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RAPIDS RESULTS INITIATIVE

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Rapids Result Initiative

The Rapid Results Approach (RRA) is a results-focused learning

process aimed at jump-starting major change efforts and enhancing
implementation capacity.
It tackles large-scale medium and long term change efforts through a
series of small-scale, results-producing and momentum-building
initiatives.
The premise of the Rapid-Results approach is to create a context for
learning and for enhancing implementation capacity, by helping
departments work on sharply-defined initiatives that will ensure
delivery of Strategy targets.

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a) Rapid Results Initiatives taps into the human desire to

succeed by creating real empowerment, motivation
and innovation in working towards results.
b) It strengthens accountability and commitment for
Results and unleashes and enhances implementation
capacity.
c) It helps teams set challenging or stretching yet
achievable, sharply defined, measurable and visible
goals, using existing resources and capacities.
d) This results into collaboration among team members,
experimentation and discovery of new ideas.

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A rapid results goal must therefore in its definition have the following attributes (i)
Action, (ii) Impact variable, (iii) Scope, (iv) Measurement, (v) Time Frame.

For example a Rapid Results goal can be To reduce processing admission of students
in TTUC by 2 hours within 100 days or Reduce delays in clearing of students from
hostels in TTUC by 20% within 100-days.

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The RRA tool therefore:

Accelerates implementation of 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.

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The specific goal to be achieved within the 100-days is,

therefore, what is commonly referred to as 100-day
Rapid Results Initiative (RRI). RRA: Starts by focusing on a few RESULTS
Challenges team to achieve 100-day Results goals
Create temporary governance and support structure
Reinforce basic management skills
Manage the scale-up beyond the first 100 days.

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How it Works

1. Create a temporary governance structure
2. Team empowered to:
a) Break down long term goals into 100 day RESULTS commitments (RRI)
b) Develop a work plan to realize the goal

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Developing Thematic Areas

- Select thematic areas from the work plan that are:
a) Linked to achieving the current goals
b) Priority areas for Your department
c) Can be achieved using available budget and in 100 days (90 days
Quarterly)

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Creating the work plan

Developing a good work plan to achieve your goal

1. Develop Milestones
a)
b)

Must be a major accomplishment

Stated in past tense

2. Develop Action Steps i.e. specific steps to be taken;

a)
b)
c)
d)

Start with an action verb

Spell out a concrete deliverable
Include a deadline
Be clearly assigned to one person (from the team)

3. Test and refine the work plan

a)
b)
c)

Are all relevant milestones included?

Are the activities as detailed as possible?
Is there one person assigned to oversee each activity?

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Reduce Backlog of helpdesk Calls by 80%

in 12 weeks

Action Verb What will be Changed

Time Frame

Measurement of Success

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The work plan serves a number of purposes

1.

Provides a roadmap for the implementation of your project/programme within

agreed timelines

2.

Provides a timetable for completion of action steps

3.

Specifies accountability for each step

4.

Provides a method for tracking and reporting progress

5.

Documents the work done so that the team can capture key learning and share
them with others.

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Questions to refine the work plan

What are the chances of success? How can you increase these?
How realistic are the dates, given other commitments and priorities?
What measures will you track? How do you get the data?
What are the key risks and weak spots? What steps can you build in the plan to address
these?
What do you need to share the plan with? How will you communicate what you are doing
to those affected?
How can you make the effort more fun for all involved?

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Benefits of Rapid Results Approach

Rapid Results Approach has the following distinct befits among others:
i)

It generates progress and creates momentum in a critical area of overall strategic

objective;

ii) It stimulates new insights on implementation challenges and risks

iii) It achieves within 100-days or less
iv) It is challenging but achievable.

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How is it implemented?

To identify the first wave of RRIs, the organizational leadership group,

identifies a set of strategic priorities from the Strategic Plan, Annual
Work Plan or the Performance Contract that would benefit from RRA.
A result leader, strategic leader and team leader is then appointed for
each focus or Strategic Challenge Area.
The portfolio of focal areas then moves into the RRI cycle-Shape,
Launch, Implement and Scale-up. As the RRIs move through this cycle
the results advance the achievement of the organizational overall
strategy.

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The initiatives are structured in 100-day cycles from agreeing on goals to
achieving results, with each goal directly connected to one or more of the
overall objectives of the development effort.
RRA achieves systematic change through a series of small-scale, results
producing and momentum-building initiatives implemented within the100
days or less.
In doing so, it helps leaders to continually adapt and refine their overall
implementation strategy based on what works and what does not work on the
ground

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The specific goal to be achieved within the 100-days is, therefore, what is commonly
referred to as 100-day Rapid Results Initiative (RRI). RRA:Starts by focusing on a few RESULTS
Challenges team to achieve 100-day Results goals
Create temporary governance and support structure
Reinforce basic management skills
Manage the scale-up beyond the first 100 days.
Illustration of a Rapid Result

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Creating Deep Change in 100 Days: A five step

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Road

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Performance
Contract

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Introduction

The Staff Performance Appraisal System (SPAS) is a critical component of the

overall human resource management function in the Public Service. It is predicated
upon the principle of work planning, setting of agreed performance targets,
feedback and reporting. It is linked to other human resource management systems
and processes including recruitment, placement, training and development, career
progression, rewards and sanctions. The Performance Appraisal process provides a
mechanism for employees to contribute to the achievement of organizational
objectives. It facilitates communication between the employee and the immediate
supervisor by providing a structure for feedback on performance.
The successful implementation of the process will lead to development of
employee potential and improve communication relating to performance; improved
productivity and reinforce the values and principles of public service; and inculcate
a culture of high performance in the service.

