A county health office in rural Liberia used the communication sprint to introduce one simple daily summary note for each facility. Before the sprint, reports arrived late and often only by phone. After a few weeks, most facilities sent a written update within the week, and supervisors had a fileable trail they could review.

In one Monrovia-based ministry unit, most updates lived in long WhatsApp threads that nobody could follow. During the communication sprint, the team agreed on a five-line daily brief for the director’s office. Staff now copy key points from WhatsApp into that brief before 4 p.m. each day. The director reports spending less time chasing information and more time deciding what to do.

A medium-sized NGO was constantly running out of basic items like printer paper and cleaning supplies, even though the storeroom was full. After the inventory sprint, the storekeeper introduced bin cards and minimum/maximum levels for 20 priority items. Stock-out incidents on those items fell noticeably, and the finance team had clearer backup for purchases.

At a county hospital, drugs and supplies were stacked by shipment, not by expiry. During the sprint, the warehouse team created labeled shelves and a “soon to expire” zone checked every Friday. Items were pulled in time for use or return, reducing quiet loss.

One district education office used to send long, informal letters when requesting small projects. Many came back with questions and approvals dragged. The project readiness sprint introduced a one-page feasibility note with a short problem statement, options, and basic risks. After staff practiced with real proposals, approvals moved faster because the back-and-forth was reduced.

A local NGO in Montserrado had a grant at risk because supervisors felt field plans were unclear. During the sprint, the team recast each activity into a short feasibility brief showing what would happen, who was responsible, and what could go wrong. When the donor visited, those briefs helped the team explain their plan clearly, and the grant stayed on track. The same format is now used for every new idea.

A county administration near a flood-prone river had no written roles for emergencies. In the disaster risk sprint, staff created simple duty cards for five key roles and a basic flood checklist. Three months later they ran a small drill with the police and health teams. Staff said it was the first time everyone knew exactly who should call whom and what to do in the first 60 minutes.

A network of rural clinics relied on ad hoc calls when bad weather or unrest threatened travel. The sprint helped them build an emergency phone tree and a short message script. In the first real test, staff were reached quickly using the new tree, and managers documented who was unreachable for follow-up.

A Monrovia-based logistics firm joined the fleet & fuel sprint after noticing large gaps between fuel bought and kilometers reported. Drivers started recording every trip with starting and ending mileage and fuel drawn from one central log. After two months of consistent use, the firm recorded a clear drop in unexplained fuel variance compared to the previous quarter.

One rural NGO office relied heavily on a diesel generator but kept no proper record of running hours. During the sprint, the admin team introduced a simple generator log: hours run, fuel added, and purpose. After three months, they compared logs to purchases and found missing fuel had dropped. The same template is now used at two other field bases.