In this interview, Stanley Murage discusses results based management in the Kenyan government, particularly the implementation of Rapid Results Initiatives (RRI). He begins by recounting the early stages of reforming, from when he first started looking at results based management five years before its execution. The process began in 2003 with different economic sectors creating service charters with measurable goals and timelines. Departments set these goals in conjunction with citizens through stakeholder forums that discussed what aims to establish and how to achieve the desired results. This citizen participation is one demonstration of how citizen-centered the reforms were. In addition to soliciting public input, the Rapid Results reforms also improved communication to the public regarding what services to expect and how the reforms benefited citizens. As part of the new emphasis on results and evaluation, the reform teams also implemented results-based budgeting. Murage identified the political steering from the top as a key factor enabling the success of the RRIs. Having skilled people in government was another critical element. Overall, Murage explains that RRIs require accompanying reform structures such as a policy setting body, political will and a good communication strategy. He outlines the set up and process for each of these elements in Kenya’s implementation of Rapid Results.
At the time of this interview, Stanley Murage was an engineering consultant. Prior to that he had served as Special Adviser to President Mwai Kibaki for strategic policy analysis. He had previously held other government posts, including Permanent Secretary of Labor, Transport and Communications, and Public Works. Early in his career he served in the public service as a surveyor. In 2005, he was awarded the Chief of the Order of the Burning Spear (CBS) for his government service.