1. Capacity Needs Assessment for Rwanda SAKSS

2. Overall policy context
Vision 2020
PSTA I
( )
PSTAII (
PSTA III
(under preparation)
Economic Development and Poverty Reduction Strategy (EDPRS)

3. Agricultural Policy Context
Among first countries to indigenize CAADP principles.
Implementation was undertaken through the operation frameworks;
Strategic Plan for Agricultural Transformation (PSTA I, PSTA II and … PSTAIII currently under preparation)
Institutional development is one of the programmes under PSTA II;
USD 11,450,000 (59% of budget) set aside for institutional strengthening and capacity building

4. About the Capacity Needs Assessment Study…

5. Overall Objective Conduct capacity needs assessment
Strategic policy analysis and investment planning
Monitoring and evaluation, and
Knowledge management and sharing
Design a capacity development strategy for country SAKSS node

6. Methodology Desk review
Formal and informal interviews using structured questionnaires and checklists
Data collection at three level:-
Policy, organization and individual level

7. Status of the study ToRs prepared Data collection tools refined
Consultant identified & contracting done
Data collection done
A draft report prepared
Reports reviewed and comments provided to the consultant
Second draft being awaited…

8. Preliminary findings…

9. Main public policy players
MINAGRI;
Four directorates,
Rwanda Agricultural Development Board (RAB)
National Agricultural Export Board (NAEB)
MINECOFIN
National Bank of Rwanda (BNR)
National Institute of Statistics of Rwanda (NISR)

10. Links between public policy players
Policy Design
Policy Analysis
Monitoring & Evaluation
Policy Implementation
University (e.g. FACAGRO)
BNR
NISR
RAB
MINECOFIN
NAEB
MINAGRI

11. Agriculture policy process interactions
Sub-Sector strategies(e.g. Livestock)
Done by the sub-sector working group
Validated by the Sector working Group
Sector Stragies (e.g. PSTA)
Validated by the Sector Working Group convened every year.
This feeds to mid-term and multi-sectorial strategies like EDPs term
National Strategies ( e.g. EDPRS)
This can also feed to long- term country strategies like the 7 years government plan and Vision 2020

12. Other players Development partners Rwanda Farmer’s Chamber
Private Sector Federation
Universities
IPAR

13. Capacity assessment…1 Limited number of highly qualified personnel
Low diversity of skills and expertise
Challenge of attracting and retaining highly qualified staff in public institutions
Remuneration gap
Research and analysis receives less attention
NUR staff spend 30% of the time
Limited budgets cited as a common constraint across institutions
Physical infrastructure (e.g. computers, telephones, office space) are in general adequate…with some exceptions
Limited use of analytical software

14. Education level of researchers & policy analysts
Name of Institution
Number of Personnel
Highest Education Level
Actual
Intended
PhD
M.Sc.
BSc
BNR 20 2 15 3
NUR/FACAGRO 27 38 10
NISR -
MINAGRI 6 16
MINECOFIN 4
RAB 11 65 39
NAEB 1 14
IPAR 19 23

15. Capacity assessment…2
Knowledge management and communication are given little attention
provided as-required basis rather than as a strategy

16. Thank you!

17. Additional slides from Alfred Bizoza…

18. Rwanda SAKSS
Establish to facilitate evidence-based planning and implementation of national agricultural sector policies and investments, as well as review and dialogue between government, stakeholders, and development partners that lead to desirable growth and development outcomes
Became operational in May 2010 following the appointment of a Coordinator, placed within the Directorate of Planning of MINAGRI and using financial support from USAID-Rwanda

19. Rwanda SAKSS,…
The process of establishing the SAKSS Node and Network of partners has been slow due to:
Limited knowledge and guidance on the nature and scope of work required of a Rwanda-SAKSS
Architecture of the SAKSS and the role of different actors has not been clear
Limited funding

20. Capacity Development Strategy
Articulate a clear work plan of specific activities and outputs given limited resources;
Draw a clear framework on technical assistance from the regional ReSAKSS node for East and Central Africa (ReSAKSS-ECA);
Strengthen the SAKSS network of technical partners who will undertake the work on strategic and monitoring analysis;
Setting up a governance structure that enables key stakeholders to inform the direction of the node;
Discuss the staffing and funding gaps