The local governance system has undergone positive changes since 1994 when the Government of National Unity took over power in Rwanda. The government has instituted democratic changes in the structure and functioning of local government through decentralisation. Since 2000 when the decentralisation policy was launched, Rwanda has evolved a model of local governance that has come to be emulated by its neighbouring countries. Since 2000, when the Local Government Act affected the decentralised structures of local government, some changes have occurred, challenges have emerged and constraints have been experienced in the implementation of the policy of decentralisation. Methodology used in the impact assessment study The researcher administered questionnaires, conducted interviews and documentary analysis. The assessment covered (3) three districts which were purposively selected on the basis of criteria that were considered sufficiently representative and based on the rationale of the study. Key findings of the study The study established that the restructuring exercise streamlined the structures of local governments, aligned mandates to the structures, and graded jobs in line with responsibilities. These reforms have improved the performance of the local governments. Despite notable improvements, the study established that there were still gaps in the local government system that needed to be addressed. These included: i. There is a big skills gap in most local governments. Some positions in local government are not filled due to inadequate resources. ii. Some local governments are finding it difficult to attract qualified and competent personnel to take up jobs at technical and managerial levels. iii. Local government lack attractive working environments. iv. There are limited career growth opportunities in local government service. xiv v. There is low local revenue. This has imposed limitations to accountability, supervision and monitoring of local government programmes. vi. Professional staff in local government is not adequately facilitated to do their work efficiently and effectively. vii. The existing capacity building programmes contribute marginally to career growth of individual staff members. viii. New reform programmes for improving service delivery such as results oriented management (ROM) and fiscal decentralisation strategy (FDS) have been rolled out but are not yet utilised in some of the local governments.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nmmu/vital:8226 |
| Date | January 2008 |
| Creators | Apollo, Munanura |
| Publisher | Nelson Mandela Metropolitan University, Faculty of Arts |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Masters, MPA |
| Format | xv, 97 leaves, pdf |
| Rights | Nelson Mandela Metropolitan University |
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