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- Permanent Link:
- http://dpanther.fiu.edu/dpService/dpPurlService/purl/FIGW000016/00001
Notes
- Abstract:
- The Government of Rwanda (GoR) has adopted the integrated approach to managing the
country’s water resources, and has progressively put in place appropriate water governance
structures, starting with a water law, 2008; a National Policy and Strategy for Integrated Water
Resources Management in 2011. Institutionally, the IWRM implementation was entrusted to the
Natural Resources Management Authority (RNRA)’s Department of Water Resources
Management. As a new institution, the IWRM Department faces serious challenges of capacity.
A Capacity Needs Assessment was undertaken in March 2012, with support from the Rwanda
Integrated Water Security Program (RIWSP). It recommended a range of institutional and
human resources capacity building interventions, and formulated a Capacity Building Plan to
support the implementation of IWRM Rwanda.
Following the capacity building plan, the IWRM Department identified appropriate staffing as a
key immediate priority. It is in the context of this framework, that the USAID-funded RIWSP
Program commissioned the staffing norms study for the IWRM Department that this report
presents.
The organisational review and staffing norms study has proposed a new organisational
structure for the IWRM Department from a three Units-structure to a fully constituted
department with 2 Divisions, 8 Technical Units and 5 Catchment Office, with a staff
establishment of 67 (including 58 Professionals). This will enable the IWRM Department to
effectively perform its statutory functions. Since delineation of water catchments is still ongoing,
progressive monitoring and review of catchment operations will determine the modalities
for future staffing norms.
The financial implications of the new structure are considered modest – the wage bill over the
next 5 years will total RwF 3.07 billion. Much more funds will, however, be required for training
and capacity building. Given the human resources scarcity in the country, the realistic staffing
approach is to recruit and train, as there are virtually no IWRM experts in the local market.
Hence, training and skills development, which will entail training of a critical mass of
professionals and graduate level, and short-term tailored courses, will require about RwF 5.3
billion. Short-term courses will also target other IWRM institutions.
The report concludes that this staffing structure is appropriate and its implementation will
receive favourable political and donor support. However, in order to ensure smooth
implementation, the following recommendations are made:
1. Embark of implementation by rearranging the existing staff formations at Department level;
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2. Prepare a policy paper to guide the Ministry of Public Service and Labour (MIFOTRA) in the
review and approval of the new organisational structure; and subsequent inclusion into the
salary and capacity building plans of the Government;
3. Procure Technical Assistance (TAs) in the following disciplines to facilitate the development
of institutional systems, skills transfer and performance guidance: i) Policy analysis, resource
mobilisation and results measurement (M&E); ii) Water Resources Assessment and
monitoring; and iii) Institutional coordination and stakeholder management.
4. Embark on funds mobilisation by designing fundable capacity building projects, and
organising development partners’ round table discussions and other mechanisms.
5. Continuously innovate to ensure optimum staff retention. The IWRM Department’s
performance and the value added of the HRM investments will ultimately depend on the
ability to retain talent and accumulated expertise.
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