The Rapid Result Initiative (RRI) is a Sierra Leone Government/World Bank intervention to jump start major change efforts and enhance the implementation capacities of the newly established local councils. The main purpose was to build confidence in the local populace to support the councils in their developmental activities which was geared towards the effective and efficient provision and delivery of goods and services.

It is towards this end that coaches were attached to these councils to provide coaching and mentoring for both the RRI teams and Councils on the RRI projects.

The coaches explained the concept and approach of the RRI and assisted the team to develop and plan the proposed initiatives. During the implementation phase, the coaches pro-actively coached and talked with the RRI teams on their roles and responsibilities to ensure that the RRI goals are achieved and insights and learning from the RRI implementation is utilized for the over-all councils' strategic planning and implementation during the coming years.

Below, we have briefly summarized some of our combined experiences gained during the planning and implementation period, and conclude with recommendations. Also find attached relevant information on each council's RRIs.

EXPERIENCES:
Positive Aspects
1. The RRIs initiatives was a good strategy employed to activate Local Councils activities.
2. Councillors were too enthusiastic about the RRI concept, since it is a new concept that is Rapid and Result Oriented.
3. The consultative aspects in terms of identifying problems, making decisions and acting on those decisions was very much appreciated leading to community ownership and commitments to projects developed.
4. Stakeholder participation in achieving common objectives/goals was highly appreciated thus leading to project sustainability.
5. The concept of Team approach in solving problems contributed in producing tangible results which was highly satisfactory as expressed by team members.
6. Transparency and accountability enhanced team work and confidence
7. RRI served as an eye-opener for the need for documenting information for future reflections and learning.
8. Some amount of progress was seen to be made in the area of the financial management of RRI funds.
9. Feed back between RRI team and council increased the level of trust and confidence between the team and the council.
10. Community sensitization through the Radio discussions and meetings was used as a mechanism for information sharing which improved the flow of communication community wise.
13. Physical development is evident within very short time as evidenced by the newly built infrastructures.

Negative Aspects
1. The concept of the RRI is to create impact but in certain councils there was high resistance as to the location of projects. This resulted into conflict of interest and thereby sub-dividing the funds thus defeating the real purpose of the RRI.
2. Sensitizations and consultations were limited and as such few Communities were targeted and therefore sustainability and ownership of the projects remain an issue.
3. Role-conflicts. Most Councilors see themselves as implementers rather than policy makers there-by creating conflicts in roles between councillors and RRI team members.
4. The project initiatives should be community driven and participatory but some councils were not seen to have encouraged community involvement and participation.
5. Set criteria leading to disbursement/accessing of local government funds were strictly not followed due to limited time of the RRI implementation.
6. High illiteracy level among the teams' members and councillors which makes it difficult to grasp the concept quickly and makes sensitization difficult.
7. Storage and retrieving of documents and proper filing of information was weak.
8. Low financial management capacity of local council treasurers in terms of providing adequate financial report on the status of RRI Bank accounts and budget expenditure served as a weakness in providing accurate financial information.
9. Information flow among RRI teams, councils and communities was weak. Most communities were not aware of the correct budget allocations and expenditures.
10. Low literacy levels among the councils and the communities (RRI team inclusive) constrained the development process and remain a challenge to capacity building.
11. Time Management on the Part of council staff and RRI team members, was very poor leading to inefficiency of administrative duties e.g. convening of Review meetings, and failing to meet deadlines.
12. Mis-conceptions as to who should actually implement the RRI project (Councillors and Administrators since Councillors perceived it as a local council affairs e.g. Procurement.

Project status.

Almost all projects are at their final stages of completion. One RRI project has already been completed and handed over to the community. Find attached a complete matrix of the various projects status.

Outstanding issues.

Wrap up review
It is expected that at the end of the 100 days, the teams will come together again to report the achievements to the leadership group and to recommend how to sustain and expand on their progress. This review will help the leadership group update its strategic plan and design the next portfolio of RRIs.

Team orientation by the coaches on the wrap up and scaling up is also required before the teams' presentations on their "white papers".

Recommendations:
1. In future, there is need to improve on the sensitization aspect of the RRI to reduce role conflicts and enhance support from stakeholders.
2. Capacity building in financial management and ensuring transperancy and accountability for both the RRI teams and stakeholders.
3. To improve on communication/information flow at all levels by maximizing the use of available local communication channels.
4. Set criteria for arriving at project identifications, implementation, documentation, monitoring and evaluation should be adhered to. This will ensure that interventions are demand driven reflecting the actual needs of the intended beneficiaries.
5. There is every need for each council to be assigned with a coach to provide mentoring and coaching on work development in council activities.
6. Encourage more consultations in the communities and increase sensitization mechanisms to ensure more community participation, ownership and commitment.

Document written and presented by the Coaches.
Date: 30th December,2004.