Getting Things Done: Making the Most of the First 100 Days in Government
Elections as a Catalyst for Change
By the end of 2024, billions of people are expected to have gone to the ballot box in over 60 countries. Political parties will have made bold manifesto pledges, and voters will have made their decision based on the outcomes they wish to see and experience.
However, once the dust settles, both new and continuing governments alike will quickly need to shift their focus from getting elected to getting things done.
In our work supporting governments around the world with their delivery agendas over the last two decades, too often we hear themes of frustration and disappointment on the question of ‘How’? Amongst a myriad of existing challenges, pressures and interests, it is the delivery of results which will ultimately judge the success of governments around the world.
In this article we share four key delivery questions for prospective and established governments alike to answer, to ensure the first 100 days act as a key statement of intent to the public – a statement that will set an important tone and direction for the remainder of the government term.
The First 100 Days: Missed Opportunity or a Statement of Intent?
You’ve won. What next?
Against a backdrop of big manifesto pledges and high expectations, it’s become common for new governments around the world to unveil a 100-day plan upon taking office. However, a newly elected leader’s first 100 days equates to ~70 workdays or a bit under 600 working hours. It’s not a lot of time.
If you’re a new government, learning how to govern involves a steep learning curve. Amidst the intense attention, day-to-day political pressures and setting up of working relationships with the public service there are potential distractions for the newcomer at every corner. Having a clear initial direction is critical to keep you focused on what matters most during these early days.
For a continuing government that has already navigated this journey before, the next term marks an opportunity to hit the ground running. With strategies and approaches to delivery often already developed, it’s time to return and get on with the task at hand.
However, in many cases, we see that the first 100-day plan focuses more on symbolism than on delivering tangible results. When delivery does feature, it can often try to tackle too many issues at once, and/or concentrate on the politics rather than real outcomes that matter to people.
We believe this is a missed opportunity.
Whilst we openly acknowledge the challenge of delivering real results in 100 days, it’s not impossible. Through our work with governments around the world, we have seen some remarkable ‘Quick Wins’ achieved and broader platforms set within the 100-day period such as:
- A Caribbean government which established a free Covid testing and mask distribution programme within 90 days of taking office
- A North American country which made significant headway in its pledge to support the arrival of 25,000 Syrian refugees
- A state government in Southern Africa who met 70% of their target (in only three months) to provide title deeds to tenants previously denied ownership rights
- A Southeast Asian state which boosted domestic entrepreneurship by simplifying its process for starting a new business
None of these were easy, but all are examples of governments who delivered meaningful results, in a short space of time, which mattered to their people.
Four Key Questions for New and Incoming Governments to Help Drive Delivery in the First 100 Days – and Beyond
Reflecting on our collective experience in helping governments develop their delivery agendas, we have identified key takeaways for how governments can use their first 100 days to set themselves up for success.
Across a range of diverse geographies, time-periods and political contexts, we have identified four common questions for governments to answer:
1. Are you focused on one or two meaningful ‘Quick-Wins’ which feed into your broader agenda?
Your manifesto will contain your broad aspirations and the major priorities for your term in government. However, well in advance of the election date, we would urge you to consider potential Quick Wins for the first 100 days. Avoid seeing these as symbolic tick-box exercises; if they are too easy to achieve, they likely won’t be meaningful or stand the test of time.
Instead try to identify those which: i) are opportunities to show real results in your key priority areas and ii) act as a learning experience to support your broader aspiration by the end of your term. These Quick Wins should be realistic and tightly defined. Ideally, you should already have access to good data to track their delivery, creating an opportunity to communicate impact out to the public.
Finally, keep the number of Quick Wins small and be laser-focused on them. Resist the temptation to announce a blizzard of initiatives – it will be unclear what you stand for, and you’ll have less to show for it at the end.
By seeing Quick Wins as part of your overall programme (and not as a false dichotomy), you can simultaneously deliver tangible results to people, learn faster about the broader system, and generate momentum and belief in your longer-term strategy.
2. Is there existing government delivery capability you can harness?
Particularly for new governments, it can be tempting to dismantle teams and structures associated with the previous administration. Whilst sometimes necessary in the name of reform, this can also result in the loss of valuable experience, capability and time.
