assessment that attributes the results to the interventions. More will of course need to be done on this aspect.<sup>41</sup> The issue of cost efficiency of the approach has not been evaluated. But what is evident from the limited experience with the L4R is that very little resources outside of client staff time are needed for its implementation.<sup>42</sup> Most of the work revolves around learning by doing by client teams on problems that they would have had to address in any case. A small team of L4R trained resource persons (ranging from two to four depending on the needs) and an RRA coach are all that are needed to support a program.<sup>43</sup> These non-staff time costs are considerably lower than the cost of many consultant-supported technical assistance programs.<sup>44</sup> The World Bank is embarking on a significant change process that will reorient the organization’s engagement with its client countries towards assistance in problem solving (which may or may not involve lending). At the heart of this change is the development of what has been called a “science of delivery” for development programs. Though there is an ongoing debate on exactly what this means, there is agreement that it will involve the application of the scientific method to improving our understanding of implementation challenges. But there is also an emerging criticism that it ignores the “art of delivery” of which politics is so much a part of: context matters, so does how this will be addressed.<sup>45</sup> The L4R begins to respond to this criticism. Art is indeed unique but, with guidance and hard work, the skills needed to become an artist can be developed. A few will of course have natural talent and will rise to become masters. But many can develop good enough skills to become decent artists, producing marketable art work. Change contexts are likewise unique; but the skills needed to manage change and thus implementation can be learned.

> 41 Future L4Rs will utilize the Outcome Harvesting methodology to assess the effectiveness of and introduce improvements to the program.

> 42 Since 2011, L4Rs have been launched in several countries: Sierra Leone, Madagascar, Comoros, Zimbabwe, Malawi, Indonesia, Iraq, Philippines, Cameroon.

> 43 For more extensive programs, two or more RRA coaches may be needed but typical programs involve only one coach, either international or local.  Part of the task of the RRA coach is to train a member of a client RRI team (called an internal coach) in coaching so that he or she can gradually take on an increasing role in supporting the team further down the line (and likewise be deployed to help other teams). Internal coaches receive enough training to do rudimentary coaching; with more experience, they can work their way to being national/local coaches and eventually international caliber coaches.  The World Bank Institute has established a coach training and certification program for the latter.

> 44 Based on delivery to date, the average annual cost of the Burundi Leadership program  has been $188,843 (including consultant fees, travel costs and all other variable costs). The total cost of the program from 2006 – 2012 for seven years of implementation support was $1,321,906 ($1,039,676 in trust funds and $282, 224 in Bank Budget, World Bank Institute cost data).

> 45 Schneider (2013)

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