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Decentralization Reforms in Rwanda and Capacity Development for LGs

Kigali, 21/01/2011

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Background

• Decentralization Policy enacted in 2000 and implemented since 2001

• Implementation is done in phases: – 1st phase (2001-2005): laws, policies, institutionalization– 2nd phase (2006-2010): strengthening capacities for service delivery

and coordination of local development

• 3rd phase to run from 2011 – 2015: phase of consolidation, will focus on:– streamlining the institutional and legal framework, – consolidating achievements in governance and service delivery, and – scaling up on local economic development (LED) to support quick

socio-economic transformation

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Objectives of the National Dec. Policy

Five Strategic Objectives defined for the Policy: To enable and reactivate local people to participate in initiating, making,

implementing, and monitoring decisions and plans that concern them To strengthen accountability and transparency in Rwanda by making local

leaders directly accountable to the communities they serve To enhance the sensitivity and responsiveness of public administration to

the local environment To develop sustainable economic planning and management capacity at

local levels To enhance effectiveness and efficiency in the planning, monitoring and

delivery of services by reducing The major driving force for CD efforts in Decentralization : to

sustain the implementation of the NDP and to achieve its objectives

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Capacity Development in Phase 1

• Phase 1 (2001-2005)– Institutionalized decentralization as the new form of administration– the legal and organizational basis was laid– Five levels of government were established: central government, province

(12), district (106), sector (1545) and cell (9165). – Legal framework; Fiscal Decentralization Policy and Law defined;

Community Development Policy adopted…

• CD Efforts characterized by: – Coordination at the Provincial level, – Development partners support organised by province

• Netherlands: Cyangugu, Gitarama, Ruhengeri Province• EU: Kigali Rural• Swiss: Kibuye….

– Imbalance: what happens in other provinces?

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Capacity Development and Phase 2

• The Second phase (2006 – 2010) was defined after a territorial restructuring (Provinces:4; Districts: 30: Sectors: 416; cells: 2150; Umudugudu:14837)

• Specific Objectives of the Reform:– To promote and enhance effectiveness in service delivery at

the Sector level– To streamline and strengthen the coordination of “public

services” and local economic development at District Level – To institutionalize a Clear demarcation of roles and

responsibilities between the CG (Policy, CB, M&E) and the LGs (implementation)

• In addition to the strategic objectives of the NPD, CD must pursue the and the 2nd phase objectives

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Characteristics of CD during Phase 2

• The District is at the centre of CD support• CD providers: Ministries, donor-supported projects, Int’l

NGO’s, ..• But: Weaknesses and Challenges in CD Interventions

Uncoordinated and fragmented : initiated by various stakeholders limiting to their own specific objectives;

Supply-driven by nature: limiting ownership by Districts Limiting Capacity Building to the sole trainingAbsence of quality assurance and certificationNo systematic induction to new personnelBudgetary limitations in LGs

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CD for: a strategic orientation for Phase 3

• 3rd phase to run from 2011 – 2015: phase of consolidation, will focus on:– streamlining the institutional and legal framework, – consolidating achievements in governance and service delivery, and – scaling up on local economic development (LED) to support quick

socio-economic transformation

• CD to pursue the NPD Objectives, the objectives of Phase 2, but in a more coordinated manner through a comprehensive CB Strategy for LGs (combining training , technical assistance and coaching to districts and a mechanism for retention of trained personnel…) .

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The Capacity Building Strategy

Long-term vision: Having in place efficient, effective and transparent local governments for effective service delivery :

Mission of the strategy:To ensure that local government have qualified and skilled staff operating in a conductive environment for effective service delivery

Guiding Principles of the Strategy: – Making Capacity Building Demand-Driven– Rethinking adequate mechanisms for quality assurance and standards setting– Avoiding the narrow scope of defining CB as synonymous to training – Ensuring that CB interventions are coordinated and harmonized

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Objectives for the next 5 years (2011-2015) are to:

a) Strengthening Coordination among institutions charged with Capacity Development in LGs

b) Establishing capacity development quality assurance and standardisation system

c) Integrating a large diversity of CD approaches, including Technical assistance, Coaching and mentoring, systematic induction

d) Establishing a pooled funding mechanism for LG Capacity Developmente) Enhancing LG capacity to attract, recruit, motivate, and retain a critical

mass of technical and professional skills .

Specific Objectives in the next 5 years

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1. Factors that have influenced CD across all the phases of decentralization– Defined objectives (for the Policy and successive reforms)– Responsibilities and functions devolved– Institutional arrangements (Ralga, Riam, NDIS, PSCBS)– External Aid environment

• 2001 – 2005: Project support• 2006: Attempt to harmonize following Paris declaration on Aid

effectiveness• 2009/2010: Accra Commitment / Division of labor

2. These factors, while immediately applicable at Central level, take longer period before they are translated in the CD for decentralization

To conclude

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End

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CAPACITY BUILDING FrameworkCAPACITY BUILDING Framework

SYSTEM(funding mechanisms,

monitoring mechanisms,

etc.)

Supply

-UNR

-RIAM

-others

Demand

Stakeholders

- Districts

- Sectors

Infrastructure

Institutional and organizational

development

Human Resources