The programme had a national strategy, committed funding and a clear mandate. What it did not have was delivery at the level where an enterprise actually asks for help. Policy sat in Kigali while the businesses were elsewhere.
I led a team that translated the national framework into district level practice across 14 districts, working with the district officers who would have to deliver it after the programme ended.
Fourteen districts with functioning business development service delivery, staffed by people who had built it rather than received it.
None of it was clever. It was sequenced, written down, and reported on monthly.
Read the national framework against what was actually reaching enterprises.
Translated it into district level practice, with the district officers who would deliver it.
Built delivery capability rather than delivering a service on the districts' behalf.
Handed over fourteen districts with functioning business development service delivery.
A policy is only real when it arrives at the district with someone who is able and accountable to implement it.
The scorecard takes fifteen minutes and tells you where the gap sits before you spend anything.