Equally, following an election, you have an opportunity to remobilise the machinery of government towards a new set of priorities, away from Business as Usual. Done well, this shift can create a renewed sense of urgency and momentum during the all-important honeymoon period.
We have seen several strong examples of where governments have effectively identified then harnessed existing delivery capability to catalyse their delivery agenda in the first 100 days.
By building on both existing government delivery capability and infrastructure, the new government was able to move at an unprecedented pace on two key interventions credited with allowing the relaxation of Covid regulations in the country.
Nevertheless, this requires governments to be intentional and sincere in their early assessment of what already exists and works well. Where there is a notable gap, other approaches may be required in the mid-term.
However, if new governments do decide to dismantle a delivery team, this shouldn’t be the end of the story. If you have an agenda, how else will you deliver it? What will your driving mechanism be instead?
3. Do you have the right people and relationships in place?
First, identify the right people at the Ministerial level and within government who can drive delivery for your 100-day plan and beyond. In the Ministerial team, this starts with having people who already know the machinery of government and how to get things done (lessening the new government learning curve). At the government official level, you can also start to gather intelligence before an election to help identify top officials with a strong track record of delivery.
Ideally, these civil service leaders are highly credentialled, possess influential networks and will be key allies by virtue of their ability to work through relationships to unblock delivery obstacles.
Second, once people are in post, it’s important to establish the right relationships from the outset, with the dynamic between the new Ministerial team and government officials being especially crucial. While the President or Prime Minister sets the priorities, it’s ultimately the machinery of government that ‘does the doing’ – requiring mutual alignment, trust and buy-in from senior officials and departments. When managed well, you can harness the power of government all pulling together for the benefit of people; but when not, it can lead to unnecessary friction and, at worst, block progress with your agenda.
Success will depend on a small group of committed and capable leaders.
Start identifying key people before you’re elected. Then, once in place, focus on the quality of relationships to ensure accountability, momentum and that politicians and the civil service are aligned from the outset.
4. How will you build a broader platform for delivery across the remainder of the term?
All the above lessons are important for demonstrating early success to the public. However, in order to fulfil the bigger promises you’ve made over the course of the government term, it’s important to also use the first 100 days to establish the building blocks for your broader delivery agenda.
For each of your key priorities this will include identifying the indicators you will use to measure success, the strategies which will move these numbers and the delivery plans that underpin them (amongst other tasks to check progress and keep you on track).
Whilst the results may not materialise until later in your term, it is critical that this early preparatory work is in place to ensure you can deliver on the level of ambition in your manifesto throughout your government term.
While we have urged a laser-like focus on your one to two Quick Win priorities, do not postpone or underestimate the work required to set yourselves up to deliver on your bigger goals.
Whilst the results may not come as quickly, these bigger goals are the reasons why you were elected, and what people will remember you for (fondly or otherwise!).
Looking Back: What Will Your First 100-Day Legacy Be?
Consider that all-important period between the election victory party and your post-100-day speech to the public…
Looking back, will you describe a time of political gestures and missed opportunities, or will you be able to excite, inspire and set the standard for a compelling story of delivery?
This is your moment to:
- Deliver tangible Quick Wins: achieve results that people really care about, and which build momentum for the rest of your term
- Mobilise the machinery of government: harness and bolster existing capabilities in a way that catalyses your delivery agenda forward
- Bridge the gap between the ‘what’ and the ‘how’: clarify your broader delivery platform to ensure that your big priorities are not just ambitions but become a reality
Your steps in the first 100 days will set the tone for your entire term. Make each day count, demonstrating to the public what truly can be achieved through effective delivery.
About Delivery Associates
Delivery Associates (DA) is a global consultancy dedicated to helping governments and social impact organisations achieve better results through better implementation. Through Deliverology®, our proprietary, evidence-based methodology, we guide leaders through every phase of strategy formulation, execution and evaluation, ensuring sustainable success. Specialising in pivotal sectors such as climate, education and health, DA leverages deep public sector insights and hands-on experience to drive transformative outcomes. With a track record of global projects that deliver meaningful change, we are dedicated to advancing public service delivery worldwide. Learn more at https://www.deliveryassociates.com.
For media or partnership inquiries please contact:
Abigail Smock, Global Growth Lead at Delivery Associates
abigail.smock@deliveryassociates.com
Banner image: Photo by Jesse Bauer on Unsplash
