting with the head of DAS and the MC of the prefecture on the status of progress of the RRI and on problems encountered by the participating parties, either by telephone or by calling a meeting. The different participating parties were already made aware at the time of launch of the RRI’s. Ability to rule on problems: inducing intervention by high-ranking officials such as the Governor of Sidi Bernoussi – the majority, if not all problems are resolved in this way;
- Culture of monitoring and respect for the time frame: to respect set deadlines the teams, and above all the coaches, closely monitoring the accomplishment of objectives. The follow-up meetings held every month (sometimes every three months) before the application of the RRI are now held every week by the prefectures respecting the RRI norms (Sidi Bernoussi)
- Strengthening capacities for communication between the actors involved to get rid of obstacles. Some negotiation techniques are currently being acquired by the teams.
b. During the Mid-Term Review:
- Reminder of the basic concepts of the methodology;
- Adjustments in planning with regard to the development of RRI’s on the ground;
- Deepening the clarification of performance objectives;
- Support from MC’s from other provinces;
- INDH process/RRI reenergized: six RRI’s ready to be launched quickly;
- Exchanges between associations:
· Possibility of signing convention with ministers;
· Relevance of partnerships for sustainability;
· Inclusion of different social groups in the groups targeted.
16. Obstacles/Constraints Raised:
a. At the level of Project Director:
- INDH procedures, notably in terms of:
· Procurement;
· Releasing of finance;
· Non-regulated land, although convention signed;
- Partnerships:
· Weak collaboration with the delegations (education, …);
· Difficulty in seeking partners for inclusion;
- Capabilities of Associations:
· Lack of training/knowledge in organization/project management, accounting….
- Unfavorable Periods: vacation, elections, Ramadan …
b. At the level of application of the RRI methodology:
- Communication: no means for supervision/support of the MC’s and coaches on the ground (reimbursement of transport and communication expenses always a problem in many cases);
- Putting together information from the almost non-existent RRI teams;
- Coaches:
· Remuneration due but not implemented;
· Deficiency – difficult to satisfy the ratio of one coach to four RRI’s.
Factors favorably determinant in the unwinding of the RRI’s
17. With true-life experience of the RRI’s during the last two months, a certain number of determinant factors were highlighted, notably:
Factors of Success / Limiting Factors· Everyone plays a role: strategic leaders, operational teams, MC’s, coaches;
· Culture of collaboration between the participating parties towards the resolution of problems all throughout the unwinding of the RRI’s;
· Contribution from partners to facilitate the availability of means for communication;
· Close monitoring: on the ground visits, periodic meetings, periodic reports. / · Lack of involvement in the chain of responsibilities, between different levels: operational teams, strategic leaders, MC’s, coaches;
· Basic principles of the method not implemented: identification of performance objectives with the involvement of all participating parties, the development of work plans specifying responsibilities, periodic monitoring and reporting…
· Inexistence of means available to achieve tasks pertaining to individual roles (notably for on the ground visits);
· Weakness in capacities of associative networks;
· Slowness in INDH procedures, notably in financial plans.
Recommendations
18. Recommendations from the mid-term review: adjustments to improve the application of the rapid results methodology:
- Strengthening capacities for the application of the methodology:
· Closer monitoring of implementation of work plans;
· Refinement of presentations for future review;
· Refinement of planning and monitoring tools;
- Reinforcing supervisory capacities in coaching:
· Formalize the nomination of the MC’s;
· Strengthen the effectiveness of the team being coached;
· Strengthen the capacities of the CM and the coaches in terms of application of the rapid results methodology (by the international consultant);
- Strengthen the structure of the supervisory and monitoring plans:
· Constant updating of consolidated situations on the progression of the RRI;
· Contact strategic leaders for questions which surpass the ambit of competences of the operational team;
· Facilitation of means for the intervention of coaches and MC’s in order to allow them to ensure supervision and monitoring on the ground;
- Generate methodological support: periodically send reports to the Region/WBI in order to allow them to target their support without having to wait for the official reviews;
- Reenergize the process in the rules:
· Raising awareness of DAS and of Presidents of the arrondissement as to the advantages of the method and the process for its application;
· Coaches raising awareness amongst project leaders as to the advantages of the method and the process for its application;
· Development of basic elements for the new RRI’s: creating the teams, identifying performance objectives and establishing work plans with assigned responsibilities.
19. Application of the ‘demand driven’ principle from the prefectures: support focuses on the prefectures where there is a strong demand and interest in applying the methodology to INDH projects. The selection criteria for the interested prefectures are as follows:
- Promotion for the leaders motivated to go first;
- Likely to generate tangible results;
- Achievable within 100 – 120 days;
- Feasible financial planning.
Next Steps:
20. Mission by the international consultant to provide technical support to the RRI teams (including the strategic leaders, the MC’s and the coaches) in applying the methodology to INDH projects. During this mission, a meeting was held on raising awareness within the DAS and amongst the Presidents of arrondissements as to the advantages of the method and process. The date of the mission is to be proposed by the RRI teams around Wilaya in the Grand Casablanca region. This team will also aid in the development of the program and the agenda for the mission. WBI will deal with the costs associated with mobilization and the travel arrangements for the consultant.