Madagascar - Building Leadership and Management Capacity through the Rapid Results Approach
In 2002 Madagascar's new government under President Mark Ravolamana recognized the urgency of addressing the peoples' high expectations for concrete economic and social improvements. While it rushed to put the economy back on track and im...
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| Format: | Brief |
| Language: | English |
| Published: |
2012
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| Online Access: | http://documents.worldbank.org/curated/en/2008/06/9754234/madagascar-building-leadership-management-capacity-through-rapid-results-approach http://hdl.handle.net/10986/9513 |
| Summary: | In 2002 Madagascar's new government
under President Mark Ravolamana recognized the urgency of
addressing the peoples' high expectations for concrete
economic and social improvements. While it rushed to put the
economy back on track and improve the quality of life, its
vision and strategy for reform was no match for the
realities on the ground. By the time the Ravolamanana
government assumed power in 2002, GDP had declined by 13
percent, key public services were discontinued, and the
poverty rate soared from 69 percent in 2001 to 80 percent.
There was widespread joblessness and high inflation. Within
the government, there was little capacity for policy
planning or monitoring and evaluation in most sectors.
Collaboration was weak, with no existing mechanism to allow
for a joint ministerial response to problems that cut across
sectors. In February 2005, when the government launched its
first rapid results pilot, the goal was to mitigate the
effects of a significant shortfall in rice production,
importation, and distribution. The crisis was solved by a
combination of policy-based and technical interventions.
Rice production increased significantly in two of the four
targeted regions when the rapid results approach (RRA) was
applied. In the region of Boeny, production went from 2.5
tons per hectare in 2004 to 4 tons per hectare in 2005, and
in the region of Menabe, it increased from 22,000 tons to
37,000 tons. |
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