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Objectives

The overall objective of the SPAS is to manage and improve performance of the Public Service by
enabling a higher level of staff participation and involvement in planning, delivery and evaluation
of work performance.
The specific objectives are to:
a)

Link individual performance targets with organizational strategic objectives and workplan;

b)

Promote communication between Appraisee and Supervisor with continuous feedback on work
progress;

c)

Set the basis on which an officers performance is monitored and evaluated as stipulated in
the individual work plan;

d)

Align operational and financial performance targets with budgetary provisions

e)

Assess the learning and development needs of staff on a timely basis;

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Preamble

1.

The overall objective of the staff performance appraisal system is to

manage performance of employees.

2.

This appraisal form is completed by all staff except Heads of

department who sign a performance contract with Divisional heads

3.

The Appraise and the Supervisor should read the SPA guidelines prior
to embarking on the actual appraisal.

4.

The completed SPA report shall be submitted to the Head of HRM at

the end o the appraisal period for deliberation by the Management or
Performance Management Committee.

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ACHIEVEMENT OF PERFORMANCE TARGETS

All Performance
Excellent

Targets Consistently
Exceeded
All Performance
Very Good
Targets Fully Met
More than Half of
Good
Performance Targets
Met
Half of Performance
Average
Targets Met
Less than Half of
Poor
Performance Targets
Met

100%

80% - 99%
60% - 79%

50% - 59%
Below 50%

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Excellent This rating is reserved for the individual whose work

performance is clearly and consistently superior to the standards
required for the position. This caliber of performance is easily
recognized by others in related areas as well as outside of the
individuals own group or function. The individual is successful in
unusual and adverse situations, meets extraordinary organization
strategic challenges with little or no guidance, and sets a positive
example for others. Achievement is higher than 100% of the agreed
performance targets.

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Very Good - This rating demonstrates a level of

accomplishment that goes beyond reasonable and demanding
standards, particularly in key knowledge, skills and abilities.
Performance is characterized by achievement up to 100% of
the agreed performance targets and the individual demonstrates
planning and execution of all routine functions and most major
functions with minimal guidance

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Good - This individual demonstrates a level of

accomplishment that clearly fulfills expectations. It
reflects good, solid and consistent performance
achievement between 80% and 99% of the agreed
performance targets. The employee demonstrates ability
to execute and control routine functions and several
major functions with occasional guidance.

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Fair - This individual demonstrates a level of

accomplishment that is below the standards of
performance and does not meet or marginally meets the
requirements. This individual demonstrates an
inconsistent level of achievement between 60% and 79%
of the agreed performance targets and requires more
direction and guidance than normally expected for
routine functions

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Poor This individual demonstrates

unsatisfactory performance;
achievement between 0% and 59%
of the agreed performance targets

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Mid Year Review

a) The main purpose of the Mid-Year Review is to accord both the Supervisor and
Appraisee the opportunity to jointly review the progress made by the Appraisee in
accomplishing the performance targets agreed on at the beginning of the appraisal
period.
b) Targets varied mid-year shall be discussed between the Supervisor and Appraisee
and recorded in the respective sections of the appraisal report.
c) The review which should be in the form of discussions should be focused on what has
been achieved, any constraints experienced and whether there is need to vary the
initial performance targets in order to accommodate any unforeseen circumstances.
d) Any changes, additions or removal of performance targets should however, only be
made in the event that there have been significant changes in the nature of
functions carried out by the Appraisee, and which may necessitate revision of
performance targets.
e) In the event that the Supervisor or Appraisee leaves the institution/department,
he/she will be required to appraise or be appraised as the case may be on pro-rata
basis.

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The End of Year Appraisal shall take place at the end of the reporting
period.
The following will constitute the end of year evaluation process:

i. The Supervisor and Appraisee are required to meet at the end of the
year to discuss the overall performance over the whole appraisal
period.
ii. The Supervisor will evaluate the extent to which the Appraisee has
achieved the performance targets, taking into account any unforeseen
developments that may have affected performance during the period.
iii.The Supervisor may recommend other specific interventions other than
sanctions depending on insight gained during the appraisal.

Ethics and Work Habits

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No.

Competencies

Achievements
(1 5)

Meeting deadlines

Punctuality

Teamwork

Interpersonal relations

Time management

Customer care

Integrity

Orderliness/Tidiness

Planning

10

Monitoring

Team building

12

Mentoring/Coaching

13

Productivity

14

Creativity/Resourcefulness

15

Delegation

16

Adherence to TTUC core values

Score

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Proposed Administrative Action

Proposed Measures to Improve Performance

Activity

Letter of commendation
Counseling
Caution
Deployment
Warning
Other rewards (promotion, monetary
etc)
Training, short courses
Other (Specify)

Tick Give Reason(s) for your

tick on this space

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CHALLENGES

The Goals linked to heavy financial obligations

Goals not aligned to the existing budget

Lack of adequate training on RRIs

Lack of adequate funding

Internal monitoring of activities within departments.

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Lessons learned

Monitoring and Evaluation & Performance Management

Transformative Leadership and Capacity Building

Information Education and Communication (IEC)

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Way forward

Workshop to enhance capacity building

setting of realistic targets that influence service delivery

Greater role of Teams working in the department

Innovativeness

Choice of appropriate thematic areas that influence service delivery.

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Expectation
Documentation
Develop internal monitoring Mechanism (Focus on
Results)
Innovate
Communication

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Given the right circumstances,

from no more than dreams, dete
Dee Hock.
rmination, and the liberty to t
ry, quite ordinary people consi
stently do extraordinary things

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Thanks for Listening