Ministry of Local Government - DG RUGAMBA Egide -

PRESENTATION ON RWANDA DECENTRALIZATION POLICY Ministry of Local Government - DG RUGAMBA Egide -

Presentation outline 1- Introduction 2- Rwanda Decentralization Policy 3- Planning and Consultation process 4- Budgeting process 5- Monitoring and Evaluation 6- Conclusion

Rwanda’s administration – historical outlook • Before the government of national unity came to power in 1994, it inherited a highly centralized system of governance characterized by: sectarianism, disunity, corruption,..; • Central government provided everything like: construction & management of schools, Hospitals, roads, initiation of small income generating projects; • Socio-economic spheres at all levels remained in hands and control of the central government - exposing local population to vicious cycle of poverty; • Administrative structures at lower levels lacked accountability, transparency and encouraged the concentration of powers in hands of one individual leader; • Women and youth were marginalized in political and socio-economic aspects • April 1994 – Genocide (state collapse)

Problems of Centralization • Lack of community spirit, transparency and accountability; • Limited participation, responsibility, commitment and ownership; • Dependency syndrome; • Limited or lack of clear framework and mechanism for coordination and harmonization; • Excessive administrative costs v/s development investment. High level of centralization resulted and facilitated 1994 Genocide.

The 1994 Genocide and it’s consequences and legacy • About one million people killed in only 100 days • A traumatized society especially genocide survivors • A big number of refugees both outside and inside • The whole economy destroyed including infrastructure • No administration and leadership in place • Almost a failed state

Road to Decentralisation:Policy design and dialogue • 1996-1998 – Grass-root consultations countrywide • 1998 – 1999 – National level consultations referred to as Urugwiro/State house meetings involving all stakeholders in the governance arena • In the governance arena people desired to have a say in the conduct of the affairs of the state - Decentralisation was the answer • The Decentralisation policy was adopted in 2000 and was to be implemented in phases of 5 years. After which an independent assessment is done.

Decentralisation policy objectives & expected outcomes Policy Objectives Expected Outcomes Engaged Citizens Effective DIP Community development and poverty reduction National unity Enabling State Accessible services & of high quality

Role and Responsibilities District Council • to set up departments of the District, draw up instructions that govern them and determine their responsibilities; • to set up strategies for the development; • to adopt the budget of the District; • to monitor the implementation of government programs and policies; • to monitor the implementation of recommendations contained in the report of the Auditor General of State Finance; • to set salaries for employees in accordance with Laws; • to consider and approve the development plan and monitor its implementation;

Role and Responsibilities (Cont’d) • to monitor and assess the functioning of the Executive Committee; • to approve donations, legacies and debts that the District may take out or grant in accordance with Laws; • to control the management of the property of the District and its activities; • to approve the sale of the immovable property of the District in accordance with relevant laws; • to suspend a councilor or one of the members of the Executive Committee in case of misconduct and failure to discharge his/her duties;

Role and Responsibilities (Cont’d) • to invite every six (6) months members of the Executive Committee for them to table the report on the accomplishment of activities falling within their responsibilities; • to invite every three (3) months the Executive Secretary to table the report on the use of the budget; • to decide on the establishment of friendship, cooperation and partnership with other Districts, Cities and other institutions; • to monitor and make decisions on other activities conducted in the District falling under the responsibilities of the District

Role and Responsibilities (Cont’d) District Executive committee • to implement Government policies adopted; • to provide services that are not delivered by other administrative entities; • to monitor the administration of Sectors; • to plan, coordinate and implement development programs; • to maintain infrastructure, handle technical and financial matters; • to promote partnership and cooperation with other Districts, cities and other organs; • to maintain the safety of people and property in the District; • to coordinate planning activities of Sectors; • to monitor the implementation of grouped settlement program in the sites indicated and collaborate with Sectors in installing the population in grouped settlements; • to put in place programs designed to promote the social welfare. • Full management of District is defined into District structure annexed

District executive & bureaucrats District council Control, sanctions Reports Vote, satisfaction, complaints & sanctions Taxes Action plans, quality services Manifestos, information ACCOUNTABILITY IN LOCAL GOVERNMENTS Citizens

Planning and consultation process Guiding documents in the planning process • Vision 2020 • EDPRS 1&2 • Sector strategic plans • DDPs • MDGs targets

Planning and consultation process (Cont’d) Steps for Planning • Step 1: Identification of national priorities by central Government • Step 2: Identification of local priorities through councils at different levels and based on DDPs • Step 3: Communication of national priorities to local government • Step 4: Consultation meetings bringing together Central and Local Government to agree on Priorities and Targets • Step 5: Preparation • Step 6: Quality assurance technical team works with Districts to fine-tune the Performance contracts before approval • Step 7: Approval by the District councils and JADF • Step 8: Signature

Budgeting process Source of Revenues: • Fiscal decentralisation policy adopted in 2001, since then the budgeting process was devolved to district authorities – districts are able to prepare their own medium term expenditure frameworks (MTEF); • LG revenues: • Taxes devolved to LGs: Property tax, rental tax, trading licence, fees on services; • Central Gov’t transfers: earmarked and block grants; • Specific fund for infrastructure development (10% of national domestic revenues): LODA, provides an appropriate framework for the mobilisation and disbursement of community development resources without the complexities and bureaucracy from government and donors • Unconditional funds from LODA; • Public Private partnership; • Community mobilization (CIP, MUSA, 12YBE, etc…); • Other District stakeholders (JADF).

Monitoring and Evaluation • IMIHIGO as a tool of planning, monitoring and evaluation Objectives of Imihigo • To speed up implementation of local and national development agenda; • To promote result oriented performance; • To promote accountability and transparency; • To instill innovation and encourage competitiveness; • To engage stakeholders (citizens, civil society, donors, private sector, etc) in formulation and implementation national development agenda; • To promote zeal and determination for achieving the objectives and targets; • To instill the culture of regular performance evaluation.

Principles of IMIHIGO • Voluntary: It is a choice, however national guidance is necessary to ensure national priorities are matching with local ones; • Ambitious: You promise/vow to achieve only what you do not already have; • Excellence: Imihigo is about outstanding performance: something worth of praise.

IMIHIGO monitoring process • Imihigo implementation plan • District does daily monitoring of the progress and submit monthly report to the Province/CoK and copy to MINALOC • Province/CoK does quarterly monitoring of the progress • National level does bi-annual monitoring one Mid-term assessment in January and annual in July

Scoring weight • The weights are assigned to the 3 Pillars: • Economic 60% • Social 30% • Governance (including justice) 10% • Activities under each pillar form a combined total score of 100 which is then adjusted to the equivalent weight of the pillar Example: Economic Score X 60 100

THANK YOU

Ministry of Local Government - DG RUGAMBA Egide -