1. 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

2. 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?

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

5. 1. The Situation: Austerity as the Norm
A few facts about Rwanda
Central East Africa
Around 8 million population
Gross Domestic Product per capita: US Dollars
Malawi 879 USD, Central African Republic. 542 USD
Germany: USD
Singapore: USD
UK: USD (all data by International Monetary Fund, year 2013)
Genocide 1994 with around 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

6. 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
RALGA’s mandate: Lobbying, Advocacy, and Capacity Building
NGO??? Influence by politics is an issue!!

7. 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
RALGA’s mandate: Lobbying, Advocacy, and Capacity Building

8. 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)

9. 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

10. 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

11. 1. The Situation: Austerity as the Norm

12. 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)

13. 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

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

15. 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

16. 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

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

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

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

20. 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

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

22. 2. Establishing the Local Government Institute
Classroom Teaching Plan:

23. Financial plan
Obsolete

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

25. 3. Current Status, Challenges and Opportunities

26. 3. Current Status, Challenges and Opportunities
Work plan:

27. 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

28. 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

29. 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

30. 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

31. Thank You! Your Questions Please!