Public Leadership in an Age of Austerity Quality Teaching and Learning in Local Government – Establishing the Local Government Institute in Rwanda/Africa Matthias Seeler, Innocente Murasi Rwanda Association of Local Government Authorities, RALGA

Quality Teaching in Local Government Administration The Situation: Austerity as the Norm The Response: Establishing the Local Government Institute (Masters Degree Course) Current Status, Challenges and Opportunities 1. What is the idea behind the Local Government Studies?

1. The Situation: Austerity as the Norm Where exactly is Rwanda?

1. The Situation: Austerity as the Norm A few facts about Rwanda Central East Africa Around 8 million population Gross Domestic Product per capita: 1.538 US Dollars Malawi 879 USD, Central African Republic. 542 USD Germany: 40.007 USD Singapore: 64.584 USD UK: 37.307 USD (all data by International Monetary Fund, year 2013) Genocide 1994 with around 800.000 people killed within 100 days Rapid growth and development in urban centers Prompt listeners to the fact that in order to move from 1500 to 3000 USD GDP/capita it takes 10 years of growth by 7 % per year

1. The Situation: Austerity as the Norm Rwanda Association of Local Government Authorities (RALGA): Legally established as NGO Mandated and financed by Local Governments in Rwanda Structure of Local Government: 30 Districts plus the city of Kigali, each district consists of a number of sectors, sectors composed by cells as smallest entity of local government Overall workforce of Local Governments. around 16.000 RALGA’s mandate: Lobbying, Advocacy, and Capacity Building NGO??? Influence by politics is an issue!!

1. The Situation: Austerity as the Norm Rwanda Association of Local Government Authorities (RALGA): Legally established as NGO Mandated and financed by Local Governments in Rwanda Structure of Local Government: 30 Districts plus the city of Kigali, each district consists of a number of sectors, sectors composed by cells as smallest entity of local government Overall workforce of Local Governments. around 16.000 RALGA’s mandate: Lobbying, Advocacy, and Capacity Building

1. The Situation: Austerity as the Norm RALGA’s mandate for Capacity Building: Establishing the Local Government Institute Building a central unit for all training activities related to local government in Rwanda Moving from ad hoc approach to training (following ideas from donors) to a structured, coherent strategy for capacity building Following recommendations from key stakeholders (local governments, MNIALOC, MINEDUC, development partners)

1. The Situation: Austerity as the Norm The Local Government Institute: Project dates back from 2010 A response to the needs expressed by Local Governments A response to the needs resulting from capacity building needs assessments carried out in all districts (Local Governments Common Capacity Building Priorities, carried out 2013) In line with Rwanda’s Vision 2020 Good Governance and a capable State Capacity building and district involvement In accordance to EDPRS-II Economic development and poverty reduction strategy

1. The Situation: Austerity as the Norm LGI will be offering a Master Degree Course in Local Government Studies and short courses that are linked to the subjects in the Masters program To enhance capacity on institutional, organizational and individual level in Local Government To improve service provision in Local Government To enhance leadership skills of Local Government executives and elected leaders

1. The Situation: Austerity as the Norm

1. The Situation: Austerity as the Norm To professionalize Local Government Leadership Target Groups: Local government staff Elected leaders Those who want to enter local government To offer a unique Master Degree Program that links academic theory with practical issues in local government To offer short courses that fit into the overall curriculum of the Local Government Institute (modular structure)

1. The Situation: Austerity as the Norm Key strategy aspects: LGI positioning Vision, mission, values of the LGI Target group Educational services to be offered Facilitation strategy Financial plan Time plan SWOT analysis Mapping of partner institutions Key Challenge: Positioning became obsolete by “advice” from MINEDUC/HEC

2. Establishing the Local Government Institute (educational program) Focus on developing the academic Masters Degree Course in Local Government Studies

2. Establishing the Local Government Institute A lean structure Cost efficient Financially viable Ready to administer up to 500 students with limited resources (administrative staff, academic staff, facilities) Quickly adaptable to changing needs  Focus on developing the academic Masters Degree Course as ‘umbrella” for the overall LGI curriculum

2. Establishing the Local Government Institute The course is facilitated in a blended learning concept Blended learning = a mix of self guided distance learning and mandatory classroom learning Reasons for blended learning: Financial sustainability (break-even at 225 students) Knowledge base remains within RALGA Ideal for students with a bachelor degree who are already employed Flexible entry dates possible Flexibility of students in terms of time and location

2. Establishing the Local Government Institute Subject list for Local Government Studies:

2. Establishing the Local Government Institute Subject list for Local Government Studies:

2. Establishing the Local Government Institute Subject list for Local Government Studies:

2. Establishing the Local Government Institute Subject list evolved from capacity needs assessment Subject list was discussed and refined in a range of stakeholder meetings Subject list was then revised by curriculum development consultants Final subject list was validated in a range of meetings with respective Ministries Research Output from Students’ Master Thesis which will link theory and practice in local government

Master-Program Components 2. Establishing the Local Government Institute Master-Program Components Short Courses extracted from overall curriculum

2. Establishing the Local Government Institute Classroom Teaching Plan:

Financial plan Obsolete

SWOT Analysis Obsolete – the most important risk: political influences!!!

3. Current Status, Challenges and Opportunities

3. Current Status, Challenges and Opportunities Work plan:

3. Current Status, Challenges and Opportunities Organizational Tasks: Supervision of curriculum development Application for accreditation Job descriptions for LGI Recruitment plan Recruitment policy Remuneration guideline Actual recruitment Creation of necessary forms Establishing filing system for LGI Obsolete

3. Current Status, Challenges and Opportunities Organizational Tasks: Establishing a scholarship structure Procurement of furniture and equipment Study guideline Exam guideline Master Thesis guideline Credit granting guideline Developing library services  Obsolete

3. Current Status, Challenges and Opportunities Strategy developed and adopted Curriculum development underway Accreditation documents produced Accreditations documents submitted Review of documents with very positive results Recommendation by Higher Education Council: the program to be accredited with no further amendments, but advice to consider an affiliation with the University of Rwanda

3. Current Status, Challenges and Opportunities Both rest in influences beyond control of RALGA Question how to ensure (financial) benefit for RALGA Professionalization (academically) through University of Rwanda Synergies with already existing University programs for military and police Development of MoU with the University of Rwanda draft underway

Thank You! Your Questions Please!