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In the strategic planning section, the needs for a full implementation plan were explained. Implementation requires clear management arrangements, awareness of the change process, M&E processes and adjustments.


implementation overview


Management arrangements and competencies

Since implementation usually spans over a medium or long-term period, appropriate institutional management structures need to be established. Ideally the day-to-day management of the transformation strategy should be embedded in existing sustainable organisational structures. For example a national procurement reform strategy would often be embedded in the national procurement normative/regulatory body.


Whatever the organisational home for managing the implementation process, it is important that the required competencies exist or if not, that a plan is made for how they will be acquired. Relevant competencies relate to:

  • Leadership
  • Project management
  • Risk management
  • Change management
  • Communications
  • Monitoring and evaluation


Steering committees and task forces

As well as responsibility for the day-to-day management and implementation of the transformation strategy, in some circumstances it may also be desirable to establish steering committees, task forces or sounding boards, either one or a combination. Some advantages and uses of these kinds of arrangements include:

  • Creating and sustaining ownership and commitment at appropriate levels in the Government or organisation by including key stakeholders in a steering committee;
  • Ensuring ongoing links between the implementation of the strategy and other key Government or organisational priorities and objectives;
  • Ensuring ongoing links with other related initiatives and reforms such as public financial management (PFM), civil service, audit, sector programs etc.;
  • To ensure ongoing commitment from and coordination of multiple development and funding partners;
  • To provide a forum for external expert advisory support and advice;
  • To ensure ongoing dialogue with the private sector and civil society.

When establishing these kinds of arrangements however, it is important to be clear about what the objectives of the body are, what its roles and responsibilities are, frequency and purpose of meetings and who should be represented. It's also important to ensure that the arrangements are efficient and effective and are not a resource draining coordination burden or a duplication of any existing structures.



Illustrative Results Framework

Handbook on Planning, Monitoring and Evaluating for Development Results

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