Decentralization Reforms in Rwanda and Capacity Development for LGs

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: • 1st phase (2001-2005): laws, policies, institutionalization • 2nd phase (2006-2010): strengthening capacities for service delivery and coordination of local development • 3rd 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 (2001-2005) • 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 2nd 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 tothe 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 • 3rd 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. Specific Objectives in the next 5 years Objectives for the next 5 years (2011-2015) are to: • Strengthening Coordination among institutions charged with Capacity Development in LGs • Establishing capacity development quality assurance and standardisation system • Integrating a large diversity of CD approaches, including Technical assistance, Coaching and mentoring, systematic induction • Establishing a pooled funding mechanism for LG Capacity Development • Enhancing LG capacity to attract, recruit, motivate, and retain a critical mass of technical and professional skills.

10. To conclude • 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 • These factors, while immediately applicable at Central level, take longer period before they are translated in the CD for decentralization

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