a sourcebook of hiv/aids prevention programs volume 2

The Rapid Results Initiative, Eritrea 41ManagementProgram leaders took the need to achieve results within 100 days veryseriously. To do so, the management structure had to be strong enough toprovide clear guidance on the development of the program as it expandedover the three phases. Constant evolution of program management wasdemanded, particularly as activities were expanded. This meant movingfrom having two coaches in phase I to making RRI a priority for all managementstaff of the zoba Education Office. New systems were implementedto ensure that financial disbursements to schools occurred quickly andsmoothly. Staff who were not achieving desired outputs were replaced.There are many spices that you have to put into the dish. The main ingredients are committedcoaches and life-skills teachers.The main challenges in managing people involved in RRI is to ask “Who is supporting?,”“Who is opposing?,” “Who is lagging behind?,” “Who is undermining the achievement ofresults?”RRI Strategic Leader, zoba MaekelCommunicationExcellent public relations were needed to ensure that all students, teachers,communities, and other stakeholders were fully informed about the programas quickly as possible. To do so, the program used radio and televisionto publicize activities and produced many brochures and magazines aboutthe program.Opposition comes from lack of understanding. A major priority of teams was to overcome lackof knowledge.RRI Strategic Leader, zoba MaekelConstant AssessmentAssessment is a necessary feature of any project to measure success andaddress shortcomings. It was particularly important for RRI, because theprogram was constantly expanding. That said, the fact that RRI was such ashort-term project made evaluation difficult.Discussions following each phrase took into account the results of theimpact assessment for that phase and the responses of peer leaders, teachers,and team leaders. They also addressed the range of practical issues thatemerged during implementation. On the basis of these discussions, changeswere made, including revision of training manuals.(c) The International Bank for Reconstruction and Development / The World Bank