1 Decentralization Reforms in Rwanda and Capacity Development for LGs Kigali, 21/01/2011

2 Background Decentralization Policy enacted in 2000 and implemented since 2001 Implementation is done in phases: – 1 st phase ( ): laws, policies, institutionalization – 2 nd phase ( ): strengthening capacities for service delivery and coordination of local development 3 rd 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

3 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

4 Capacity Development in Phase 1 Phase 1 ( ) – 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?

5 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 2 nd phase objectives

6 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 training  Absence of quality assurance and certification  No systematic induction to new personnel  Budgetary limitations in LGs

7 CD for: a strategic orientation for Phase 3 3 rd 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…).

8 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

9 Objectives for the next 5 years ( ) 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 Development e)Enhancing LG capacity to attract, recruit, motivate, and retain a critical mass of technical and professional skills. Specific Objectives in the next 5 years

10 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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